Agenda packet — City Council and Concurrent Authorities, April 18, 2023 (part 3 of 3)

ATTACHMENT C
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EXHIBIT 2

ATTACHMENT C
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/46/i255/48 /41 /50 /44 /49 /55 /52 /49 /42 /i255 /i255 /41 /44 /55 /43 /46 /44 /46 /43 /44 /53 /46 /43 /46 /46 /46/i255/48 /41 /50 /53 /54 /45 /52 /45 /46 /i255 /i255 /41 /44 /55 /43 /46 /44 /46 /43 /44 /54 /46 /43 /46 /46 /46/i255/48 /42 /50 /41 /44 /49 /52 /41 /41 /i255 /i255 /41 /44 /55 /43 /46 /44 /46 /43 /44 /49 /46 /43 /46 /46 /46/i255/48 /41 /50 /46 /51 /42 /52 /41 /49 /i255 /i255 /41 /44 /55 /43 /46 /53 /41 /43 /46 /41 /46 /43 /46 /46 /46/i255/48 /45 /44 /53 /52 /41 /55 /i255 /i255 /41 /44 /55 /43 /46 /53 /41 /43 /46 /44 /46 /43 /46 /46 /46/i255/48 /53 /41 /44 /52 /42 /49 /i255 /i255 EXHIBIT 2

ATTACHMENT C
/0 /1 /i255
/i255
/i255
/i255
/i255
/i255
/3 /4 /4 /5 /6 /7 /8 /9 /i255 /0 /i255
/i255
/10/10/11/8 /7 /i255 /12 /13 /14 /6 /7 /3 /15 /16 /i255/10/3/4 /i255 /i255/i255
EXHIBIT 2

ATTACHMENT C
Exhibit 3

MIRACLE MILE COMMUNITY IMPROVEMENT DISTRICT

PUBLIC NOTICE

A PUBLIC HEARING ON THE FORMATION OF A COMMUNITY IMPROVEMENT DISTRICT

AND PROPOSED ASSESSMENT IS SCHEDULED FOR
SEPTEMBER 13, 2022, AT 5:30 P.M.,

CITY COUNCIL CHAMBERS,
425 N. EL DORADO STREET, STOCKTON, CA 95202

Location: The Miracle Mile Community Improvement District (MMCID) shall include those commercial parcels in the Pacific Avenue area from Alpine Avenue on the north to Harding Way on the south, and all commercial parcels that front Harding Way between Lincoln Street on the west and North El Dorado Street on the east.

Services: The purpose of the MMCID is to provide activities and improvements which constitute and convey a special benefit to assessed parcels. The MM CID will provide enhanced security and maintenance, landscape beautification, advocacy services, marketing, events, and administration with the intent of providing special benefits to assessed parcels within the MMCID directly and only to assessed parcels within its boundaries.

Budget: The MMCID’s total annual assessment budget for the initial year of its 20-year operation is anticipated to be $230,550. This is the total amount of assessment chargeable to the entire district in the initial year of operation. The annual budget may be subject to yearly increase in assessment rates of no more than five percent (5%) per year.

Cost: The assessment rate (cost to the parcel owner) will be levied on property in the district based on benefit zone, building square footage, parcel square footage , and parcel linear frontage. The initial annual rate of assessment to each parcel is shown in the table below. Assessment rates may be subject to an increase of no more than five percent (5%) per year.

Property Variable Zone 1 Zone 2 Zone 3 Zone 4
Building Square Footage
(per square feet)
$0.13 $0.07 $0.11 N/A
Lot/Parcel Size (per square feet) $0.13 $0.07 $0.11 N/A Linear Frontage (per linear feet) N/A N/A N/A $2.00

Formation: The assessment shall not be imposed if, upon the conclusion of the public hearing, the ballots submitted in opposition to the assessment exceed the ballots submitted in favor of the assessment, with the ballots weighted according to the proportional financial obligation of the affected property. The ballot included in this packet provides information on how to complete and return your ballot so that it may be tabulated.

Duration: The MMCID, and the duration of the assessment, will be for a 20-year period beginning January 1, 2023, through December 31, 2042. Near the end of the term, the petition, ballot, and City Council public hearing process would have to be repeated for the MMCID to be renewed.

The Property Owner Ballot included in this packet contain s important information concerning its completion, return, and tabulation, and the effect of casting ballots in support or in protest of the assessment. For more information on the ballot return process, please call the City Clerk at (209) 937-8459. For more information on the formation of the district, please call the Miracle Mile at (209) 623-1144.

ATTACHMENT C

BEVERLY
EUCLID

STOCKTON
BAKER
DORRIS
ELM
MAPLE

NORTH TUXEDO

SOUTH CENTRAL

N HUNTER
ST

N COMMERCE
ST

N HUNTER
ST

N SUTTER ST

E NOBLE

E GEARY

E HAMPTON ST

E ELM ST SPERRY
AVE

CONCORD
AVE

ELIZABETH AVE
RAMONA
AVE
CARMEL

AVE BAKER PL

N EDISON ST
LOMITA
AVE

N KENSINGTON
WAY

CRAFTON WAY

CRAFTON
WAY

DWIGHT WAY

NORTH CENTRAL

REGENT
CT

ALLSTON WAY
REGENT
CT
REGENT
CT

BRISTOL
AVE
SMITH
LN

W MARIPOSA AVE

TUXEDO CT

SOUTH TUXEDO

LEXINGTON AVE

BEDFORD RD

W WALNUT ST

W HARDING WAY

N LINCOLN
ST

N HARRISON ST

N VAN BUREN
ST

N MONROE S
T

N MADISON

W WILLOW ST

W VINE ST

N CENTER ST

N COMMERCE
ST

W WALNUT ST

W ALDER ST

W WYANDOTTE ST

W CLEVELAND
ST
W PINE
ST

W ADAMS ST

E CASTLE
ST

W GEARY ST

W ELLIS ST

W ARCADE ST

N EL DORADO
ST

N SAN JOAQUIN ST

N HUNTER
WAY

DWIGHT WAY

N CENTER STREET W MONTEREY AVE

W MARIPOSA AVE

W MENDOCINO
AVE

W SONOMA AVE

BONNIE LN

W ALPINE AVE
020
070
050
170
180
350320 270
370 250
260
380
390
010
020 230
240
250
260
250
120
270260

110
050
080
040
070
060
010
050
100090
080
060
070
160 030
040
160 150
180

110120
055 001
190 160
020
010
310
420
220 200
210
230
040
560
570 550 16
0 150 140
030
010 040
080 070
090

060040
050
010
100
170
160
100
390
370

410
210
230
250
070
080
090
100
120
040
360
370
390
380
350
340
060
020
030
040
050

010
010
020
030
040
050
070
400
020
03 010
020
010
007
020
0 500 1,000250
Feet
364
363
354
050
040
030
020
290
320
240
340 380 010

030

060
030
110
070
060
070
070 070
050
041
042
020
095
080
080
070
570
310
330
340
010
350 030 340
030 020 010
370
010 340 350360
020 030 040
040
040010
210
030
020
170
540 W HARDING WAY

PACIFIC
WAY

PACIFIC
WAY
070
330
320
020
020
030 020 010
170
280
050
300
018 310
017
060
060
070
080
LEGEND

PACIFIC
WAY

PACIFIC
AVE

N EL DORADO
ST

W NOBLE

W MAPLE ST

N COMMERCE
ST

N CENTER
ST

W MONTEREY
AVE

CENTRAL CT

DWIGHT WAY

E ELLIS ST
ARCADE
ST

BONNIE LN

ALLSTON
WAY
Benefit Zone 1
Benefit Zone 2
Benefit Zone 3
Benefit Zone 4
125
113
127
137
137
139
113
125
137
Miracle Mile - BZ Map
4/7/2022

ATTACHMENT D
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION ADOPTING THE PROPOSED 20 23 ANNUAL OPERATING BUDGET AND APPROVING THE 2022 ANNUAL REPORT FOR THE MIRACLE MIL E

COMMUNITY IMPROVEMENT DISTRICT

The Miracle Mile Community Improvement District (“ MMCID”) is a community improvement district within the City, duly formed pursuant to Stockton Municipal Code (“SMC”) Chapter 3.96 and as approved by the City Council, with a term beginning January 1, 2023; and

The MMCID was previously operated as the Miracle Mile Property and Business Improvement District (“MMPBID”), which began operations in January 2007 and terminated on December 31, 2022; and

A nonprofit corporation named Miracle Mile Community Improvement District (“Owners’ Association ”) was established to pro mote and maintain the MMCID as its owners’ association; and

The City Council approved an agreement on December 6, 2022, with the Owners’ Association to operate and manage the MMCID for a 20 -year term (the “Management Agreement”), effective January 1, 2023, and expiring December 31, 2042 and

The Management Agreement requires submission to the City Council for approval the annual operating budget and annual report on activities pertaining to the MM CID; now, therefore,

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

1. The City Council hereby approves the MMCID 2023 Annual Operating Budget (Exhibit 1) and MMPBID 2022 Annual Report (Exhibit 2), copies of which are attached hereto and incorporated herein by this reference.

2. The proposed amounts of assessments are in compliance with SMC Chapter 3.96 and those portions of California Streets and Highway Code Division 18, Part 7, the “Property and Business Improvement District Law of 1994,” made applicable by SMC Chapter 3.96, and the charge is levied without regard to property valuations. //
//
//

3. The City Manager , or designee, is hereby authorized to take any and all necessary and appropriate actions to carry out the purpose and intent of this Resolution.

PASSED, APPROVED, and ADOPTED April 18, 2023 .

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

ATTEST:

ELIZA R. GARZA, CMC
City Clerk of the City of Stockton
INCOME MMID 2022
Budget
MMCID 2023
Budget

TOTAL ASSESSMENT
INCOME $221,380 $230,500

NON-ASSESSMENT INCOME
Event Income $10,000 $10,000
ARPA Grant Income $100,000
Harding Way Project
Reimbursement $94,381 $94,381
Interest Income $8 $8

TOTAL NON-ASSESSMENT
INCOME $104,389 $204,389
TOTAL INCOME $325,769 $434,889
EXPENSE 2022 Budget 2023 Budget

CIVIL SIDEWALKS
Maintenance & Security
Service Contractors $121,747 $139,818
Waste Management $4,475 $5,000
Harding Way
Reimbursement Project $94,381 $94,381
ARPA Banner Pole Retrofit $30,000
Contract Service Mgmt $16,500 $11,040
TOTAL CIVIL SIDEWALKS $237,103 60% $280,239

TOTAL DISTRICT IDENTITY-

PLACEMAKING
Events $30,000
Marketing & Advertising $22,750 $50,000
Website & Hosting $725 $800
Contract Service Mgmt $6,600 $3,500

TOTAL DISTRICT IDENTITY-
PLACEMAKING $30,075 15% $84,300

ADMINISTRATION &

DISTRICT MANAGEMENT
Legal & Consulting Fees $1,500 $3,000
Accounting Services $5,160 $5,500
Liability - D&O Insurance $12,500 $11,000
Storage Lease $1,330 $1,200
Contract Service
Management $28,061 $39,600
Contract Service Mgmt $9,900
General Administrative $2,610 $2,500

ADMINISTRATION &
DISTRICT MANAGEMENT $61,061 22% $62,800

CONTINGENCY & RESERVE
CONTINGENCY & RESERVE 3% $7,550
TOTAL EXPENSE $328,239 $434,889
EXHIBIT 1
Miracle Mile

IMPROVEMENT DISTRICT
2022 ANNUAL REPORT
EXHIBIT 2
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Annual Report 2022Annual Report 2022
Kimberly Byrd
District Welcome 02
Index 03
Mission 04
Letter from the Board President 05
Board Officers 06
Board of Directors 07
PBID General Information 08
2022 Financial Review & 2022 Budget Comparison 09
Enhanced Safety & Security 10
Enhanced Maintenance 11
Social Media Marketing 12-13
Mile Events & Projects 14-15
Looking Ahead To 2022 & Beyond 16-17
index
Kimberly Byrd
Executive Director 2022
“I cannot say whether things will get
better if we change; what I can say
is they must change if they are to
get better.”
~ Georg C Lichtenbergt
On behalf of the Miracle Mile Improvement District (MMID) and our Board of Directors, we present this 2022 Annual Report to all Miracle Mile property owners, merchant busi- ness owners and representatives of the City of Stockton.

The attached report highlights our major organizational accomplishments last year and financial performance in the fiscal year ending December 31, 2022.

Change is a must. The Miracle Mile and its small business community continue to per- severe, pushing through in spite of the ongoing issues as a result of COVID-19 and the economic challenges presented in 2022. Much ground work was laid this past year, working with local and state officials to secure much needed funding to address critical capital improvement initiatives. The districts election for the formation of the Miracle Mile Community Improvement District, brings many potential opportunities our district.

We will continue to be of service to our small businesses and the community that sup- port the Miracle Mile.erin Exciting things to come in 2023! EXHIBIT 2
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Annual Report 2022Annual Report 2022
Tina Wells Lee
Tina Wells Lee
Board President 2022
letter from the board president
We had a very eventful 2022! Instead of renewing the
MMID PBID, the Board made a decision to establish
a 501(c)(3) a non-profit organization, the Miracle Mile Community Improvement District (MMCID). This
change was made to position the organization to seek
grants for the further advancement of the Mile’s mission to provide maintenance and security and promote the
business and property owners.

Under the leadership of Christopher Callahan,
University of the Pacific President, and his wife, Jean Callahan, a Board member, we have expanded our
partnership with the University to promote the Mile
as a destination for students and staff. We welcomed
students to the District during their first week of
school with give-aways and music.

Other events held post-pandemic in 2022 included our Candy Crawl and Boo-Tique Market in October and our traditional Sip and Shop after Thanksgiving. Two events that brought families to our District. These events wouldn’t have been possible without the countless hours committed by the Promotions Committee. With the receipt of the $100,000 ARPA grant from the City of Stockton, we look forward to hosting our second annual En Blanc event in June, 2023, as well as our Car Show and Concert.

The biggest news of the year was announced in October. Assemblyman Carlos Villapudua secured a $20,000,000 grant for the Mile for sidewalk improvements, enhanced crosswalks and lighting, marketing initiatives including creation of a public space at Tuxedo Court and store- front improvements grants for our small businesses. Our Board is looking forward to working with the Assemblyman’s office, CalTrans and the City of Stockton to implement these once-in- a-lifetime projects.

I again want to thank our dedicated volunteer Executive Committee, our Board Members and our Executive Director, Kim Byrd. Their commitment and energy has positioned the organization to continue to support the local property and business owners. I am grateful to serve with this group.

Introduction
The Miracle Mile Improvement
District (MMID) was formed as a
non-profit organization to improve
the safety, security, appearance, and
economic growth of the area. The
Miracle Mile District includes all the
businesses fronting Pacific Avenue
from Alpine to Harding, and those
businesses on Harding Way from
El Dorado Street to Lincoln Street.

The Mission of the MMID is
To foster the economic vitality,
value, and appeal of the Miracle Mile.
our district
There are 90
pro
perty owners
within the district
and over 150
bus
inesses that
ca
ll the Miracle
Mile home!
EXHIBIT 2
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Annual Report 2022
Tina Wells Lee
Property Owner
Board President
Lisa Whirlow
Property Owner
Vice President
Rachelle Turner
Property Owner
Secretary
Manuel Guizar
Business Owner
Treasurer
meet the directors
Jeff Gamboni
Property Owner
January - December
our board officers
MMID Board
Our board of directors
consists of thirteen (13)
members: seven (7)
property owners, three
(3) merchant business
owners and one (1)
appointed representative
from the Stockton
Unified School District,
the City of Stockton &
University of the Pacific
respectively.

The role of the volunteer
board is to set the annual
strategic plan for the
district, provide financial
oversight and give
direction, via vote, to the
Executive Director whom
is the sole compensated
individual of the
organization.

The Board of Directors
meets regularly on
the second Tuesday of
every month at 4:00pm.

Meeting locations and/
or virtual meeting details
are available in advance
on our district website.

Rex Dhatt
Property Owner
January - December
Julie Cosgrove
Property Owner
January - December
Jean Callahan
UOP Representative
January - December
Juanita Pasley
Business Owner
January - December
Nicole Snyder
COS Representative
January - December
Tanya Watters
Property O wner
January-December
Yo
nie Young
Business Owner
January - December
Jeff Dundas
SUSD Representative
January - December
EXHIBIT 2
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Annual Report 2022Annual Report 2022
Commericial School
Building Sq. + Parcel Sq. Ft. Building Sq. Ft.

Zone 1 $0.01276 $0.01276
Zone 2 $0.06220 $0.06220
Zone 3 $0.10210 $0.10210
Initial Assessment Rate
Benefit Zone
INCOME MMID 2022
Budget
MMCID 2023
Budget

TOTAL ASSESSMENT
INCOME $221,380 $230,500

NON-ASSESSMENT INCOME
Event Income $10,000 $10,000
ARPA Grant Income $100,000
Harding Way Project
Reimbursement $94,381 $94,381
Interest Income $8 $8

TOTAL NON-ASSESSMENT
INCOME $104,389 $204,389
TOTAL INCOME $325,769 $434,889
EXPENSE 2022 Budget 2023 Budget

TOTAL DISTRICT IDENTITY-

PLACEMAKING
Events $30,000
Marketing & Advertising $22,750 $50,000
Website & Hosting $725 $800
Contract Service Mgmt $6,600 $3,500

TOTAL DISTRICT IDENTITY-
PLACEMAKING $30,075 15% $84,300

ADMINISTRATION &

ADMINISTRATION &
DISTRICT MANAGEMENT $61,061 22% $62,800

CONTINGENCY & RESERVE
CONTINGENCY & RESERVE 3% $7,550
TOTAL EXPENSE $328,239 $434,889
district information
The Miracle Mile Property
Based Improvement District
(MMPBID) is a common benefit
assessment district whose main
goal is to provide improvements
and activities which constitute and
convey a special benefit to
assessed parcels.

The Miracle Mile PBID was
formed for an initial five (5) year
term starting in 2008 and was
successfully renewed for two
additional five (5) year terms
starting in 2013 and 2018. The
current five (5) year term expires
December 31st, 2022.
cost
The assessment rate (cost to
parcel owner) is based on
benefit zone, building square
footage and parcel square
footage. The initial annual rate to
each parcel is shown in the table
to the right.

Assessment rates will not be
subject to an increase over the
current term.
2022 financial snapshot
p
rofit & loss report
INCOME
ASSESSMENT $220 ,981.00
NON-ASSESSMENT $ 71 ,326.86
TOTAL INCOME $2 92,307.86

EXPENSES
ADMINISTRATION $5 8,023.58
ENHANCED MAINTENANCE $60,962.44
ENHANCED SECURITY $7 4,660.50
MARKETING $25 ,062.74
RESERVE & SPECIAL FUNDING $6 7,500.00
TOTAL EXPENSES $2 86,209.26
NET INCOME $6 ,098.60
2022 end of year
a
ccount balances
CHECKING ACCOUNT $8 0,087.30
EMERGENCY SAVINGS $1 8,011.64
PBID RENEWAL SAVINGS $1 ,006.34
TOTAL $99,105.28
Detailed budgets and financial reports are available on the district website in the monthly board meeting packets. 2022-2023 budget report
EXHIBIT 2
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Annual Report 2022Annual Report 2022
enhanced maintenance
We continued our partnership with the Downtown Stockton Alliance in 2022. Garbage cleanup and removal is taken care of seven days a week,
hand watering of trees
& plants happens
weekly and the curbs/
sidewalks in the entire
district are pressure
washed every month.

The maintenance crew
also handles graffiti
removal, street tree
trimming and annual pre-emergent pest abatement.
502
hours spent
pressure
washing
sidewalks
552
hours spent
hand watering
trees & plants
9,621
bags of
garbage
removed
53 Calls To SPD/EMT
made by security guards for
i
mmediate response
428 Incident Reports
468 Random Patrols
1,820 Hours
of Dedicated
Patrol
s
ecurity service provided
Ongoing collaboration efforts of the MMID, Mile
Merchants, Hammer Head Security with Stockton
Police Department Business Watch Program has
helped stem the influx of crime and vagrancy within
the district boundary. Meeting monthly, on the 2nd
Tuesday of each month, additional resources are are
made available, including support from the District
Attorney’s Office, City Code Enforcement, Behavioral
Health Services and Stockton Fire Department,
whenever necessary.
enhanced safety & security
EXHIBIT 2
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Annual Report 2022Annual Report 2022
social media marketing year in review
We continued to build our
social media base, on Instagram
a
nd Facebook. All growth, non-
paid, and organically achieved.

We also saw an overall increase in
engagement from the online public
through our “RAD Card - Support Small
Business” and our more general “Support
Local” campaigns. As an added bonus we
hosted a “how-to social media” webinar
for our merchants.
+ 360
new followers
on FaceBook
>>>
2018 = 7,274
2019 = 8,687
2020 = 9,494
2021 = 10,064
2022 = 10,424
>>>
2018 = 1,139
2019 = 2,264
2020 = 5,607
2021 = 7,967
2022 = 9,144
+ 1,177
15% increase in
followers on Instagram
EXHIBIT 2
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Annual Report 2022
2022holiday sip and shop
Tigers Prowlin’
the Mile
(UOP Welcome
Back Night)
Miracle Mile
Candy Crawl
& BOO-tique
Market
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Annual Report 2022Annual Report 2022
$20,000,000 IN FUNDING
With $20,000,000 in funding secured by Assemblyman Carlos Villapudua for the Miracle Mile we will address sidewalk improvements, enhanced crosswalks, street and pedestrian lighting, marketing initiatives including creation of a public space at Tuxedo Court and store-front improvements for our small businesses. a look ahead to 2023 district objectives
signature events scheduled
• miracle mile en blanc - June 24
• miracle mile car show & concert - October 7
• miracle mile holiday sip & shop - December 2
miracle mile marketing & walkability enhancements
• bike share program participation
• retrofit of existing banner poles
• new co-branded light pole banners
miracle mile pedestrian safety advocacy
• pursue permanent flashing red signal lights along the mile during evening in an effort to slow vehicle traffic for pedestrian safety
• installation of speed feedback signs
• city parking lot resurfacing projects
M
iracle Mile Improvements
EXHIBIT 2
ORGANIZATION NAME:

Miracle Mile PBID
dba/Miracle Mile Improvement District
MAILING ADDRESS:

PO Box 4016
Stockton, CA 95204
CONTACT INFORMATION:
[email protected]
(209) 623-1144
WEBSITE:
www.stocktonmiraclemile.com
March 2023
EXHIBIT 2

MIRACLE MILE IMPROVEMENT DISTRICT
PROPOSED 2023 OPERATING BUDGET AND
2022 ANNUAL REPORT

CITY COUNCIL
APRIL 18, 2023
AGENDA ITEM 15.2
2022
Miracle Mile Improvement District
Our Mission
To foster the economic vitality, value, and
add appeal to the Miracle Mile.

Our Stakeholders
Over NINETY property owners within the
district and over ONE HUNDRED-FIFTY
businesses call the Miracle Mile home!
Stockton City Council
April
Agenda Item

Security Tracking & Reporting
➢ 1,134 Patrols
➢ 770 Incidents
➢ 112 Calls to SPD/EMT
SPD Business Watch
Ongoing collaboration efforts of the MMID, Mile
Merchants, Hammer Head Security with Stockton Police
Department Business Watch Program has helped stem the
influx of crime and vagrancy within the district boundary.

Additional participation by District Attorney’s Office, City Code Enforcement, Behavioral Health Services and
Stockton Fire Department, whenever necessary.

Safety & Security
Downtown Stockton Alliance
• Garbage cleanup and removal is
scheduled seven days a week, hand
watering of trees & plants happens
weekly.
• The sidewalks in the entire district are
pressure washed every month.
• The maintenance crew also handles
graffiti removal, street tree trimming,
and annual pre-emergent pest
abatement.
➢552 hours spent hand watering trees
and plants
➢9,621 bags of garbage removed
➢502 hours spent pressure washing
sidewalks
Enhanced Maintenance

Mile Marketing & Social Gatherings

District Establishment
BEFORE
AFTER
• District Establishment efforts
dominated much of 2022.
• Stakeholder outreach to petition
for the new Miracle Mile
Community Improvement
District.
• Balloting resulted in 74%
acceptance of voting property
owners.

B E V E R L
Y
EUCLID
ST

O C K T
ON
BAKER

D O R R I S
ELM
MAPLE

NORTH TUXEDO

SOUTH CENTRAL
N

H U N T E R
S T
N

C O M M E R C E
S T

N H U N T E R
S T
N

S U T T E R
S T

E NOBLE

E GEARY

E HAMPTON
ST

E ELM ST
SPERRY
AVE

C O N C O R D
A V E

E L I Z A B E T H
A V E

R A M O N A
A V E

C A R M E L

A V E BAKER
PL
N

E D I S O N
S T

L O M I T A
A V E
N

K E N S I N G T O N
W A Y

C R A F T O N
W A Y

D W I G H T
W A Y

NORTH CENTRAL

REGENT
CT

A L L S T O N
W A Y
REGENT
CT
REGENT
CT

BRISTOL
AVE
SMITH
LN

W MARIPOSA
AVE
TUXEDO
CT

SOUTH TUXEDO

LEXINGTON
AVE

BEDFORD
RD

W WALNUT
ST

W HARDING
WAY
N

L I N C O L N
S T
N

H A R R I S O N
S T
N

V A N B U R E N
S T
N

M O N R O E
S
T
N

M A D I S O N

W WILLOW
ST

W VINE ST
N

C E N T E R
S T
N

C O M M E R C E
S T

W WALNUT
ST

W ALDER ST

W WYANDOTTE
ST

W CLEVELAND
ST

W PINE ST

W ADAMS
ST

E CASTLE
ST

W GEARY
ST

W ELLIS ST

W ARCADE
ST
N

E L D O R A D O
S T
N

S A N J O A Q U I N
S T
N

H U N T E R
W A Y

D W I G H T
W A Y
N

C E N T E R

S T R E E T

W MONTEREY
AVE

W MARIPOSA
AVE

W MENDOCINO
AVE

W SONOMA
AVE

B O N N I E
L N

W ALPINE
AVE
020
070
050
170
180
35032
0 27
0 370 25
0 260
380
390
010
020
230
240
250
260
250
12 0
27 0260

110
05 0
08 0
040
070
060
010
050
10 0
09 0
080
060
070
160 030
040
160 15
0 18
0 11
012
0 055 001
190 160
020
010
31 0
42 0
22 0
200210
230
040
560
570 55
0 16
0 15
0 14
0 030
010 040
080
070
090

060
040
050
010
100
170
160
100
39 0
37 0
41 0
210
23 0 250
070
080
090
100
120
040
360
370
390
380
35 0
340
060
020
030
040
050

010
010
020
030
040
050
070
400
020
03 010
020
010
007
020
0 500 1,000250
Feet
364
363
354
050
040
030
020
290
320
240
340 380 010

030

060
030
110
070
060
070
070 070
050
041
042
020
095
080
080
070
570
310
330
340
010
350 030 340
030 020 010
370
010 340 350360
020 030 040
040
040010
210
030
020
170
540 W HARDING
WAY

P A C I F I C
W A Y

P A C I F I C
W A Y
070
330
320
020
020
030 020 010
170
280
050
300
018 310
017
060
060
070
080
LEGEND

P A C I F I C
W A Y

P A C I F I C
A V E
N

E L D O R A D O
S T

W NOBLE

W MAPLE ST
N

C O M M E R C E
S T
N

C E N T E R
S T

W MONTEREY
AVE

CENTRAL CT

D W I G H T
W A Y

E ELLIS ST
ARCADE
ST

B O N N IE
L N

A L L S T O N
W A Y
Benefit Zone 1
Benefit Zone 2
Benefit Zone 3
Benefit Zone 4
EXHIBIT 1
125
113
127
137
137
139
113
125
137
Miracle Mile - BZ Map
4/7/2022
A Look Ahead…
➢Pedestrian Safety Advocacy
➢Return of the Miracle Mile Signature Events
➢Bike Share Program Participation
➢Banner Pole Retrofit
➢Miracle Mile Re-Branding

City of Stockton
Legislation Text
File #: 23-0262, Version: 1

ADOPT A RESOLUTION TO APPROVE THE DOWNTOWN STOCKTON PROPERTY AND BUSINESS IMPROVEMENT DISTRICT 2023 ANNUAL OPERATING BUDGET AND 2022 ANNUAL REPORT

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

1. Approving the 2022 Annual Report and 2023 Operating Budget for the Downtown Stockton Property and Business Improvement District; and

2. Authorizing the City Manager, or designee, to take necessary and appropriate actions to carry out the purpose of this resolution.

Summary
The Downtown Stockton Property and Business Improvement District (DSPBID) is one of the oldest Property and Business Improvement Districts in California, having been established in 1996. The City executed a contractual agreement with Downtown Stockton Alliance (DSA), a non-profit corporation, to manage and operate the DSPBID as its owners’ association for ten years beginning January 1, 2018; this includes developing the goals and preparing and managing the DSPBID’s annual budget.

It is required by contract that the DSA provide the City Council with its operating budget and the annual report of accomplishments for approval each year. The 2023 Operating Budget and the 2022 Annual Report for the DSPBID are included as Exhibits 1 and 2 to the Resolution, respectively.

DISCUSSION
Background
The Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq., authorizes cities and counties to establish property and business improvement districts to promote economic revitalization and physical maintenance. A property and business improvement district is a flexible financing tool for creating private-sector, self-governed management districts. These districts provide the means for enhanced maintenance, safety, marketing, management, and advocacy services.

The DSA was incorporated in 1996 as a 501(c)(6) corporation to promote and maintain Downtown Stockton. Operations began in January 1998 with an annual assessment of property owners within the DSPBID area. The City Council authorized an agreement with the DSA to administer the DSPBID effective January 1, 2018, and it shall remain in effect until December 31, 2027. In accordance with Property and Business District Law of 1994 and pursuant to the agreement, DSA is required to City of Stockton Printed on 4/12/2023Page 1 of 4
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administer funds consistent with the adopted Management District Plan. The Management Plan requires the DSA to submit its budget and annual report each year to the City by February 1st. The budget is subject to Council approval.

Present Situation
Property owners within the area of the DSPBID pay district assessments directly to the County as part of their annual tax bill. The total assessments paid during 2023 by property owners directly to the County will be $1,199,081. The DSA will administer these funds on behalf of the DSPBID as it has in the past. The assessment funds are collected by the County and will transfer directly to the DSA.

The City makes an annual contribution to the DSPBID based on the number, size, and location of City-owned properties within the district like any other property owner. The City’s contribution is estimated at $354,345, including Parking Authority and the two remaining Successor Agency properties.

In 2022, the DSA accomplished the following:
· Launched a new DSA website
· Moved from the B&M Building to the Historic Belding Building · Expanded the Safety Ambassador Program
· Hired two new marketing staff for photo and film content for social media · Partnered with the San Joaquin County District Attorney’s office for National Night Out · Participated in toy drives for Hell’s Angels, Parents by Choice, and the TLC School for Homeless Children Foundation
· Installed the first mural in the new series of murals, “Historic Postcards of Downtown” · Completed participation in the International Economic Development Council pandemic impact study
· Partnered with the City of Stockton to launch the new Business Façade Improvement program The DSA continued operating the extremely successful Portable Bathroom Shower Unit (PBSU) program at St. John’s Church. This program gives hope to the underserved community by providing a dignified place for personal hygiene, funded by Emergency Solutions Grant pandemic relief (ESG- CV) funding from the City of Stockton. The PBSU served more than 400 individuals and provided 6,541 showers.

After completion in April 2022, the DSA held a dedication ceremony for the new Diversity Plaza, providing a new space for individuals to gather. The project activated the area behind the County Courthouse previously referred to as Hunter Square, which had mainly gone unused. Diversity Plaza celebrates Stockton’s diversity and includes two statues, a mural, shade, seating, and flags promoting unity, equity, pride, inclusion, diversity, and respect.

The DSA received a $100,000 American Rescue Plan Act (ARPA) grant from the City for marketing downtown events and job listings. They expanded their marketing efforts by adding two additional marketing team members. They continued the Doorways to Downtown series featuring eight downtown businesses, 12 episodes of the monthly Talk to Downtown live streaming, the 7th episode of Spirits of Downtown, and featured social media promotions to give away tickets to events such as City of Stockton Printed on 4/12/2023Page 2 of 4
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Ports and Kings games. The increased efforts resulted in growth in the DSA’s social media audience for the second consecutive year. Followers increased by 1.6% on Facebook, a 6.3% growth on Twitter, 8.2% on Instagram, and 11.1% on YouTube views.

During 2022 a trend was observed in the Downtown business community with a growing number of retail, salon, and restaurant businesses opening. There were 50 property sales and at least 417 businesses in the District. Maintenance of the District continued with 234 graffiti removals, 14,907 trash bags removed, 230 service calls, and 155 shopping carts collected. The DSA hosted five events, including the Mid-Autumn Moon Festival, Full Moon Riders, Janet Leigh Plaza music series, the Jazz in the Plazz music series, and National Night Out. The DSA supported Stockton Flavor Fest through infrastructure improvements and banner replacement downtown.

The DSA’s 2023 budget is $5,325,873. The DSA budget has significantly increased from 2022 with discretionary funds primarily due to ARPA grants received from the City and San Joaquin County, two Community Development Block Grants received from the City and San Joaquin County, an Emergency Solutions Grant from the City, and a new program with the Lodi Ambassadors. The DSA dedicates a significant amount of its assessment budget to economic development and improvement projects, maintenance and cleaning, advertising and marketing, safety, and special events within the District. The remaining budget goes to advocacy, administration, and education/networking.

Below are a few of the DSA 2023 goals:
· Manage City of Stockton ARPA Business Façade Improvement grant. · Manage San Joaquin County ARPA grant for bus passes, parking passes, chamber membership reimbursement, window repair reimbursement, banners program, window wraps, and trash enclosures.
· Continue operating and maintaining the Portable Bathroom and Shower unit at St. John’s Church through June 2023.
· Expand the outreach of the Safety Ambassador program and collaboration with the Stockton Police Department.
· Continue the webinar series Talk to Downtown, Spirits of Downtown, and Doorways to Downtown.
· Continue to grow and improve the DSA’s social media presence. · Continue to advocate for property owners; recruit, support, and promote downtown businesses.

For the calendar year 2023, the projected annual expenditures for the Downtown Stockton Management District are $4,856,289.

Staff recommends the adoption of the attached Resolution, which approves the proposed 2023 Annual Operating Budget (Exhibit 1 to the Resolution) and the 2022 Annual Report (Exhibit 2 to the Resolution) for the DSPBID.

FINANCIAL SUMMARY
Property owners pay the DSPBID assessments directly to the County as part of their tax bill. The estimated assessment amount paid in 2023 by all property owners will be $1,199,081.

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The City of Stockton, Parking Authority, and Stockton Redevelopment Agency pay an assessment on property owned within the DSPBID. With the dissolution of the Stockton Redevelopment Agency under Assembly Bill X1 26 (AB 26), the assessments on the Agency-owned property were transferred to the Stockton Successor Agency. The annual assessment total for the City-owned property within the District is $354,345 and is broken down as follows:

Entity Assessment Account Number Fund
City of Stockton $255,594 2010-016-670001-100-000-
10-20-000-000-
General Fund
Parking Authority $98,001 6030-400-670001-630-000-
00-60-000-000-
Parking
Successor Agency $750 6000-000-670001-700-000-
10-60-000-000-
Successor Agency
There is no financial impact other than the assessments due on City-owned properties within the DSPBID.

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Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPROVING THE PROPOSED 20 23 ANNUAL OPERATING BUDGETAND 20 22 ANNUAL REPORT FOR THE DOWNTOWN STOCKTON

PROPERTY AND BUSINESS IMPROVEMENT DISTRICT

In 1997, the City Council established a property and business improvement district for downtown Stockton called the Downtown Stockton Property and Business Improvement District (DSPBID) pursuant to California Streets & Highways Code section 36600 et seq.; and

The City Council has renewed the DSPBID and its associated Downtown Management District Plan several times since its formation; and

On May 23, 2017, the City Council adopted Resolution No. 2017 -05-23-1401, a Resolution of Intention to renew the DSPBID; and

On July 25, 2017, the City Council a dopted Resolution 2017 -07-25-1501, approving the renewal of the DSPBID for a ten -year period beginning January 1, 2018; and

The DSPBID was established to provide new services and activities, including enhanced maintenance, public security and safety, and marketing and promotions beyond what the City currently provides; and

The adopted Downtown Management District Plan describes a governance framework for the DSPBID, which requires the City of Stockton to contract with a non - profit owners’ association to manage DSPBID funds and deliver the enhanced services pursuant to California Streets & Highways Code section 36651; and

The Downtown Stockton Alliance (DSA), a nonprofit corporation, has been contracted by the City to serve as the DSPBID owners’ association; and

The Agreement requires City Council approval of the DSPBID annual operating budget, and annual report; now, therefore,

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

1. The City Council hereby approves the DSPBID 2023 Annual Operating Budget of $5,325,873 in operating income, $4,856,289 in expenses, and annual property assessments of $1,199,081 as proposed by DSA as further defined in its 20 23 Annual Operating Budget and 20 22 Annual Report, copies of which are attached hereto as Exhibits 1 and 2, incorporated herein by this reference.

2. The proposed amounts are in compliance with the “Property and Business District Law of 1994” and the charge is levied without regard to property valuations.

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

PASSED, APPROVED, and ADOPTED April 18, 2023 .

KEVIN J. LINCOLN II
Mayor of the City of Stockton

ATTEST:

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

Downtown Stockton Alliance
2023 Budget
2023 2022 Variance
Operating Income/Expense
Income
4000 · Assessments - Private Owners 613,507$ 614,650$ 0% 4010 · Assessments - Public Agencies 585,574 547,121 7% Total 4000 · Assessments 1,199,081 1,161,771 3%
4019 · Security Contract / Atlas 24,000 24,000 0%
4023 · Banner Income 7,100 6,500 9%
4025 · Full Moon Riders 500 2,000 -75%
4040 · Contracts - WMN & Sanitation 65,681 63,768 3% 4041 · Equipment Rental - 300 -100%
4042 · Outside Services - Contracts 600 600 0%
4042.01 · Outside Services - Miracle Mile 65,220 52,200 25% 4042.02 · Outside Services - LAZ 111,120 231,896 -52% 4090 · Budd Alley Compactor Service 12,000 12,000 0% 4100 · ESG / CV Restroom Funding - City 35,341 - 100% 4101 · City Administration Fee 5,500 - 100%
4125 · CDBG Restroom Funding - County 34,463 220,000 -84% 4126 · County Administration Fee 6,000 - 100%
4202 · City CDBG 37,071 - 100%
4203 · Lodi Ambassadors 257,500 - 100%
4204 · Façade Program / City / ARPA 2,042,500 - 100% 4205 · Façade Administration Fee 204,250 - 100%
4206 · City Digital Grant / ARPA 66,000 - 100%
4207 · Digital Grant Administration Fee 10,000 - 100% 4208 · SJC ARPA Funding 1,052,874 - 100%
4209 · SJC ARPA Admin. Fee 89,072 - 100%
Total Income 5,325,873$ 1,775,035$ 200%
For Internal Use Only
EXHIBIT 1
Downtown Stockton Alliance
2023 Budget
2023 2022 Variance
Expense
6000 · Payroll & Benefits
6001 · Wages 1,146,650 799,529 43% 6003 · Workers Compensation Insurance 35,000 60,000 -42% 6004 · Payroll Taxes 100,000 90,000 11% 6005 · Parking Reimbursements & Lot Rental 4,500 4,400 2% 6006 · Health Care Benefit
6007 · Kaiser Premiums 18,000 32,000 -44% 6010 · Aflac 750 700 7% 6010.01 · Colonial Life 1,300 1,300 0% 6013 · Medicare Reimbursements 4,200 3,700 14% 6017 · Wolfpack Insurance 400 400 0% Total 6006 · Health Care Benefit 24,650 38,100 -35% 6011 · Payroll & HR Service 35,000 18,000 94% Total 6000 · Payroll & Benefits 1,345,800 1,010,029 33% 6100 · Education & Networking
6101 · Conferences 2,000 5,000 -60% 6102.01 · Business Meals/Meetings 1,000 1,000 0% 6102.03 · Employee Recognition 1,000 1,000 0% 6103 · Travel 5,000 3,000 67% 6104 · Education/Training 2,500 2,000 25% 6105 · Memberships/Dues 600 1,500 -60% 6106 · Subscriptions 5,000 800 525% Total 6100 · Education & Networking 17,100 14,300 20% 6200 · Advertising/Marketing
6201 · Website 9,000 12,000 -25% 6203 · Printing/Paper 2,000 3,000 -33% 6206 · Advertising 7,400 8,000 -8% 6207 · Gift Baskets & Other Donations 200 1,000 -80% Total 6200 · Advertising/Marketing 18,600 24,000 -23% 6300 · Event Expenses
6320.14 · Full Moon Riders Downtown Bike 500 5,000 -90% 6320.17 · Sponsorships/Partnerships 1,000 500 100% 6320.20 · Music To My Ears Piano Project - 100 -100% 6320.22 · National Night Out 2,500 500 400% 6320.23 · Utility Box Art 1,000 1,500 -33% Total 6300 · Event Expenses 5,000 7,600 -34% For Internal Use Only
Exhibit 1
Downtown Stockton Alliance
2023 Budget
2023 2022 Variance
Expense (cont.)
6330 · Banners
6330.01 · Annual Franchise Fee 1,900 1,700 12% 6330.04 · Installation/Removal 4,000 1,000 300% 6330.05 · Banners Printing 4,000 2,500 60% Total 6330 · Banners 9,900 5,200 90% 6340 · Economic Development
6340.03 · Business Recruitment & Tours 4,000 1,000 300% 6340.16 · Focus Block Improvement Project 1,102,874 85,000 1197% 6345 · Façade Improvement 1,838,250 - 100% Total 6340 · Economic Development 2,945,124 86,000 3325% 6350 · WEB Projects/Security
6350.05 · Weekend Atlas 24,000 24,000 0% 6350.10 · Budd Alley 14,000 14,000 0% 6350.11 · Mobile Restroom 120,000 220,000 -45% Total 6350 · WEB Projects/Security 158,000 258,000 -39% 6400 · Office Expense & Supplies
6400.01 · Paper 1,000 2,000 -50% 6400.02 · Copier Lease & Toner 15,000 14,200 6% 6400.03 · Postage & Mailing 500 1,500 -67% 6400.04 · General Office Supplies 8,000 6,500 23% 6400.05 · Office Equipment 5,000 5,000 0% 6400.06 · Annual Office Cleaning 600 700 -14% Total 6400 · Office Expense & Supplies 30,100 29,900 1% 6420 · Maintenance & Cleaning
6420.01 · Maintenance Supplies 15,000 25,000 -40% 6420.02 · Equipment Repair/Maintenance 12,000 20,000 -40% 6420.03 · Equipment Replacement (capital) 15,000 25,000 -40% 6420.04 · Equipment Lease/Rental 6,000 5,000 20% 6420.05 · Radio System 15,000 5,000 200% 6420.06 · Uniforms 7,000 10,000 -30% 6420.07 · Gasoline 16,000 8,000 100% 6420.08 · Graffiti Removal/Repaint 500 2,000 -75% 6420.10 · Maintenance Space Rental 24,540 23,000 7% 6420.16 · Outside Services 5,000 5,000 0% 6420.20 · Auto Expense 10,000 - 100% Total 6420 · Maintenance & Cleaning 126,040 128,000 -2% For Internal Use Only
Exhibit 1
Downtown Stockton Alliance
2023 Budget
2023 2022 Variance
Expense (cont.)
6450 · Safety Ambassador Program
6450.01 · Equipment and Supplies 8,000 10,000 -20% 6450.02 · Gasoline 10,000 12,000 -17% 6450.03 · Uniforms 5,000 3,500 43% 6450.04 · Equipment Repairs 5,000 12,000 -58% 6450.05 · Miscellaneous Expenses 500 2,500 -80% Total 6450 · Safety Ambassador Program 28,500 40,000 -29% 6475 · Lodi Ambassadors
6475.01 · Equipment/Supplies 1,000 - 100% 6475.03 · Uniforms 500 - 100% 6475.05 · Miscellaneous Expenses 500 - 100% Total 6475 · Lodi Ambassadors 2,000 - 100% 6500 · Insurance
6501 · General Liability 20,000 18,000 11% 6502 · D & O Insurance 3,000 3,000 0% 6503 · Auto Insurance 20,000 20,000 0% Total 6500 · Insurance 43,000 41,000 5% 6600 · Taxes
6601 · Personal Property Taxes 1,000 1,000 0% 6604 · Franchise Tax Expense 25 20 25% Total 6600 · Taxes 1,025 1,020 0% 6700 · Utilities/Rent
6701 · DSL Line (Web site/e-mail) 4,000 8,500 -53% 6702 · Telephones 4,000 2,700 48% 6703 · Cell Phones 4,000 2,500 60% 6704 · Utilities
6704.01 · PG&E 9,000 9,000 0% 6704.05 · Alarm System 800 800 0% 6704.06 · Common Area Charges 5,000 5,000 0% Total 6704 · Utilities 14,800 14,800 0% 6705 · Office Lease 60,000 51,000 18% Total 6700 · Utilities/Rent 86,800 79,500 9% For Internal Use Only
Exhibit 1
Downtown Stockton Alliance
2023 Budget
2023 2022 Variance
Expense (cont.)
6800 · Professional & Fin. Services
6802 · Other Services 1,800 700 157% 6805 · Accounting Fees
6805.01 · Accounting Fees 16,000 10,000 60% 6805.02 · Willdan Assessment Service 4,500 3,500 29% Total 6805 · Accounting Fees 20,500 13,500 52% 6806 · I.T. 14,000 10,000 40% 6812 · Authorize.net & Vantiv 2,000 2,000 0% Total 6800 · Professional & Fin. Services 38,300 26,200 46% 6900 · Miscellaneous Expense 1,000 2,000 -50% Total Expense 4,856,289 1,752,749 177% Net Operating Income/Expense 469,584 22,286 2007% Other Income/Expense
Other Expense
9000 ·Reserves 10,000 10,000 0% 9100 · Outside Service Contract Projects - 12,286 -100% Total Other Expense 10,000 22,286 -55% Net Other Income/Expense 10,000 22,286 -55% Net Income/Expense 459,584 - 100% For Internal Use Only
Exhibit 1
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
1 EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
2 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
3 c

MARKETING

ECONOMIC DEVELOPMENT
2022 & 2023 BUDGETS

SPECIAL EVENTS
GOALS FOR 2023

BOARD OF DIRECTORS

LETTER FROM THE CEO

DSA STAFF

DOWNTOWN BY THE NUMBERS
14 15
17 19
21 5
6 8
10 For decades, Downtown Stockton was an
urban core awaiting renaissance. Today, we
are experiencing new investment & business
openings, housing development, and an
explosion of cultural and arts initiatives.

The Downtown Stockton Alliance (DSA) is a
major partner contributing to environmental
improvements and economic development
downtown. We are an advocate for great
downtown projects, a partner in strategies for
promoting investment, and a liaison to many
community partners interested in downtown
events and opportunities.

DSA oversees the safety, maintenance, and
hospitality of downtown; supports public and
private partnerships; encourages investment;
co-sponsors special events, arts, and cultural
activities downtown. These efforts are funded
through the 123-square block Downtown
Property Based Business Improvement District
established in 1997 and recertified in
2002, 2007 and 2017. Our PBID promotes
business, housing, arts & entertainment to
help create a vibrant, sustainable, and urban
community in Downtown Stockton.

TABLE OF CONTENTS

OUR MISSION
EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
4 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
5 2022 BOARD OF DIRECTORS

TONY YADON
Parents By Choice

MARCIA CUNNINGHAM
San Joaquin County

CARLOS JIMENEZ
MXGlobal

DAVID LIPARI
SJ Regional Rail Commission

TINA MCCARTY
City of Stockton EDD

MAHALA BURNS
Cort Companies

MERAB TALAMANTES
SJ Regional Transit District

BEJAN BROUKHIM
Property Owner

BEJAN BROUKHIM
Simply Divine Inc.

KARI MCNICKLE
SJ Bike Coalition

DONNA WILLIAMSON
SJC Office of Education

JACOB BENGUEREL
San Joaquin Family Law
Not Pictured:

STEVE KIHL
THAU, Stockton
Police Department
EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
6 MESSAGE FROM THE EXECUTIVE DIRECTOR
2022 was the year that
everything seemed to
return to normal after the
pandemic devastated many
Downtown businesses.

Interest in investment from
property investors and new
businesses took an upturn.

People returned to watching
movies in the theater, shopping
in boutiques, and eating
at their favorite Downtown
Stockton restaurants.

The Downtown Alliance
team was very busy keeping
Downtown clean and safe;
expanding the Safety
Ambassador program;
continuing operation of the
Bathroom/Shower unit at
St. John’s Church for the
unsheltered; creating new
content for our social media
platforms and on our newly
launched website; adding
a new space for people to
gather in Diversity Plaza (the
old Hunter Square); managing
several grants that will have
a positive impact on the look
of the Downtown District; and
installing a mural of the majestic
Hotel Stockton - the first in our
new series, “Historic Postcards
of Downtown” - which can be
found on the Bridge Street
side of the iconic hotel.

Throughout the year we
continued hosting established
Downtown events, but also
introduced a few new ones.

The monthly Talk to Downtown
series hosted by our Director
of Economic Development,
Courtney Wood, continued with
some great guests. In May, we
supported Flavor Fest by doing
infrastructure improvements
and banner placement for the
event. Also in May, we continued
the “Jazz in the Plazz” music
series with UOP’s Take Five jazz
group lead by Patrick Langham.

In August, we partnered with
the San Joaquin County District
Attorney’s office for National
Night Out. Throughout the
month of September, we added
another Janet Leigh Plaza
music series featuring A Touch
of Magic, part of the Latin Magic
band lead by Peter Castanon.

In late September, we held
the 2nd annual Mid-Autumn
Moon Festival in Chung Wah
Lane. October saw our last Full
Moon Rider’s event where we
introduced our latest Spirits
of Downtown episode, which
investigated the Waterfront
Warehouse for paranormal
activity. In December, we
participated in toy drives for
Hell’s Angels, Parents by
Choice, and the TLC School for
Homeless Children Foundation.

In 2022 we hired two new
marketing staff to handle
photo and film content and
to manage our very busy
social media platforms. We
welcomed Shaun Chatrath and
Gynae Davalos to our team.

As we close out the year the
DSA will be moving into its new
building in late December. We
will be occupying the 5th floor
of the historic Belding Building
at 110 N. San Joaquin beginning
operation there January 3rd. We
will miss the B&M Building that
the DSA has called home for
the last ten years; the amazing
view of the waterway and Janet
Leigh Plaza; and the resident
3rd floor ghost, Lydia; but we
have grown out of the B&M,
and the Belding is a perfect fit
for our need for more space.

EXHIBIT 2

MESSAGE FROM THE EXECUTIVE DIRECTOR
I would be amiss if I didn’t
mention the amazing staff that
works very hard to keep the
Downtown District clean, safe,
and active for our residents,
visitors and the employees
that work in the Downtown.

These dedicated people work
tirelessly behind the scenes,
and I can’t thank them enough
and I couldn’t be prouder to lead
them. Make sure when you see
one of the maintenance crew
or a Safety Ambassador to tell
them thank you for all they do.

Lastly, I want to say what
an honor it is to serve at the
pleasure of the DSA Board.

These professionals that are
connected to Downtown either
as a resident, business owner,
property owner, employee,
or municipal representative
volunteer their time to give
direction, policy review, and
oversight to the organization.

Their commitment to the
Downtown District is invaluable.

I am looking forward to 2023.

We will be taking on some
projects as a strategic partner
with the City and County on
programs to make the Downtown
District even better and will
help drive commerce to our
businesses and event venues.

Michael Huber
DSA Executive Director
EXHIBIT 2

JOHNNY PALACIOS
Projects Manager

COURTNEY WOOD
Economic Development Dir.

ARNDREA WATERS
Safety Ambassador

SHIRLEY GRIFFITH
Ambassador

DSA STAFF

SHAUN CHATRATH
Digital Media Manager

CHARISSE LOWRY
Office & Operations Manager
EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
9 EXHIBIT 2
EXHIBIT 2
EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
12 910910

HOSPITALITY HOURSHOSPITALITY HOURS

DEMOGRAPHICS
4,846

PUBLICATIONS
4,240

VISITORS ASSISTED
1,334

BUSINESS CONTACTS

HOSPITALITY
Population
within 1 mile
Employment
Rate

HOSPITALITY

ESCORTS
Average
IncomeHouseholds Families
41 DISTRIBUTED
456

EVENTS ADDED

TO CALENDER
SAFETY
5,796 156 25 120
22,737 7,653 4,118 89.81% $45,234.13
EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
13 MAINTENANCE

PBSU PROGRAM
234
6,541
14,907 230
1,892 1,600 155
400+
EXHIBIT 2

MARKETING
2022 was a pivotal year for the Downtown
Stockton Alliance marketing team. With new
members, including myself, joining the group, it
was necessary to adjust to what has made the
Downtown Stockton Alliance work in the past
while also pushing the organization forward.

Having a team with backgrounds in journalism and
filmmaking allowed for a wave of fresh creative
ideas to take center stage. During this past year,
we featured eight businesses on our series
Doorways to Downtown, and all 12 episodes of
our monthly show Talk to Downtown were live-
streamed (the latest four episodes streamed
through our new multiplatform system, which
allows us to air on Y ouTube, Instagram, Facebook,
and Twitter simultaneously). In addition, the 7th
episode of Spirits of Downtown featuring the
Inspire Beauty Academy premiered at our annual
Full Moon Riders event to unanimous applause
from those in attendance. We also hosted two in-
person community events and went live via
Instagram at eight locations throughout
Downtown Stockton.

Ticket giveaways through our social media
pages for downtown events such as Ports games,
Stockton Kings games, and Stockton Arena shows
helped increase the number of people spending
time downtown. These giveaways have received
massive positive feedback from our followers
and will continue to grow during the coming
year. Along with utilizing our social media pages
as a means of promotion, we also sent monthly
e-newsletters to our subscribers and partners that
provide further information on downtown events
and new media content created by the Downtown
Stockton Alliance.

All of these new efforts in terms of marketing
resulted in an 8.2% follower growth on our
Instagram, 6.3% growth of our Twitter followers,
and 1.6% growth of our Facebook followers.

Part of this growth has stemmed from a City of
Stockton ARPA grant the DSA received for Digital
Marketing to help improve the reach of downtown
businesses, events, and announcements. Along
with our social media pages, we also had an
increase in traffic on our brand-new Downtown
Stockton Alliance website. This new redesign of
our site launched towards the end of the year
with a fresh, modern look and a more accessible
navigation system than our previous site.

Going into 2023, the DSA marketing team
looks to continue what we have created in the
previous year while also setting a new standard
of excellence. A massive part of this plan includes
increasing our social media posts’ visual appeal,
further expanding the reach of our content through
the ARPA grant mentioned above, improving
the promotion of our excellent staff, specifically
our maintenance and safety ambassadors, and
focusing our shows on emphasizing storytelling
that will allow our audience to resonate with
the culture and beauty of Downtown Stockton.

Furthermore, the Downtown Stockton Alliance
marketing team will be highlighting the impact of
improvements to downtown’s appearance being
made possible
through the American Rescue Plan Act grants,
such as the facade and window wrap programs,
mentioned on the next page by our Economic
Development Director, Courtney Wood.

Overall, we at the Downtown Stockton Alliance
are incredibly proud of the work done by everyone
in our organization and those who work, live, and
invest downtown. Downtown Stockton is a district
with endless potential to be a top tourism spot
in Northern California. We are home to diverse
businesses, a beautiful waterway, vibrant event
venues, and, most importantly, wonderful people
who work daily to improve this area. Our job at
the Downtown Stockton Alliance is to highlight
these treasures!
See ya Downtown,
Shaun Chatrath
DSA Digital Media Manager
2022 GROWTH
Instagram Followers YouTube Lifetime ViewsTwitter Followers Facebook Followers Website
11, 191 4,739 7,756 16,727
+8.2%
76,952 Unique Vistors
108,865 Page Views
+6.3% +1.6% +11.1%

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EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
15 2022 STATS

ECONOMIC DEVELOPMENT
2022 was a busy year for the DSA’s economic
development department, especially in terms of grant
funding!
We were fortunate to apply for and receive
$100,000 of City of Stockton ARPA funding for the
social media marketing of Downtown events and
job listings through 2022/2023, and $1,141,946 of
SJC County ARPA funding to support our Downtown
Stockton business owners and property owners
through window repair reimbursement; chamber
membership/business development workshop
reimbursement; window wraps; and similar programs
which are launching in 2023! We also were awarded
additional 2022/2023 ESG-CV funding from the City
of Stockton for operation of our Portable Bathroom
and Shower Unit, and collaborated with the City of
Stockton to lay the groundwork for a new Downtown
Business Façade Improvement Program to be
launched in 2023 – a program which will offer up
to $25,000 per applicant for façade improvements
such as awnings, paint, windows, and outdoor dining
enclosures while funding lasts. For more information
or to apply for any of the ARPA programs mentioned
here, please visit the QR code at the bottom of the
page. Many of these programs are operating on a
first-come, first-served basis while funding lasts –
don’t wait!
Downtown real estate was in demand in 2022!
Over the course of the year, at least 50 properties
were sold within the district, and at the end of the year, there were 40 properties listed in our directory as for sale and/or lease. We also continued the fifth year
of our #propertymondays social media campaign,
featuring 24 unique Downtown Stockton properties
in 37 #propertymondays posts on Facebook and 36
#propertymondays posts on Instagram. These posts
kept eyes on Downtown opportunities, reaching
16,732 accounts on FB/60,669 accounts on IG,
and helping to draw 3,615 views of our real estate
directory pages.

The climate for Downtown business this year
remained similar to 2021 conditions, with business
openings almost equivalent to closures. At the end
of 2022, there were 417 businesses listed in our
Downtown Stockton directory. We noticed a trend
toward more retail, salon/beauty, and restaurants this
year - here are a few Downtown businesses which
launched in 2022:
• Daniyal Transit
• Makers Made
• Savoy’s Southern Soul
• ShareSTAFF
• LaTrae’s House of Styles
• Zari’s Ocean Gold Sea Moss
• Main Street Gifts
• Estrella’s Mexican Restaurant
• Downtown Cycles
• Ashley’s Zen Therapy
• Restaurant Siete Mares
• Ink Em Out Tattoo Dept.
• Quartz Corner
We are happy to share that all of the DSA’s
Downtown Stockton Enterprise Loan Fund (DSELF)
business recipients completely paid off their loans in
2022! This means we currently have plenty of DSELF
funding available; consider DSELF if you are looking
for a low-interest loan to grow your business or
improve your property. For information about DSELF
eligibility and requirements, visit the webpage:
https://www.downtownstockton.org/invest/business-
resources/dself/.

In 2022, we continued production of our three
regular video series – Talk to Downtown, Doorways
to Downtown, and Spirits of Downtown. We hosted
12 new episodes of Talk to Downtown, adding a new
streaming platform mid-way through the year which
allowed us to reach multiple social media channels
simultaneously. Our 2022 guests were:
• Public Works Deputy Director Chad Reed on
City of Stockton operations and maintenance
• HASJC Executive Director Peter Ragsdale on
housing in SJC
• SJ Public Library Manager Amanda Luna on
the library’s public programs
• City of Stockton Public Works, Parks Division
Project Manager Susan Christy on Stockton
parks
• SJC District Attorney Tori Verber-Salazar
on the SJC justice system and crime in
Downtown
• 211 SJC Program Manager Tamisha Allen on
resources for SJC residents
• City of Stockton Advanced Planning Senior
Planner Tristan Osborn on the City’s Zoning
Update
• DSA Operations Manager Charisse Lowry and
Ambassador Johnny Palacios on Downtown
operations and outreach
• City of Stockton Advanced Planner Cynthia
Marsh on the Housing Element Update and
Housing Action Plan
• City of Stockton Advanced Planning Manager
Matt Diaz on the Development Code Update
• SJC Continuum of Care Board Chair Kate
Hutchinson on homelessness in SJC
• DSA Executive Director Mike Huber with a
2022 DSA update
We added the following 8 businesses to our
Doorways to Downtown playlist:
• Parents By Choice
• The Downtowner
• D’lilah’s Cakery
• Makers Made
• The HUB
• GFAF Bakery
• Stocktown Nutrition
• Filipino American National Heritage Society
Museum
L
astly, we added a new Spirits of Downtown
episode which featured Inspire Beauty Academy at
the Waterfront Warehouse. Check it out if you want
to see what our paranormal investigation team found!
As communicators, we sent out 12 monthly
business owner enewsletters, 12 monthly property
owner enewsletters, and 5 special event/resource
enewsletters to keep you informed of DSA updates,
news, resources, investment opportunities, and
more. Be sure to follow us on social media or sign
up for our newsletters to get the most up-to-date
information about everything we are doing to serve
you.

As advocates, we wrapped up participation in
the International Economic Development Council’s
Pandemic Study; hosted discussions surrounding a
potential new Downtown park on Caltrans land; and
represented Downtown on an Ad Hoc Food Trucks
Park Committee that helped formulate criteria for
bringing food truck parks to Stockton!
In summary, over the course of the past year,
we continued cultivating many of our ongoing
stakeholder support endeavors, but were also
granted the rare opportunity to sow new seeds from
which incredible changes will grow in 2023. Here’s to
an abundant new year!
Best,
Courtney Wood,
DSA Economic Development Director
YouTube Lifetime Views
12 Business
Owner
Newsletters
12 Property
Owner
Newsletters
ARPA Funds
Secured for
Downtown
Programs
+11.1%
+18.7% 47% Open Rate $1,241,94638% Open Rate

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ABOUT OUR NEW!
ARPA PROGRAMS:

EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
16 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
17 2023
INCOME
Assessments
Annual Security Revenue
Banner Income
Full Moon Riders
Contracts - WMN & Sanitation
Outside Service - Contracts
Outside Service - Miracle Mile
Outside Service - LAZ
Budd Alley Compactor Service
ESG / CV Restroom Funding - City
City Administration Fee
CDBG Restroom Funding - County
County Administration Fee
City CDBG
Lodi Ambassadors
Façade Program / City / ARPA
Façade Administration Fee
City Digital Grant / ARPA
Digital Grant Admin Fee
SJC ARPA Funding
SJC ARPA Admin. Fee

TOTAL INCOME
$1,199,081
$24,000
$7,100
$500
$65,681
$600
$65,220
$111,120
$12,000
$35,341
$5,500
$34,463
$6,000
$37,071
$257,500
$2,042,500
$204,250
$66,000
$10,000
$1,052,874
$89,072
$5,325,873

EXPENSES
Payroll & Benefits
Education & Networking
Advertising/Marketing
Event Expenses
Banners
Economic Development
WEB Projects/Security
Office Expenses & Supplies
Maintenance & Cleaning
Safety Ambassador Program
Lodi Ambassadors
Insurance
Taxes
Utilities/Rent
Professional & Fin. Services
Miscellaneous Expense
Reserves

TOTAL EXPENSES

NET INCOME
$1,345,800
$17,100
$18,600
$5,000
$9,900
$2,945,124
$158,000
$30,100
$126,040
$28,500
$2,000
$43,000
$1,025
$86,800
$38,300
$1,000
$10,000
$4,866,289
$459,584
2022
INCOME
Assessments
Annual Security Revenue
Banner Income
Full Moon Riders
Contracts - WMN & Sanitation
Equipment Rental
Outside Service - Contracts
Outside Service - Miracle Mile
Outside Service - LAZ
Budd Alley Compactor Service
CDBG Restroom Funding

TOTAL INCOME
$1,161,771
$24,000
$6,500
$2,000
$63,768
$300
$600
$52,200
$231,896
$12,000
$220,000
$1,775,035

EXPENSES
Payroll & Benefits
Education & Networking
Advertising/Marketing
Event Expenses
Banners
Economic Development
WEB Projects/Security
Office Expenses & Supplies
Maintenance & Cleaning
Safety Ambassador Program
Insurance
Taxes
Utilities/Rent
Professional & Fin. Services
Miscellaneous Expense
Reserves
Outside Service Projects

TOTAL EXPENSES
$1,010,029
$14,300
$24,000
$7,600
$5,200
$86,000
$258,000
$29,900
$128,000
$40,000
$41,000
$1,020
$79,500
$26,200
$2,000
$10,000
$12,286
$1,775,035
EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
18 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
19 Mid-Autumn Moon Festival
Full Moon Riders
Music in Janet Leigh Plaza
National Night Out
Community Resource Meetings
Downtown Business Watch
Parents By Choice Christmas Toy Drive
SJCOG RTP/SCS Working Group
Stockton Hell’s Angels Toy Drive
Stockton PD and SUSD Trunk or Treat
TLC School for Homeless Children Foundation Toy Drive
General
ASM Global
Bank of Stockton
Caltrans
City of Stockton (COS)
COS Economic
Development (EDD)
COS Parking
Cort Companies
Intl. Economic Dev. Council
LAZ Parking
Little Manila
Mexican Heritage Center
Miracle Mile Improvement
District
Parents by Choice
Port of Stockton
SJ Delta College
SJCOG
SJC Economic Development
Stockton Kings
Stockton Police Department
Stockton Ports
Visit Stockton
Full Moon Riders
Blazin’ Cajun
The HUB
La Placita
Misaki
Nash + Tender
SJ Bike Coalition
Mid-Autumn Festival
Chinese Benevolent
Association of Stockton
Central Valley Asian-
American Chamber
Chinese Cultural Society of
Stockton
Douglas Hsia
Filipino American National
Historical Society
Joy Neas
Locke Foundation
Val Acoba
National Night Out
FED

COS EDD
COS Fire Dep.

COS PD
HATCH Workshop
La Placita
LAZ Parking
Misaki
Nash + Tender
Parents By Choice
SJ RTD
OUR 2022 PARTNERS

EVENTS PARTICIPATED IN

SPECIAL EVENTS & PROJECTS

EVENTS HOSTED OR ORGANIZED
Doorways to Downtown
Downtown Vlog
PBSU Homeless Shower Program
Spirits of Downtown
Talk to Downtown
Diversity Plaza

PROJECTS
SJC District Attorney’s Office
SJCOE
Stockton City Council
Stockton Kings
Stockton Ports
The Write Place
Visit Stockton
PBSU
City of Stockton
Loads of Hope Laundry
Orlando’s Deli
Ready to Work
San Joaquin County
SJC Public Health Services
St. John’s Episcopal Church
Talk To Downtown
COS Advanced Planning
COS Public Works
COS Public Works Parks
Division
SJC 211 Program
SJC Continuum of Care
SJC District Attorney’s Office
SJC Housing Authority
SJC Library
Music To Our Ears
Hotel Stockton
The HUB
EXHIBIT 2
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
20 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
21 • Manage City ARPA business façade
improvement grant.
• Manage SJC ARPA grant for bus passes,
parking passes, chamber membership
reimbursement, window repair
reimbursement, banners program,
window wraps, and trash enclosure.
• Continue operation and maintenance
of the Portable Bathroom & Shower
unit at St. John’s Church through June
2023.
• Expand the outreach of our Safety
Ambassador program and
collaboration with Stockton PD.
• Continue with our webinar series Talk to
Downtown, Spirits of Downtown, and
Doorways to Downtown.
• Promote our DSELF program.
• Continue hosting music in Janet Leigh
Plaza
• Continue to advocate for property
owners.
• Recruit, support, & promote downtown
businesses.
2023 GOALS
EXHIBIT 22
2022 ANNUAL REPORT // DOWNTOWN STOCKTON ALLIANCE
22 EXHIBIT 2
DOWNTOWN STOCKTON ALLIANCE // 2022 ANNUAL REPORT
23 EXHIBIT 2
110 N. San Joaquin Street, 5th Floor
P .O. Box 2375
Stockton, CA 95201
www.downtownstockton.org

POSTAGE
EXHIBIT 2

DOWNTOWN STOCKTON ALLIANCE
2022 ANNUAL
REPORT

HOSPITALITY

SAFETY

MAINTENANCE
& PBSU PROGRAM

EVENTS HOSTED OR

ORGANIZED
Mid-AutumnMoonFestival Full
MoonRiders
MusicinJanetLeighPlaza
NationalNightOut

PROJECTS
Doorwaysto Downtown
Diversity Plaza
Vlog
PBSUHomelessShowerProgram
Spiritsof Downtown
T alkto Downtown

EVENTS PARTICIPATED IN
CommunityResourceMeetings
DowntownBusinessWatch
ParentsByChoiceChristmasT oyDrive
SJCOGRTP/SCSWorkingGroup
StocktonHell’ sAngelsT oyDrive
StocktonPDandSUSDTrunkor Treat
TLCSchoolforHomelessChildrenFoundationT oy
Drive
2023 GOALS
•Manage City ARPA businessfaçade improvementgrant.
•ManageSJCARP Agrantforbuspasses, parkingpasses,chambermembership reimbursement, window repair reimbursement,banners program, windowwraps,andtrashenclosure. •Continueoperationand maintenance of the PortableBathroom& Shower unitatSt.Joh n ’ sChurchthroughJune 2023. •Expand the outreachof our Safety Ambassador program and collaborationwithStocktonPD. •ContinuewithourwebinarseriesTalk to Downtown, Spirits of Downtown, and Doorways to Downtown. •PromoteourDSELFprogram.
•Continuehostingmusicin JanetLeigh Plaza
•Continue to advocate for property owners.
•Recruit,support,&promote downtownbusinesses.

City of Stockton
Legislation Text
File #: 23-0276, Version: 1
PUBLIC HEARING: FY 2023-24 ANNUAL ACTION PLAN FOR THE COMMUNITY

DEVELOPMENT BLOCK GRANT, HOME INVESTMENT PARTNERSHIPS, AND EMERGENCY

SOLUTIONS GRANT PROGRAMS

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

1. Approving the FY 2023-24 Annual Action Plan and Sources and Uses of Funds for the Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Programs; and

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

Department of Housing and Urban Development, execute contracts with sub-recipients, and to take actions necessary and appropriate to carry out the purpose and intent of the resolution.

Summary
The U.S. Department of Housing and Urban Development (HUD) requires jurisdictions to prepare an Annual Action Plan (AAP) (Exhibit 1 to the Resolution) to receive Community Development Block Grant (CDBG), Home Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) funding. The AAP identifies the specific projects to fund during the year to accomplish the goals established in the Five-Year Consolidated Plan as listed in the proposed Source and Use of Funds (Exhibit 2 to the Resolution). The AAP must be submitted to HUD by May 15, 2023, to meet funding allocation deadlines.

DISCUSSION
Background
To receive annual federal entitlement funds (CDBG, HOME, and ESG), HUD requires jurisdictions to prepare an AAP. The 2023-2024 AAP identifies the specific projects and activities that the City will fund during the year to help accomplish the goals established in the City’s Five-Year Consolidated Plan. This plan reflects year four (4) of the 2020-2025 Consolidated Plan. The AAP contains funding recommendations for CDBG, HOME, and ESG funds for the upcoming program year 2023-2024. The funding recommendations are the result of the public participation process which includes the Community Development Committee (CDC), an advisory body of the City Council. In addition, recommendations align with local established adopted goals and metrics, HUD requirements, and best practices. Final funding recommendations are provided to the City Council for approval.

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The City received HUD funding allocations in March 2023 for the 2023-2024 program year which include $3,220,474 in CDBG funds, $1,760,707 in HOME funds, and $275,046 in ESG funds.

Community Input and Funding Process
The AAP development process began in November 2022 with direct e-mail notifications, a press release, multiple social media platform posts, a public notice in The Record, and an advertisement in Spanish in the Latino Times newspaper. These announcements notified the community of the City of Stockton Town Hall for the AAP planning process. The Town Hall was held on December 7, 2022, with a diverse representation of Stockton’s community.

In December 2022, the City continued efforts in developing the AAP with outreach to the City’s housing and community development distribution list, providing notification that the City was releasing a Notice of Funding Availability (NOFA), and accepting applications under the CDBG and ESG programs through January 25, 2023, through the City’s online grant application portal. The announcements reached over 250 agencies, individuals, and stakeholders.

Public notices regarding the draft AAP's availability were published, and the 30-day review period for public input ran from March 16 - April 18, 2023. At the time of preparation of this staff report, the City received no comments on the draft AAP.

Present Situation
Below is an overview of each funding source and a summary of recommended funding for each program within the FY 2023-24 Annual Action Plan:

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

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

The City may allocate up to 15 percent of its annual CDBG grant to public services that support operational costs and provide supportive services to low-income persons, and 20 percent of the annual grant to program administration. The remaining funds may be allocated to any other CDBG- eligible project.

CDBG funds can be used for a wide range of activities, including:
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· Demolition
· Public facilities and improvements
· Economic development
· Public services
The primary eligibility requirement for each activity must benefit low- and moderate-income persons.

HUD defines low-and-moderate income as a household at or below 80 percent of the area median income (AMI), which in Stockton is an annual income of $66,200 for a family of four.

The total sources of funds available for the 2023-2024 program year is $6,680,636 and includes $3,220,474 of new Entitlement, $70,000 of estimated program income, $1,397,794 of Successor Agency repayment program income, $592,368 of estimated reprogrammed funds, and $1,400,000 of prior year reprogrammed funds. The activities recommended for funding for the 2023-2024 program year are summarized below.

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

The Emergency Home Repair Program (EHRP) is designed to assist low-income homeowners in addressing emergency housing problems that represent an immediate health and safety danger to the occupants. The EHRP’s 2023-2024 allocation is $60,000. EHRP loans are funded from the CDBG Revolving Loan (RL) fund, a separate fund where CDBG loan repayments are placed and reused for new loans.

The Housing Rehabilitation Program is designed to maintain low-income community members’ ability to have safe living conditions and prevent displacement. The current program guidelines are being updated to better reflect the needs of the community and serve more residents. The Housing Rehabilitation Program allocation is $200,000.

2. Economic Development Programs
The City plans to fund several programs to assist businesses. These include:
· Commercial Façade Improvement Program provides forgivable loan funds for improvements to the exterior of commercial properties; allocated funds total $235,000. · Stockton Entrepreneurship Program provides grant funding to new and existing small business service providers that focus on enhancing services for startup businesses and entrepreneurs and providing small grants directly to entrepreneurs. The City will allocate the Stockton Entrepreneurship Program funds through a Notice of Funding Availability (NOFA) process for $140,000 in 2023-2024 program year funding. An additional $150,000 is allocated to Food Entrepreneurs. · Fresh Produce Access Grant (Stocked Full of Produce) program addresses food insecurity by offering neighborhood convenience stores grant funding to assist with necessary infrastructure upgrades to promote the sale and storage of healthier food options; $30,000 will be allocated for 2023-2024.
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commercial property and business owners by providing grant funding for blight abatement and storefront improvements; allocated $400,180. · Public Infrastructure Improvements program aims to provide funding for installing infrastructure improvements to commercial/industrial sites in Stockton; $1,510,261 CDBG funds allocation in the 2023-2024 program year.

3. CDBG Public Service Sub-recipients
Through the annual NOFA process, applications for CDBG/Public Service and ESG Program funds were due on January 25, 2023. The City received 28 applications for CDBG/Public Services funding requests and 13 applications for ESG Program funding. Of those received, 23 applications for CDBG/Pubic Service and 12 for ESG Program were eligible. Applications were submitted through the City’s online Neighborly Software (Neighborly) portal (Attachment A - Grant Applications Received).

The Community Development Committee (CDC) held two public meetings, one on February 8, 2023, for applicants to present their projects and another on February 22, 2023, when the CDC discussed applications and provided recommendations to the City. Before the February 22nd meeting, the CDC reviewed all eligible applications and scored each in Neighborly. The CDC and staff utilized scoring criteria to select projects aligned with the 2020-2025 Consolidated Plan. The City is prioritizing CDBG funding for public services to promote food security, support vulnerable populations, economic development, and advance fair housing, all consistent with the community needs expressed in the Consolidated Plan. The CDC members presented funding recommendations to Economic Development Department staff for review for the City’s final recommendation.

This year’s funding recommendations are based on feedback from the community outreach conducted which recommended the City to provide funding which would yield the highest impact to assist individuals per every dollar spent. The City's recommendation uses HUD best practices and alignment with existing adopted plans. In alignment with community feedback, staff recommends funding the top ten scoring organizations for CDBG public services for a total of $720,000 in CDBG funding.

4. Debt Service
In the past, the City received two Federal Section 108 loans totaling $25.5 million. Future CDBG entitlements and program income were pledged as loan repayment sources. Loan repayment began in 2002 and will extend through 2024; projects that were funded with Section 108 loan funds include Dean DeCarli Waterfront Square, the downtown Cineplex, the Stockton Marina, Joan Darrah Promenade, Morelli Boat Launch, Bob Hope (Fox) Theatre, and Gleason Park Apartments. For this program year 2023-2024, the Debt Service Section 108 allocation is $1,961,541 which will be paid with 2023-2024 CDBG entitlement funds.

5. CDBG Administration/ Program Delivery Costs
This category includes CDBG program administration, the costs associated with daily operations, such as staff costs to administer the program, materials and supplies, training, and consultant City of Stockton Printed on 4/12/2023Page 4 of 6
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services. Program Delivery includes staff costs attributed directly to projects and project delivery costs, such as obtaining title reports and appraisals. Total Administration/Oversight costs for 2023 -2024 are allocated as $923,654, and Program Delivery allocations are $350,000.

Emergency Solutions Grant Program
ESG funds emergency shelters, homeless service providers, and homeless prevention and rehousing programs. Street outreach, emergency shelters, homelessness prevention, and rehousing assistance are eligible activities. Funds may also be used to provide the required Homeless Management Information System (HMIS) and administrative activities. The purpose of the ESG program is to assist people in securing stable, permanent housing after experiencing a housing crisis or homelessness. Therefore, HUD limits the amount of a jurisdiction’s ESG grant that can assist emergency shelters and street outreach activities to no more than 60 percent of the total ESG allocation. Additionally, the City can allocate up to 7.5 percent of the grant for program administration.

The City is prioritizing ESG funding for Emergency Shelter Operations/Transitional Housing and Homelessness Prevention services due to other investments and commitments in street outreach and rapid re-housing activities. The CDC reviewed 12 applications and provided funding recommendations to the City during the same process mentioned above for CDBG Public Services.

Allowable uses of the funding include HMIS licenses for data reporting and monitoring. The City’s best practices recommendation is to fund three organizations for $255,796 in ESG funding.

HOME Investment Partnership Program
Local governments must use HOME funds to create affordable housing for low- and moderate- income households. HOME funds are awarded annually as a formula grant to participating jurisdictions. The Housing and Urban Development Department (HUD) allows state and local governments to use HOME funds for grants, direct loans, loan guarantees, and other forms of credit enhancement.

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

The total sources of funds available for the 2023-2024 program year is $3,078,365 including $1,760,707 of new Entitlement, $200,000 of estimated Program Income, and $1,117,658 of the Prior Year’s Program Income.

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

The Loan Fund sets aside HOME funds available as loans for multi-family developments. Currently, the City of Stockton has open commitments for funding on six (6) projects currently in development.

The City is prioritizing the completion of current and active projects. In January 2023, the City released a Request for Letters of Interest from qualified affordable housing developers to submit City of Stockton Printed on 4/12/2023Page 5 of 6
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project concepts; the procurement process is currently open. The City may recommend HOME loan funds to support project completion of eligible programs in which site control has been obtained and additional sources of funds identified. Staff will bring all future funding recommendations to Council for final approval.

Community Housing Development Organizations Project Assistance HUD regulations require that 15 percent of the City’s HOME allocation be reserved for affordable housing projects undertaken by Community Housing Development Organizations (CHDO), community-based organizations that develop affordable housing HUD has established requirements for CHDO certification, and the City utilizes a checklist to ensure that all the requirements are met before certifying an organization as a CHDO. The total funds allocated for CHDO in the 2023-2024 program year is $264,106.

Notification
In conformance with HUD’s requirements and the City’s Citizen Participation Plan (CPP), a summary of the AAP and a notice of the public hearing were printed in The Record on March 9, 2023, and in the Latino Times on March 8, 2023. A copy of the draft Annual Action Plan is posted on the City’s website, and a hard copy is available at the City’s Economic Development Department.

As part of the CPP process, the City Council must hold a public hearing on April 18, 2023, to solicit comments from the public regarding the FY 2023-24 AAP activities and proposed funding allocations.

FINANCIAL SUMMARY
The AAP includes actual appropriations from HUD to the Economic Development Department’s FY 2023-24 budget: CDBG, HOME, and ESG. These appropriations will help fund Housing Programs/Affordable Housing, Subrecipient Assistance, Economic Development Programs, and Debt Service - Section 108 Loan. These appropriations depend on federal budget appropriations and receipt of funds from HUD.

To ensure compliance with the broad range of federal and local grant regulations, twenty percent of CDBG funding, projected at $923,654, approximately ten percent of the HOME allocations, projected at $245,000; and seven percent of ESG funds, projected at $19,250, will be used to administer the grants, for a total of $1,187,904. The CDBG, HOME, and ESG program administration includes completion of environmental reviews, monitoring of Federal wage projects, disbursement of funds, contract and invoice management, and monitoring each sub-recipient to ensure funds are expended according to the City contract, HUD, and OMB regulations.

Attachment A - Grant Applications Received
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ATTACHMENT A

CDBG
Applicant Name Amount Requested
Amelia Ann Adams Whole Life Center $100,000.00
AT Program $25,000.00
Boys & Girls Club at Sierra Vista-Stockton $40,000.00
Bread of Life $90,000.00
Children's Home of Stockton $200,250.00
El Concilio $720,000.00
Emergency Food Bank $60,000.00
Gospel Center Rescue Mission, Inc. $75,000.00
Kelly's Angels Foundation $50,000.00
Loads of Hope $135,385.00
Lutheran Social Services of Northern California $100,000.00 Mineral Baths Community Garden $50,000.00
Parents by Choice $151,182.50
Ready To Work $227,072.00
San Joaquin County Aging and Community Services $15,000.00 San Joaquin Fair Housing Foundation, Inc. $182,536.00
Second Harvest of the Greater Valley $40,000.00
St. Mary's Dining Room $250,000.00
Stockton Shelter for the Homeless $200,000.00
Three Seeds Organization $250,400.00
Tuleburg Press $50,000.00
Uplift All Foundation $161,752.00
Vision Vocations Inc $75,000.00
WeeCare, Inc. $780,000.00
Women's Center-Youth & Family Services $150,000.00
YMCA of San Joaquin County $54,000.00

ESG
Applicant Name Amount Requested
Children’s Home of Stockton $52,500.00
CVLIHC (HMIS) $14,500.00
CVLIHC (RRH/HP) $98,038.00
El Concilio $100,000.00
Emergency Food Bank $60,000.00
GCRM $25,000.00
Haven of Peace $45,000.00
Loads of Hope (UAF) $135,385.00
Ready to Work $92,872.00
Stockton Shelter for the Homeless $250,000.00
Uplift All Foundation $161,752.00
Uplift the Human Spirit $28,850.00
WCYFS $50,000.00

Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPROVING AND ADOPTING THE 20 23-2024 ONE-YEAR ACTION

PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT, HOME, AND

EMERGENCY SOLUTIONS GRANT PROGRAMS

Title I of the Housing and Community Development Act of 1974 (“Act”) finds and declares that the future welfare of the nation and the well -being of its citizens depends upon establishing and maintaining viable urban communities as social, economic, and political entities and requires systematic and sustained action by federal, state, and local governments to eliminate blight and conserve and renew older urban area s in order to improve the living conditions and environment of low- and moderate-income families, and to develop new centers of population growth and economic activity; and

Of utmost importance to the welfare of the community and a vital concern under the Act with regard to persons of low - and moderate -income is eliminating slums and blight, preventing blighting influence, and preventing the deterioration of private property, neighborhoods, and community facilities; and

The elimination of conditions that are detrimental to the health, safety, and public welfare, through code enforcement, acquisition, demolition, rehabilitation assistance, community development, and related activities are vital concerns to the City of Stockton (“City”); and

In compliance w ith 24 C .F.R., Parts 91, 92, 570, and 576, which address the Consolidated Submission for Community Planning and Development Programs, the City prepared a Consolidated Plan for Community Development Block Grant (“CDBG”), Home Investment Partnerships (“HOME”), and Emergency Solutions Grant (“ESG”) Programs; and

The Consolidated Plan is the City’s five -year planning document for CDBG, HOME, and ESG funds, which provides an assessment of local housing conditions and a long-term strategy for addressing community needs; and

Each year, the City prepares a One-Year Action Plan, which identifies the specific activities which will be funded during that year to accomplish the goals and objectives that were established in the Consolidated Plan; and

On February 22, 20 23, the Community Development Committee reviewed and made funding recommendations to the City; and

//
//
//

On March 8, 2022, a public notice was published announcing the availability of the 2023-2024 One-Year Action Plan for public review. The Annual Act ion Plan contains proposed allocations and uses of CDBG, HOME, and ESG funds ; the notice was published in The Record, the local newspaper of general circulation, and posted in public places, a 30-day period for citizens to review and comment on the draft plan began March 16, 2023; and

The City’s application for funds under the CDBG, HOME, and ESG Programs , which are incorporated in the One-Year Action Plan, must be filed with the United States Department of Housing and Urban Development (“HUD”) on or before May 15, 2022; and

On April 18 , 20 23, the City Council held a public hearing, during which staff presented an overview of the elements of the proposed One -Year Action Plan, and citizens were provided an opportunity to comment, and their comments were considered; now, therefore,

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

1. The City Council hereby approves the 2023-2024 One-Year Action Plan for the CDBG, HOME, and ESG Programs and the related application documents, all of which are on file with the Office of the City Clerk and the Economic Development Department, and a summary of which is attached hereto as Exhibit “1” and the One-Year Action Plan sources and uses, attached hereto as Exhibit “2”, both of which are incorporated by this reference.

2. The City Manager or his designee is hereby authorized to:

a. Take such action as appropriate to file the 2023-2024 One-Year Action Plan and pursue the allocation of funds as set forth within the One-Year Action Plan and accompanying application.

b. Execute all grant agreements and amendments and all other documents pertaining thereto and furnish such additional documentation as may be required by HUD and act as the authorized representative of the applicant.

c. Upon receipt of said grant funds, to make all necessary appropriations of funds in compliance with and for the purposes stated in the One-Year Action Plan and accompanying application.

d. Take any administrative actions with the subrecipients (e.g., contracting with the subrecipients) as appropriate to carry out the purpose and intent of this Resolution.
//

3. The City Council hereby assures the United States of America and th e Secretary of HUD that the City, as the applicant, shall:

a. Fully comply with the HUD regulations effectuated by Title VI of the Civil Rights Act of 1964.

b. Fully comply with the federal labor standards imposed under Title VII of the Housing and Community Development Act of 1977.

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

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

PASSED, APPROVED, and ADOPTED April 18, 2023 .

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

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

ANNUAL

ACTION PLAN
2023-2024
400 East Main Street-4th floor
Stockton, CA 95202
www.stocktonca.gov/econdev
(209) 937-8539

HOUSI NG DI VI SI ON

ECONOMI C DEVEL OPMENT
DRAFT
EXHIBIT 1
Annual Ac
tion Plan
2023‐2024
1 Executive Summary
AP‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Stockton’s Annual Action Plan (AAP) outlines the expected activities to undertake during the Program Year (PY) beginning July 1, 2023, and ending June 30, 2024. The identified activities will use funding from the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) program funds that the City of Stockton receives from the U.

S. Department of Housing and Urban Development (HUD). The AAP represents the fourth (4th) year of the City of Stockton’s 2020‐2025 Consolidated Plan (the Consolidated Plan). The AAP describes how the City will address the proposed priority goals, activities, planned outcomes, budget, and the resources allocated for the PY 2023‐24, to housing and community development projects to meet its established goals as identified in the City’s Five‐Year 2020‐2025 Consolidated Plan. The AAP identifies the expected resources and the activities for funding during the PY.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The AAP for the 2023‐2024 PY identifies the various activities and projects that will be implemented and funded under the CDBG, ESG, and HOME federal programs to meet the goals and objectives identified in the Five‐Year Consolidated Plan. The City anticipates allocating $3,220,474 in CDBG funding, $1,760,707 in HOME funding, and $27 5,046 in ESG funding. The objectives and outcomes expected from implementing the 2023‐2024 AAP are identified in AP‐20 and AP‐35.

The Consolidated Plan sets goals and strategies to accomplish over the fiscal years of 2020‐2024. It identifies a list of funding priorities established based on data from the Consolidated Plan’s Needs Assessment, Market Analy
sis, public meetings, and community survey results. The goals listed below represent the City’s high‐priority needs and serve as the basis for the fiscal year 2023‐2024 programs and activities identified in the Action Plan.

1. Housing and Services for the Homeless: Provide hous ing and supportive services for the City’s homeless population, including emergency, transitional, and permanent supportive shelter, as Exhibit 1
Annual Ac
tion Plan
2023‐2024
2 well as rapid rehousing and homeless prevention. Increase and maintain transitional housing opportunities. Expand housing first model to provide permanent housing units with intense wrap‐around services on‐site.

2. Affordable Housing: Preserve, improve, and expand the supply of quality affordable housing for lower‐income households. Increase the supply of affordable multifamily housing. Assist existing low‐income owner‐occupied households, keeping their homes safe and well‐maintained by providing rehabilitation assistance.

3. Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low‐ and moderate‐income persons. Enhance the City’s entrepreneurship ecosystem by investing in entrepreneur growth initiatives that develop and strengthen small businesses and support local entrepreneurs. Support the redevelopment of blighted areas by investing in the rehabilitation of properties and cr itical infrastructure improvements.

4. Public Services: Ensure the provision of high‐quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.

5. Services/Support for Special Needs: Provide supportive services necessary to meet the needs of the City’s non‐homeless special needs populations. Invest in services that promote equity and support opportunities that engage vulnerable populations such as seniors, youth, veterans, people with disabilities, etc.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

The City’s Housing Division of the Economic Development Department continues to annually monitor and evaluate the City’s sub‐recipients of State and Federal funds. The City recognizes that evaluating past performance is critical to ensuring that the City and its sub‐recipients implement funding activities efficiently and that those activities align with the City’s overall goals and fundi ng regulations.

Staff reviews the agency’s programmatic, fiscal management, and performance goals. Information from the sub‐recipients past performances of CDBG & ESG grant funding is provided to the Community Development Committee (CDC) members for evaluation of future requests for funding through the annual grant application process. The CDC and staff also use this information to recommend grant funding to the City Council. Notably, the CDC acts as an advisory body to the City Council and studies Exhibit 1

Annual Action Plan
2023‐2024
3 housing department data to recommend project funding levels. The CDC reviews community program requests for CDBG & ESG funding via a public procurement process. The committee provides a public forum for community members to provide feedback on needs and support.

All activities address the community needs collected in community engagement sessions conducte d during the AAP process and those identified in the Consolidated Plan. The City’s performance relative to its annual objectives can be reviewed in the Consolidated Annual Performance and Evaluation Report (CAPER) that is prepared following the completion of the fiscal year and submitted to HUD in September.

The Community Development Block Gra nt (CDBG), the Emergency Solutions Grant (ESG), and the HOME Investment Partnership (HOME) provided operating funds for many local programs, allowing the City to make progress toward the goals outlined in the Consolidated Plan.

Housing programs funding through the CDGB and HOME programs assisted in expanding the supply of affordable housing. CDBG and ESG fu
nded public service programs support community development, fair housing services, food security, and provide shelter and housing solutions for low‐income residents.

The City is proud to report the following projects it took part of via partnerships with local service providers for FY 2022‐2023:

1. Children’s Ho me of Stockton was awarded $87,071 of CDBG funds in program year 22‐23 to provide Transitional Age Youth (TAY) experiencing or at‐risk of homelessness with temporary housing, mental health services, career readiness, access to housing stability resources, and access to educational opportunities.

2. San Joaquin Fair Housing was awarded CD BG funds to provide Stockton residents with counseling and mediation services to both tenants and landlords and conduct workshops for tenants and landlords to educate and inform them of their rights and existing regulations.

3. Ready to Work was awarded ESG funds to provide wrap‐around services to formerly incarcera
ted individuals, veterans, hard‐to‐place homeless, those struggling with addiction, and other vulnerable populations; the program provides shelter and job training to work toward self‐sheltering.

4. Town Center Studios In 2020, the City Council approved a $4.2 M application for Project Homekey ‐ a collaboration between the City, STAND Affordable H ousing, and Central Valley Low Income Housing. The City provided CDBG funds for partial funding to the project which is 50% complete with 20 rehabilitated units occupied and an additional 20 units in development.

5. Visionary Home Builders was awarded HOME funds for project Liberty Square, new construction of 31 affordable housin g units completed and fully occupied.

Exhibit 1

Annual Action Plan
2023‐2024
4 Currently the City partnered with multiple developers for projects under construction for homeless housing projects and affordable housing projects. The below are projects by developers presently underway and the funding source for each project.

Homeless Housing Projects
 Sonora Square by Housing Authority of San Joaquin – CDBG/ARPA  Case de Flore by Visionary Home Builders – State
 Calaveras Quarters by Housing Authority of San Joaquin – ARPA Affordable Housing Projects
 Sierra Vista Phase III by Housing Authority of San Joaquin – CDBG/HOME‐ARPA/PLHA  Grand View Village by Visionary Home Builders – PLHA/LMHF/NSP  La Passeggiata by Visionary Home Builders ‐ HOME

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The City of Stockton developed the goals and priorities in the FY 2023‐2024 Action Plan through public meetings and outreach conducted by the City and the Community Development Committee. The City offered a variety of engagement methods for both stakeholders and the public to participate in the Annual Action Plan (AAP) plannin g process. The City made all attempts to encourage community participation, including low‐ and moderate‐income persons. Meetings were held in public spaces, accommodated the needs of vulnerable populations, and offered alternatives to limited English proficiency community members. Multiple language translators were available at meetings. All community meetings held were open to the p ublic.

HUD regulations for the development of the Consolidated Plan, which is the basis for the Annual Action Plan, requires jurisdictions to reach out to, and consult with, other public and private agencies and organizations to collect information regarding needs, to identify available resources and gaps in the institutional delivery structure, and to coordinate the development of fu nding allocation priorities,
performance standards, and evaluation outcomes.

To prepare the AAP, City staff met with agencies and organizations throughout the city and county, including public and assisted housing providers; an assortment of government agencies; and private and public health, mental health , and social service agencies. Additionally, the City reached out to stakeholders, from sectors like housing, business development, and economic development. In most cases, the consultation discussions represented a continuation of the ongoing interactions and dialogue between the City and local stakeholder groups.

Exhibit 1

Annual Action Plan
2023‐2024
5 The planning process for the development of this Annual Action Plan began in November 2022 with direct e‐mail notifications, press release, and multiple social media platform posts to notify the community of the City of Stockton Town Hall for the Annual Action Plan Process. The Town Hall was held on December 7, 2022, with a diverse r epresentation of Stockton’s community.

During the Town Hall, the City engaged with attendees by evenly dividing the entire room into four groups. The City had two staff to proctor and document the group and lead discussions of Stockton’s community needs concerning housing, homelessness, business development, vulnerable p opulations, and grant funding priorities. The participants were polled to indicate what they considered to be a priority for our community. The top three priorities for funding were to support vulnerable populations, infrastructure improvements to strengthen economic development, and workforce development & training. The community feedback recommended funding should provide th e highest impact to assist individuals per dollar spent and the City should use best practices for future grant funding.

In December 2022, the City continued efforts in developing the AAP with outreach to the City’s housing and community development distribution list, providing notification that the City was releasing a Notice of Fundi
ng Availability (NOFA) and accepting applications under the CDBG and ESG programs through January 25, 2023. The announcements reached over 250 agencies, individuals, and stakeholders. The NOFA was noticed to the public in local newspaper, The Record and the local Spanish newspaper, Latino Times.

In preparation for the NO FA release, City staff planned and held a How to Apply Workshop on January 4, 2023. Notifications of the workshop were emailed to distribution lists, past recipients, and posted on social media platforms.

Applications received were reviewed by staff and members of the CDC. Applications were reviewed for compliance with appropriate Fe deral regulations, Council‐adopted local community development objectives, and consistency with the priorities and objectives contained in the Consolidated Plan.

The public will have two public meeting opportunities to review the proposed AAP. A 30‐day public review period for the draft FY 2023‐24 AAP will occur from March 16, 2023 thr ough April 18, 2023. On March 22, 2023 the City notified the CDC members of the draft AAP available during the public review period. The draft AAP was presented at a Public Hearing at the City Council's meeting on April 18, 2023.

The Public Hearing was noticed to the public in local newspaper, Th e Record and the local Spanish newspaper, Latino Times. The draft AAP was made available on the City of Stockton Economic Development Department website. Hard copies were made available for review during the public review period at the City of Stockton’s Economic Development Department at 400 East Main Str eet, 4th floor, Stockton, CA and at the City Clerk’s office, at City Hall, 425 North El Dorado Street, Stockton, CA.

Exhibit 1

Annual Action Plan
2023‐2024
6 The City takes an active role in gathering public feedback for the AAP. See section AP‐12 for a summary of Citizen Participation in community meetings held. Notices, public meetings, and comments received are available in section AP‐12 and will be included as an attachment to this AAP.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

A summary of comments received are in section AP‐12 Participation. A summary of comments received will be included as an attachment to this AAP at the conclusion of the public review period. It will include any public comments received at the Stockton City Council's Public Hearing held on April 18, 2023.

6. Summary of comments or views not accepted and the reasons for not accepting them Not applicable, all comments are received for consideration.

7. Summary
The City of Stockton’s AAP represents year four of the City’s Consolidated Plan. The AAP identifies activities to complete during the program year 2023‐2024 to address community priority needs. The City is prioritizing CDBG funding to support affordable housing, including housing for homeless populations, economic development, public services, and support for vulnerable popula tions, all consistent with the community needs expressed in the Consolidated Plan. Similarly, for ESG funding the City is prioritizing funding for Emergency Shelter Operations/Transitional Housing and Homelessness Prevention services.

The Consolidated Plan supports these priorities for supportive services by directing public investments, such as improved public infrastructure, facilities, and services, wh ere they can benefit the City’s low‐ and moderate‐income populations. At the same time, efforts to provide expanded business assistance and educational opportunities for workers and entrepreneurs will help increase residents’ opportunities to improve their economic self‐sufficiency, so that resources made available pursuant to the Consolidated Plan can be provid ed to those most in need of assistance.

Exhibit 1

Annual Action Plan
2023‐2024
7 PR‐05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for the administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator STOCKTON Economic Development Department HOME Administrator STOCKTON Economic Development Department ESG Administrator STOCKTON Economic Development Department Table 1 – Responsible Agencies

Narrative (optional)
The Economic Development Department of the City of Stockton prepares the Consolidated Plan, the Annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). The Economic Development Department comprises several divisions, which work together to administer the CDBG, HOME, and ESG programs. The Housing Division functions as the primary lead, coordinating with other di visions as necessary and appropriate. In addition, staff also collaborates with a network of governmental agencies and non‐profit organizations to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

The City of Stockton’s Economic Development Department administers each grant program and its associated funding source(s). Primary fund ing recommendations for the City’s CDBG & ESG grants come from the Community Development Committee (CDC). This committee is appointed by the City Council and is comprised of community member representatives from each District. The CDC makes funding recommendations to the City of Stockton and is then recommended by City staff for approval by City Council. Th e CDC meets one to two times a month during the NOFA process and after that, meets quarterly. These meetings are publicly noticed, open to the public, and generally held at the Cesar Chavez Library, Stewart Hazelton Room, 605 N. El Dorado Street, Stockton, CA 95 202. An opportunity for community members to address the committee with public comments are provided at the beginning of each CDC meeting.

Exhibit 1

Annual Action Plan
2023‐2024
8 To avoid any situations which might constitute a conflict of interest, any CDC member who is also a member of a board of directors, employed by, or has a relative of agencies applying for funding, is ineligible to vote on funding decisions involving that respective agency. CDC members are required to file per the conflict of intere st code, once appointed and then annually.

Consolidated Plan Public Contact Information
The following are various ways in which an interested party can contact the City of Stockton Economic Development staff with comments regarding the City’s Consolidated Plan:
 Telephone: (209) 937‐8539
 Email: [email protected]
 In Person: City of Stockton, Economic Development Department, 400 East Main Street, 4th floor, Stockton, CA 95202 Carrie Wright, Economic Development Director
Economic Development Department
City of Stockton
400 East Main Street, 4th Floor
Stockton, CA 95202
(209) 937‐8539
[email protected]
Exhibit 1

Annual Action Plan
2023‐2024
9 AP‐10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The planning process required under HUD regulations for the development of the AAP requires jurisdictions to reach out to, and consult with, other public and private agencies and organizations to collect information on need, to identify available resources and gaps in the official delivery structure, and to coordinate the development of f unding allocation priorities, performance standards, and evaluation outcomes.

The City of Stockton consulted with several organizations, stakeholders, community members, and service providers. Consultations occur throughout the year as part of the City’s engagement with local community forums and collaboration with San Joaquin Continuum of Care, local homeless service providers, housing advocates, the Housi ng Authority, and homeless individuals.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City’s public engagement strategy include active participation in several committees and working groups with members from public and assisted housing organizations, service agencies, social services, and mental health providers. The City regularly attends the San Joaquin Continuum of Care (CoC) monthly meetings. The CoC includes service providers such as private/governmental health, youth/senior services, affordable housin
g, mental health, and other government agencies. These
meetings serve as a collaboration meeting for all members for service delivery throughout San Joaquin County.

The City’s Economic Development Department meets regularly with sub‐recipients and partner agencies to discuss HUD funded projects. Similarly, the City works directly wi th the Housing Authority of the County of San Joaquin through partnerships on affordable housing projects. Regular communication between the agencies mentioned above is maintained to discuss upcoming project and projects underway and to address needs in the community.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

Consultation and coordination with the San Joaquin County Continuum of Care (CoC) representatives is a fundamental component of the plan development process. Efforts to address the needs of homeless persons are described in greater detail throughout the Consolidated Plan. The City of Stockton is an Exhibit 1

Annual Action Plan
2023‐2024
10 active San Joaquin County CoC member.  The CoC is led by the Chairperson of Lutheran Social Services of Northern California which represents a consortium of local government agencies and non‐profit organizations, encompassing all jurisdictions in San Joaquin County, including the City of Stockton. Areas of coordination with the CoC include:
 Coordinated Fundi
ng Strategies:  The City partners with the CoC Consolidated applicant to review local community needs and program opportunities.  The City works in partnership with local funders, including the County, managed care plans, and hospitals to create high‐level systems change.
 Data Sharing and Analytics:  The City participants in the local Data and HMIS co mmittee and works jointly with the HMIS lead to foster uniform data reporting.  ESG subrecipients are required to participate in the HMIS and funding is allocated toward the operations and management of the HMIS, including licenses and staff training.  Coordinated Entry:  Regionally, the Stockton/San Jo aquin CoC has adopted a Housing First framework.  Through City and partner funding, the CES system is active and working in the community.  City funding is allocated to support the efforts of the CES lead, including landlord engagement.
 Education Capacity Building:  The City of Stockton works in partnership with the Unit ed Way of San Joaquin to strengthen the knowledge and understanding of the homeless system.  Work includes participating in the editorial board of a bi‐monthly regional publication on activities occurring in the community to address homelessness as well as trainings and learning sessions to build capacity of new and e merging community leaders, including those with lived experience.
 Addressing Racial and Ethnic Disparities:  City Staff chairs the Strategic Planning sub‐committee of the CoC, which this year is taking a focused look at the racial and ethnic disparities that are existing within the homeless continuum.  Through a technical assistance grant this effort will result in a shared plan to minimi
ze disparities.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS As the largest city within the San Joaquin CoC area, the City of Stockton maintains a seat on the CoC governing body and participates in consultation with the San Joaquin County, and other participating agencies and organizations, regarding ESG funding. The City notified the CoC of the Notice of Funding Availability fo r the 2023‐2024 allocation of CDBG and ESG funds. In addition, an announcement to the CoC was delivered by City staff of the public review period of the draft AAP as consultation and coordination with the CoC of the use of ESG funds to meet the local needs of community mem bers experiencing homelessness.

Exhibit 1

Annual Action Plan
2023‐2024
11 The Homeless Management Information System (HMIS) is an effective relational database for coordinating client services and aggregate data is used to inform community planning and public policy and increasing collaboration across agencies. HMIS can help identify gaps in service and maintains accurate data on the provision of housing and services to homel ess individuals and families as well as person at risk of homelessness. The data includes length of homelessness, returns of homelessness, first time homeless, number of sheltered homeless persons, and exit to permanent housing. The Central Valley Low Income Housing Corporation (CVLIHC) is a member of the CoC and responsible for the administratio
n of the Homeless Management Information System (HMIS).

2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities

N/A
Exhibit 1

Annual Action Plan
2023‐2024
12 Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Arnaiz Development Company, Inc.

Agency/Group/Organization Type Housing
Business Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the focus group discussions, for the development code overhaul, followed up by a one‐on‐one phone call. The anticipated outcome was to collect inf ormation regarding the ability of private housing developers to provide new housing within the city, particularly quality affordable housing, and to identify any barriers to the provision of housing. 2 Agency/Group/Organization Catholic Charities of the Diocese of Stockton Agency/Group/Organization Type Services‐Children
Services‐Elderly Persons
Services‐Persons with Disabilities
Services‐Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the City’s Shape Stockton housing efforts. The anticipated outcome was to collect information regarding housing needs, services, constraints for those, and possible solutions. 3 Agency/Group/Organization Central Valley Low Income Housing Corporation (CVLIHC) Agency/Group/Organization Type Housing
Services‐homeless
Exhibit 1

Annual Action Plan
2023‐2024
13 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Needs ‐ Veterans
Homelessness Needs ‐ Unaccompanied youth
Homelessness Strategy
Non‐Homeless Special Needs
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process as a lead participant in the Continuum of Care, participation in the City’s Shape Stockton housing efforts, and consulted in the an nual action plan development process CVLIHC is the region’s HMIS lead agency, in this capacity the City and CVLIHC meet monthly to review homeless service data and discuss strategies to strengthen data collection and reporting processes, including training and capacity building for local homeless service providers. The anticipated outcome was to collect i nformation regarding resources available for, coordination efforts in place, promotion of services, and the needs of, homeless and at‐risk populations, as well as to improve coordination with the housing, homelessness, and anti‐poverty strategies. Identified areas for improved coordination are length of contract execution time for awarding funds and reimburse
ment turnaround; delays impair the ongoing operations of the agency’s activities, and the need for funds to sustain HMIS licenses for the growing number of homeless service providers.
4 Agency/Group/Organization Enterprise Community Partners Agency/Group/Organization Type Housing
Equity
Exhibit 1

Annual Action Plan
2023‐2024
14 What section of the Plan was addressed by
Consultation?
Housing Need Assessment

Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the City’s Shape Stockton housing efforts. They are also preparing a Displacement study for the City. Topics included the need for more affordable housing, ways to help with environmental cl ean‐up, and preservation of housing stock for lower income families. 5 Agency/Group/Organization Grube Huber Co.

Agency/Group/Organization Type Housing
Business Leader
Developer

What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis

Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the City’s Shape Stockton housing and zoning efforts and consulted in the annual action plan development process. The anticipated outcome was to collect information regarding housing construction and the housing market in Sto
ckton. Also, to obtain information for City coordination efforts in place, promotion of services, and areas needing improvement. Identified areas for coordination and improvements are processing time for permitting, plan review fees/permitting costs are high, considering additional fee reductions, and expedited plan review for types of devel opment the City prefers.

Exhibit 1

Annual Action Plan
2023‐2024
15 6 Agency/Group/Organization GOSPEL CENTER RESCUE MISSION Agency/Group/Organization Type Services – Children
Services – Elderly Persons
Services‐Persons with Disabilities
Services‐Persons with HIV/AIDS
Services‐Victims of Domestic Violence
Services‐Health
Services‐Education
Services‐Employment
Services‐homeless
Services – Substance Use Recovery
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Strategy
Non‐Homeless Special Needs
Anti‐poverty Strategy
Exhibit 1

Annual Action Plan
2023‐2024
16 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding the housing and social service needs and existing services for persons ex periencing drug and alcohol addictions, as well as to improve coordination with the homelessness, non‐homeless special needs, and anti‐poverty strategy, among other areas. The organization was invited to participate in the City’s Shape Stockton housing efforts and even toured Little Manila with Staff. The anticipated outcome was to colle ct information regarding the housing and social service needs of persons experiencing substance issues, need for infrastructure in lower income areas. Identified areas for coordination and improvements are release for completion of the Environmental Impact Report, response time for agreements/invoices submitted, release of funds in a timely manner, and for the City to me et the Rotary 4‐Way Test for decision making; implementation would make the City much more effective. 7 Agency/Group/Organization Mutual Housing
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for City’s Shape Stockton housing efforts. The anticipated outcome was to collect information regarding housing and ways to fund new housing and new housin g programs, as well as to improve coordination with the City.

Exhibit 1

Annual Action Plan
2023‐2024
17 8 Agency/Group/Organization Housing Authority of the County of San Joaquin (HACSJ) Agency/Group/Organization Type Public Housing Authority Housing
Services ‐ Housing
Other government ‐ County
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Strategy
Market Analysis
Anti‐poverty Strategy
Lead‐based Paint Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process as the certified Public Housing Agency and the City’s Shape Stockton housing efforts. The City works in partnership with the Housing Authority to dev elop strategic approaches to increase the number of affordable housing units throughout the city and region to meet the needs of the most vulnerable members of our community. The City is currently partnering with HACSJ on three development projects and meets on a monthly basis, through the CoC’s Housing S ubcommittee to review opportunities to prevent and end homelessness. The anticipated outcome was to collect information regarding public housing resources, conditions, and the needs of tenants, as well as to improve coordination with housing, homelessness, community development, and anti‐poverty strategies.

Exhibit 1

Annual Action Plan
2023‐2024
18 9 Agency/Group/Organization San Joaquin County of Governments (SJCOG) Agency/Group/Organization Type Other government ‐ Local

What section of the Plan was addressed by
Consultation?
Housing
Infrastructure
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the consultation process and the Shape Stockton process. The anticipated outcome was to collect information regarding housing, services, and infrastructure within the Stockton area and regionally and to improve coordination wi
th the City.
10 Agency/Group/Organization NEW DIRECTIONS
Agency/Group/Organization Type Services‐Victims of Domestic Violence Services‐homeless
Services ‐ Substance Use Recovery
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Non‐Homeless Special Needs
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding the social service needs of persons experiencing substance abuse addictions, as well as to improve coordination wi
th the City. No areas for improved coordination were
mentioned.

Exhibit 1

Annual Action Plan
2023‐2024
19 11 Agency/Group/Organization San Joaquin County Behavioral Health Services (BHS) Agency/Group/Organization Type Health Agency
Other government ‐ County
Services‐Children
Services‐Elderly Persons
Services‐Persons with Disabilities
Services‐homeless
Services‐Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Strategy
Non‐Homeless Special Needs
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
Services provided through the County Behavioral Health system are a critical component of the continuum of care for homeless individuals. The City works closely with BHS on numerous projects to address the health and behavioral health needs of the comm
unity, including wrap‐around services and supports for those that are unhoused and experiencing mental health disorders &/or substance use disorders.

This organization was invited to participate in the consultation process. The anticipated outcome was to collect information regarding the housing and social service ne
eds of persons with behavioral health issues and those experiencing drug and alcohol addictions, as well as to improve coordination with the Consolidated Plan homelessness and anti‐poverty strategy, among other areas. 12 Agency/Group/Organization Little Manila Rising
Agency/Group/Organization Type Housing
Exhibit 1

Annual Action Plan
2023‐2024
20 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the consultation process for the City’s Shape Stockton housing efforts.’. The anticipated outcome was to collect information regarding housing and social services within South Stockton an d Little Manila neighborhood.
13 Agency/Group/Organization San Joaquin Hispanic Chamber of Commerce Agency/Group/Organization Type Housing
Services‐Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the Shape Stockton process. The anticipated outcome was to collect information regarding fair housing issues and identify barriers to affordable housing as well as to im prove coordination with the City of the anti‐poverty strategy, among others.
14 Agency/Group/Organization SAN JOAQUIN FAIR HOUSING ASSOCIATION Agency/Group/Organization Type Housing
Service‐Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process and Shape Stockton. The anticipated outcome was to collect information regarding fair housing issues and identify barriers to affordable housing, as well as to imp rove coordination of the anti‐poverty strategy, among others.

Exhibit 1

Annual Action Plan
2023‐2024
21 15 Agency/Group/Organization SECOND HARVEST FOOD BANK Agency/Group/Organization Type Services‐homeless
Services‐Health
Regional Organization
What section of the Plan was addressed by
Consultation?
Non‐Homeless Special Needs
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding met and unmet nutrition needs for food insecurity, as well as to improve coordination with the City and the anti‐pover
ty strategy. Identified areas for coordination and
improvements are better alignment with efforts around food insecurity, engagement with City leadership for agency involvement to ensure proper equitable distribution of food and connect agency with organizations that can assist in di stribution of food for the community.
16 Agency/Group/Organization The Echo Chamber
Agency/Group/Organization Type Housing
Homelessness
What section of the Plan was addressed by
Consultation?
Housing Need Assessment

Exhibit 1

Annual Action Plan
2023‐2024
22 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process and Shape Stockton. The anticipated outcome was to collect information regarding the housing market, barriers to affordable housing development city‐wide and in selected areas, as well as to im
prove coordination with those who are unhoused or at imminent risk of homelessness. The Echo Chamber participates in the City’s non‐profit leadership program to engage the next‐generation of community leaders. Insights from this program are also informing entrepreneurial development needs in un der ‐resourced neighborhoods. City.
17 Agency/Group/Organization St. Mary's Dining Room
Agency/Group/Organization Type Services‐homeless
Services‐Health
What section of the Plan was addressed by
Consultation?
Continuum of Care
Services‐Children
Services‐Elderly Persons
Services‐Persons with Disabilities
Services‐Persons with HIV/AIDS
Services‐Victims of Domestic Violence
Services‐Homeless
Services‐Health
Other (Specify) – homeless services and housing navigation Exhibit 1

Annual Action Plan
2023‐2024
23 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding the services provided and to identify gaps in service for hom eless and at‐risk populations, as well as to improve coordination with the housing, homelessness, and anti‐poverty strategies. Identified areas for coordination and improvements are animal shelter assistance/space for stray dogs (prioritizing drop‐off from St. Mary’s), shuttle service from St. Mary’s to warming centers during storms, and assistance to identify resources for St. Mary’s core services of food, clothi
ng, and showers and the
opportunity to expand services to better meet the needs of the unsheltered homeless population.
18 Agency/Group/Organization STAND Affordable Housing Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process and Shape Stockton efforts. STAND operates a range of affordable housing programs for those that are exiting homelessness, including an innovative project inv olving shared housing. The anticipated outcome was to collect information regarding the housing market, barriers to affordable housing development, and the connection between housing and public safety, as well as to improve coordination with the City and antipoverty strategies. The City received input on how a range of different approaches can be used to address per manent housing needs of diverse populations.

Exhibit 1

Annual Action Plan
2023‐2024
24 19 Agency/Group/Organization Stockton Emergency Food Bank Agency/Group/Organization Type Services‐Health
Continuum of Care
Services‐Children
Services‐Elderly Persons
Services‐Persons with Disabilities
Services‐Homeless
Health Agency
What section of the Plan was addressed by
Consultation?
Non‐Homeless Special Needs
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding met and unmet nutrition needs for the community’s low inco me population, homeless individuals, seniors, medically impaired persons, and working poor, as well as to improve coordination with the City, the anti‐poverty strategy, capacity improvements, food purchasing and program growth. Identified areas for coordination and improvements are limited, the agency stated the City’s work is good!
20 Agency/Group/Organization Stockton Shelter for the Homeless (SSH) Agency/Group/Organization Type Housing
Services‐Persons with HIV/AIDS
Services‐homeless
Exhibit 1

Annual Action Plan
2023‐2024
25 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Needs ‐ Veterans
Homelessness Needs ‐ Unaccompanied youth
Homelessness Strategy
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The City is currently working with SSH to strengthen and transform homeless shelter services through the creation of a new 24/7 Navigation Center. This organization was invited to participate in the consul tation process. The anticipated outcome was to collect information regarding the housing and social service needs of homeless individuals in Stockton, as well as to improve coordination with the City for housing, homelessness and anti‐poverty strategies, among other areas. SSH provided critical insight into the opportunities and challenges to exit people from homelessnes s into permanent housing.
21 Agency/Group/Organization Downtown Stockton Alliance Agency/Group/Organization Type Housing
Business Leaders
Other ‐ Economic Vitality
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Anti‐poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The organization was invited to participate in the consultation process and the City’s Shape Stockton housing efforts. The anticipated outcome was to collect information regarding the reuse of buildings, ways to reduce review ti mes and fees, inclusion of market rate housing in the area, and to improve coordination with the City.

Exhibit 1

Annual Action Plan
2023‐2024
26 22 Agency/Group/Organization Visionary Home Builders of California, Inc.

Agency/Group/Organization Type Housing
Business Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The City is currently partnering with VHB on several affordable housing developments, targeting very low to moderate income households.

This organization was invited to participate in the consultation process. The anticipated outcome was to collect infor mation regarding the housing market, and barriers to affordable housing development and improve coordination with the City.

Through input from housing developers, like VHB, the City is working to streamline and simplify the project approval and permitting process and to implement various strategies to spur affordable housing de velopment in the community. 23 Agency/Group/Organization Women's Center Youth and Family Services (WCYFS) Agency/Group/Organization Type Housing
Services‐Children
Services‐Victims of Domestic Violence
Services‐homeless
Services‐Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Needs ‐ Unaccompanied youth
Homelessness Strategy
Non‐Homeless Special Needs
Anti‐poverty Strategy
Exhibit 1

Annual Action Plan
2023‐2024
27 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The City works in close collaboration with WCYFS on projects associated with meeting the needs of women, youth, and families impacted by domestic violence, family harm, or isolation. WCYFS sponsors a local Youth Act ion Board who provide valuable insight on the needs of young people in the community, especially those that are unhoused, couch surfing, or otherwise living in conditions that do not feel safe. This organization was invited to participate in the consultation process. The anticipated outcome was to collect information regarding the ho using and social service needs of victims of domestic violence, as well as to improve coordination with the City for housing, homelessness and anti‐poverty strategies, among other areas. Anticipated impacts of the ongoing engagement and coordination with WCYFS is likely a greater emphasis on trauma informed trainings for local pro viders, especially trainings that can lift up the trauma experiences of historically marginalized or disenfranchised populations, including teens/youth, immigrants, BIPOC, and LGBTQ+ individuals. 24 Agency/Group/Organization Reinvent South Stockton Coalition (RSSC) Agency/Group/Organization Type Housing and Services
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Exhibit 1

Annual Action Plan
2023‐2024
28 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The City partners with RSSC on numerous projects to lift up the economic growth and well‐being of several very‐low income neighborhoods in South Stockton. This organization was invited to partici pate in the Shape Stockton Process and in housing and homeless needs assessment planning. The anticipated outcome was to collect information regarding the housing and services within the South Stockton area.

Pivotally, RSSC shared information about the lack of homeownership opportunities, and the trend of large investment companies buying properties within th e community, increasing rents, and not maintaining the property in a manner more typical of a homeowner or small local investor/landlord. RSSC also raised the issue of deliberate vacancies as an investment strategy, and the impact this strategy has to local housing affordability.
25 Agency/Group/Organization El Concilio
Agency/Group/Organization Type Housing
Continuum of Care
Services‐Children
Services‐Elderly Persons
Services‐Victims of Domestic Violence
Services‐Health
Services‐Education
Services‐Employment
Child Welfare Agency
Other government ‐ Federal
Other government ‐ State
Other government ‐ County
Other government ‐ Local
Regional organization
Civic Leaders
Exhibit 1

Annual Action Plan
2023‐2024
29 What section of the Plan was addressed by
Consultation?
Services‐Health
Services – Education
Services ‐ Children
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
This organization was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding service needs for behavioral health, family resources, wellness services, and e ducation, as well as to improve coordination with the City. Identified areas for coordination and improvements are partnering with non‐profits for in‐kind services and reducing/discounting venue fees for partner agencies.
26 Agency/Group/Organization Dignity Health
Agency/Group/Organization Type Services‐Health
Health Agency
What section of the Plan was addressed by
Consultation?
Services‐Health
Exhibit 1

Annual Action Plan
2023‐2024
30 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
Dignity Health is the largest health care provider in the City of Stockton operating both the local St. Joseph’s hospital and neighboring public hospital, under a management agreement with the County. Digni ty Health receives the bulk of all emergency department visits in the County (through the operations of the two hospitals) and is responsible for the care of the vast majority of indigent and MediCal/Medicare clients in need of acute care services.

This organization was invited to participate in the consultation process for th e annual action plan. The anticipated outcome was to collect information regarding service needs for health care, home health, rehab services, mental wellness, transition of care for unhoused population, and community health programs, as well as coordination with the City and others with permanent housing and transitional housing projects. Identified areas for coordination and improvements are more intentional partnership wit
h Dignity’s health collaborative, building/improving
housing to support the homeless, the development of recuperative care programs for the homeless, and improved public safety, street lighting, flashing crosswalks, and sidewalk repairs. Dignity Health is one of the region’s major employers, and also provided insi
ght into strategies pertaining to economic development and the importance of making Stockton the best city to live, raise a family, and grow a business as an important component of employee recruitment and retention. 27 Agency/Group/Organization First 5 San Joaquin
Agency/Group/Organization Type Services‐Homeless
Services‐Children
Services‐Education
Child Welfare Agency
Other government ‐ County
What section of the Plan was addressed by
Consultation?
Services‐Education
Exhibit 1

Annual Action Plan
2023‐2024
31 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
Under state funding, First 5 San Joaquin provides rapid re‐housing vouchers to homeless families with young children and wrap around case management services to stabilize the family and ensure quality care and safety of the children in the home.

This organiza
tion was invited to participate in the consultation process for the annual action plan. The anticipated outcome was to collect information regarding education needs for children ages 0‐5, housing support, as well as coordination with the City.

Identified areas for coordination and i mprovements are expand partnership opportunities to identify ways to leverage resources to serve similar populations and age ranges. First 5 provided additional insight on the needs of families with young children, including the difficulties women are facing re‐entering the workforce following a pandemic‐related job loss. For many fa milies, economic uncertainties are continuing to drive housing instability and more resources are encouraged for homeless prevention including funds for utility payments and rental assistance to keep families housed and averting homelessness.
28 Agency/Group/Organization City of Stockton
Agency/Group/Organization Type Services ‐ Broadband Internet Service Providers Services ‐ Narrowing the Digital Divide
Grantee Department
What section of the Plan was addressed by
Consultation?
Broadband Needs
Exhibit 1

Annual Action Plan
2023‐2024
32 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation
or areas for improved coordination?
The City used American Rescue Plan funds to equitably distribute 1550 Chromebooks with 1550 Hotspots to 1500 recipients. In addition, 500 tablets were distributed to close the Digital Divide in Stockton.  According to the 2017 one‐year ACS estimates for the City of Stockton (Table S2801), approximately 91 percent of Stockton households have on e or more computing device, including desktop and/or laptop computers, tablets, smartphones, or other portable wireless computers.  While all households in Stockton live within an area served by wired and/or wireless broadband service, the ACS data indicate that 81 percent of Stockton households have a paid internet subscription, including 75 percent with a c
ellular data plan and 67 percent with wired broadband and eight percent with satellite broadband.  The data indicate that 12 percent of Stockton households, or 11,237 households, only have a paid cellular data plan, while 19 percent have no paid broadband service.  In addition, the ACS data indicate that only 60 percent of households with annual income s below $20,000 have paid broadband
service, and only 81 percent of those with annual incomes between $20,000 and $74,999 have paid broadband service.  In contrast, 94 percent of those with incomes of $75,000 or more have paid broadband service.  This indicates that the reduc ed resources of lower‐income households likely result in reduced access to the internet.  Nonetheless, free broadband access is available through the public library system and at other locations throughout the community, such as at the City Permit Center and at a variety of coffee shops throughout the City.  Also, Xfinity’s Internet Esse ntials service provides reduced‐cost broadband for qualified households.  Households are eligible if they qualify for public assistance programs, such as the National School Lunch Program, Housing Assistance, Medicaid, SNAP, SSI, and others. all areas within the City of Stockton are served by at least two, and up to 12 or more, broadband provi
ders.  Additional information provided by GeoISP indicate that all areas of the City have access to broadband services, including both wired and wireless broadband, with an average home download speed of 5.68863 Mbps.  GeoISP indicates that there are two wired broadband providers who eac
h provide service to more than 95 percent of the population, including AT&T who provides DSL service to 95.49 of the population and Xfinity who provides cable internet access to 98.47 percent of the population.  Please note that each provider offers service in a different geographic area, such that only an estimated 0.7 percent of the p opulation do not have access to wired broadband services.  In addition, there are four cellular broadband providers that offer 100 percent coverage, including AT&T, MetroPCS, Verizon, T mobile, and Sprint.

Table 2 – Agencies, groups, organizations who participated

Identify any Agency Types not consulted and provide rationale for not consulting Not applicable
Exhibit 1

Annual Action Plan
2023‐2024
33 Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? The San Joaquin
Community Response to
Homelessness
San Joaquin
Continuum of
Care
Identified goals of this plan that align with the City of Stockton’s goals are increase access and reduce barriers to homeless crisis response services and ensure households experiencing homelessness have access to affordable and sustainable permanent housing.

Local Homeless Action
Plan (LHAP) City of Stockton
The LHAP provides an assessment of homeless services and builds upon the collective efforts and actions of community leaders to prevent and end homelessness and the significant investments under way through state and federal funding to address homelessness, a parallel goal with those identified in th e AAP.

Economic Development
Strategic Action Plan
(EDSAP)
City of Stockton
The City’s EDSAP builds upon Stockton economic development goals and focuses strategic investment together with the AAP goal of supporting economic development with activities that create, attract, and retain jobs for economic vitality and provide opportunities for low‐ and moderate‐income persons.

Housing Element City of Stockton
Goals of the City’s General Plan Housing Element serves as a policy guide to help Stockton meet existing and future housing needs and were considered when preparing the AAP. The goals of the AAP and Housing Element address creating and preserving affordable housing in the City.

General Plan City of Stockton The City’s General Plan is its constitution for development and outlines community growth strategies and the need to include housing and services among those strategies.

One Page Strategic Plan City of Stockton
The City’s Strategic Plan includes Council priority goals to address homelessness, increasing the supply of affordable housing, and prioritizing Economic Development, which City leaders and City employees will work collaboratively to deliver community needs.

HOME‐ARP Plan City of Stockton
This plan addresses how to prioritize funding coming in the City and identifies the need for affordable permanent housing and permanent supportive housing for homeless individuals or those at risk as the overwhelming priority, especially for vulnerable populations; priorities align with those set forth in the AAP.

Table 3 – Other local / regional / federal planning efforts Narrative (optional)

Exhibit 1

Annual Action Plan
2023‐2024
34 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal‐setting The City of Stockton follows an approved Citizen Participation Plan as a guide for engaging with citizens and encouraging citizen participation.

The planning process for the development of this Annual Action Plan began in November 2022. Community Outreach included an in‐person community Town Hall meeting open to the public. Notices of the Town Hall be gan with published public notices in the Record, a City issued press release, and emails providing details of the Town Hall. Several postings were made on the City’s social media platforms notifying the community of the Town Hall. Community meetings provide a forum for citizens to participate in matters r elated to the City’s HUD programs and obtain public feedback. Additionally, the City issued a public notice, City issued press release, emails notifications, and social media posts for the Notice of Funding Availability and open application portal for funding under the CDBG and ESG programs. The Community Development Committe
e held multiple public meetings from December 2022 through February 2023. These meetings allowed agencies and interested citizens the opportunity to express their comments, concerns, and thoughts on the housing and community development needs of the community.

Following the CDBG & ESG application submission period, funding requests were reviewed by staff and mem bers of the Community Development Committee (CDC). Applications were reviewed for compliance with Federal regulations, Council‐adopted local community development objectives, and consistency with the priorities and objectives contained in the Consolidated Plan. In addition, each application was assessed for demonstration of need; project readiness, capacity, and experience; measurable outcomes, objectives, an d low‐moderate income benefit; and applicants’ experience with managing government grants and leveraging resources. The CDC held two public meetings on February 8, 2023, and February 22, 2023, the latter of which resulted in funding recommendations to the City. Another meeting on March 22, 2023 was held to infor m the CDC of the draft AAP during the public review period.

During the citizen participation process, community meetings were held to inform the public of the 2023‐2024 AAP process and the programs offered by various funding sources covered under the AAP. Comments from the community meetings were obtained fo r needs assessment to consider for goal setting. A public hearing at City Council was held on April 18, 2023. The public comment period was held from March 16, 2023 through April 18, 2023. A public notice announcing the AAP draft availability was published in the Record and in Spanish in the Latino Times.

Exhibit 1

Annual Action Plan
2023‐2024
35 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Dates, times and locations of community meetings as well as public hearings were published through these medium and are summarized in Table 4.

Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons

1 Other: Mailer via
email Other: Mailing List
A total of four mail mailers
were sent out to a mailing
list of approximately 255
recipients to inform the
public of NOFA related
items. The fist mailer was
sent out on November 29,
2022 to announce the
Town Hall to collect
feedback to guide the
NOFA. A notification was
sent on December 20,
2022 announcing the
opening of the NOF
A and
the application workshop
for the NOFA. January 19,
2023 another email was
sent to remind applicants
of the NOFA deadline. On
January 3, 2023 a
reminder email was sent
out to applicants about
the virtual application
workshop.

None received N/A
Exhibit 1

Annual Action Plan
2023‐2024
36 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons

2 Internet Outreach
Non‐
targeted/broad
community
A flyer was posted to
the City of Stockton's
website and official
Facebook page
advertising the NOFA
requesting
applications due by
January 24, 2022.

Three social media
posts were on
December 21, 2022,
December 23, 2022,
and January 19, 2023.

None received; the
City sends out regular
electroni
c emails to
subscribers and
mailing lists notifying
them of actions
related to the AAP
and grant funding
opportunities under
the AAP.
n/a
Exhibit 1

Annual Action Plan
2023‐2024
37 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons

3 Newspaper Ad
Non‐
targeted/broad
community
Public Notice
published in the
Record and Latino
Times (in Spanish) for
the following:

NOFA for CDBG/ESG
grants, applications
due by January 25,
2023, published on
12/5/22.

Public Hearing for
AAP 2023‐2024
4/18/23 published on
3/9/23.

None received N/A
Exhibit 1

Annual Action Plan
2023‐2024
38 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons

4 Public Meeting
Minorities

Non‐English
Speaking ‐ Specify
other language:

Spanish

Persons with
disabilities

Non‐
targeted/broad
community
A town hall to collect
feedback for the AAP
planning process was held on
December 7, 2022. Excluding
staff, 32 community members
were in attendance.

How to Apply Workshop held
for direction on the
application process for
CDBG/ESG grants on 1/4/23.

Three CDC meetings (public
meetings) were held which
were attended by City Staff,
CDC me
mbers, stakeholders,
and members of the public.

The purpose of the meetings
were to inform CDC members
of their role, the objectives of
the NOFA, allow for applicant
presentations to the CDC,
provide funding
recommendations, and for
the CDC's review of the AAP
for 2023‐2024.

A public hearing was
conducted by the City for the
AAP revi
ew/approval on
4/18/23.

Town Hall comments varied;
posted on the City’s EDD
website‐
www.stocktonca.gov.econdev
Workshop provided
information to potential
applicants on the City’s
CDBG/ESG application
process.

CDC meeting public
comments are reflected in the
meeting minutes.

Any additional public
comments received by EDD
staff during the public
comment period posted on
the City’s EDD website –
www.stocktonca.gov/econdev

Vary or None received
N/A
Exhibit 1

Annual Action Plan
2023‐2024
39 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons

5 Other: Press
Release
Non‐
targeted/broad
community
Town Hall Meeting AAP Press
Release on 11/28/22.

NOFA CDBG/ESG Press
Release on 12/14/22.

None

Table 4 – Citizen Participation Outreach
Exhibit 1

Annual Action Plan
2023‐2024
40 OMB Control No: 2506‐0117 (exp. 09/30/2021)

Expected Resources
AP‐15 Expected Resources – 91.220(c)(1,2)
Introduction
During the program year 2023‐2024, the City will receive approximately $3.2 million in annual CDBG funding. The City will receive approximately $1.7 million in HOME funding for housing activities, and administrative costs. The City also will receive $275,046 in annual ESG funding. The table below provides a breakdown of these a nticipated resources.

Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 Expected Amount Available Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG public
‐
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services 3,220,474

1,519,794 2,226,795 7,067,063 3,220,474
Expected Uses:

Program
Administration,
Housing programs,
Public services, Fair
Housing,
Homelessness
Services
Exhibit 1

Annual Action Plan
2023‐2024
41 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 Expected Amount Available Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources: $
Total:
$
HOME public
‐
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA 1,760,707 200,000 1,117,658 3,078,365 1,760,707 Expected Uses:

Rental Housing
Rehabilitation/New
Construction
Exhibit 1

Annual Action Plan
2023‐2024
42 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 Expected Amount Available Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources: $
Total:
$
ESG public
‐
federal
Conversion
and rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re‐
housing
(rental
assistance)
Rental
Assistance
Services
Transitional
housing 275,046 0 0 275,046 275,046
Expected Uses:

Homeless Services,
Homeless
Prevention Rapid
Re‐Housing
Table 5 ‐ Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Existing HUD resources allow the City to leverage additional local, state, and private philanthropic funding sources to maximize impact. The City identifies additional funds during the project planning phase and prior to project award to compliment the goals in our five‐year Consolidated Plan. For example, the City receives Homeless Housing Assistance and Prevention (HHAP) fu nding from the State of California to provide services Exhibit 1

Annual Action Plan
2023‐2024
43 OMB Control No: 2506‐0117 (exp. 09/30/2021)
and shelter support for homeless populations. Another State source of funding is Project Homekey grant funding for the construction or renovation of permanent housing units for homeless individuals. Permanent Local Housing Allocation (PLHA) funds from the State provide resources to compliment Federal resources allocated to a wider range of affordable housing projects.

Last year, the Federal Environment
al Protection Agency (EPA) granted the City a Brownfields Coalition Community‐Wide Assessment Grant that supports several of the City’s goals of transforming underutilized parcels to promote affordable housing, small business development, and promote overall economic growth and development. For the City’s unsheltered population, funding has also been le veraged via the American Rescue Plan Act (ARPA) allocations to expand homeless services and strengthen public infrastructure and facilities for very‐low income communities, including those experiencing homelessness. Examples of projects include upgraded restroom and hygiene stations in various city parks and public spaces. The City received funding fr om the US Small Business Administration Office of Grants Management to leverage and support economic development. The City continues to search for additional opportunities to leverage funds on a regular basis.

Private Resources
Affordable Housing Program (AHP) is a semi‐annual competitive grant program offered by financial institutions associated with the twelve local FHL Banks.

Private Mortgages provided by private lenders have financed many of the larger multifamily housing projects, as well as some CDBG projects undertaken within the City.

Private Industry companies and grou ps have established funds that can be leveraged to facilitate affordable and workforce housing development.

Private Philanthropy through the San Joaquin Community Foundation, local hospitals and health systems, and United Way of San Joaquin continues to support programs for the most vulnerable individuals in our communities. Philanthropic partners, including local managed care plans are making si
gnificant investments to programs within the homeless continuum of care.

State Resources
Exhibit 1

Annual Action Plan
2023‐2024
44 OMB Control No: 2506‐0117 (exp. 09/30/2021)
California offers numerous funding programs, listed below, which could be used as matching funds for HOME and ESG funds. More information about these programs is available through the California Department of Housing and Community Development:
 Low Income Housing Tax Credit (LIHTC)
 Affordable Housing and Sustainable Communities (AHSC)  Tax‐Exempt B onds
 CalHome
 Local Housing Trust Fund Program (LHTF)
 Golden State Acquisition Fund (GSAF)
 Housing for Health California (HHC)
 Infill Infrastructure Grant Program (IIG)
 Joe Serna, Jr., Farmworker Housing Grant Program (FWHG)  Mobile Home Park Rehabilitation and Resident Ownership Program (MPRROP)  Supportive Housing Multif amily Housing Program (SHMHP)  Multifamily Housing Program (MHP)
 No Place Like Home
 Predevelopment Loan Program (PDLP)
 Section 811 Project Rental Assistance
 Transit‐Oriented Development Housing Program (TOD)
 Veterans Housing and Homeless Prevention Program (VHHP)  Permanent Local Housing Allocation (PLHA)
 Mixed‐Income Program
 California Em
ergency Solutions Housing (CESH)
 SB 2 Planning Grants Program
Federal Resources
McKinney‐Vento Homeless Assistance Act established the CoC as the lead agency in the application for S+P and SHP funds.

Exhibit 1

Annual Action Plan
2023‐2024
45 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Housing Choice Voucher Program (HCV) administered by the HACSJ provides low‐income households the ability to select affordable privately‐ owned rental housing using vouchers which close the gap between market‐rate rents and the maximum amount deemed affordable, based on the household’s size and income level.

National Housing Trust Fund offers def erred payment or forgivable loans to assist in the construction of permanent housing for extremely low‐ income households.

Opportunity Zones allow investors to defer capital gains taxes in exchange for investments made in Qualified Opportunity Funds (QOFs). It is currently unclear exactly how much investment can be secured through a partnership with a QOF.

Based on HUD’s assessme
nt, the City of Stockton historically has been waived from the requirement of matching HOME funds on any given project since 2014.

Exhibit 1

Annual Action Plan
2023‐2024
46 OMB Control No: 2506‐0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Stockton was awarded $5.2 million from the Department of Toxic Substances Control (DTSC) under the Equitable Community Revitalization Grant (ECRG) to remediate a nine‐acre City‐owned site along the waterfront. The four (4) parcels, collectively known as South Pointe, are located at 705, 833, and 855 Weber Avenue. Th e City has entered into an Exclusive Negotiating Rights Agreement (ENRA) with RBH Group of Newark, NJ to develop an approximately 853,000 SF mixed‐use residential development on South Pointe (701‐855 W Weber Avenue). Phase I will include 169,500 GSF (255 units) of workforce rental housing, seniors and life‐long lea rners, along with retail, parking, waterfront recreational and educational/community space. A Disposition and Development Agreement is currently being drafted, with Phase I expected to begin construction in June 2024.

Phase II will consist of market rate housing, as well as commercial, civic, and parking uses. The planned development builds upon the City’s prio r investments in waterfront entertainment and recreation and seeks to create a dynamic new neighborhood that extends the vibrancy of downtown Stockton further into the south waterfront.

In addition, the State Surplus Land Act requires the city to identify surplus and excess local public lands be declared surplus by City Council and issue a Noti ce of Availability to housing developers and local agencies. All dispositions must be approved by HCD before a sale or lease can be finalized. Three areas of City‐owned properties have been deemed surplus and are available and suitable for housing:

Lafayette/Stanislaus (four parcels), Weber Avenue (four parcels), and Sou th Airport (one parcel).

Address and acreage of each property is listed below.
530 Lafayette ‐ 0.11 acres
534 Lafayette ‐ 0.09 acres
536 Lafayette ‐ 0.14 acres
411 S Stanislaus – 1.66 acres

833 W Weber – 3.73 acres
705 W Weber – 3.08 acres
Weber Avenue – 0. 29 acres
855 W Weber – 1.97 acres

2135 South Airport – 0.33 acres
The City of Stockton is collaborating with the California Department of General Services (DGS) as the State continues development of affordable housing on a State‐owned site located at 601 East Miner Avenue/ 622 E. Li ndsay in Downtown Stockton. DGS released an RFP to the development community with the goal of facilitating development of 136 new multifamily dwelling units. Developer respondents Exhibit 1

Annual Action Plan
2023‐2024
47 OMB Control No: 2506‐0117 (exp. 09/30/2021)
are encouraged to try and achieve the greatest degree of affordability possible. A development agreement with the preferred developer was executed in early 2020. Grant funding was received for contamination clean up at the site in preparation for development.

Discussion
Not applicable.

Exhibit 1

Annual Action Plan
2023‐2024
48 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Annual Goals and Objectives

AP‐20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Housing and
Services for the
Homeless
2023 2024 Public Housing
Homeless
City‐wide Homelessness ESG:
$255,796
Other: 25 persons assisted with
HMIS trainings.

Tenant‐based rental assistance /
Rapid Rehousing: 22 Households
Assisted
Homeless Person Overnight
Shelter: 935 Persons Assisted
Homelessness Prevention: 23
Persons Assisted
2 Affordable
Housing
2023 2024 Affordable
Housing
Public Housing
Homeless
City‐wide Homelessness
Affordable Housing
CDBG:
$546,427
HOME:
$2,683,365
Homeowner Housing
Rehabilitated: 5 Households
Assisted
Rental units constructed: 179
Household Housing Unit
Rental Units Rehabilitated: 19
Household Housing Units
Exhibit 1

Annual Action Plan
2023‐2024
49 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
3 Support Economic
Development
2023 2024 Non‐Homeless
Special Needs
Non‐Housing
Community
Development
City‐wide Non‐Housing
Community
Development 2
CDBG:
$2,465,441
Facade treatment/business
building rehabilitation: 33 Business
Jobs created/retained: 10 Jobs
Businesses assisted: 15
Infrastructure Improvements 1
4 Public Services 2023 2024 Non‐Homeless
Special Needs
Non‐Housing
Community
Development
City‐wide Non‐Housing
Community
Development 1
CDBG:
$720,000
Public service activities for
Low/Moderate Income Housing
Benefit: 178,013 Persons Assisted
Public Service Activities other than
Low/Moderate Income Housing
Benefit: 40,668
Table 6 – Goals Summary

Goal Descriptions

1 Goal Name Housing and Services for the Homeless
Goal
Description
Provide housing and services for the City’s homeless population, including homelessness prevention. Increase and maintain transitional housing opportunities. Expand housing first model to provide permanent housing units with intense wraparound services on‐site.

Exhibit 1

Annual Action Plan
2023‐2024
50 OMB Control No: 2506‐0117 (exp. 09/30/2021)
2 Goal Name Affordable Housing
Goal
Description
Preserve, improve, and expand the supply of decent affordable housing for lower‐income households. Increase the supply of affordable multifamily housing. Provide homeownership opportunities for first‐time buyers. Assist existing low‐income owner‐occupied households help keep their homes safe and well maintained by providing rehabilitation assistance. 3 Goal Name Support Economic Development
Goal
Description
Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low‐ and moderate‐income persons. Prioritize and expand job readiness programs targeting low‐income youth, disabled persons, and homeless persons. 4 Goal Name Public Services
Goal
Description
Ensure the provision of high‐quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.

Table 7 – Goals Summary

Exhibit 1

Annual Action Plan
2023‐2024
51 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Projects
AP‐35 Projects – 91.220(d)
Introduction
The projects that the City will fund with CDBG, HOME, and ESG funds during the 2023‐2024 program year (July 1, 2023 – June 30, 2024) are summarized below. The City will utilize funds available to address the goals outlined in the Consolidated Plan to address the priority needs and specific objectiv es. The projects will include project funding for affordable housing, public services, economic development, homelessness services, and enhancements to public facilities or infrastructure improvements. The previous years have aligned funding with the Consolidated Plan and have contributed toward substantial improvements in the lives and neighborhoods of Stockton’s low‐income residents and provid ed safe, decent housing for many who would not otherwise be able to afford it. The programs and activities funded in the FY 2023‐24 Action Plan will build on prior successes and continue to meet the objectives of the 2020‐2025 Consolidated Plan. In Program Year 2023‐2024, the City will also continu e its efforts to respond to the COVID‐19 pandemic with resiliency efforts.

Projects
# Project Name
1 CDBG Administration
2 CDBG Housing Program Delivery
3 CDBG Housing Programs
4 Debt Service ‐ Section 108 Loan
Repayment
5 Emergency Repair Loan Program
6 Economic Development
7 Public Infrastructure Improvements
8 Public Services
9 HOME Administration
10 HOME Program Delivery
11 HOME Housing Loans
12 CHDO Set‐Aside Funds
13 ESG Entitlement 2023 Stockton
Table 8 ‐ Project Information

Exhibit 1

Annual Action Plan
2023‐2024
52 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City has identified the lack of sufficient funding as the greatest obstacle to meeting the underserved needs. Prioritization of funding unfortunately denotes that some needs expressed by community members may not be addressed in this program year. Other noted obstacles in addressing community needs are, but not limited to, current ho using market, economic conditions, services available to support diverse population, cost of real estate, prevailing wage requirements, increased construction costs, limited supply chain, etc. During the next year, the City will continue to apply for funding and/or support applications by other organizations to expand affordable housing opportunities, homeless assistance and supportive services, and to mee t the other needs of the low‐income residents and neighborhoods.

Exhibit 1

Annual Action Plan
2023‐2024
53 OMB Control No: 2506‐0117 (exp. 09/30/2021)

AP‐38 Project Summary
Project Summary Information
Exhibit 1

Annual Action Plan
2023‐2024
54 OMB Control No: 2506‐0117 (exp. 09/30/2021)
1 Project Name CDBG Administration
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Support Economic Development
Public Services
Needs Addressed Homelessness
Affordable Housing
Non‐Housing Community Development 1
Non‐Housing Community Development 2
Funding CDBG: $923,654
Description Staff and service delivery costs are associated with the implementation of various housing rehabilitation programs.

Matrix Code: 21A,
National Objective: NA
Citation: 570.206

Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A‐Administration
Location Description N/A‐Administration
Planned Activities Administration costs directly related to administering the CDBG programs to ensure compliance with HUD activities.
2 Project Name CDBG Housing Program Delivery
Target Area City‐wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $350,000
Description Staff and service delivery costs are associated with the implementation of various housing rehabilitation programs.

Matrix Code: 14H
National Objective: LMH
Citation: 570.202

Target Date 6/30/2024
Exhibit 1

Annual Action Plan
2023‐2024
55 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Estimate the number and
type of families that will
benefit from the proposed
activities
Five (5) low‐income households
Location Description City‐wide
Planned Activities Delivery of Single‐Family Housing Repair Loan Program 3 Project Name CDBG Housing Programs
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Funding CDBG: $ $426,427
Description CDBG funds will be provided through various City housing programs for the improvement of low‐ and moderate‐income housing city‐wide. The Single‐Family Housing Repair Loan Program assists in the rehabilitation of owner‐occupied residences. The Multi‐family Housing Program assists in the rehabilitation or the development of low‐ and moderate‐in come multi‐family housing.

Matrix Code: 14A/14B
National Objective: LMH
Citation: 570.202
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
Five (5) low‐ to moderate‐income families
Location Description City‐wide
Planned Activities Rehabilitation, Multi‐unit residential 4 Project Name Debt Service ‐ Section 108 Loan Repayment Target Area Former Redevelopment Project Areas
Goals Supported Support Economic Development
Needs Addressed Non‐Housing Community Development 1
Funding CDBG: $1,961,541
Exhibit 1

Annual Action Plan
2023‐2024
56 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Description The City of Stockton received a Section 108 Loan that was used for the development of the Hotel Stockton, the Downtown Cineplex, Weber Block Plaza (Dean DeCarli Square), and the Mercy Housing affordable housing development. These funds represent the City's repayment of the loan funds and interest. Matrix Code: 19F Citation: 570
.705(c)
National Objective: NA
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description N/A
Planned Activities N/A
5 Project Name Emergency Repair Loan Program
Target Area City‐wide
Goals Supported Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Funding CDBG: $120,000
Description Funds are provided for the repair of immediate health and safety conditions that present a danger to the occupants of the home.

The Emergency Repair Loan Program was designed to provide one‐ time emergency repair assistance to low‐income property owners.

Properties with an owner over the age of 65 or with special needs may be eligi
ble for a grant. Repairs are limited to corrections of code enforcement violations listed in official documents issued by the City, the Fire Marshal, or the Health Officer stating the code violations present causing imminent danger to life, limb, property, or safety of the public or o ccupants.

Matrix Code: 14A
National Objective: LMH
Citation: 570.202
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
Approximately four (4) low‐income owner‐occupied households may be eligible for rehab funding.

Location Description City‐wide
Exhibit 1

Annual Action Plan
2023‐2024
57 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Planned Activities Rehabilitation of single‐unit residential. 6 Project Name Economic Development
Target Area City‐wide
Goals Supported Support Economic Development
Needs Addressed Non‐Housing Community Development 1
Funding CDBG: $955,180
Description Enhance the City’s economic stability by investing economic growth initiatives that develop and strengthen small businesses and support local entrepreneurs.

Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
85 businesses
Location Description City‐wide
Planned Activities Partnerships with business service providers to provide entrepreneurship and small business support including but not limited to the creation/retention of full‐time equivalent jobs through grant programs. Provide grants to rehab the exterior of commercial/retail properties. Provide financial assistance to private for‐profit businesses for economic development activities.

Matrix Codes 14E, 18A, 18 B, 18C
National Objectives SBA, LMC, LMJ, SBS, and LMA
Citations:
570.202;
570.203;
570.201
7 Project Name Public Infrastructure Improvements
Target Area City‐wide
Goals Supported Public Services
Needs Addressed Public improvements and infrastructure Funding CDBG: $1,510,261
Description Support the development of vibrant, equitable, and adaptable neighborhoods and commercial areas by investing in public facilities and critical infrastructure.

Matrix code 03‐to 04
National Objective: 570.208(a)
Citation: 507.203(a); 570.202(a)(3)
Exhibit 1

Annual Action Plan
2023‐2024
58 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
TBD persons; 2 improvements
Location Description Citywide
Planned Activities City infrastructure projects to promote economic development in commercial areas, parks, and other eligible areas.
8 Project Name Public Services
Target Area City‐wide
Goals Supported Public services
Needs Addressed Support vulnerable populations, promote food security, economic development, and advance fair housing.

Funding CDBG: $720,000
Description Invest in services and partner with agencies that provide public services to address priority goals and needs that provide essential services to the community.

Matrix code 05A to 05Z
National Objective: Citation: 570.201(c); 570.208(a)
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
218,681
Location Description Citywide
Planned Activities General public service activities
9 Project Name HOME Administration
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Non‐Housing Community Development 2
Funding HOME: $245,000
Exhibit 1

Annual Action Plan
2023‐2024
59 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Description Administration of HOME Program including oversight, management, and capacity building.

Citation: 92.207
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description City‐wide
Planned Activities Administration of HOME program.
10 Project Name HOME Program Delivery
Target Area City‐wide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding HOME: $150,000
Description Delivery costs are associated with the implementation of specific housing programs and projects.

Citation: 92.205 & 92.206
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
N/A
Location Description City‐wide
Planned Activities Project delivery costs such as staff time spent reviewing agreements, staff reports, and general technical assistance provided to HOME‐assisted projects.
11 Project Name HOME Housing Loans
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Funding HOME: $2,419,259
Exhibit 1

Annual Action Plan
2023‐2024
60 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Description Financial assistance for the rehabilitation or development of low‐ income housing. The Housing Rehabilitation Program will be available to assist single‐family dwelling homeowners to make repairs to their residence. Funds will also be available for multi‐ family rehabilitation or construction projects.

Citation: 92.205 & 92.206
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
TBD; Subject to proposals received from NOFA.

Location Description City‐wide
Planned Activities Financial Assistance for the rehabilitation or development of low‐ income housing. Goals entered under new construction,
rehabilitated units, and housing for homeless.
12 Project Name CHDO Set‐Aside Funds
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Affordable Housing
Needs Addressed Homelessness
Affordable Housing
Funding HOME: $264,106
Description Set‐Aside funds are required by HUD HOME regulations for housing activities owned, developed, and/or sponsored by qualified Community Housing Development Organizations (CHDO).

Citation: 92.205 & 92.206
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
Subject to proposals received from NOFA.

Location Description City‐wide
Planned Activities Financial assistance for the rehabilitation or development of low‐ income housing. goal is one unit for new construction, and one unit for rehab.
13 Project Name ESG Entitlement 2023 Stockton
Exhibit 1

Annual Action Plan
2023‐2024
61 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Target Area City‐wide
Goals Supported Housing and Services for the Homeless
Public Services
Needs Addressed Homelessness
Funding ESG: $275,046
Description Non‐staff operation costs for organizations that provide services to the homeless, funds provided to Central Valley Low Income Housing Corporation (CVLIHC) for the provision of Rent Assistance and Stabilization Services to households that are experiencing homelessness, and conduct data collection via the Homeless Management Information System; and Administration of the ES G program including staff and operation costs of oversight and management.

Citations: 576.100; 576.101; 576.102; 576.103; 576.104, 576.105; 576.106; 576.107; 576.108; 576.109;
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
980 homeless people will receive shelter or services, or receive rent assistance and stabilization services

Location Description City‐wide
Planned Activities Administration, emergency shelter operations/transitional housing, street outreach, HMIS, rapid re‐housing, and homeless prevention
Exhibit 1

Annual Action Plan
2023‐2024
62 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low‐income and minority concentration) where assistance will be directed The City does not allocate funds to specific geographic target areas; rather, the City makes resources available on a city‐wide basis, but provides additional outreach and recruitment in areas with high concentrations of unmet needs.

Rationale for the priorities for allocating investments geographically At this time, the City does not have any official HUD designated geographic based priority areas. The City of Stockton allocates resources on a city‐wide basis. For example, the City’s housing rehabilitation program is equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the in come of the household receiving assistance. When funding area‐based activities, the City funds such activities using HUD’s low/mod Census Bock Groups and/or on a limited clientele National Objective basis, as applicable. The City intends to provide public infrastructure investments in areas identified in the recently updated 2022 slum/blight map that allows for prioritization in distressed neighborhoods with hig
her community needs.

Discussion

Exhibit 1

Annual Action Plan
2023‐2024
63 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Affordable Housing
AP‐55 Affordable Housing – 91.220(g)
Introduction
The 2020‐2025 Consolidated Plan establishes housing strategies for renter, owner, and homeless populations and Five‐Year goals for each of these strategies. The City operates its various housing programs based on these strategies, which have been prioritized to guide the allocation of resources.

Consistent with the priorities outlined in the Consolidated Plan, th e City will undertake or fund the following activities to address housing needs:
 Multi‐Family Loan Pool
 CHDO Set‐Aside
 Housing Rehabilitation Program
 Emergency Housing Repair Program
 Fair Housing
One Year Goals for the Number of Households to be Supported Homeless 105
Non‐Homeless 118
Special‐Needs 0
Total 223
Table 10 ‐ One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 25
The Production of New Units 179
Rehab of Existing Units 19
Acquisition of Existing Units 0
Total 223
Table 11 ‐ One Year Goals for Affordable Housing by Support Type

Discussion
Rental Assistance: 25 Households
 Central Valley Low Income Housing Corporation (CVLIHC) will provide homeless prevention rental assistance to 25 households (target group: non‐homeless) Exhibit 1

Annual Action Plan
2023‐2024
64 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Production of New Units:  179 Units
 Sonora Square:  37 (target group:  homeless population)  Calaveras Quarters:  68 Units (target group: homeless population)  Grand View Village:  74 (target group:  homeless population) Rehab of Existing Units:  19
 Assist 5 income eligible households with housing rehabilitation assistance (target group:  non‐ homeless).
 Villa d’ Flore:  Re
habilitation of 14 units in a multifamily housing project (target group: non‐ homeless).

Exhibit 1

Annual Action Plan
2023‐2024
65 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐60 Public Housing – 91.220(h)
Introduction
The City of Stockton and the Housing Authority of San Joaquin County (Housing Authority) maintain a strong partnership built on the common goal and priority of providing affordable housing opportunities for Stockton’s low‐income residents. Within the last five years, the Housing Authority has applied for affordable housing funding through the City of Sto ckton’s NOFA process and has been awarded upwards of $4.5 million to assist in the financing of three of its affordable housing projects. A Housing Authority city‐funded project includes phases II and III of their 394‐unit Sierra Vista housing complex targeting extremely low‐income households at 30% AMI. As well as the demolition and rehabil itation of its Conway Homes project, a 9‐unit development.

Actions planned during the next year to address the needs to public housing The Housing Authority will be eligible to apply for funding future City NOFA’s when issued. Additionally, the Housing Authority anticipates applying for funding for Phase III of Sierra Vista Homes, to demolish public housing units and replace it with mixed finance property consisting of public housing and project‐ based vouchers with 73 un its. The Housing Authority will continue to seek funding sources to replace aging housing stock at the public housing sites with new affordable housing units.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City continues to maintain a partnership with the local Housing Authority to assist public housing residents to achieve homeownership.

Under the Housing Authority’s Family Self‐Sufficiency (FSS) program, public housing residents can participate in the program and receive referred to services and establish a family escrow savings account. The FSS progra m allows residents to establish an escrow savings account based on earned income. Contributions can be made to the escrow savings account monthly, as long as there is an increase in earned income during their participation in the FSS program. FSS participant have utilized the escrow savings account to accomplish homeownership goals, such as credi t repair, credit counseling, and down‐payments on a home. The Housing Authority will continue to collaborate with the City to provide supportive services for potential homeownership families. The Housing Authority also has a homeownership program, assistance is available to Housing Choice Voucher (HCV) participants who meet th e homeownership eligibility requirements. The homeownership program allows first‐time homebuyers to use the voucher subsidy to meet monthly homeownership expenses. HCV participants interested in applying for the HCV Homeownership program must meet the following program criteria:

Exhibit 1

Annual Action Plan
2023‐2024
66 OMB Control No: 2506‐0117 (exp. 09/30/2021)
 Must be a participant in the HCV program for at least one year in San Joaquin County.  Must be a first‐time homebuyer.
 Meet the minimum employment and income requirements.
 Must be employed for at least 30 hours per week (except for disabled).  Must earn at least $11,310 annually (welfare income not included) .  Must not have defaulted on a mortgage under the HCV Homeownership Program.

The homeownership program has a maximum term of 15 years. There are exceptions for disabled families. This program is limited.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Housing Authority of San Joaquin County is not designated as “troubled” by HUD.

Discussion

Exhibit 1

Annual Action Plan
2023‐2024
67 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
In 2018, the Stockton City Council declared a local homeless emergency directing the City Manager and all applicable city departments to develop strategies and solutions to address homelessness. At that time Stockton (City) counted 311 unsheltered homeless individuals as residents of its community0F0. Since then, much has been accomplished, but despite these efforts the number of people experiencing homelessness and living unsheltered on the street remains high. Most recent Point‐in‐Time (PIT) Count findings from a survey of homeless individuals conducted in January of 2022, found an estimated 1,370 homeless individuals in Stockton, of whom nearly 90 0 were unsheltered (65%).

The City actively works with the Stockton/San Joaquin Continuum of Care #511, to investigate the needs and concerns of those experiencing homelessness, develop strategic approaches to prevent and end homelessness, and to prioritize investments in housing, programming, and capacity‐building initiatives.

Jointly, the City and th e CoC have developed and adopted a Regional Plan describing the County‐wide Community Response Prevent and End Homelessness, and the City has created an Action Plan describing investments through 2025/2026, to address the City’s commitment to meeting the regional goals and objectives. The Regional Plan outlines the following three major objectives:

Major Objectives

1. Establish a Coordinated and Engaged Regional System

2. Increase Access and Reduce Barriers to Homeless Crisis Response Services

3. Ensure Households Experiencing Homelessness Have Access to Affordable and Sustainable Permanent Housing.

Locally, the City is prioritizing deep investments in funding for affordable housing acquisition, development, or rehabilitation to serve low income an d homeless individuals and families. Of available homeless resources, the City is allocating just under half to housing development, nearly a third to operating subsidies for emergency shelters, temporary, and permanent housing programs, and the remainder (about a fifth) to increasing the local capacity of the City and its community partners to work more effectiv
ely and equitably.

Measurable Outcome Goals
Reducing the number of persons experiencing homelessness.

Over 3 years, show 5,216 total people accessing services who are experiencing homelessness annually, representing 921 fewer people and a 15% reduction from the baseline.

Reducing the number of persons experiencing unsheltered homelessness on a daily basis.

Exhibit 1

Annual Action Plan
2023‐2024
68 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Over 3 years, show 1,247 total people experiencing unsheltered homelessness daily, representing 108 fewer people and an 8% reduction from the baseline.

Reducing the number of persons who become newly homeless.

Over 3 years, show 2,528 total people become newly homeless each year, representing 446 fewer people and a 15% reduction from the baseline.

Increasing the number of people exiting homelessness into permanent housing.

Over 3 years, show 724 total people exiting homelessness into permanent housing annually, representing 167 more people and a 30% increase from the baseline.

Reducing the length of time persons remain homeless.

Over 3 years, show 85 days as the average le ngth of time that persons are enrolled in street outreach, emergency shelter, transitional housing; and the time prior to move‐in for persons enrolled in rapid rehousing and permanent housing programs annually, representing 6 fewer days and a 7% reduction from the baseline.

Reducing the number of pe rsons who return to homelessness within two years after exiting homelessness to permanent housing.

Over 3 years, show no more than 6% of people return to homelessness within 2 years after having exited homelessness to permanent housing, representing 1% fewer people and a 1% reduction from the baseline.

Describe the jurisdictions one‐year goals and actions for reducing and ending homelessness including:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The City conducts a variety of activities to engage and listen to unhoused people. This includes:

Ongoing program planning and monitoring, including regular reviews of HMIS data, discussion groups with unhoused individuals, and site visits to encampments and emergency shelters.

Biennial (every other year) counts of unsheltered individuals through the Point in Ti me Count process. Dozens of City staff, officials, and community members are deployed to count and talk with those experiencing homelessness. A census‐type survey is conducted with as many homeless persons as possible.

Exhibit 1

Annual Action Plan
2023‐2024
69 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Annual investigations. Last year, this included a 20‐30 minute structured interview of unsheltered individuals about their experiences during COVID, barriers to entering emergency shelters, and needs and experiences pertaining to health and wellness. This year, investigations are focusing on racial and ethnic disparities among the unhoused populations.

All CoC meetings are open to the p ublic and people with lived experiences in homelessness make up a portion of the Board and / or regularly attend meetings.

Addressing the emergency shelter and transitional housing needs of homeless persons.

The City relies upon a talented cadre of local program partners and their staff to provide emergency shelter and transitional housing needs of homeless persons. Its primary roles is to fund and monitor program operations to ensure programs are achieving overall objectives and having a positive impact as determined by changes to the measura ble program goals.

Additionally, the City works with stakeholders and regional partners to prioritize the strategies/actions needed to meet objectives and achieve target goals. The City is currently focused on several major strategies pertaining the emergency sheltering and transitional housing: 1) increase bed/unit capacity, 2) enhance operations, 3) secure additional program resources.

Increase Bed/Unit Capacity
Point in Time Count data shows that there an insufficient count of shelter beds or emergency housing units for individuals and families. The biggest needs are for shelter beds for single women and people who are medically fragile, or otherwise vulnerable, and family units that allow fathers to stay with their families. The City is currently p
ursuing projects to create capacity for about 500 additional homeless persons to receive safe sheltering through two major shelter expansion projects. The new shelter spaces mark an abrupt shift from congregate, dormitory style programs, to shelters that offer non‐ congregate private spaces for individuals and couples and more accommodatio ns for people with mobility limitations or other serious and ongoing health care needs. In addition to the creation of more privacy all shelter expansions are designed to accommodate pets and provide options to store personal possessions.

Enhance Operations
The City is working with local homeless service providers to implement programming geared toward housing navigation and intensive case managers. In part, this is being accomplished with a shift from a model of night‐by‐night shelter operations to the creation and delivery of full service (24/7) navigation centers. Site development and constru ction is underway with build‐out of the newly designed shelter spaces, and associated program offerings, anticipated by 2025.

Secure Program Resources
The City continues to seek and procure additional state and regional funding to address homelessness.

In addition to federal CDBG and ESG resources, the City has been awarded three rounds of temporary Exhibit 1

Annual Action Plan
2023‐2024
70 OMB Control No: 2506‐0117 (exp. 09/30/2021)
state funds and is working in partnership with homeless programs to help them develop the certifications and capacity to provide Medicare/Medicaid reimbursable services under the State’s CalAIM project.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

Federal regulations encourage providing homeless persons and households with housing as quickly as is practicable. The City has adopted a housing first model, with rapid rehousing and preventative services, emerging as the most effective strategies to shorten or ameliorate the risk of homelessness. Core strategies include 1) strengthening the coordinated entry system, and 2) i nvesting in housing stabilization, rental assistance.

Coordinated Entry
Through non‐federal funds, the City is making investments into the development and build‐out of a county‐wide coordinated entry system. Additionally, the City is requiring all homeless service partners to upload data into the HMIS and work through the coordinated entry system to find housing placements.

Homeless Prevention / Ra pid Re‐housing
During these difficult economic times the City is making deep investments to help individuals and families remain safe and stable in their homes. This includes:
 $315,000, in CDBG investments (43.75%) of public services allocations to fund programs that promote food security.
 $105,000, in CDBG investments (14.58%) of public services alloca tions to fund fair housing programs that promote landlord / tenant mediations and prevent evictions.  $88,296, in ESG investments (34.5%) of allocations to fund housing relocation and stabilization services and short‐ and/or medium term rental assistance necessary to prevent an individual or family from moving into an emergency shelter (at risk of homelessnes
s).

Additionally, the City recognizes that the establishment of new, permanent and permanent supportive housing is the most effective way to end homelessness. Investments in affordable housing for homeless individuals is discussed above in section, AP‐55.

Exhibit 1

Annual Action Plan
2023‐2024
71 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Helping low‐income individuals and families avoid becoming homeless, especially extremely low‐income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance fr
om public or private agencies that address housing, health, social services, employment, education, or youth needs.

Homeless prevention activities targets the following populations who can reasonably be expected of becoming self‐sufficient within three months or less:
 Households forced to vacate rental properties that enter foreclosure;  Households at imminent risk of becoming homeless due to sudden and substantial loss in income out of the control of memb ers of the household;  Households at imminent risk of becoming homeless due to a sudden and substantial increase in utility costs which is not due to the activity of one or more members of the household;  Households forced to vacate rental housing condemned by local housing officials, when condem
nation is not a result of the activity of one or more household members;  Households at imminent risk of becoming homeless due to a traumatic life event, such as death of a spouse or primary care giver or recent health crisis that prevented the household from meeting its normal financi al responsibilities;
 Households with at least one adult employed, at imminent risk of becoming homeless due to factors not related to activity of one or more household members; or  Households with children currently living in an emergency shelter, in locations not meant for human habitation, or fleeing domestic violence.

Additionally, the City is wo
rking with San Joaquin County Whole Person Care health outreach workers, hospital discharge planners, the custody division, and local street outreach teams to identify people who are at risk of discharge or release from health care facilities or institutions into homelessness. Funding for these initiatives is thro ugh sources other than the federal funds describes through this Action Plan, but are a critical component of the homeless continuum. Investments through federal and state funds as well as local philanthropies are funding:
 Mobile teams, comprised of highly trained health outreach workers that are meeting people prior to disch arge from hospitals or release from custody settings to develop a plan to address ongoing housing, health, and care stabilization needs.
 Mobile teams, working in partnership with law enforcement to de‐escalate situations involving homeless individuals or people with mental health disorders / co‐occurring substance use disorders and avert arrest for low level quality of life v iolations.  Rental supplements and permanent housing vouchers, enabling people with serious mental illnesses or other permanent disabilities to pay local market rents.

Exhibit 1

Annual Action Plan
2023‐2024
72 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Finally, the City is committed to ending homelessness among youth and those fleeing violence. This year’s ESG funding commitments targets emergency programming for these vulnerable populations including $153,000 in ESG investments (60%) toward organizations whose programs include social services for low‐income women, families, and youth, and $102,796 (40%) to an organization providing homelessnes
s prevention and rapid re‐housing services to low‐income individuals and families.

Discussion
The City of Stockton is committed to actions that prevent and end homelessness. More information about the City’s plans can be found on the city website at:
https://www.stocktonca.gov/government/departments/manager/homelessness/default.html

Exhibit 1

Annual Action Plan
2023‐2024
73 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐75 Barriers to affordable housing – 91.220(j)
Introduction:

It is often in the public interest for local governments to impose regulations concerning the scope and characteristics of development as a method for protecting public health and general welfare. However, government regulations, policies, and procedures can also act to constrain the development of otherwise desirable land uses. Regulations designating the type an d location of housing, for example, can potentially constrain the ability of housing developers to provide higher‐density housing that would be more affordable to lower income households. Similarly, building codes and other requirements can significantly increase the cost to develop housing, or make the development process so arduous as to discourage potential housing developer
s. California housing law requires that each jurisdiction include an analysis of governmental constraints to affordable housing development as a required component of the adopted General Plan Housing Element.

To address these challenges the City is:
 Updating the Housing Element of the General Plan, with a specific pu rpose and intent to reduce barriers to affordable housing; and
 Creating a Housing Action Plan, to serve as a toolbox for property owners and developers seeking quick guidance on allowable uses, special project areas, and founding resources.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment.

The greatest impact will be seen through the updated Housing Element which includes the following policy updates to ameliorate the negative effects of prior land use policies and to eliminate barriers to affordable housing. Proposed policy changes include, but are not limited to:
 A commitment to prevent downzoning parcels for lo w density usages, unless replaced by comparably zoned land elsewhere.
 Encouraging residential densities at the high end of allowable density range and encourage mix‐ use residential‐office and residential‐retail projects.  Encouraging the development of accessory dwelling units.  Promoting the development of multifamily housing for all income groups  Pursuing opp
ortunities which integrate sites for affordable housing throughout residentially designated areas and avoid concentration of low‐income housing units.  Providing sewer and water service for developments that include lower income housing units.  Promote infill development, brownfield developments, and transit‐oriented development.

Exhibit 1

Annual Action Plan
2023‐2024
74 OMB Control No: 2506‐0117 (exp. 09/30/2021)
 Reduce “counter barriers” to affordable housing, including streamlining the permit review and approvals process for affordable housing and waiving or deferring eligible fees to help offset development costs for affordable housing.

Discussion:

Overall, the City seeks to add an additional 12,600 housing units over the next ten years, with approximately 1,200 serving extremely low income households and an additional 1,800 serving very low and low income households.

More information about the City’s Housing Element can be found at:
http://www.stocktongov.com/government/departments/communityDevelop/Shape/housingElement.html

Exhibit 1

Annual Action Plan
2023‐2024
75 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐85 Other Actions – 91.220(k)
Introduction:

Actions planned to address obstacles to meeting underserved needs The City will work in partnership with its non‐profit and public service agencies to address the needs of the underserved populations in the City of Stockton. The City will fund several agencies that provide food assistance, youth services, shelter and/or services for the homeless, and affordable/fair housing services.

Actions planned to foster and maintain affordable housing The City will leverage funds we receive with other resources and use our programs in conjunction with other city initiatives, including our Single‐Family Rehabilitation Loan Program. The City will continue to use its Notice of Funding Availability NOFA process to solicit eligible affordable housing projects to fund.

The City continues to pursu e funding at the State level, including Homekey, Pro‐housing Incentive Pilot Program, and the Homeless Housing, Assistance and Prevention (HHAP) funds to advance affordable housing developments.

Actions planned to reduce lead‐based paint hazards
The City continues to distribute lead‐based paint hazard material to applicants of the Single‐Family Rehabilitation Loan Program. In addition, the City works with affordable housing developers to ensure lead‐based paints are adequately being tested for and, if necessary, addressed through Operations and Maintenance plans.

The City has also consulte d with the San Joaquin Public Health agency regarding lead‐based paint exposure for reducing or identifying incidences. Also, the State has recently focused on the Lead Service Line Replacement (LSLR) campaign. San Joaquin County Childhood Lead Poisoning Prevention Program sent notifications to the public regarding the State’s campaign. Over the ne xt several years, community water systems in California will replace utility‐owned water service lines that contain lead or unknown materials (California Health and Safety Code section 116885). The City has been in communication with efforts and San Joaquin County is initiating an outreach campaign to educate communities and families of the risks of lead exposure while service lines are replaced. A LSLR website to learn more and a LSLR map is available which highlights the communities that have been identified as having lead service lines/lines made of unknown materials and directing outreach to these areas.

Actions planned to reduce the number of poverty‐level families The City’s Consolidated Plan includes an Antipoverty Strategy. The activities in the City’s Antipoverty Strategy can be classified under two categories: Economic Development and Supportive Service Programs. The Consolidated Plan recognizes that in order for households to transition from Exhibit 1

Annual Action Plan
2023‐2024
76 OMB Control No: 2506‐0117 (exp. 09/30/2021)
unemployment or low‐income positions to median income positions, there needs to be vocational training, resource management, and life skill training. The Plan also recognizes that while households are obtaining the training, the families will continue to need assistance in meeting their basic needs.

In these difficult economic conditions, the City’s Com munity Development Committee determined that allocating resources to those agencies that will provide some of the most basic services, such as food, youth services, and services to accommodate vulnerable populations such as women, the elderly, and transition age youth. was the best way to assist households.

Consistent with the City’s Antipoverty St rategy, the City proposes to fund the following programs:
 Four programs that will provide food and nutritional education to homeless and low‐income individuals;
 Two programs that will provide youth services in the area of tutoring, counseling, and literacy and creative writing services.
 One fair housing program that will provide to tena nt and landlord mediation services as well as workshops for tenants and landlords to be informed of their rights.  Two programs to serve vulnerable populations such as transition age youth, elderly, and women.
 One project to assist homeless individuals with basic hygiene services and connect th em with local resources.
 operational and renovation costs for two emergency shelters for women and children. In addition to providing shelter, these organizations also provide services that assist individuals in achieving self‐sufficiency; and
 Fund homelessness prevention and re‐housing activities which will help keep households in their homes or provide assistance to re‐housing hou seholds that have become homeless.

Actions planned to develop institutional structure
The City of Stockton Economic Development Department is the lead agency responsible for the development of the Consolidated Plan and Annual Action Plan. The Economic Development Department is also the primary agency responsible for the administration and management of programs and projects covered by these Plans.

During the 2023‐2024 Program Year the City will:
 Continue to work with private housing developers to expa nd the availability of affordable
housing, including pursuing joint funding opportunities;  Continue to participate in the San Joaquin County Continuum of Care Committee;  Continue implementation of the Housing Element;
 Continue to work with affordable housing develop ers to ensure that their developments include Exhibit 1

Annual Action Plan
2023‐2024
77 OMB Control No: 2506‐0117 (exp. 09/30/2021)
the facilities to provide the services needed for the residents;  Continue to work with participants in the establishment of goals and objectives of the Consolidated Plan to ensure measurable progress is made, and  Update the website, providing handouts and program guidelines to keep the public informed; and
 Pursue traini ng opportunities for staff.

In addition, the City will ensure staff members performing environmental reviews are certified through HUD’s Web‐Based Instructional System for Environmental Review (WISER) platform.

Actions planned to enhance coordination between public and private housing and social service agencies
To facilitate preparation of the Annual Plan, the City of Stockton consulted with various agencies and organizations located throughout the city and county, including public and assisted housing providers and developers, an assortment of government agencies, as well as private and public health, mental health, and social service agencies. In most cases, these consu ltations represent a continuation of ongoing interactions between the City and the agency or organizations described.

Discussion:

Exhibit 1

Annual Action Plan
2023‐2024
78 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Program Specific Requirements
AP‐90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of th e next program year and that has not yet been reprogrammed 300,000

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus f unds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float‐funded activities 0 Total Program Income: 300,000

Other CDBG Requirements

1. The amount of urgent need activities 0
N
N/A

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit ‐ A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to ben efit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.00%

HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is Exhibit 1

Annual Action Plan
2023‐2024
79 OMB Control No: 2506‐0117 (exp. 09/30/2021)
as follows:

The City does not propose to use HOME funds to provide any assistance in a form not included in Section 92.205(b).

Developer proposals for HOME funds are accepted through a Notice of Funding Availability (NOFA) identifying the purpose and type of funds available, with announcements sent via email, posted to the City's website, social media pages, and p
lacement of a public notice in the local newspaper, the Record, and Spanish publication the Latino Times. To encourage a variety of project types and locations, the City's HOME program does not limit beneficiaries. Applications are made available electronically through the City's online grant applica tion program Neighborly. The competitive applications are reviewed by City staff and/or a committee of regional housing experts and representatives from the community. The applications are scored through set criteria, including eligible uses, commitment and expenditure deadlines, developer capacity, experience, concurrence with established goals and policies, leveraging, or other requirements. Recom mendations for funding are made to the City Council, which holds a publicly noticed hearing to vote on moving forward with the recommended allocations. The City uses a variety of methods to conduct outreach to consumers for all our housing programs. Economic Development Department staff also participates in various housing worksho ps and homeownership fairs throughout the year. Notices of these events are sent to the Housing Authority.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

The City does not currently use HO ME funds for homebuyer activities, however in the case HOME funds are used, the City will follow the requirements pursuant to 24 CFR 92.254(a)(5)(ii). The City will require that units assisted with HOME funds must remain affordable to low‐income purchasers for a period based upon the amount of HOME f unds provided for the property. To ensure compliance with this affordability period, recapture provisions are incorporated into each property loan and regulatory agreement. Repayment of the HOME subsidy and any accrued interest is due upon the sale or transfer of the property during the affordability period. When the reca pture requirement is triggered by a sale (voluntary or involuntary), and there are insufficient net proceeds to repay the City’s HOME investment, the City will accept any amount of net proceeds (net proceeds are defined as the sales price minus any senior loan repayment and any closing costs). The City will reinvest these recaptured subsidies into other eligibl
e housing activities.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Exhibit 1

Annual Action Plan
2023‐2024
80 OMB Control No: 2506‐0117 (exp. 09/30/2021)
In compliance with 92.254(a)(4), the city will follow HOME affordability period requirements as a minimum standard. The HOME‐assisted housing must meet the affordability requirements for not less than the applicable period specified in the following table, beginning after project completion.

4. Plans for using HOME funds to refinance existing de bt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

For multi‐family projects in the City of Stockton, when loaning HOME funds to rehabilitate the units if refinancing is necessary to permit or continue affordability und er § 92.252, with a minimum affordability period of 15 years. The project application must demonstrate: that rehabilitation is the primary eligible activity and ensure that this requirement is met by establishing a minimum level of rehabilitation per unit or a required ratio between re habilitation and refinancing; require a review of management practices to demonstrate that disinvestment in the property has not occurred, that the long term needs of the project can be met and that the feasibility of serving the targeted population over an extended affordability period can be demonstrated; state whether the new inves tment is being made to maintain currently affordable units, create additional affordable units, or both; insure that HOME funds cannot be used to refinance multi‐family loans made or insured by any Federal program, including CDBG.

Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) All programs receiving ESG funds must comply with federal eligible use requirements, including the documentation of information through the HMIS. Program submit quarterly reports through HMIS and monitoring occurs annually per HUD standards.

Exhibit 1

Annual Action Plan
2023‐2024
81 OMB Control No: 2506‐0117 (exp. 09/30/2021)

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

The Continuum of Care has developed a Coordinated Entry System for access to housing opportunities. The newly created CES is still in development. Upcoming development work includes the linkage and articulation between the HMIS system (Clarity by BitFocus) to the CES. Over the past nine months (since inception) over 2,000 house holds have been enrolled into the CES and 117 households have received permanent housing and 101 youth have accessed transitional housing through the program. Upcoming work is also needed to address the prioritization process. Initially the CoC selected the VI‐SPDAT to assist in the assessment process. However, recent concerns expressed by the develope r of the instrument are leading to new conversations about best methods to coordinate and prioritize access to housing resources.

3. Identify the process for making sub‐awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith‐based organizations) will be allocated.

The City of Stockton will implement the Emergency Solutions Grant (ESG) program in accordance with The McKinney‐Vento Homeless Assistance Act as amended by S.896 HEARTH Act of 2009, found at 24 CFR Part 576, to ensure eligible activities are selected and financially managed in accordance with local and federal requirements. Th e City of Stockton’s process for implementing the ESG program is laid out below.

Public Participation. Community Development Committee (CDC) holds annual Kick‐off/Needs Assessment Meeting Late Fall (see Action Plan Schedule, and Public Participation Plan)  Update annual Action Plan Schedule, Application & Instructions  Issue Public Notice
 Issue NOFA
 Post agenda
 Publish Application & Instructions PDF on City website; provide hard copies for front counter Applications for Funding. Annual Applications S ubmitted Mid‐January (see Action Plan Schedule)  Staff reviews applications for eligibility, completeness, ESG requirements per Application Instructions, consistency with the Consolidated Plan, and 24 CFR Part 576  CDC holds meetings for review and to make recommendations to City Council; agendas posted with Clerk before each meeting, February‐March
 Issue Public Notice
 Distribute draft Action Plan requ esting public comment  Subrecipients sent notification correspondence in advance of Council hearing Exhibit 1

Annual Action Plan
2023‐2024
82 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Award Funds.  City Council reviews CDC recommendations at publicly noticed meeting and votes, April
 Action Plan is submitted to HUD via IDIS
 Award letters sent to subrecipients following AAP submittal, including CFDA number Agreements.  Draft agreements with subrecipients and route for signatures, Summer  Prepare environmental documentation
 Once agreements executed, subrecipients sent notice to proceed  Set up: Purchase orders once HUD grant agreement executed, Internal HTE and IDIS input Grant Administration.  Administer grants as required per 24 CFR Part 576  Review and process invoices for reimbursement (see City’s Administrative Directive for processing payments and Economic Development Department Payment Processing Procedures)  Review expenditure deadlines and requirements
 Provide technical assistance to subrecipients, as needed  Close‐out projects as each one wraps up
Monitoring.  Monitor subrecipients per Monitoring Schedule and Monitoring P rocedures Reporting. Follow CAPER schedule for end of year reporting requirements  Gather accomplishment data

4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.

Planning for homeless services is largely conducted in conjunction with the Continuum of Care which currently includes several members who have lived experiences with homelessness who sit on the Board of Directors or actively participate in workgroups and committees. Additionally, City staff participate in community discussion groups, listening sessions, and site visits to enca mpments and shelters to engage and consult with homeless individuals on proposed policies, program funding decisions, and service needs. Finally, program demonstration of paid staff and/or board members with lived experiences in homelessness is taken into consideration during grant review and funding considerations.

Exhibit 1

Annual Action Plan
2023‐2024
83 OMB Control No: 2506‐0117 (exp. 09/30/2021)

5. Describe performance standards for evaluating ESG.

As the largest city within the San Joaquin CoC area, the City of Stockton maintains a seat on the CoC governing body and participates in consultation with the San Joaquin County Community Development Department, and other participating agencies and organizations, regarding the coordination of ESG funding, including how ESG funds are allocate d and the identification of performance standards and evaluation outcomes. Under the CoC, the primary contact for the collaborative application is the Central Valley Low Income Housing Corporation (CVLIHC), which is also responsible for administration of the Homeless Management Information System (HMIS).

Exhibit 1
2021-2022

ALLOCATION
2022-2023

ALLOCATION

PROPOSED
2023-2024

ALLOCATION

DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 3,388,867 3,129,459 3,220,474 91,015 Program Income 75,000 100,000 70,000 (30,000)
Prior Years Program Income 193,835 - (193,835) Successor Agency Repayment Program Income 1,595,238 1,397,794 1,397,794 - Reprogrammed Funds 500,000 1,068,240 592,368 (475,872) Prior Year Reprogrammed Funds 1,200,000 1,400,000 1,400,000 TOTAL SOURCES $ 6,759,105 $ 5,889,328 $ 6,680,636 $ 791,308 USES OF FUNDS:

Program Delivery Costs
Administration 996,821 905,451 923,654 18,203
Program Delivery 292,141 350,000 350,000 -
Total $ 1,288,962 $ 1,255,451 $ 1,273,654 $ 18,203 Housing Programs
Housing Programs 1,439,372 -
Housing Rehab Program 200,000 200,000 -
Emergency Repair Program 60,000 60,000
Homeless Support 350,000 588,700 (588,700) Total $ 1,789,372 $ 788,700 $ 260,000 $ (528,700) Subrecipient Assistance
Boys & Girls Club at Sierra Vista-Stockton 50,000 17,071 (17,071) Bread of Life 30,000 42,071 90,000 47,929
Child Abuse Prevention Council 70,000 70,071 (70,071)
Children's Home of Stockton - 87,071 100,000 12,929
Community Center for the Blind and Visually Impaired 12,660 - Community Medical Centers, Inc - Public Facility 127,489 - Downtown Stockton Alliance 37,071 (37,071)
Emergency Food Bank 45,000 60,000 60,000
Gospel Center Rescue Mission 75,000 72,071 (72,071)
Kelly's Angels Foundation 20,000 12,071 25,000 12,929
New Legacy Foundation 20,000 -
Parents by Choice, Inc. 112,071 (112,071)
San Joaquin Fair Housing 154,851 87,071 105,000 17,929
Second Harvest Food Bank 30,000 37,071 40,000 2,929
SJC HSA – Meals on Wheels 15,000 12,071 (12,071)
St. Mary's Dining Room 125,000 125,000
Three Seeds Organization 50,000 50,000
Tuleburg Press 30,000 32,071 25,000 (7,071)
Uplift All Foundation - Load of Hope 52,071 100,000 47,929 Visionary Home Builders of CA 47,071 (47,071)
Women's Center-Youth & Family Services 80,000 -
Total $ 760,000 $ 716,994 $ 720,000 $ 3,006 Economic Development Programs
Commercial Façade Improvement Program 450,000 175,000 235,000 60,000 Stockton Entrepreneurship Program 235,000 200,000 140,000 (60,000) Fresh Produce Access Grant - Stocked Full of Produce 60,000 30,000 30,000 - Removing Barriers for Blight Abatement - 400,180 400,180 Micro Storefront Beautification Grant 40,000 30,000 (30,000) Food Entrepreneurship & Urban Garden Support 100,000 150,000 150,000 - Public Infrastructure Improvements 1,510,261 1,510,261 Total $ 885,000 $ 585,000 $ 2,465,441 $ 370,180 Debt Service - Section 108 Loan $ 1,885,771 $ 2,543,183 $ 1,961,541 TOTAL USES OF FUNDS $ 6,609,105 $ 5,889,328 $ 6,680,636 $ (137,311) EXHIBIT 2
2023-2024 SOURCES AND USES DRAFT

COMMUNITY DEVELOPMENT BLOCK GRANT
2021-2022

ALLOCATION
2022-2023

ALLOCATION

PROPOSED
2023-2024

ALLOCATION

DIFFERENCE
SOURCES OF FUNDS:

Revolving Loan Balance 550,000 - Revolving Loan Balance (Increase - from prior year PI) 146,533 234,427 87,894 RL Program Income (Housing) 25,000 50,000 50,000 - RL Program Income (ED) 5,000 2,000 2,000 - TOTAL SOURCES $ 580,000 $ 198,533 $ 286,427 $ 87,894 USES OF FUNDS:

Housing Programs
Emergency Repair Program 60,000 60,000 60,000 - Single Family Housing Repair Program 520,000 138,533 226,427 87,894 TOTAL USES OF FUNDS 580,000$ 198,533 $ 286,427$ 87,894$ 2021-2022

ALLOCATION
2022-2023

ALLOCATION

ESTIMATED
2023-2024

ALLOCATION

DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 1,760,529 1,826,436 1,760,707 (65,729)
Program Income 100,000 200,000 200,000 - Prior Years Program Income 777,738 1,117,658 339,920 Reprogrammed Funds - - TOTAL $ 1,860,529 $ 2,804,174 $ 3,078,365 $ 274,191 USES OF FUNDS:

HOME Administration 176,053 270,000 245,000 (25,000) Program Delivery 100,000 150,000 150,000 - Loan Fund 1,320,397 2,110,209 2,419,259 309,050 CHDO Set-Aside 264,079 273,965 264,106 (9,859) TOTAL $ 1,860,529 $ 2,804,174 $ 3,078,365 $ 274,191 2021-2022

ALLOCATION
2022-2023

ALLOCATION

ESTIMATED
2023-2024

ALLOCATION

DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 292,379 284,870 275,046 (9,824) TOTAL $ 292,379 $ 284,870 $ 275,046 $ (9,824) USES OF FUNDS:

ESG Administration $ 20,000 $ 19,125 $ 19,250 125 Sub-Recipient Assistance
Gospel Center Rescue Mission 25,000 - Haven of Peace 20,000 76,500 76,500 St. Mary's Interfaith Dining Room 38,427 61,249 (61,249) Stockton Shelter for the Homeless 40,000 71,249 (71,249) Women’s Center - Youth/Family Services 25,000 76,500 76,500 Ready to Work 15,000 18,749 (18,749) Central Valley Low Income Housing Corp. 94,452 101,249 88,296 (12,953) CVLIHC ( HMIS Administration) 14,500 13,249 14,500 1,251 Subrecipient Assistance Total $ 272,379 $ 265,745 $ 255,796 $ (9,949) TOTAL $ 292,379 $ 284,870 $ 275,046 $ (9,824)

HOME INVESTMENT PARTNERSHIPS

EMERGENCY SOLUTIONS GRANT
Exhibit 2
2023-2024 SOURCES AND USES DRAFT

COMMUNITY DEVELOPMENT BLOCK GRANT
2023-2024
Annual Action Plan

STOC K TON C ITY COUN C IL
APRIL 18, 2023

PUB LIC HEARING
AGENDA ITEM 16.1
Background
•Submitted annually to HUD by May 15th
•Activities for 2023-2024 federal funds includes:
-Community Development Block Grant (CDBG) funds
-HOME Investment Partnership funds
-Emergency Solution Grant (ESG) funds
•Allocations align with the City’s Five-Year Consolidated Plan goals •Activities prepared with Community Development Committee (CDC) and community outreach recommendations
What is an
ANNUAL
ACTION
PLAN?
Annual Report to HUD that implements the
City’s five-year Consolidated Plan.

The Action Plan describes how the City will
expend the fiscal year entitlement funds for
the City’s CDBG, HOME & ESG Programs.

Activities funded in the Annual Action Plan
must be consistent with the priorities
established in the Consolidated Plan.

Goals & Objectives – Consolidated Plan
4 Goal Name Goal Description
Housing and Services
for the Homeless
Provide housing and services for the homeless including prevention. Increase and maintain transitional housing opportunities. Provide permanent housing units with wraparound services.

Affordable Housing Preserve, improve, and expand the supply of affordable housing for lower-income households. Provide homeownership opportunities for first-time buyers. Assist existing low-income households by providing rehabilitation assistance.

Support Economic
Development
Promote activities that create, attract, and retain jobs and provide opportunities for low- income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons.

Public Services Support ongoing community development and the provision of funding for fair housing services. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.

Timeline
November 16, 2022 – CDC Introduction Meeting
December 7, 2022 – City Town Hall: Annual Action Plan
December 14, 2022 – CDBG/ESG Notice of Funding Availability (NOFA) issued January 4, 2023 – Online How to Apply Workshop
January 11, 2023 – CDC Meeting: CDBG/ESG NOFA Review Process January 25, 2023 – CDBG/ESG NOFA Application Deadline
February 8, 2023 – CDC Meeting: CDBG/ESG Applicant Presentations February 22, 2023 – CDC Meeting: Committee Recommendations March 9, 2023 – Action Plan Public Notice: 30-day comment period began 3/16/23 March 22, 2023 – CDC Meeting: Annual Action Plan Public Review

COMMUNITY

OUTREACH

HUD Due Dates

CONSOLIDATED PLAN

DUE EVERY FIVE
YEARS
MAY 15TH

ANNUAL ACTION PLAN

DUE EVERY YEAR
MAY 15TH
CAPER

ACCOMPLISHMENT
REPORT
SEPTEMBER 30TH
Town Hall Annual Action Plan 12/7/2022

CDBG SOURCE OF FUNDS
Source of Funds 2023-2024 Allocation
New Entitlement $3,220,474
Program Income $70,000
Successor Agency Repayment $1,397,794
Reprogrammed Funds $592,368
Prior-Year Reprogrammed Funds $1,400,000
TOTAL SOURCE OF FUNDS $6,680,636

CDBG EXPENSES
Expenses 2023-2024 Allocation
Administration $923,654
Program Delivery $350,000
Housing/Rehab Programs $260,000
Subrecipient Assistance $720,000
Economic Development $955,180
Public Infrastructure Improvements $1,510,261
Debt Service $1,961,541
TOTAL EXPENSES $6,680,636

ESG, HOME, & CDBG REVOLVING LOAN FUND
▪ Emergency Solutions Grant (ESG) Entitlements $275,046 ▪ HOME Investment Partnership Program Funds $2,814,259
▪ Community Housing Development Organizations (CHDO) $264,106 ▪ CDBG Revolving Loan Fund $286,427
Recommendations
It is recommended that the City Council adopt a resolution:

1. Approving the FY 2023-24 Annual Action Plan and
Sources and Uses of Funds for the Community
Development Block Grant, HOME Investment
Partnerships, and Emergency Solutions Grant Programs;
and

2. Authorizing the City Manager, or designee, to execute and submit all documents to the U.S. Department of
Housing and Urban Development, execute contracts
with sub-recipients, and to take actions necessary and
appropriate to carry out the purpose and intent of the
resolution.

City of Stockton
Legislation Text
File #: 23-0241, Version: 1
ADOPT AN ORDINANCE AMENDING TITLE 16 OF THE STOCKTON MUNICIPAL CODE TO

CREATE REGULATIONS PERTAINING TO FOOD TRUCK PARKS AND COMMISSARIES

RECOMMENDATION
It is recommended that the City Council:

1. Find no further environmental review is required for the proposed code amendments pursuant to the California Environmental Quality Act (CEQA) section 15183 (consistency with General Plan and Community Plan); and

2. Adopt an Ordinance amending Title 16 (Development Code) of the Stockton Municipal Code to create regulations pertaining to food truck parks and commissaries.

Summary
Due to increased interest in the development of food truck parks, a new city-initiated ordinance is proposed to govern the development and operation of food truck parks and commissaries that service food trucks. The proposed draft ordinance was prepared based on staff research into best practices and recent experience from a temporary allowance of a food truck park project in Stockton.

An ad hoc committee composed of representatives from six City of Stockton departments, the San Joaquin County Environmental Health Department, local food truck park business operators, and nonprofit organizations dedicated to supporting local businesses was formed to collaborate and provide constructive feedback.

A series of four ad hoc committee meetings were held between May and December 2022 to refine the food truck park ordinance. A key finding from the ad hoc committee’s review was the desire to allow the food trucks to remain at the food truck park when not in use. State regulations require food trucks to return to a registered commissary anytime they are not in use, typically every night.

Commissaries are facilities that provide required services for food trucks such as sanitary solid waste and wastewater disposal, storage of perishable food products, washdown of trucks to remove any remanent grease, etc. This suggestion from the ad hoc committee prompted staff to develop a new ordinance for a stand-alone commissary land use and as a co-located land use within a food truck park to accomplish the committee’s goal.

On February 23, 2023 the City of Stockton Planning Commission considered and approved Resolution 2023-02-23-0501 (vote of 7-0) to recommend ordinance adoption by the City Council.

Two public comments were made by Kenneth Foster and Jesus Andrade, both in support of the Resolution.

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Staff recommends that the City Council approve the proposed ordinance to establish a new food truck park land use with development standards, including an option to co-locate a commissary use within a food truck park, subject to specified development standards. The proposed ordinance will also establish a new commissary land use with associated development standards.

DISCUSSION
Background
On October 29, 2020, the Community Development Director granted a six-month Temporary Activity Permit (TAP) to Stockton’s first food truck park. The project was approved under a TAP since this land use is not specifically listed in the Development Code. The extension of the TAP was denied by the CDD Director due to concerns over compliance issues during the initial term. The decision was appealed by the applicant to the City Council, and on January 11, 2022, the City Council approved the TAP extension with additional Conditions of Approval added. Ultimately the applicant elected to close the food truck park business following the extension approval.

During this time, staff began drafting an ordinance to govern future food truck park projects. The initial draft ordinance was based on extensive research into best practices, including discussions with food truck park operators, other cities with food truck parks, and reviewing related national studies.

Based on Council’s direction and public comments received at the January 2022 Council meeting, staff formed an ad hoc committee to provide input during the preparation of the comprehensive food truck park ordinance. Approximately 32 individuals representing a broad array of interests and organizations were extended the opportunity to participate on the ad hoc committee. These organizations included those recommended by the City Council, the local food truck park industry, local chambers of commerce (Greater Stockton, Hispanic, Asian, African American, and Punjabi), the Downtown Stockton Alliance, Weberstown Mall, University of the Pacific (UOP), and San Joaquin Delta College. The ad hoc committee also included City staff from Community Development, Police, Public Works, Fire Prevention, and Municipal Utilities. Representatives from San Joaquin County Environmental Health, which is heavily involved in regulating food trucks and commissaries, was also involved in an advisory capacity. The full roster of individuals that received communications from the City to participate during the process and noted attendance is provided as Attachment A.

Ad hoc committee meetings were held on May 24, June 10, and July 8, 2022 to thoroughly review and discuss the initial drafting of the food truck park ordinance (See Attachment B for meeting notes).

On June 6, 2022, City staff visited the Lathrop Food Truck Park to tour and discuss Stockton’s ordinance with the park owner based on his experience. Combined, these outreach efforts helped shape the draft ordinance and most notably led to the discovery of the industry’s desire to co-locate a commissary with the food truck park. This co-location would allow food trucks the option to remain on-site overnight and receive the necessary commissary services or return to a registered off-site commissary. This resulted in the development of new ordinance for commissary as a stand-alone land use or as a co-located use with a truck park. A final ad hoc committee meeting was held December 22, 2022, to review the updated draft ordinance that resulted in consensus for moving forward.

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File #: 23-0241, Version: 1
Present Situation
Key components of the current draft ordinances include the following:
· Food Truck Park Categories:
o 2-5 Trucks = Food Truck Pod
o 6-10 Trucks = Food Truck Hub
o 11+ Trucks = Food Truck Plaza
· Permitting Requirements & Allowed Zoning:

RE RL RM RH CO CN CG CD CL CA IL IG PT PF OS
Food Truck Pod L L L L L
Food Truck Hub A A A A A
Food Truck Plaza C C C C C
Food Truck
Park/Commissary
Co-Location

C C C C C C
Commissary A A A A
Permit Legend
§ L = Land Development Permit (LDP)
§ A = Administrative Use Permit (AUP)
§ C = Commission Use Permit (CUP)
Zoning Code Legend
§ RE = Residential, Estates
§ RL = Residential, Low Density
§ RM = Residential, Medium Density
§ RH = Residential, High Density
§ CO = Commercial, Office
§ CN = Commercial, Neighborhood
§ CG = Commercial, General
§ CD = Commercial, Downtown
§ CL = Commercial, Large-Scale
§ CA = Commercial, Auto
§ IL = Industrial, Limited
§ IG = Industrial, General
§ PT = Port District
§ PF = Public Facilities
§ OS = Open Space
· A Food Truck Park of any size, operating seven (7) or fewer consecutive days per year requires a Temporary Activity Permit.
· Detailed development standards are specified for food truck parks, addressing minimum area, City of Stockton Printed on 4/12/2023Page 3 of 5
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setbacks, surfacing, off-street parking, fencing, landscaping, solid waste and wastewater disposal, lighting, seating, restrooms, pedestrian protections, alcohol sales, food truck storage, utilities, noise, signage, operating hours, and food truck owner responsibilities for food truck compliance.
· The proposed ordinance incorporates the lessons-learned from the 2020 Temporary Activity Permit, including consideration of the code enforcement complaints. · Food truck parks operating 3 or fewer days per week are subject to reduced standard development requirements.
· Detailed development standards are specified for commissaries, including delineation between minimum required services a commissary must provide as well as additional optional functions a commissary may provide. Additional detail is provided concerning fencing, parking, and other requirements.
· Food Truck Park/Commissary co-locations are subject to the more restrictive permit requirements as opposed to an individual park or individual commissary use. · Several glossary definitions are either created or clarified in the proposed ordinance.

The following chart illustrates the proposed changes to the Stockton Municipal Code (SMC):

Code Section Summary

16.20.020 Addition of Food Truck Pod (2-5 trucks), Food Truck Hub (6-10 trucks), Food Truck Plaza (11+ trucks), Commissary, and Food Truck Park/Commissary Co-Location land uses to Table 2-2

16.80.380 Addition of new section to Title 16 pertaining to development standards Food Truck Parks and Food Truck Parks / Commissary Co- Locations

16.80.385 Addition of new section to Title 16 for development standards pertaining to Commissaries

16.240.020 Addition of terms to the Development Code Glossary, including “Commissary”, “Commissary Kitchen”, “Food Truck Park / Commissary Co-location”, “Food Truck Park”, “Ice Cream Commissary”, “Mobile Commissary”, “Motorized Food Wagon”, “Cottage Food”, “Food Truck Pod”, “Food Truck Hub”, and “Food Truck Plaza”.

Redline track changes are provided at Attachment C to identify specifically where the code is proposed to be amended.

Planning Commission
On February 23, 2023, the City of Stockton Planning Commission held a public hearing to consider the proposed ordinance. Notice of the public hearing was advertised in the Stockton Record and sent to the ad hoc committee. City staff presented the proposed ordinance and addressed questions of the Commissioners. Two members of the public were in attendance, both expressing support of the proposed ordinance. At the conclusion, the Commission unanimously approved Resolution 2023- 02-23-0501 (7-0), recommending ordinance adoption by the City Council (see Attachment D).

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Staff and Planning Commission recommend the City Council adopt the ordinance as presented.

PUBLIC NOTICE
A Public Notice of this hearing was published in The Record on April 6, 2023.

FINANCIAL SUMMARY
Fees received from permit applications will adequately cover staff time for reviewing and processing permits. The proposed ordinance is anticipated to result in additional sales tax generation from food truck park operations and have a positive effect on the City General Fund.

Attachment A - Ad Hoc Committee Roster
Attachment B - Notes from Initial Ad Hoc Committee Review Attachment C - Proposed Redline Track-Change Ordinance
Attachment D - Planning Commission Resolution 2023-02-23-0501 City of Stockton Printed on 4/12/2023Page 5 of 5
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Ad-Hoc Committee Roster
Name Company Title/Background Field Address Notes Attended 5/24/22 AdHoc Meeting
Attended 5/24/22
AdHoc Meeting2
Attended 7/08/22
AdHoc Meeting
Attended 12/22/22
AdHoc Meeting 4
Mike McDowell City of Stockton, Community Development Assistant Director Community Development Present Present Present Rob Liddicoat City of Stockton, Community Development Deputy Director, Business Operations Community Development Present Present Present Present John Schweigerdt City of Stockton, Community Development Deputy Director, Building Official Building & Life Safety Present Present Present Taranjot Khehra City of Stockton, Community Development Admin Analyst II Present Present Present Present Alex Guilbert City of Stockton, Community Development Sr. Planner Present Present Present Present Francesca Carr City of Stockton, Community Development Assistant Planner Present Present Nicole Moore City of Stockton, Community Development Contract Planner Land Use Planning Present Almarosa Vargas City of Stockton, Code Enforcement Police Services Manager Code Enforcement Present Present Alex Martinez City of Stockton, Code Enforcement Code Enforcement Field Manager Code Enforcement Present Present Present Nicole Snyder City of Stockton, Economcic Development Economic Development Manager Economic Development Present Shayleen Ellington City of Stockton, Fire Prevention Fire Inspector Fire Present Present Present Present Dagmara Saini City of Stockton, Municipal Utilities Program Manager III, Storm Water Municipal Utilities Present Present Richard Stiffler City of Stockton, Municipal Utilities Technical Services Supervisor, Environmental Control Municipal Utilities Zulema Rodriguez City of Stockton, Municipal Utilities Junior Engineer Public Works Present Present Scott Graviette City of Stockton, Police Lt. Police Present Present Present Jeff Carruesco San Joaquin County Environmental Health REHS Program Coordinator Present Vidal Pedraza San Joaquin County Environmental Health Lead Present Lueathel Seawood African American Chamber of Commerce President BOD Present (staff member for Ms. Seawood)
Frank Ferral Greater Stockton Chamber of Commerce
Lisa Vela Hispanic Chamber Exec Director
Leslie Edman CV Asian-American Chamber of Commerce Executive Director 5/17/22-Left voicemail & submitted contact request through website. Follow-up discussion held.

Mike Huber Downtown Stockton Alliance Executive Director Courtney Wood Downtown Stockton Alliance Economic Development Director Present Present Present Veronica Martinez Stocklandia Business Owner Present Present Present Kenneth Foster Stocklandia Business Owner Present Present Present Robert Stocklandia Present Present Present
Melissa Gomes Weberstown Mall Present Present Present
Steve Ramsey Lathrop Food Truck Plaza Owner Cannot attend adhoc meetings; hosted site visit for CDD team on 6/10/22, provided feedback via telephone discussion
Jesus Andrade Sierra Pacific Martgage Co. Inc. Loan Originator, Former Council Member Local government, real estate Present Present Present Bobby Bivens NAACP via Jesus Andrade
Joe Berthiaume University of the Pacific Exec. Dir. of Res. Life, Housing & Dining Auxiliary Richard Morris Main Street Launch Recommended by CM Warmsley Stacy Bourret Delta College Recommended by CM Warmsley
John Hagan Lenzi, Inc. Inquired about Food Truck Park
Monica Buo Submitted Public Comment at CC Present Present Ben Rishwain Submitted Public Comment at CC P.O.B. 1567, Lodi, CA Present
Maria Rodriguez Submitted Public Comment at CC 5/18/22 - Sent email w/ comments Ozair Salim Requested to join through EDD Added to roster 5/26/22 Present Maneet Deol Expressed interest in opening a Commissary at APN 153-040-21 Present Frank Cardenas Project Management - Deals with Food Truck Parks Javier Pradd 2228 N. Orange St Stockton CA 95204 Added Member on October 19, 2022. Came to the counter.

Ronisha Taylor Motorized Food Wagon School
Carlos Muela Park Lab Founder - SoMa StrEAT Food Park
David Tran Submitted Public Comment at CC
Mariah Taloa Submitted Public Comment at CC
David Fujimura Submitted Public Comment at CC
Rusty Abernathy Submitted Public Comment at CC
Jennifer Home Submitted Public Comment at CC
Pablo Jaramillo

ATTACHMENT A
New Definitions Comments from Ad Hoc Committee
“Commissary” – An establishment in which
food, containers, equipment, or supplies
are stored or handled for use in motorized
food wagons or Ice Cream vehicles. A
“Commissary” must provide the following
services: Wastewater Disposal; Solid
Waste Disposal; Restrooms and
Handwashing Station; Secure Vehicle
Storage; Potable Water Distribution;
Electric Hookups; 3-Compartment Sink
(Utensil Wash); Hot and Cold Water for
Cleaning; Food/Equipment Storage. A
“Commissary” may provide the following
services: Refrigeration; Food preparation;
Vehicle Wash; Food service equipment
repair. A “Commissary” is prohibited from
providing the following services:

Auto/Vehicle Services; Minor
Repair/Maintenance; Auto/Vehicle
Services: Major Repair/body work.

No comment.
“Cottage Food”– Home-based business
that has received a Cottage Food License
from San Joaquin County Environmental
Health.

No comment.
“Food Truck Park” – A permanent open-air
facility that is designed to accommodate 6
or more operating Motorized Food Wagons
to offer food or beverages for sale to the
public. Does not include “Commissaries,”
Permits for this land use type shall be
issued in accordance with Section 16.XXX
(need to update).
- Look into what we are calling this – clean
up references. They are all parks, but
within that there are the three categories
with their own names. Food Truck Park is
overall land use. The food truck pods, and
other names will fall under the food truck
park land-use.

Gene
ral Consensus: Circle back with more clear
definitions for the three different categories in the
Food Truck Park (e.g., Food Truck Park, Pod,
Motorized food wagon).
“Food Truck Pod” - A permanent open-air
facility that is designed to accommodate 2
to 5 operating Motorized Food Wagons to
offer food or beverages for sale to the
public. Does not include “Commissaries,”
Permits for this land use type shall be
issued in accordance with Section 16.XXX
(need to update).
- No comment.
“Motorized food wagon” means any vehicle
as defined in Section 670 of the
California Vehicle Code, which is equipped
- No comment.

ATTACHMENT B
and used for retail sales of prepared; pre-
packaged; or unprepared, unpackaged
food or foodstuffs of any kind on any public
street, alley, highway, or private street,
alley, or property within the City. For the
purposes of this chapter, a motorized food
wagon shall also include any trailer or
wagon pulled by a vehicle.

Addition to Table 2-2 (SMC 16.20.020 (Allowable land uses and permit requirements.)

TABLE 2-2

ALLOWABLE LAND USES AND PERMIT REQUIREMENTS

RETAIL TRADE

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

RE RL RM RH CO CN CG CD CL CA IL IG PT PF OS
Food Truck Pods L L L L L
Food Truck
Parks (6-10
trucks)

A A A A A
Food Truck
Parks (11+
trucks)

C C C C C

Key: A = Administrative use permit
required
C = Commission use permit
required
L = Land development permit
required

Empty box = Use not allowed

New SMC Section - 16.80.XXX Food Truck Parks
This section provides standards for the use of private property for the purpose of maintaining and operating a Food Truck Park. Permit requirements are as follows:

T
able X-X
Duration of Operations

ATTACHMENT B
Number of motorized food
wagons on property One time event
held over seven
(7) consecutive
days or less
within a calendar
year per parcel.

Recurring
event held on
three or fewer
days per week.

Permanent
(Seven (7) days a week)
Food Truck
Pod
Two (2) to
Five (5)
Temporary
Activity Permit
(TAP)
Land
Development
Permit (LDP)
Land Development Permit
(LDP)
Food Truck
Park
Six (6) to
Ten (10)
Temporary
Activity Permit
(TAP)
Administrative
Use Permit
(AUP)
Administrative Use Permit
(AUP)
Eleven (11)
or more
Temporary
Activity Permit
(TAP)
Commission
Use Permit
(CUP)
Commission Use Permit
(CUP)

A. Location Criteria. Food truck parks may be permitted in zoning districts identified by Table 2-2 (Allowable Land Uses and Permit Requirements).

Food Truck Parks must comply with the following locational criteria:

1. The Property line containing the Food
truck park shall not be adjacent to
residential zoning or located within 30
feet of a building containing a residential
use. This restriction does not apply to
Food Truck Parks located in the CD
zoning district.

Comments/questions

Jesus — “I believe food truck parks should be
allowed to be a commissary or offer commissary
services ONLY for the trucks parked on the lot.”

General Consensus: Circle back with the above
question/statement clarification.

2. Food truck parks shall not be located on
a parcel where the following uses are
also located: Auto/Vehicle Services:

Inoperable Vehicle Storage,
Auto/Vehicle Services: Parking
Facilities, Auto/Vehicle Services:

Vehicle Storage, Food Truck
Commissaries, and Vehicle and Freight
Terminals.

Comments/questions

- Question from Veronica — RE the
Lathrop Park & one example from SF – 2
in 1 as a park and Commissary. What
about serving as a Commissary only for
those trucks housed at that park?
Stocklandia had obtained approval from
SJC Enviro Health pending City
approval.
- Question from Courtney — what about
using a parking lot that can be used?
- City to research this. SJC Enviro Health
will need to be consulted.

General Consensus:

Research using parking lots as a parcel for Food
Truck Parks. Reexamine potential use of same
location as park/commissary.

B. Development Standards. The following development standards apply to all food truck parks

ATTACHMENT B

1. General.

a. City of Stockton Administrative
Services Requirements. The
property owner is responsible to
ensure that all motorized food
wagons and vendors operating at
the food truck park have obtained
the necessary Business License
and Vendor Licenses.

Comments/questions

- Does not mean operator obtains for them,
just to verify they have it.

- Veronica — recommend change “property
owner” to “business owner”. Melissa
concurs.

- Alex (Planning) — “Business operator may
disappear tomorrow, feasible to have
property owner (land-lord).”

- Property owner is ultimately responsible &
has to sign off on land uses.

General Consensus: Research property owner vs
business owners and reconsider who is responsible
party.

b. San Joaquin County Environmental
Health Requirements. The property
owner is responsible to ensure that
all motorized food wagons and
vendors operating at the food truck
park have obtained the necessary
Environmental Health Permits.
- Similar to a. above.
c. City of Stockton Community
Development Department
Requirements. The property owner
is responsible to ensure that only
Motorized Food Wagons are
allowed to operate at the Food
Truck Park.

Comments/questions

- Veronica — RE “only Motorized Food
Wagons are allowed” — the pervious
stipulation eliminates Nonprofits and other
pop-up tents.
- The Food Truck Parks would like to host
events for emotional space, awareness for
child abuse prevention, and other pop-up
activity.

- Mike McDowell — we don’t want to review
each vendor that comes in (example 7
vendor  can be a problem for fire and
public safety because of overcrowding.

- P lanning added: We need to Layout of the
site to see if the site has all the adequate
services required, we have to ensure all
trucks and other tents are located
accordingly.

-
Temp vendors may be allowed?

- Mike: It can’t be loose, too much at stake
for the police and fire (safety standpoint).

ATTACHMENT B

- Too much involvement if we are allowing
for other uses, have had other
circumstances in the past to have this.

Question: could the fire department review
the site plan area (for permanent and non-
permanent)

- Jesus: Can food truck operators, to do pop-
up events? Agree with the city (below)
- Alex (Planning) Answer: Could allow a
temporary permit (similar to how the mall
does it).

General Consensus: More research needed.

A through C. Fire department require each food
truck is permitted. The site will also require a fire
site permit. Fire will be on the review (operational
fire permit from the fire department (example: truck
hoods) --> need to add this to this particular
section).

Consult with fire what should be added from their
point of view – research more and revisit.

2. Food Truck Park Area Requirements.
a. Minimum gross area shall be 5,000
square feet.

Comments/questions

- Jesus Andrade asked — why two trucks in
5,000 SF?
- Alex (planning) — 5,000 SF is only the
minimum.

- Fran – We didn't want to put ranges on the
requirements because we wanted to give
more discretion to the Food Trucks
operators to be creative.

- Mike McDowell (Planning) — “lots come if
different sizes — 5,000 SQFT is the
minimum based on two trucks accounting
for all set-back requirements

General consensus reached.

b. Minimum number of motorized food
wagons shall be 2.

No Comment
c. A food truck park that has 11 or more
motorized food wagons requires a
Commission Use Permit.

- Potentially redundant given info contained
in table

General consensus: Planning to verify but
may potentially be removed.

ATTACHMENT B

3. Motorized Food Wagon Area and Setback Requirements. a. Motorized Food Wagons shall be set
back a minimum of 10 feet from all
property lines.

Comments/questions
- Phil (Fire) — “10 ft rule because of the
LPG”

No additional comments — General Consensus
reached.

b. Motorized Food Wagons shall be
located a minimum of 10 feet from any
other motorized food wagon.

Comments/questions
- Phil (Fire) — LPG requirement

No additional comment
c. Motorized Food Wagons shall be located
a minimum of 10 feet from any other
structures on the site.

Comments/questions
Phil (Fire) — LPG Requirement

No additional comments

4. Site Improvements.
a. Parking spaces, driveways,
maneuvering aisles, and turnaround areas
shall be paved with a permanent surface,
consisting of concrete, asphalt or other
similar material authorized by the City’s
Standard Specifications. Compacted soil
and/or gravel shall not be considered an
acceptable surface.

No comments.

5. Off-Street Parking Requirements.
a. Off-street parking shall be provided at
the ratio of three (3) parking spaces per
maximum number of motorized food
wagons permitted on-site (exclusive of
spaces provided for motorized food
wagons).

Comments/questions
- Kenneth Foster — how does off-street work
(i.e., downtown area)? Also, what about
ADA parking requirements?
- Alex — More nuanced in the downtown.
- J ohn – If on-site parking is provided then
ADA parking must be accommodated. If no
onsite parking is required, then ADA
parking requirements not applicable.

General consensus

6. Fencing.
a. Perimeter fencing is required around a
Food Truck Park. Gates for motorized
food wagons and for pedestrian access are
required to be unlocked during operating
hours.

Comments/questions
- Kenneth Foster — Why would fencing be a
requirement? Jesus posited the same
question.
- Require what type of fencing (i.e., locked)?

- Alex provided the following reasons:
- “Protect their investment (trucks)”
- If trucks will be parked overnight at the
park, it would prevent transient population
from simply walking over at any time.

ATTACHMENT B
- Fran — best for walkability (pedestrians)
- Mike — interested to hear more thoughts
from the industry.
- If it is fenced, then must be open during
business hours based on traffic queuing
- Dagmara— solid waste considerations?
How will solid waste be taken out?
- Scott (PD) – No fencing requirements from
PD; up to owners/project discretion.

General consensus: CDD is open to more
thoughts on this. More research (industry
feedback)

7. Access.
a. Ingress and egress are required
pursuant to Section 16.36.030 (Access –
General). Adequate vehicular and
pedestrian circulation is required.
- 16.36.030

General consensus among everyone.

8. Landscaping.
a. Landscaping is required pursuant to
Chapter 16.56 Landscaping Standards,
and Chapter 16.64 Off-Street Parking and
Loading Standards.

Comments/questions
- Question about definition what would
be considered as landscaping? Some
examples provided.
- Refer to referenced code section for
specific guidelines

General consensus – no follow-up required.

9. Solid waste/Recyclable Materials Storage.
a. One (1) permanent dumpster minimum
for solid waste and recyclable materials
storage. Size of the storage shall be
determined by Table 3-2 in Section

16.31.130.

Comments/questions

- Dumpster will need to be enclosed.

- Courtney Wood pointed out some language
inconsistence — clarify that two dumpsters
are needed? One (1) permanent dumpster
for solid waste and One (1) for recyclable
materials.

General consensus: Clarify the language.

ATTACHMENT B
b. Trash storage facilities shall be
screened from view from public streets and
adjacent properties.

Comments/questions

- Dagmara Sani — require operational Best
Management Practices (BMPs) (add
section about storm water
- Alex (Planning) — MUD would have to
provide comments on this
- Mike McDowell — Would be handled as
any other development.

- Kenneth Foster — fencing issues?
- Alex (Planning) — trash storage facilities
should be in enclosed
- Mike McDowell (Planning)— this is a
permanent use

General consensus: Do more research about the
outlined concerns.

c. Motorized Food Wagons are prohibited
from draining or spilling fluids into the
storm drain system.

Comments/questions
- Alex Martinez — recommended to add
language about “no draining or spilling
fluids on the ground.”

General consensus among everyone.

10. Maintenance/Cleanup.
a. The site shall be kept free of garbage
and refuse.

No Comment.
b. The site shall be kept free of weeds. No Comment.

11. Lighting.
a. Adequate lighting shall be installed to
ensure customer safety. Lighting shall be
directed downwards and away from public
streets and adjacent properties. Lighting
fixtures shall be permanent and shall be
consistent with Section 16.32.070.

- Courtney Wood — Could CDD provide
examples of what type of lighting is
acceptable (or recommended).

- Mike McDowell (Planning) asked planning
team — is there any particular section of
Stockton Municipal Code on lighting?

- K enneth Foster — Are string lights, ok?
Fran/Alex — yes but may not satisfy
requirement as this is for permanent
lighting.

General consensus: Do more research and
add/clarify language about lighting.

12. Restrooms. All Food Truck Parks must provide permanent on-site restrooms.

ATTACHMENT B
a. Employee Restrooms
i. Restrooms shall have, at a minimum,
handwashing facilities with warm water
(minimum 100°F), pump dispensed liquid
hand soap and single-use towels in
dispensers or other approved hand drying
device.

Comments/questions

- Alex Martinez — the Food Truck to Toilet
Ratio on the chart below is inconsistent.

E.g., one section reads “1 accessible toilet
for 6 to 10 trucks”, and other section reads
“1 accessible toilet for every 20 trucks”.

Advised team to correct the chart/range.

- Dagmara Saini Noted in the chat — “Toilets
must be placed in a secondary containment,
away from drains.”

General consensus: Come back to this section at
next meeting.

Classification # of Trucks Estimated # of
Patrons
Permanent Restroom
Facility Fixtures
Food Truck Pod Two (2) to Five (5) 45 1 standard toilet 1 accessible toilet
1 lavatory
Food Truck
Park
Six (6) to Ten (10) 90 2 standard toilets
1 accessible toilet
2 lavatories
Eleven (11) or
more
90 plus 9 for each
additional truck
1 standard toilet for every 5
trucks
1 accessible toilet for every 20
trucks
1 lavatory for every 5 trucks

13. Pedestrian Protections.
a. Accessibility routes must be
maintained as required by the California
Building Code.

John S. (CDD Building) – add language “provided
and maintained” to this section.

NOTES: Veronica – employees vs. customer
seating?
Check seating requirements for the local
restaurants for comparison.

General consensus: Conduct more research around
seating requirements – something that can
substantiate both maximum seating capacity
requirements (law) and be reasonable for business
owners to implement.

General consensus among everyone.

b. Path of travel and seating/eating
area requires pedestrian protections.

Path of travel must be outside of dining – rationale
(planning): to stop customers from getting hit by
cars (i.e., safety).

John S. (Building) – this is something that can be
included in the site design of the structure.

ATTACHMENT B

14. Seating.
a. Seating is required for food truck
parks at the rate of 9 seats per Motorized
Food Wagon (Truck).

Seating (eating area) must be arranged or
situated so that it does not create a hazard
to pedestrians or encroach on a required
building exit, vehicle travel lane, driveway,
or any public street.

A minimum of four feet of clearance must
be provided around any tree, newsstand,
bike rack, planter, trash receptacle, etc.

Seating area must be maintained in a
manner such that it does not create an
unsightly appearance.

Kenneth & Veronica – How were the ratios obtained
for this? “9 seats per Motorized Food Wagon (truck)
seems excessive.” 10 trucks = 90 seats (“too
much”).

Fran/Alex – Analyzing local restaurants and
businesses. Most restaurants and food businesses
have one table per truck – which is about 6-7 seats.

Questions arose from the discussion: Most food
trucks are “grab and go.” From a site perspective,
why is there a need for 9 seats per truck?

General Consensus: More consideration into the
ratios. Conduct research into how “grab and go”
places work, and based on the research, consider
how seating can translate into Food Truck Park
terms.

15. Alcohol Sales.
a. Alcohol Sales shall not occur from
Motorized Food Wagons.

Louis (PD) – classification issue with alcohol – more
consideration is needed for this section.

Alex (planning) – Food Truck Parks must have a
fixed structure where alcohol can be sold. If there is
no permanent structure, then alcohol sales should
not occur.

Mike (Planning) – we must know/understand the
circumstances before completely prohibiting alcohol
from Food Truck Parks.

General consensus: More consideration into having
alcohol sold from a permanent structure vs. from
Motorized Food Wagons.
b. Food Truck Park owner/operators
may apply for an on-sale alcoholic beverage
sales establishment in accordance with
Stockton Municipal Code Section

16.80.040.

No Comment. Consider the above.

16. Truck Storage.

ATTACHMENT B
a. Motorized Food Wagons shall not be
stored at the Food Truck Park and must
return to their commissary on a daily basis.

More research needed – Per industry, Food Trucks
should be able to be stored at the Food Truck Park
if the park offers the required commissary services.
(Having overnight on-site truck storage is preferred
by the industry.

17. Li ve Entertainment.
a. Live Entertainment is allowed
consistent with the Live Entertainment
regulations consistent with Stockton
Municipal Code Section 16.80.180.

Jesus – You really can't have a successful
food truck park without the ability for live
entertainment and without the ability to have
pop up events. In my opinion.

It is needed to attract customer – small local
band, a DJ.

Feedback from the Industry – Live
Entertainment is one of the ways how we
would attract people to the park (Live
Entertainment = marketing). Need the ability to
have a local band on a certain day to bring
more people. What makes food truck park
different from other food serving places:
“People come together and gather.”

CDD Planning - Food truck park would have
different considerations (e.g., noise level,
amplified vs. non-amplified, etc.).

General Consensus: Live entertainment is
allowed as long as it complies with the SCM

16.80.180. More consideration on potential
pop-up style events incorporating live
entertainment.
b. A dedicated performance and
viewing area are required for Live
Entertainment.

General Consensus: More consideration – see
above.

18. Security.
a. Security is required after 8:00 pm at
the rate of one (1) person for every 6 food
wagons (trucks). Officers must remain on
duty from 8:00 pm until one (1) hour after
the food truck park has closed operations
or until the last truck has left.

Kenneth/Veronica – Where did CDD get these
ratios (“numbers”) from? Is there a requirement that
is enforced now – so that we can effectively
compare these ratios? 10 trucks = 2 security
guards? The premise behind these questions is to
understand the need for security.

Kenneth – safety is a top concern (would like a
family environment). Why would be held to having
security, even with for 2 hours. Special events
(times of double population), could be justifiable.

ATTACHMENT B
Day to day regular business hours – why need
security? Security should be optional.

Fran – Several businesses within the City of
Stockton require security. Came to those ratios by
analyzing those businesses.

Kenneth – Is it because Food Truck Parks are
outdoors?

Veronica – Not fair to the Food Truck Parks owners
– would impose an unnecessary financial burden on
business owners. Example: Stocktlandia had only
one incident where police were called. It should not
be a daily requirement because most restaurants/
food places from Monday to Wednesday
experience the slowest time. Security is justifiable
for a big event (e.g., large, foreseen crowds).

Courtney W. –Agree about reconsidering the
security requirement.

Courtney W. – Blanket statement: I suggest that for
all requirements that the city compare our policies
to other cities in the county so that we are not
stricter than they are without valid reason - this will only deter businesses from even trying to attempt
this in Stockton/will drive people to the cities that
are more reasonable/lenient.

General Consensus: More consideration and
research required.

19. Utilities
a. Electric outlet hookups are required
to be installed for each truck parking space
and must be used while the truck is on the
premises. No generators shall be utilized in
food truck parks.
-------------------------Generators------------------------

Veronica – We should reconsider “no generators.”
The grid can be overloaded, especially during the
summer when Air-conditioners are needed in
trucks.

Alex – if there is a permanent facility, everything,
including the electric capacity, should be built to
capacity. This will help ensure the equipment can
take on the increased capacity during the summer
months.

Shayleen – generator also raises the questions
concerning such as fueling and fuel storage.

Stocklandia – maybe have the ACs connected to
the generators – limited use of generators.

Jesus Andrade - The food truck park should be
designed to power up all requirements of the food
truck parks.

ATTACHMENT B

Courtney W. - Exactly Jesus - in practice, things
may come up that aren’t coming up right now and it
would be great to have a check in committee about
any changes that need to be made as they come
up.

Mike/John (CDD) – The permanent structure should
be built based on the capacity load. If a power
outage should occur, the City can work with the
park owner for potential temporary use of
generators until power is restored.

John (Building) – electric code language – Propane
use - Spacing from Trucks? Water?

Shayleen – Spacing would come under fire for
compliance – subject to state regulations.

-------------------------Water------------------------
Veronica - Food truck water tanks are not that big.

Food truck parks should have water to be able to fill
their water tanks. Able to drain into commissary
drain. Can emptying of the tank be done at a site?

Mike and Planning – At an “approved” site yes.

Jeff – Approved water source would be ok. Every
commissary should have water fills for the trucks.

Consider use of a portable water container (e.g.,
“Rhino”) to remove water from the Trucks.

Planning – We analyzed examples from the San
Francisco food truck park concerning water intake
and removal.

Question/Answer: We wouldn’t be able to dispose
at site? If it is a commissary, then “yes”. (a
combination of Food Truck Parks and Commissary
is the industry preference).

Veronica – “if it is not written for us – someone
might issue a citation.” The industry would like it
everything to be clearly documented.

MUD - Transferring liquid – potential spill risk? Can
pose potential MUD issues.

John (Building): Leave potable water out of the
ordinance, if it is silent then applicant can always
include in their application.

General consensus: Electrical should be sized
appropriate to accommodate full loads including
truck AC in summer. Consider if/how to incorporate
use of generators into code in situations of grid

ATTACHMENT B
power failure. Potable water may be included,
consider making required. Consider allowing gray
water to be drained into a portable tank for ultimate
disposal at a commissary.

20. Noise.
a. Food Truck Park noise shall comply
with Chapter 16.60 [Noise Standards]
No Comment.

General consensus among everyone.

21. Signage.

a. Food Truck Park signage shall
comply with Chapter 16.76 Signs of the
Stockton Municipal Code.

No Comment.

General consensus among everyone.

22. Operating Hours.
a. Food Truck Park hours of operation
shall not be earlier than 7:00 am, or later
than 10:00pm.

No Comment.

General consensus among everyone.

C. Food truck Pods (2-5 Food Trucks).

1. General Requirements
a. Food Truck pods (2 -5 Food Trucks)
must comply with all the provisions with
Section B above, except for the optional
provisions listed in Section C.

Kenneth/Veronica: Would the City enforce the new
ordinance for currently operating Food Truck Pods
once the new ordinance is effective? For example,
issue citations to those not following the rules.

Code enforcement: We invest igate based on
complaints received.

General consensus among everyone.

2. Seating
a. Seating may be provided at the
discretion of the operators.

General Consensus: Reconsider the seating table
ratios above.

D. Recurring Food Truck Parks (Occurring 3 or fewer days per week) at a set location.

1. Location
a. Recurring Food Truck Parks that are
the principal use of a site shall be exempt
from this section and instead comply with
all provisions of Section B above.

No Comment.

General consensus among everyone.
b. Recurring Food Truck Parks that are
located on a site where the food truck park

ATTACHMENT B
is not the principal use of the site shall
comply with the following provisions:
i. Siting
(A) Temporary Fencing, bollards, or
similar barriers shall be required to
delineate the Recurring Food Truck Park
site.
ii. Landscaping
(A) Landscaping may be installed.
iii. Solid Waste
(A) Property trash enclosures and
dumpsters may be provided.
iv. Lighting
(A) Temporary lighting may be
provided.
v. Utilities.
(A) In the event that electric outlet
hookups are not available, the use of
generators is permissible
vi. Restrooms. All Food Truck Parks
must provide on-site restrooms for both
Food Truck vendors and patrons.
(A) Food Truck Vendors
(1) One restroom, providing hot water
(100 F/ 37.7 C), shall be provided for
vendors, and shall be located within 200
feet of all motorized food locations within
the Food Truck Park (California Health and
Safety Code 114135).
(B) Food Truck Patrons
(1). Restroom facilities shall be provided
for customers at the rate of 1 per 2.5
motorized food wagons.
(2) Temporary Restroom Facilities must
be removed from the premises after
operating hours.
(3) One permanent restroom, providing
hot water (100 F/ 37.7 C), shall be provided
for vendors, and shall be located within 200
feet of all motorized food locations within
the Food Truck Park (California Health and
Safety Code 114135).

No Comment.

General consensus among everyone.

--------------------------------------------------------------------- Temporary Restroom Facilities:

Will temporary restroom facilities be required to
move after the close of each day operation or after
the temporary event has concluded all together? Ex:

If an event is held nonconsecutively for three days,
will restrooms need to be removed after each night
or on the last day of the event?

General consensus: Revisit the removal of
temporary restroom facilities and distinguish the
difference between scenarios.

Question: The basis of the 200 feet restroom
requirement?
Alex (CDD Planning) – State code.

Revisit/research 200 feet state code requirement.

Mall example given near Dillard.

--------------------------------------------------------------------- Utilities:

Stocklandia team: The utilit y requirements seem
unfair between regularly occurring Food Truck
operations (i.e., permanent – such as Stocklandia)
vs. Temporary Food Truck operations ( occurring
three days or fewer).

Example: Under these requirements, permanent
Food Truck parks are required to utilize permanent
sources of power ( i.e., electric grid hookups ), and
temporary use (which can operate three days out of
the week), can use utilize temporary power
generation sources (i.e., generators). Stocklandia –
can operate as a reoccurring (temporary) food truck
park and not have been subject to these
requirements.

ATTACHMENT B

General consensus: Reexamine permanent utility
requirement thresholds.

Veronica: Food trucks parking at gas station s?
Propane at the gas station parking lot s poses a
potential issue.

Fire: Must be 50 feet from the gas pump. More than
one food truck at a gas station is not allowed.

Consensus: Consider revisiting applicable section
of SMC (not this ordinance) to review separation
requirements between food trucks/propane, gas
station pumps, and refueling areas.

4. P
edestrian Protections
a. Temporary Pedestrian Protections
shall be provided.

No Comment.

General consensus among everyone.

5. Seating
a. Seating may be provided at the
discretion of the operators.

No Comment.

General consensus among everyone.

6. Utility Hookups
a. Electric Outlet hookups for
temporary food truck parks are not
required.

No Comment.

General consensus among everyone.

E. Temporary Food Truck Event (One-Time Event occurring 7 or less days per calendar year)

1. General Requirements
a. Temporary Food Truck Events must
comply with all the provisions with Section
D above.

No Comment.

General consensus among everyone.

2. Temporary Food Truck Event
a. A Temporary Food Truck Event
requires a Temporary Activity Permit.

No Comment.

General consensus among everyone.

3. Restrooms
a. One restroom, providing hot water
(100 F/ 37.7 C), shall be provided for
vendors, and shall be located within 200
feet of all motorized food locations within

No Comment.

General consensus: Revisit/research 200 feet state
code requirement.

ATTACHMENT B
the Food Truck Park (California Health and
Safety Code 114135).
b. Patron restroom facilities shall be
provided as follows:

Classification # of Trucks Estimated #
of Patrons Required Restrooms
Food Truck Pod Two (2) to Five (5) 45 1 portable restroom 1 accessible portable restroom
1 portable handwashing station
Food Truck
Park
Six (6) to Ten (10) 90 2 portable restrooms
1 accessible portable restroom
2 portable handwashing stations
Eleven (11) or more 90 plus 9 for
each additional
truck
1 portable restroom for every 5
trucks
1 accessible portable restroom
for every 20 trucks
1 portable handwashing station for
every 5 trucks
The number of portable toilets and hand washing stations will be determined based on estimated peak attendance.

Final Comments from 7/8/2022 Meeting:

Kenneth: Reexamine the security requirement outlined in this document.

Double check restroom ratio for consistency. E.g., one section reads “1 accessible portable restroom for “6 to 10 trucks”, and the other section reads “1 accessible toilet for every 20 trucks”.

John (CDD Building): Consider adding language concerning standards for accessory uses and structure (Title

16.80.020). Example: Canopy f or seating and Traffic Cones keep people out of harm’s way.

Comment provided by email (7/11/22):

Richard Stiffler (MUD) - If any wastewater from food preparation is discharged to the City sewer, then SMC 13.40 is applicable. This would require the following at each location: installation of minimum 750 gallon in-ground grease interceptors with regular maintenance and pumping yellow grease receptacles and routine hauling employee training on best management practices City inspections and fees.

ATTACHMENT B
ORDINANCE NO.

AN ORDINANCE AMENDING TITLE 16 OF THE STOCKTON MUNICIPAL CODE (SMC), CHAPTER 16.20 (ALLOWABLE LAND USES AND PERMIT
REQUIREMENTS), SECTION 16.20.020; CHAPTER 16.80 (STANDARDS FOR SPECIFIC USES), CHAPTER 16.240 (DEFINITIONS/GLOSSARY), SECTION

16.240.020, ADDING SECTIONS 16.80.380 AND 16.80.385, RELATED TO FOOD

TRUCK PARKS AND COMMISSARIES

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

SECTION I. FINDINGS AND INTENT
Pursuant to SMC Section 16.116.050(B), the City Council makes the following Mandatory Findings of Fact for All Amendments and Additional Findings for Development Code Amendments:
a. Finding #1: The proposed amendment ensures and maintains internal consistency with general land uses, objectives, policies, programs, and actions of all elements of the General Plan on balance and would not create any inconsistencies with this Development Code.

Evidence #1: The proposed amendments are consistent with the State Law (i.e., California Health and Safety Code) and the San Joaquin County Environmental Health Department and adhere to the City of Stockton’s General Plan policies.

The changes amend the Development Code to include the Food Truck Park, Food Truck Park/Commissary Co-location, and Commissary as new land uses and include standards of operations for each land use on private property. These amendments are internally consistent with all policy and supportive regulatory documents.
b. Finding #2: The proposed amendment will not endanger, jeopardize, or otherwise constitute a hazard to the public convenience, health, interest, safety, or general welfare of persons residing or working in the City.

Evidence: The purpose of the proposed amendments is to comply with the provisions of State Law, the San Joaquin County Environmental Health Department, and maintain consistency with the General Plan. All Food Truck Park, Food Truck Park/Commissary Co-location, and Commissary developments will need to comply with all applicable Zoning and development standards and all building and fire regulations for health and safety. In addition, Food Truck Park, Food Truck Park/Commissary Co-location, and Commissary, and developments must comply with all applicable State Laws (i.e., California Health and Safety Code) and the San Joaquin County Environmental Health Department

ATTACHMENT C
requirements before becoming operational. Therefore, the proposed amendments will not be detrimental to the public interest, health, safety, convenience, or otherwise constitute a hazard to the welfare of the City. c. Finding #3: The proposed amendment complies with the California Environmental Quality Act (CEQA) and the City’s CEQA Guidelines.

Evidence: The proposed development code text amendments are consistent with the General Plan Environmental Impact Report (EIR) (SCH No. 201705
2062). These amendments will not result in physical impact or change to the land use intensities identified in the General Plan Environmental Impact Report (EIR). The EIR document provides a programmatic review of the potential impacts associated with the implementation of the General Plan. None of the potential changes being considered will impact the analysis or conclusions of the General Plan EIR as the extent of the potential impacts and allowed density considered in the General Plan EIR. Future proposals based on the amendments would be reviewed on a case-by-case basis for consistency with this review and the General Plan EIR.

In addition, section 16.212.030(B)(2) of the Stockton Municipal Code (SMC) requires the following Findings of Fact be made for Development Code Amendments. d. Finding #4: Additional Finding for Development Code Amendments. The proposed amendment would be internally consistent with other applicable provisions of this Development Code.

Evidence: The changes amend the Development Code to include the Food Truck Park, Food Truck Park/Commissary Co-location, and Commissary as a new land use, including standards for operation on private property. These amendments are internally consistent with all policy and supportive regulatory documents, including the entitlement process, routing and review procedures, and public noticing requirements.

SECTION II. AMENDMENT OF CODE
Title 16, Chapter 16.20, Section 16.20.020 of the Stockton Municipal Code (SMC) is amended to read, as follows:

16.20.020 Allowable land uses and permit requirements.

A. Requirements for Primary Uses. Table 2-2 identifies the primary land uses for each zoning district, except the MX and UC zoning districts. It identifies whether the use is allowed or not allowed, and indicates which land use permit would be required, if necessary, to authorize the use. Building permits or other permits may

ATTACHMENT C
also be required by the Municipal Code. The land uses identified in Table 2-2 are defined in Division 8 (Glossary).

1. Permit Requirements for Primary Uses. The permitting requirements identified in Table 2-2 are:
a. Permitted (P). All land uses shown with a “P” in the table are allowed subject to compliance with all applicable provisions of this Development Code. Site plan review (Chapter 16.152) is required for new construction or for a change to a more intensive use, except as provided by Section 16.152.040 (Exemptions).
b. Land Development Permit (L). All land uses shown as “L” in the table that require construction of new structures or improvements, the expansion of an existing facility, or a change to a more intensive use, as determined by the Director, require the approval of a land development permit (Chapter 16.136). If there will be no construction, expansion of an existing facility, or a change to a more intensive use, the use is allowed without a new land development permit.
c. Administrative Use Permit (A). All land uses shown with an “A” in the tables are allowed subject to the approval of an administrative use permit (Chapter 16.172). If there is an existing use permit for the use and there will be no new construction or expansion of an existing facility, no new use permit shall be required.
d. Commission Use Permit (C). All land uses shown with a “C” in the tables are allowed subject to the approval of a commission use permit (Chapter 16.172). If there is an existing use permit for the use and there will be no new construction or expansion of an existing facility, no new use permit shall be required.
e. Not Allowed (Empty Box in Table). All land uses shown with an empty box in the table are not allowed in the applicable zoning district. f. Not Allowed, Except Under Special Circumstances (E). All land uses shown with an “E” on the table are not allowed in the applicable zoning district, except under the special circumstances identified in the specific use standards in Division 3.

2. Uses With Specific Standards. All uses, regardless of the type of permit that may be required, shall comply with all applicable provisions of this Development Code. In addition, if there is a section number in the last column of the table (“Specific Use Standards”), the use is also subject to the referenced provisions.

3. Multiple Uses on a Single Site. Where a proposed project includes multiple land uses, and more than one type of land use permit is required, the most restrictive land use permit shall apply for all land uses.

4. Changes to an Approved Project. Changes to an approved project that required a land use permit shall be subject to the requirements of Chapter 16.104 (Changes to an Approved Project).

ATTACHMENT C

5. Uses Not Listed. Land uses that are not listed in Table 2-2 are not allowed, except as otherwise provided by Section 16.08.020(E) (Rules of interpretation—Allowable uses of land).

B. Allowable Uses and Permit Requirements for the MX, UC and PT Districts. The uses of land that may be allowed within the MX, UC and PT zoning districts and the land use permit requirements for each allowable use shall be identified in the master development plan applicable to the specific site, in compliance with Chapter 16.140 (Master Development Plans) and the Rough and Ready Island Development Plan for the Port of Stockton, CA for the PT zoning district (as applicable).

C. Overlay Zoning Districts. Development located in overlay zoning districts (Aircraft Operations Overlay District, Design Review Overlay District, Channel Area Overlay District, Magnolia Historic Overlay District, and Commercial-Industrial Overlay District) shall be in compliance with Chapter 16.28 (Overlay Zoning District Land Use and Development Standards).

D. Accessory Uses. Accessory land uses are subject to the requirements of Section 16.80.020 (Accessory uses and structures).

E. Temporary Uses. Temporary uses are subject to the requirements of Chapter 16.164 (Temporary Activity Permits).

F. Freeway and Highway Oriented Uses. The following uses, when both located within 1,000 feet of Interstate 5, State Highway Route 4, or State Highway Route 99 and allowable through a Land Development Permit, Administrative Use Permit, or Commission Use Permit, shall be considered a Permitted (P) use unless within the Downtown Core area:

1. Auto/Vehicle Services: Car Washes; and

2. Auto/Vehicle Services: Fueling Stations.

The measurement of distance under this provision shall be made from the outside boundaries of the respective freeway or highway right-of-way to the property line of the proposed use. This provision excludes land zoned MX, UC and PT.

TABLE 2-2

ALLOWABLE LAND USES AND PERMIT REQUIREMENTS

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS

AGRICULTURAL AND RESOURCE-RELATED USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Agricultural
activities &
facilities
P P P A 16.80.060

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Cannabis
cultivation C C C C 16.80.195
Community
gardens P P P P P P P P P P P P L P 16.80.130
Conservatio
n areas L L L L L L L L L L L L L L
Market
gardens/urb
an farms
L A A A P P P P P P P P 16.80.135
Mining A A A A
Urban
agriculture P P P P P P P P P P P P 16.80.350

BUSINESS AND PROFESSIONAL USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Banks and
financial
services

P P P P P P P
Business
support
services

P P P P P P P
Offices P A P P P P A A P L 16.80.240

INDUSTRY, MANUFACTURING & PROCESSING USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Artisan Food
and
Beverage
A P A P P P 16.80.170
Electricity
generating
plants/faciliti
es other
than nuclear
C C P P 16.80.170
Electronics,
equipment &
appliance
manufacturi
ng
P P P 16.80.170

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Fabric
product
manufacturi
ng
P P P P 16.80.170
Food and
beverage
product
manufacturi
ng
C P P P 16.80.170
|Furniture
and fixtures
manufacturi
ng
P P P 16.80.170
Handcraft
industries,
small-scale
manufacturi
ng
P P P P 16.80.170
Laundries
and dry
cleaning
plants
P P P 16.80.170
Manufacturi
ng
Light P P P 16.80.170
Heavy A P 16.80.170
Cannabis
distribution C C C 16.80.195
Cannabis
manufacture
r (volatile
and non-
volatile)
C C C 16.80.195
Cannabis,
microbusine
ss
C C 16.80.195
Cannabis
testing
laboratory*
P P P P P P P 16.80.195

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Metal
products
fabrication,
machine/wel
ding shops
P P P 16.80.170
Petroleum
storage and
distribution
A P 16.80.170
Printing and
publishing P L P P P L 16.80.170
Recycling
and waste
facilities

Collection
facility L L L P P P L 16.80.290
Redemptio
n centers
Major C C C C C C C 16.80.290
Minor A A A A A A A 16.80.290
Recycling
facility A P A 16.80.290
Scrap and
dismantlin
g yards
A P 16.80.170
Transfer
stations C P A 16.80.290
Research &
developmen
t (R&D)
A L P P P L 16.80.170
Storage
yards P P P L 16.80.170
Warehouses P P P 16.80.170
Wholesaling
and
distribution
P P P P 16.80.170

RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Activity
centers A A A A A A A A A L A L C
Adult related
establishme
nts
P P P 16.80.030
Auditoriums,
meeting
halls, and
theaters

P P P P L L

16.24.080(B)(2)

16.24.090(B)

16.24.110(D)

16.24.180(D)
Bridge clubs
and
nongamblin
g board
games

P P P P P L
Card rooms C C C L 16.80.040

16.80.270
Clubs,
lodges, and
private
meeting
halls

P P P P P L P P A
Commercial
amusement
facilities

A A A A A A
Educational
facilities
Academic
schools—
Private

A A A A A A A A
Academic
schools—
Public

P P P P P
Colleges
and
universitie

C C

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
s—
Private
Vocationa
l and
technical
schools

P P P P P P P
Equipmen
t repair
and
maintena
nce
training

P P A P L
Specializ
ed
education
and
training

A A P P P A P P L
Vehicle
repair and
maintena
nce
training

A P P P L
Truck and
heavy
equipmen
t
education
and
training

P P P L
Equestrian
facilities C A A L C
Golf
courses/cou
ntry clubs

C C C C C A A A P L A
Indoor
recreation
facilities

P
A

A A A A A P L
Libraries
and
museums

C C C P P P P P P P L A

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Live
entertainme
nt A P P P P P 16.80.180
Marinas C C C A A
Outdoor
assembly
facilities

A A A L
Outdoor
commercial
recreation
facilities

C C C C C A
Parks and
playgrounds P P P P P P P P P P
Pool
halls/billiard
parlors C C C L 16.80.040

16.80.270
Private
entertainme
nt facilities

C C C C
Private
residential
recreation
facilities
A A A A 16.80.030

16.80.270
Recreational
vehicle
parks

A A A L
Religious
facilities A A A A P P P P P P P L 16.80.080
Studios A P P P P P L C

RESIDENTIAL USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Accessory
dwelling
units (ADUs)
and junior
accessory
dwellin
g
P P P P P P P P P P P 16.80.310

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
units
(JADUs)
Caretaker
and
employee
housing

A P P P P P P P L L L L
Cottage
Court C P P P P L 16.80.215
Duplexes P P P P L 16.80.215
Mobile
home parks A A A A A 16.80.210
Multifamily
dwellings P P P P P P
C L 16.80.220
Co-living
(dwelling
unit facility)
A A A A A 16.80.225
Organization
al houses A A

A
A
Residential
care
facilities

Assisted
living
facilities
A C P P P P P L 16.80.300
Care
homes, 6
or fewer
clients

P P P P P
Family
care
homes, 7
or more
clients
C C C L 16.80.300
Senior
care
facilities, 7
or more
clients
A A A A L 16.80.300

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Rooming
and
boarding
houses

A A L
Senior
residential
projects

P P P P P P P
L 16.80.220
Single-
family
dwellings

P P P P L
Townhouses A P P P P P P L 16.80.215
Triplexes P P P
A L 16.80.215
Fourplexes P P P A 16.80.215

RETAIL TRADE
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Agricultural
chemical
sales
A L P 16.36.080
Alcoholic
beverage
sales

Bars and
nightclubs
—On-sale
C C C C 16.80.270
Sale of
alcohol—
Off-sale
C C C C C C 16.80.040
With
another
use—On-
sale

L L L L L L
Artisan
shops P P P P P L P
Auto and
vehicle
sales—New

L C
L P 16.24.120 16.80.0
70 16.80.330

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Auto and
vehicle
sales—Used
L A L 16.24.120 16.80.0
70 16.80.330
Auto and
vehicle
leasing/rent
al
A C A L 16.80.070
Auto parts
sales P P P P A
Building
material
stores
A P L P P 16.80.330
Construction
, farm &
heavy
equipment
sales
A A P P P 16.80.330
Convenienc
e stores C C C C 16.80.040 16.80.1 40 16.80.270
Food Truck
Park

Food Truck
Pod
L L L L L 16.80.380
Food Truck
Hub
A A A A A 16.80.380
Food Truck
Plaza
C C C C C 16.80.380
Food Truck
Park/Commi
ssary Co-
Location

C C C C C C

16.80.380
Furniture,
furnishings,
and
appliance
stores
C P P P P P P 16.80.330
Mobile
home sales A P 16.80.330

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Nurseries
and garden
supply
stores
A C A P P P P P 16.80.330
Outdoor
retail sales
and
activities

A A A A 16.80.260
Pet shops P P P P
Recreational
vehicle &
boat sales—
New/used
L A L 16.80.330
Restaurants
A P P P P P P P 16.80.250,

16.24.060
Retail stores A P P P P P P P P 16.80.330
Secondhand
stores/pawn
shops

A A A A
Shopping
centers
Neighborh
ood
A P P 16.80.330
Communit
y C
P P 16.80.330
Regional P
A P 16.80.330
Warehouse
retail stores C C C 16.80.330

SERVICES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Adult day
care
facilities

P P P P P A L
Animal
services

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Kennel
and
boarding
facilities

A A A A
Pet
grooming A A P P P P L
Training
facilities A A L L L L L
Veterinary
clinics and
animal
hospitals
A A C P P P P P 16.80.370
Auto/vehicle
services
Car
washes A A A P A P
Fueling
stations A L L L P L
L P 16.80.320 16.80.3
40 Inoperable
vehicle
storage
L L
Maintenan
ce/minor
repair
A P P P P P P P 16.80.320
Major
repair/bod
y work
P P P P 16.80.340
Parking
facilities C C C A A P P P P P P L 16.64.080
Vehicle
storage L P P P P P L
Cannabis
retailer
storefront
C C C C C C C 16.80.195
Child care
facilities
Child care
centers C C C C P P P P P P P P 16.80.100

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Large
family
child care
homes
P P P P P P P P P 16.80.100
Small
family
child care
homes

P P P P P P P P P
Commissary A A A A 16.80.385
Equipment
rental L P A P P
Funeral
facilities and
services

16.80.165
Cemeterie
s C C C C C C C C C C C
Mortuaries C C C A A A
Funeral
homes A A A A A
Crematori
um C C C A A A
Health/fitnes
s facilities P P P P L
Lodging
facilities
Bed and
breakfast C C C P P P P A 16.80.090
Extended-
stay
facilities
P P P
Hotels
and
motels

P P P P P
Massage
establishme
nt

16.80.190
State
certified P P P P P

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Non-
certified C C A A
Medical
services
Ambulanc
e service A P P P L P P L
Clinics
and
laboratori
es

P P P P P L P L
Extended
care C C C P P P P L
Health-
related P P P P A 16.80.190
Hospitals C C C C
Medical-
related
facilities

P P P P P P
Non-
storefront
cannabis
retail
operator
permit
(delivery
only)
A A A A A A A 16.80.195
Personal
services—
Restricted

C C A A
Personal
services—
Unrestricted

P P P P P
Personal
storage
facilities
(mini-
storage)
A L L P P P 16.80.200
Repair
services P P P P P P

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Sanitary
services C A P L 16.36.080
Social
services
facilities

Drug
abuse,
alcohol
recovery/t
reatment
facility

A A A A
Feeding
centers C C C A
Emergen
cy
shelters
C C C C P P P 16.80.155

TRANSPORTATION AND COMMUNICATION USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Broadcastin
g studios P P P P A P P P L
Communicat
ions facilities
Minor E E E P P P P P P P P P P Ch. 16.44
Major A A A A A A P P A Ch. 16.44
Transit
stations and
terminals

C C C C P C
Vehicle and
freight
terminals
P P P

OTHER USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Live-work
space P P P P P P P

ATTACHMENT C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Major
impact
facilities
C C C
Motion
picture
production

P P P P
Multi-use
facilities
A P P P P P A A P 16.80.230
Public and
semipublic
utility
facilities

A A A A A A P P P L P P P L
Public
institutions C C C C C C C C C C C L L
Signs—Off-
premises E E E E E E E 16.76.110

Key: P = Use permitted L = Land development
permit required
A = Administrative use
permit required
C = Commission use
permit required
E = Use not allowed,
except under special
circumstances
Empty box = Use not
allowed

Notes:

See Section for an explanation of the table and each land use permit requirement.

A use permit shall be required of any new commercial, industrial, institutional, or accessory use, or major addition that involves the manufacture, storage, handling, or processing of hazardous materials in compliance with Section 16.36.080 (Hazardous materials).

See Division 8 for definitions of the listed land uses.

Home occupations require a home occupation permit (Chapter 16.132).

* Cannabis laboratories are not allowed to vertically integrate. This use is a stand- alone cannabis business and cannot be combined with any other cannabis business type.

ATTACHMENT C
SECTION III. AMENDMENT OF CODE
Title 16, Chapter 16.80, Section 16.80.380 is hereby added to the Stockton Municipal Code, as follows:

16.80.380 Food Truck Parks.

This section provides standards for development and operation of all Food Truck Parks on private property. All Food Truck Parks shall be allowed in zoning districts identified in Table 2-2 of Stockton Municipal Code Section 16.20.020 and shall comply with the standards in this section as well as the standards laid out in Chapters 16.24 and 16.28.

A. Purpose and Application.

The general purpose of this section is to ensure the safe and sanitary operation of Food Truck Parks; to enforce rules consistent with California Health and Safety Code and San Joaquin County Environmental Health Department; to establish rules and regulations for the use of private property to maintain and operate the Food Truck Park under which permits shall remain in compliance, be suspended, or revoked, and provide penalties for violations thereof.

Compliance determination will encompass all the provisions set forth in this section, including, but not limited to, site plan, parking availability, traffic movement, aesthetics, zoning, setbacks, environmental requirements, and conformity with the City’s General Plan.

B. Food Truck Park Permitting Requirements.

The following provides permit requirements for using private property to maintain and operate Food Truck Parks.

1. All Food Truck Parks shall comply with the following applicable land use requirements:

Number of Motorized
Food Wagons on
property
Duration of Operations
One time event held
over seven (7)
consecutive days or less
within a calendar year
per parcel.

Recurring event held
on three or fewer
days per week.

ATTACHMENT C
Food Truck
Plaza
Eleven
(11) or
more
Temporary Activity
Permit (TAP)
Commission Use
Permit (CUP)
Commission Use
Permit (CUP)
Food Truck
Park/Commis
sary Co-
locations
- Commission Use Permit
(CUP)
Commission Use
Permit (CUP)
Commission Use
Permit (CUP)

2. All construction must comply with the current building code and follow applicable building permit process.

3. All Food Truck Parks shall obtain t he necessary City Fire permits required for operation specified in California Fire Code, including, but not limited to, an Operational Fire Permit.

C. Development and Operation Standards. The following development standards apply to all Food Truck Parks.

1. Food Truck Park Area Requirements.
a. Minimum gross area shall be 5,000 square feet.
b. Minimum number of Motorized F ood Wagons at the Food Truck Park shall be two (2).

2. Motorized Food Wagon Area a nd Setback Requirements. a. The use and storage of LP-gas at the site are regulated pursuant to the California Fire Code (CFC), Chapter 61, and the National Protection Association. Requirements shall include, but are not limited to, the following:
i. Motorized Food Wagons shall be set back a minimum of 10 feet from all property lines.
ii. Motorized Food Wagons shall be located a minimum of 10 feet from any other Motorized Food Wagon.
iii. Motorized Food Wagons shall be located a minimum of 10 feet from any other structures on the site.

3. Site Improvements (Surfacing).
a. Parking spaces, driveways, m aneuvering aisles and turnaround areas shall be paved in accordance with Stockton Municipal Code Section

16.64.030(D).

4. Off-Street Parking Requirements.
a. Food Truck Park off-street parking requirements shall comply with Chapter 16.64 Off-Street Parking Standards of the Stockton Municipal Code.

ATTACHMENT C
i. Off-street parking shall be provided at the ratio of three (3) parking spaces per maximum number of Motorized Food
Wagons permitted on-site (exclusive of spaces provided for Motorized Food Wagon).

5. Fencing.
a. If perimeter fencing is installed, it shall comply with Chapter 16.48 of the Stockton Municipal Code. Gates for Motorized Food Wagons and for pedestrian access are required to be unlocked during operating hours.

6. Access.
a. Ingress and egress are required pur suant to Stockton Municipal Code Section 16.36.030. Adequate vehicular and pedestrian circulation is required.

7. Landscaping.
a. Landscaping is required pursuant to Stockton Municipal Code Chapter

16.56 Landscaping Standards, and Chapter 16.64 Off-Street Parking and Loading Standards.

8. Solid waste/Recyclable Materials Storage.
a. Solid Waste/Recyclable Material s Storage is pursuant to Stockton Municipal Code Section 16.36.130.
a. Size of the solid waste/recyclable storage shall be determined by Table 3-2 in Section 16.36.130, based upon the gross square footage of the Food Truck Park and Food Truck Park/Commissary Co-location property.

9. Discharge of Wastewater, Gray Wate r and Fats, Oils, and Grease (FOG). a. Motorized Food Wagons are prohibited from draining or spilling of wastewater, gray water and/or fats, oils, and grease into the storm drain system or on the ground.
b. Discharge of fats, oils, and grease to the sanitary sewer is pursuant to Stockton Municipal Code Chapter 13.40.

10. Maintenance/Cleanup
.
a. Property Maintenance is required pur suant to Chapter 8.36 Property Maintenance of the Stockton Municipal Code.

11. Lighting.
a. Lighting fixtures shall be insta lled to ensure user safety. Lighting fixtures shall be permanent and shall be consistent with the Stockton Municipal Code Section 16.32.070.

ATTACHMENT C

12. Seating.
a. Seating (eating area) is requi red for Food Truck Hubs, Food Truck Plazas, and Food Truck Park/Commissary Co-locations at the rate of three (3) seats per Motorized Food Wagon. Seating is not required for Food Truck Pods.
b. Provided seating must be arranged or situated so that it does not create a hazard to pedestrians or encroach on a required building exit, vehicle travel lane, driveway, or any public street.
c. A minimum of four (4) feet of clearance must be provided around any tree, newsstand, bike rack, planter, trash receptacle, etc. d. Seating area must be maintained in a manner such that it does not create an unsightly appearance.

13. Restroom Facilities. All Food Truck Parks and Food Truck Park/Commissary Co-locations must provide permanent on-site restrooms for both the Food Truck Park vendors and patrons.
a. A minimum of one (1) restroom fac ility shall be provided which is ADA accessible for Food Truck Parks up to 10 trucks.
a. At least one (1) additional restroom facility shall be provided for Food Truck Parks with eleven (11) or more trucks.
b. Restrooms shall have, at a mini mum, handwashing facilities with warm water (minimum 100°F), pump dispensed liquid hand soap and single- use towels in dispensers or other approved hand drying devices.

14. Pedestrian Protections.
a. Accessibility routes must be pr ovided and maintained as required by the California Building Code.
b. Path of travel and seating/eating area requires permanent affixed pedestrian protections.

15. Alcohol Sales.
a. Alcohol sales shall not occur from Motorized Food Wagons. b. Food Truck Park or Food Tru ck Park/Commissary Co-location owners/operators may apply for an on-sale alcoholic beverage sales establishment in accordance with Stockton Municipal Code Section

16.80.040.

16. Truck Storage.
a. Motorized Food Wagons shall not be stored at the Food Truck Park and must return to their Commissary daily, with exception of the Food Truck Park/Commissary Co-locations as defined in Stockton Municipal Code Section 16.80.380(F).

ATTACHMENT C

17. Live Entertainment.
a. Live Entertainment is allowed consistent with the Live Entertainment regulations consistent with Stockton Municipal Code Section

16.80.180.
b. A dedicated performance and vie wing area are required for Live Entertainment.

18. Utilities.
a. Electric outlet hookups are requir ed to be installed for each Motorized Food Wagon parking space and must be used while the Motorized Food Wagon is on the premises. No generators shall be utilized in the Food Truck Park or Food Truck Park/Commissary Co-location. b. Permanent potable water hookup sources are required to be installed for each Motorized Food Wagon parking space and must be used while the truck is on the premises. Potable water hookup is not required for Food Truck Pods.

19. Noise.
a. Food Truck Park and Food Truck Park/Commissary Co-location noise shall comply with Stockton Municipal Code Chapter 16.60.

20. Signage.
a. Food Truck Park and Food Truck Park/Commissary Co-location signage shall comply with Stockton Municipal Code Chapter 16.76 Signs of the Stockton Municipal Code.

21. Operating Hours.
a. Food Truck Park and Food Truck Park/Commissary Co-location hours of operation shall not be earlier than 7:00 AM, or later than 10:00 PM.

22. Operator Responsibility for Motorized Food Wagon Compliance a. The property owner or property owner ’s authorized agent is responsible to ensure that all Motorized Food Wagons and vendors operating at the Food Truck Park have obtained t he necessary San Joaquin County Environmental Health Permit, and Stockton Business Licenses for the Motorized Food Wagons and their staff.

D. Food Truck Parks (Occurring 3 or fewer days per week) at a set location.

ATTACHMENT C
i. Temporary Fencing, bollards, or similar barriers shall be required to delineate the Recurring Food Truck Park site. b. Landscaping
i. Landscaping may be installed but is not required.
c. Solid Waste
i. Dumpsters and trash enclosures may be provided but are not required.
d. Lighting
i. Temporary lighting may be provided in lieu of permanent lighting.
e. Utilities
i. If electric outlet hookups are not available, the use of generators is permissible.
f. Restrooms
i. A minimum of one (1) restroom providing hot water (100 F/ 37.7 C), which is also ADA accessible, shall be provided.
ii. Portable restroom facilitie s must be serviced during non- business hours.
g. Pedestrian Protections
i. Temporary Pedestrian Protections shall be provided.
h. Seating
i. Seating may be provided at the discretion of the operators. i. Utility Hookups
i. Electric Outlet hookups for temporary food truck parks are not required.

E. Temporary Food Park Truck Event (O ne-Time Event occurring 7 or less days per calendar year)

1. Temporary Food Park Truck Events must comply with all the provisions with above standards (16.80.380(D)).

2. A Temporary Food Truck Park Event requires a Temporary Activity Permit.

3. Restrooms.
a. A minimum of one (1) restroom prov iding hot water (100 F/ 37.7 C), which is also ADA accessible, shall be provided.
b. Portable restroom facilities must be serviced during non-business hours.

F. Food Truck Park/Commissary Co-locati ons Permitting General Development Standards.

ATTACHMENT C
Wagons shall not receive Commissary services from the Food Truck Park/Commissary Co-location.

2. All Food Truck Park/Commissary Co-locations shall be subject to all the provisions set forth in this Section (16.80.380(C)) and 16.80.385 (Commissary), with the exception outlined below.

a. Food Truck Park/Commissary Co -location Area Requirements. i. Minimum gross area shall be 10,000 square feet.
ii. Minimum number of Motorized Food Wagons serviced at the Food Truck Park/Commissary Co-location shall be two (2).

b. Off-Street Parking Requirements.
i. Off-street parking spaces shall be pr ovided at a rate of five (5) spaces per motorized food wagon, two (2) for Motorized Food Wagon workers and three (3) for Motorized Food Wagon patrons.

c. Hours of Operations.
i. The Food Truck Park/Commissary Co-location hours of operation shall not be earlier than 7:00 AM, or later than 10:00 PM.

d. Fencing.
i. Perimeter fencing shall be inst alled and shall comply with Chapter

16.48 for the Stockton Municipal Code. Gates for motorized food wagons and for pedestrian access are required to be unlocked during operating hours.

3. In the event of conflicting regulations between the respective provisions of this Section (16.80.380(C)) or 16.80.385 (Commissary), the more restrictive of the two will take precedence as defined in Stockton Municipal Code

16.08.020(D)(3).

SECTION IV. AMENDMENT OF CODE
Title 16, Chapter 16.80, Section 16.80.385 is hereby added to the Stockton Municipal Code, as follows:

16.80.385 Commissary.

This section provides standards for development and operation of all Commissaries on private property. All Commissaries shall be allowed in zoning districts identified in Table 2-2 of Stockton Municipal Code Section 16.20.020 and shall comply with the standards in this section as well as the standards as laid out in Chapters 16.24 and 16.28.

A Purpose and Application.

ATTACHMENT C
The general purpose of this section is to ensure the safe and sanitary operation of Commissaries; to enforce rules consistent with California Health and Safety Code and San Joaquin County Environmental Health Department; to establish rules and regulations for the use of private property to maintain and operate Commissaries under which permits shall remain in compliance, be suspended, or revoked, and provide penalties for violations thereof.

B General Commissary Operational Standards. The following provisions outline operational standards of a Commissary.

1. Required Functions. A Commissary shall meet all the applicable requirements as defined by the California Health and Safety Code and the San Joaquin County Environmental Health Department to accommodate all operations necessary to support Motorized Food Wagons or Mobile Commissaries. Applicable requirements shall include, but are not limited to, the following:
a. Sanitary disposal of liquid wastewater (grease interceptors) b. Proper handling and disposal of garbage and refuse (solid) waste (grease containers)
c. Permanent potable water sources (faucets) shall be installed per Motorized Food Wagon parking spot
d. Hot and cold water for cleaning
e. A safe and secure space to st ore Motorized Food Wagons, food, utensils, and supplies
f. Servicing areas at commissari es shall be provided with overhead protection, except areas used only for the loading of water or the discharge of sewage and other liquid waste through the use of a closed system of hoses need not be provided with overhead protection g. Servicing area used for vehicle washing/cleaning shall be sloped and drained to an approved wastewater system (sand/oil separator) h. Permanent electric power connections shall be installed per Motorized Food Wagon parking spot
i. Restrooms (minimum 100°F)

2. Optional Functions. A Commissary may provide the following services to support Motorized Food Wagons:
a. Refrigeration space
b. Dry storage space
c. Food service equipment repair maintenance

ATTACHMENT C
d. Three Compartment Sink (requir ed if food preparation space will be provided)
e. Propane (LP-Gas) services (The use and storage LP-Gas is regulated pursuant to the California Fire Code (CFC), Chapter 61, and the National Fire Protection Association – Standard 58)

C Commissary Permitting Requirements.

1. All Commissaries shall comply wit h acceptable land use entitlement requirements outlined in this section.
a. The property line containing a Co mmissary shall not be adjacent to residential zoning or located within 30 feet of a building containing a residential use.

2. All construction must comply with the current building code and follow the appliable building permit process.

3. All Commissaries shall obtain all necessary approvals from the San Joaquin County Environmental Health Department.

4. All Commissaries shall obtain the nece ssary City’s fire permits required for operation specified in California Fire Code, including, but not limited to, an Operational Fire Permit.

5. No Commissary shall be utilized for any other purpose than their intended use, with exception of the Food Truck Park/Commissary Co-locations as defined in Stockton Municipal Code Section 16.80.380(F).

D Commissary Development Standards. The following development standards apply to all Commissaries.

1. Motorized Food Wagon Parking Area and Setback Requirements. a. Setback requirements for Motoriz ed Food Wagon parking are pursuant to California Fire Code, including, but not limited to, maintaining a 10 feet noncombustible space around Motorized Food Wagons.

2. Commissary Area Requirements.
b. Minimum gross area shall be 10,000 square feet.
c. Minimum number of Motorized F ood Wagons serviced at the Commissary shall be two (2).

3. Enclosed Use Requirements. Commissaries located in IL (industrial, limited) zoning district are pursuant to Stockton Municipal Code 16.24.130.

4. Surfacing.
a. Parking spaces, driveways, maneuvering aisles and turnaround areas shall be paved in accordance with Stockton Municipal Code Section

16.64.30(D).

5. Off-Street Parking Requirements.

ATTACHMENT C
a. Commissary off-street parking requ irements shall comply with Chapter

16.64 Off-Street Parking Standards of the Stockton Municipal Code. i. Off street parking for Commissa ry Staff shall be provided at the minimum ratio of 1 parking space per 250 square feet of indoor gross floor area, with exception of a Food Truck
Park/Commissary Co-location as defined in Stockton Municipal Code Section 16.80.380(F).
ii. Off street parking for Moto rized Food Wagon Vendors shall be provided at the rate of two (2) parking spaces per Motorized Food Wagon, with exception of the Food Truck
Park/Commissary Co-locations as defined in Stockton Municipal Code Section 16.80.380(F).

1. One parking space requirement may be met through the Motorized Food Wagon parking space.

6. LP-Gas (Liquid Petroleum).
a. The use and storage LP-Gas is regulated pursuant to the California Fire Code (CFC), Chapter 61, and the National Fire Protection Association – Standard 58.

7. Fencing.
a. Perimeter fencing shall be inst alled and shall comply with Chapter

16.48 for the Stockton Municipal Code. Gates for motorized food wagons and for pedestrian access are required to be unlocked during operating hours.

8. Access.
a. Ingress and egress are required pur suant to Stockton Municipal Code Section 16.36.030. Adequate vehicular and pedestrian circulation is required.

9. Landscaping.
a. Landscaping is required purs uant to Chapter 16.56 Landscaping Standards and Chapter 16.64 Off-Street Parking and Loading Standards of the Stockton Municipal Code.

10. Solid waste/Recyclable Materials Storage.
a. Solid Waste/Recyclable Material s Storage is pursuant to Stockton Municipal Code Section 16.36.130.
b. Size of the solid waste/recyclable storage shall be determined by Table 3-2 in Section 16.36.130, based upon the gross square footage of the Commissary property.

11. Discharge of Wastewater, Gray Water and Fats, Oils, and Grease (FOG).

ATTACHMENT C
a. Commissaries and Motorized Food Wagons are prohibited from draining or spilling of wastewater, gray water and/or fats, oils, and grease into the storm drain system or on the ground.
b. Discharge of fats, oils, and grease to the sanitary sewer is pursuant to Stockton Municipal Code Chapter 13.40.
c. Minimum standards. A Commissary shall meet the following requirements to accommodate the operational needs of Motorized Food Wagons.

1. Installation of a grease interc eptor with regular maintenance and pumping. Grease interceptor requirements are pursuant to Stockton Municipal Code Section 13.40.100.

2. Yellow grease receptacles and routine hauling is required.

12. Property Maintenance/Cleanup.
a. Property Maintenance is required pursuant to Chapter 8.36 Property Maintenance of the Stockton Municipal Code.

13. Lighting.
a. Adequate lighting shall be installe d to ensure user safety. Lighting fixtures shall be permanent and shall be consistent with the Stockton Municipal Code Section 16.32.070.

14. Utilities.
a. Permanent electric outlet hookups and potable water connections shall be installed for each Motorized Food Wagon parking space.

15. Noise.
a. Commissary noise shall comply with Chapter 16.60 Noise Standards of the Stockton Municipal Code.

16. Signage.
a. Commissary signage shall comply with Chapter 16.76 Sign Standards of the Stockton Municipal Code.

SECTION V. AMENDMENT OF CODE
Title 16, Chapter 16.240, Section 16.240.020 of the Stockton Municipal Code is amended to include the following definitions and revision:
† Commissary (Land Use). An establishment where food, containers, equipment, or supplies are stored, handled, prepared, or prepackaged for use in Motorized Food Wagons.

ATTACHMENT C
Commissary Kitchen. A retail or non-retail, food establishment devoted to the commercial preparation, production, and cooking of food and beverages for on or off- site consumption.

Cottage Food Operations. A home-based business that can prepare and package non-potentially hazardous foods in a private home kitchen and has received a Cottage Food License from San Joaquin County Environmental Health. † Food Truck Park (Land Use). A permanent open-air facility that is designed to accommodate two (2) or more operating Motorized Food Wagons to offer food or beverages for sale to the public located on a developed lot or parcel(s). The Food Truck Park is strictly for the sale of foods or beverages. The scale of uses that encompass the Food Truck Park include, Food Truck Pod, Food Truck Hub, and Food Truck Plaza.

1. Food Truck Pod (Land Use). A permanent open-air facility that is designed to accommodate two (2) to five (5) operating Motorized Food Wagons to offer food or beverages for sale to the public located on a developed lot or parcel(s).

2. Food Truck Hub (Land Use). A permanent open-air facility that is designed to accommodate six (6) to ten (10) or more operating Motorized Food Wagons to offer food or beverages for sale to the public located on a developed lot or parcel(s).

3. Food Truck Plaza (Land Use). A permanent open-air facility that is designed to accommodate eleven (11) or more operating Motorized Food Wagons to offer food or beverages for sale to the public located on a developed lot or parcel(s).
† Food Truck Park/Commissary Co-location (Land Use). A land use intended to accommodate Motorized Food Wagons that offer food or beverages for sale to the public and provide the required Commissary services to those Motorized Food Wagons residing at the site.

Ice Cream Commissary. An establishment that services only ice cream Motorized Food Wagons or other vendors that sell ice cream.

Mobile Commissary. Any vehicle used in conjunction with the Commissary, as defined per Stockton Municipal Code Section 16.80.385, that travels to, and services, Motorized Food Wagons as needed to replenish supplies, including food and potable water, clean the interior of the unit, or dispose of liquid or solid wastes.

Motorized Food Wagon. Any vehicle as defined in Section 670 of the California Vehicle Code, which is equipped and used for retail sales of prepared; pre-packaged; or unprepared, unpackaged food or foodstuffs of any kind on any public street, alley, highway, or private street, alley, or property within the City. For the purposes of this chapter, a motorized food wagon shall also include any trailer or wagon pulled by a vehicle.

ATTACHMENT C
SECTION VI. SEVERABILITY
If any of this ordinance or the application thereof to any person or circumstances is held invalid, that invalidity shall not affect other provisions or applications of the act which can be given without the invalid provision or application, and to this end the provisions of this act are severable.

SECTION VII. EFFECTIVE DATE
This Ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED: _______________

EFFECTIVE: _______________

______ __________________________
KEVIN J. LINCOLN II
Mayor of the City of Stockton

ATTEST:

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

ATTACHMENT C

ATTACHMENT D

ATTACHMENT D
ORDINANCE NO.

16.240.020, ADDING SECTIONS 16.80.380 AND 16.80.385, RELATED TO FOOD

TRUCK PARKS AND COMMISSARIES

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

b. Finding #2: The proposed amendment will not endanger, jeopardize, or otherwise constitute a hazard to the public convenience, health, interest, safety, or general welfare of persons residing or working in the City.

c. Finding #3: The proposed amendment complies with the California Environmental Quality Act (CEQA) and the City’s CEQA Guidelines.

Evidence: The proposed development code text amendments are consistent with the General Plan Environmental Impact Report (EIR) (SCH No. 2017052062). These amendments will not result in physical impact or change to the land use intensities identified in the General Plan Environmental Impact Report (EIR). The EIR document provides a programmatic review of the potential impacts associated with the implementation of the General Plan. None of the potential changes being considered will impact the analysis or conclusions of the General Plan EIR as the extent of the potential impacts and allowed density considered in the General Plan EIR. Future proposals based on the amendments would be reviewed on a case-by-case basis for consistency with this review and the General Plan EIR.

In addition, section 16.212.030(B)(2) of the Stockton Municipal Code (SMC) requires the following Findings of Fact be made for Development Code Amendments.

d. Finding #4: Additional Finding for Development Code Amendments. The proposed amendment would be internally consistent with other applicable provisions of this Development Code.

SECTION II. AMENDMENT OF CODE
Title 16, Chapter 16.20, Section 16.20.020 of the Stockton Municipal Code (SMC) is amended to read, as follows:

16.20.020 Allowable land uses and permit requirements.

4. Changes to an Approved Project. Changes to an approved project that required a land use permit shall be subject to the requirements of Chapter 16.104 (Changes to an Approved Project).

5. Uses Not Listed. Land uses that are not listed in Table 2-2 are not allowed, except as otherwise provided by Section 16.08.020(E) (Rules of interpretation—Allowable uses of land).

D. Accessory Uses. Accessory land uses are subject to the requirements of Section 16.80.020 (Accessory uses and structures).

E. Temporary Uses. Temporary uses are subject to the requirements of Chapter 16.164 (Temporary Activity Permits).

1. Auto/Vehicle Services: Car Washes; and

2. Auto/Vehicle Services: Fueling Stations.

TABLE 2-2

ALLOWABLE LAND USES AND PERMIT REQUIREMENTS

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS

AGRICULTURAL AND RESOURCE-RELATED USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Agricultural
activities &
facilities
P P P A 16.80.060

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

BUSINESS AND PROFESSIONAL USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Banks and
financial
services

P P P P P P P
Business
support
services

P P P P P P P
Offices P A P P P P A A P L 16.80.240

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

RECREATION, EDUCATION, AND PUBLIC ASSEMBLY USES

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Activity
centers A A A A A A A A A L A L C
Adult related
establishme
nts
P P P 16.80.030
Auditoriums,
meeting
halls, and
theaters

P P P P L L

16.24.080(B)(2)

16.24.090(B)

16.24.110(D)

16.24.180(D)
Bridge clubs
and
nongamblin
g board
games

P P P P P L
Card rooms C C C L 16.80.040

16.80.270
Clubs,
lodges, and
private
meeting
halls

P P P P P L P P A
Commercial
amusement
facilities

A A A A A A
Educational
facilities
Academic
schools—
Private

A A A A A A A A
Academic
schools—
Public

P P P P P
Colleges
and
universitie

C C

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
s—
Private
Vocationa
l and
technical
schools

P P P P P P P
Equipmen
t repair
and
maintena
nce
training

P P A P L
Specializ
ed
education
and
training

A A P P P A P P L
Vehicle
repair and
maintena
nce
training

A P P P L
Truck and
heavy
equipmen
t
education
and
training

P P P L
Equestrian
facilities C A A L C
Golf
courses/cou
ntry clubs

C C C C C A A A P L A
Indoor
recreation
facilities

P
A

A A A A A P L
Libraries
and
museums

C C C P P P P P P P L A

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Live
entertainme
nt

A P P P P P 16.80.180
Marinas C C C A A
Outdoor
assembly
facilities

A A A L
Outdoor
commercial
recreation
facilities

C C C C C A
Parks and
playgrounds P P P P P P P P P P
Pool
halls/billiard
parlors

C C C L 16.80.040

16.80.270
Private
entertainme
nt facilities

C C C C
Private
residential
recreation
facilities
A A A A 16.80.030

16.80.270
Recreational
vehicle
parks

A A A L
Religious
facilities A A A A P P P P P P P L 16.80.080
Studios

A P P P P P L C

RESIDENTIAL USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Accessory
dwelling
units (ADUs)
and junior
accessory
dwellin
g

P P P P P P P P P

P
P 16.80.310

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
units
(JADUs)
Caretaker
and
employee
housing

A
A
Residential
care
facilities

Assisted
living
facilities
A C P P P P P L 16.80.300
Care
homes, 6
or fewer
clients

P P P P P
Family
care
homes, 7
or more
clients
C C C L 16.80.300
Senior
care
facilities, 7
or more
clients
A A A A L 16.80.300

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Rooming
and
boarding
houses

A A L
Senior
residential
projects

P P P P P P P
L 16.80.220
Single-
family
dwellings

P P P P L
Townhouses A P P P P P P L 16.80.215
Triplexes P P P
A L 16.80.215
Fourplexes P P P A 16.80.215

RETAIL TRADE
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Agricultural
chemical
sales
A L P 16.36.080
Alcoholic
beverage
sales

Bars and
nightclubs
—On-sale
C C C C 16.80.270
Sale of
alcohol—
Off-sale
C C C C C C 16.80.040
With
another
use—On-
sale

L L L L L L
Artisan
shops P P P P P L P
Auto and
vehicle
sales—New

L C
L P 16.24.120 16.80.0
70 16.80.330

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

Food Truck
Pod
L L L L L 16.80.380
Food Truck
Hub
A A A A A 16.80.380
Food Truck
Plaza
C C C C C 16.80.380
Food Truck
Park/Commi
ssary Co-
Location

C C C C C C

16.80.380
Furniture,
furnishings,
and
appliance
stores
C P P P P P P 16.80.330
Mobile
home sales A P 16.80.330

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Nurseries
and garden
supply
stores
A C A P P P P P 16.80.330
Outdoor
retail sales
and
activities

A A A A 16.80.260
Pet shops P P P P
Recreational
vehicle &
boat sales—
New/used
L A L 16.80.330
Restaurants
A P P P P P P P 16.80.250,

16.24.060
Retail stores A P P P P P P P P 16.80.330
Secondhand
stores/pawn
shops

A A A A
Shopping
centers
Neighborh
ood
A P P 16.80.330
Communit
y C
P P 16.80.330
Regional P
A P 16.80.330
Warehouse
retail stores C C C 16.80.330

SERVICES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Adult day
care
facilities

P P P P P A L
Animal
services

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Kennel
and
boarding
facilities

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Large
family
child care
homes
P P P P P P P P P 16.80.100
Small
family
child care
homes

P P P P P P P P P
Commissary A A A A 16.80.385
Equipment
rental L P A P P
Funeral
facilities and
services

P P P P P
Massage
establishme
nt

16.80.190
State
certified P P P P P

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Non-
certified C C A A
Medical
services
Ambulanc
e service A P P P L P P L
Clinics
and
laboratori
es

P P P P P L P L
Extended
care C C C P P P P L
Health-
related P P P P A 16.80.190
Hospitals C C C C
Medical-
related
facilities

P P P P P P
Non-
storefront
cannabis
retail
operator
permit
(delivery
only)
A A A A A A A 16.80.195
Personal
services—
Restricted

C C A A
Personal
services—
Unrestricted

P P P P P
Personal
storage
facilities
(mini-
storage)
A L L P P P 16.80.200
Repair
services P P P P P P

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Sanitary
services C A P L 16.36.080
Social
services
facilities

Drug
abuse,
alcohol
recovery/t
reatment
facility

A A A A
Feeding
centers C C C A
Emergen
cy
shelters
C C C C P P P 16.80.155

C C C C P C
Vehicle and
freight
terminals
P P P

OTHER USES
R
E
R
L
R
M
R
H
C
O
C
N
C
G
C
D
C
L
C
A IL I
G
P
T
P
F
O
S
Live-work
space P P P P P P P

LAND USES PERMIT REQUIREMENT BY ZONING DISTRICT

SPECIFIC USE

STANDARDS
Major
impact
facilities
C C C
Motion
picture
production

P P P P
Multi-use
facilities
A P P P P P A A P 16.80.230
Public and
semipublic
utility
facilities

A A A A A A P P P L P P P L
Public
institutions C C C C C C C C C C C L L
Signs—Off-
premises E E E E E E E 16.76.110

Notes:

See Section for an explanation of the table and each land use permit requirement.

See Division 8 for definitions of the listed land uses.

Home occupations require a home occupation permit (Chapter 16.132).

* Cannabis laboratories are not allowed to vertically integrate. This use is a stand- alone cannabis business and cannot be combined with any other cannabis business type.

SECTION III. AMENDMENT OF CODE
Title 16, Chapter 16.80, Section 16.80.380 is hereby added to the Stockton Municipal Code, as follows:

16.80.380 Food Truck Parks.

A. Purpose and Application.

B. Food Truck Park Permitting Requirements.

The following provides permit requirements for using private property to maintain and operate Food Truck Parks.

1. All Food Truck Parks shall comply with the following applicable land use requirements:

Number of Motorized
Food Wagons on
property
Duration of Operations
One time event held
over seven (7)
consecutive days or less
within a calendar year
per parcel.

Recurring event held
on three or fewer
days per week.

Permanent
(Seven (7) days a
week)
Food Truck
Pod
Two (2)
to Five
(5)
Temporary Activity
Permit (TAP)
Land Development
Permit (LDP)
Land
Development
Permit (LDP)
Food Truck
Hub
Six (6) to
Ten (10)
Temporary Activity
Permit (TAP)
Administrative Use
Permit (AUP)
Administrative Use
Permit (AUP)
Food Truck
Plaza
Eleven
(11) or
more
Temporary Activity
Permit (TAP)
Commission Use
Permit (CUP)
Commission Use
Permit (CUP)
Food Truck
Park/Commis
sary Co-
locations
- Commission Use Permit
(CUP)
Commission Use
Permit (CUP)
Commission Use
Permit (CUP)

2. All construction must comply with the current building code and follow applicable building permit process.

3. All Food Truck Parks shall obtain t he necessary City Fire permits required for operation specified in California Fire Code, including, but not limited to, an Operational Fire Permit.

C. Development and Operation Standards. The following development standards apply to all Food Truck Parks.

1. Food Truck Park Area Requirements.
a. Minimum gross area s hall be 5,000 square feet.
b. Minimum number of Motorized F ood Wagons at the Food Truck Park shall be two (2).

3. Site Improvements (Surfacing).
a. Parking spaces, driveways, m aneuvering aisles and turnaround areas shall be paved in accordance with Stockton Municipal Code Section

16.64.030(D).

4. Off-Street Parking Requirements.
a. Food Truck Park off-street par king requirements shall comply with Chapter 16.64 Off-Street Parking Standards of the Stockton Municipal Code.
i. Off-street parking shall be prov ided at the ratio of three (3) parking spaces per maximum number of Motorized Food
Wagons permitted on-site (exclusive of spaces provided for Motorized Food Wagon).

6. Access.
a. Ingress and egress are required pur suant to Stockton Municipal Code Section 16.36.030. Adequate vehicular and pedestrian circulation is required.

7. Landscaping.
a. Landscaping is required pursuant to Stockton Municipal Code Chapter

16.56 Landscaping Standards, and Chapter 16.64 Off-Street Parking and Loading Standards.

9. Discharge of Wastewater, Gray Wate r and Fats, Oils, and Grease (FOG). a. Motorized Food Wagons are prohi bited from draining or spilling of wastewater, gray water and/or fats, oils, and grease into the storm drain system or on the ground.
b. Discharge of fats, oils, and grease to the sanitary sewer is pursuant to Stockton Municipal Code Chapter 13.40.

10. Maintenance/Cleanup.
a. Property Maintenance is required pur suant to Chapter 8.36 Property Maintenance of the Stockton Municipal Code.

11. Lighting.
a. Lighting fixtures shall be insta lled to ensure user safety. Lighting fixtures shall be permanent and shall be consistent with the Stockton Municipal Code Section 16.32.070.

14. Pedestrian Protections.
a. Accessibility routes must be provided and maintained as required by the California Building Code.
b. Path of travel and seating/eat ing area requires permanent affixed pedestrian protections.

16.80.040.

17. Live Entertainment.
a. Live Entertainment is allowed co nsistent with the Live Entertainment regulations consistent with Stockton Municipal Code Section

16.80.180.
b. A dedicated performance and vie wing area are required for Live Entertainment.

18. Utilities.
a. Electric outlet hookups are required to be installed for each Motorized Food Wagon parking space and must be used while the Motorized Food Wagon is on the premises. No generators shall be utilized in the Food Truck Park or Food Truck Park/Commissary Co-location. b. Permanent potable water hookup sour ces are required to be installed for each Motorized Food Wagon parking space and must be used while the truck is on the premises. Potable water hookup is not required for Food Truck Pods.

19. Noise.
a. Food Truck Park and Food Truck Park/Commissary Co-location noise shall comply with Stockton Municipal Code Chapter 16.60.

20. Signage.
a. Food Truck Park and Food Truck Park/Commissary Co-location signage shall comply with Stockton Municipal Code Chapter 16.76 Signs of the Stockton Municipal Code.

21. Operating Hours.
a. Food Truck Park and Food Truck Park/Commissary Co-location hours of operation shall not be earlier than 7:00 AM, or later than 10:00 PM.

D. Food Truck Parks (Occurring 3 or fewer days per week) at a set location.

1. Location. Recurring Food Truck Parks that are the primary use of a site shall comply with all the provisions of above standards (16.80.380(C)). Recurring Food Truck Parks that are located on a site where the Food Truck Park is not the primary use of the site shall comply with the following provisions:
a. Siting
i. Temporary Fencing, bollards, or similar barriers shall be required to delineate the Recurring Food Truck Park site. b. Landscaping
i. Landscaping may be installed but is not required.
c. Solid Waste
i. Dumpsters and trash enclosure s may be provided but are not required.
d. Lighting
i. Temporary lighting may be provided in lieu of permanent lighting.
e. Utilities
i. If electric outlet hookups are not available, the use of generators is permissible.
f. Restrooms
i. A minimum of one (1) restroom providing hot water (100 F/ 37.7 C), which is also ADA accessible, shall be provided.
ii. Portable restroom facilitie s must be serviced during non- business hours.
g. Pedestrian Protections
i. Temporary Pedestrian Protections shall be provided.
h. Seating
i. Seating may be provided at the discretion of the operators. i. Utility Hookups
i. Electric Outlet hookups for temporary food truck parks are not required.

E. Temporary Food Park Truck Event (O ne-Time Event occurring 7 or less days per calendar year)

1. Temporary Food Park Truck Events must comply with all the provisions with above standards (16.80.380(D)).

2. A Temporary Food Truck Park Event requires a Temporary Activity Permit.

F. Food Truck Park/Commissary Co-locati ons Permitting General Development Standards.

1. All Food Truck Park/Commissary Co -locations shall provide Commissary services (per Stockton Municipal Code Section 16.80.385) to Motorized Food Wagons that permanently reside at the site. Non-resident Motorized Food Wagons shall not receive Commissary services from the Food Truck Park/Commissary Co-location.

2. All Food Truck Park/Commissary Co-l ocations shall be subject to all the provisions set forth in this Section (16.80.380(C)) and 16.80.385 (Commissary), with the exception outlined below.

c. Hours of Operations.
i. The Food Truck Park/Commissary Co-location hours of operation shall not be earlier than 7:00 AM, or later than 10:00 PM.

d. Fencing.
i. Perimeter fencing shall be inst alled and shall comply with Chapter

16.48 for the Stockton Municipal Code. Gates for motorized food wagons and for pedestrian access are required to be unlocked during operating hours.

16.08.020(D)(3).

SECTION IV. AMENDMENT OF CODE
Title 16, Chapter 16.80, Section 16.80.385 is hereby added to the Stockton Municipal Code, as follows:

16.80.385 Commissary.

A Purpose and Application.

The general purpose of this section is to ensure the safe and sanitary operation of Commissaries; to enforce rules consistent with California Health and Safety Code and San Joaquin County Environmental Health Department; to establish rules and regulations for the use of private property to maintain and operate Commissaries under which permits shall remain in compliance, be suspended, or revoked, and provide penalties for violations thereof.

B General Commissary Operational Standards. The following provisions outline operational standards of a Commissary.

2. Optional Functions. A Commissary may provide the following services to support Motorized Food Wagons:
a. Refrigeration space
b. Dry storage space
c. Food service equipment repair maintenance
d. Three Compartment Sink (requir ed if food preparation space will be provided)
e. Propane (LP-Gas) services (The use and storage LP-Gas is regulated pursuant to the California Fire Code (CFC), Chapter 61, and the National Fire Protection Association – Standard 58)

C Commissary Permitting Requirements.

2. All construction must comply with the current building code and follow the appliable building permit process.

3. All Commissaries shall obtain all necessary approvals from the San Joaquin County Environmental Health Department.

4. All Commissaries shall obtain the nece ssary City’s fire permits required for operation specified in California Fire Code, including, but not limited to, an Operational Fire Permit.

D Commissary Development Standards. The following development standards apply to all Commissaries.

2. Commissary Area Requirements.
b. Minimum gross area shall be 10,000 square feet.
c. Minimum number of Motorized F ood Wagons serviced at the Commissary shall be two (2).

3. Enclosed Use Requirements. Commissaries located in IL (industrial, limited) zoning district are pursuant to Stockton Municipal Code 16.24.130.

4. Surfacing.
a. Parking spaces, driveways, maneuvering aisles and turnaround areas shall be paved in accordance with Stockton Municipal Code Section

16.64.30(D).

5. Off-Street Parking Requirements.
a. Commissary off-street parking requ irements shall comply with Chapter

1. One parking space requirement may be met through the Motorized Food Wagon parking space.

6. LP-Gas (Liquid Petroleum).
a. The use and storage LP-Gas is regulated pursuant to the California Fire Code (CFC), Chapter 61, and the National Fire Protection Association – Standard 58.

7. Fencing.
a. Perimeter fencing shall be inst alled and shall comply with Chapter

16.48 for the Stockton Municipal Code. Gates for motorized food wagons and for pedestrian access are required to be unlocked during operating hours.

8. Access.
a. Ingress and egress are required pur suant to Stockton Municipal Code Section 16.36.030. Adequate vehicular and pedestrian circulation is required.

9. Landscaping.
a. Landscaping is required purs uant to Chapter 16.56 Landscaping Standards and Chapter 16.64 Off-Street Parking and Loading Standards of the Stockton Municipal Code.

11. Discharge of Wastewater, Gray Water and Fats, Oils, and Grease (FOG). a. Commissaries and Motorized Food Wagons are prohibited from draining or spilling of wastewater, gray water and/or fats, oils, and grease into the storm drain system or on the ground.
b. Discharge of fats, oils, and grease to the sanitary sewer is pursuant to Stockton Municipal Code Chapter 13.40.
c. Minimum standards. A Commissary shall meet the following requirements to accommodate the operational needs of Motorized Food Wagons.

1. Installation of a grease interc eptor with regular maintenance and pumping. Grease interceptor requirements are pursuant to Stockton Municipal Code Section 13.40.100.

2. Yellow grease receptacles and routine hauling is required.

12. Property Maintenance/Cleanup.
a. Property Maintenance is required pursuant to Chapter 8.36 Property Maintenance of the Stockton Municipal Code.

13. Lighting.
a. Adequate lighting shall be installe d to ensure user safety. Lighting fixtures shall be permanent and shall be consistent with the Stockton Municipal Code Section 16.32.070.

14. Utilities.
a. Permanent electric outlet hookups and potable water connections shall be installed for each Motorized Food Wagon parking space.

15. Noise.
a. Commissary noise shall comply with Chapter 16.60 Noise Standards of the Stockton Municipal Code.

16. Signage.
a. Commissary signage shall comply with Chapter 16.76 Sign Standards of the Stockton Municipal Code.

Commissary Kitchen. A retail or non-retail, food establishment devoted to the commercial preparation, production, and cooking of food and beverages for on or off- site consumption.

Ice Cream Commissary. An establishment that services only ice cream Motorized Food Wagons or other vendors that sell ice cream.

SECTION VI. SEVERABILITY
If any of this ordinance or the application thereof to any person or circumstances is held invalid, that invalidity shall not affect other provisions or applications of the act which can be given without the invalid provision or application, and to this end the provisions of this act are severable.

SECTION VII. EFFECTIVE DATE
This Ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED: _______________

EFFECTIVE: _______________

______ __________________________
KEVIN J. LINCOLN II
Mayor of the City of Stockton

ATTEST:

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

COMMUNITY DEVELOPMENT DEPARTMENT
New Regulations for Food Truck Park and Commissary
Developments
City Council
April 18, 2023
Public Hearing
Agenda Item 16.2
Food Truck Parks
•Private Developments•Multiple Food Vendors•Dine In & Take Out Background
• Title 16 Silent on Food Truck Parks (FTP) &
Commissaries
• First FTP permitted under 6-Month Temporary
Activity Permit in 2020
• Title 16 Update Determined Necessary
Ordinance Development
First Draft Addressed Food Truck Parks Based on Research & TAP Experience Ad Hoc Committee Formed6 City DepartmentsSJC Environmental HealthIndustry Representatives Ad Hoc Committee, Ordinance Refinement, Planning Commission 3 Meetings to Review First Draft
Commissary Ordinance Added
Research & Modifications
4th Meeting to Review Updated Draft
Planning Commission 7-0 Vote Recommending Adoption
Commissaries
•Food Truck & Supplies Storage•Truck Wash•Liquid & Solid Waste Disposal

Ad Hoc Committee, Ordinance Refinement, Planning Commission 3 Meetings to Review First Draft
Commissary Ordinance Added
Research & Modifications
4th Meeting to Review Updated Draft
Planning Commission 7-0 Vote Recommending Adoption
Proposed Ordinance: Overview
Zoning
Permitting Requirements
Development & Operation Standards
Glossary Definitions
Proposed Ordinance: Zoning & Permitting RequirementsMiscellaneousIndustrialCommercialResidential Open SpacePublic FacilitiesPortGeneralLimitedAutoLarge-ScaleDowntownGeneralNeighbor-hoodOfficeHigh DensityMedium DensityLow DensityEstatesOSPFPTIGILCACLCDCGCNCORHRMRLRE LLLLLFood Truck Pod (2-5)AAAAAFood Truck Hub (6-10)CCCCCFood Truck Plaza (11+)CCCCCCFood Truck Park/Commissary Co-LocationAAAACommissary Permitting Legend•L = Land Development Permit (LDP)•A = Administrative Use Permit (AUP)•C = Commission Use Permit (CUP) Development & Operation Standards: Food Truck Parks
Development StandardsArea, Setbacks, Paving, Parking, Fencing, Access, Landscaping, Solid Waste, Lighting, Seating, Restrooms, Pedestrian Protections, Alcohol Sales, Utilities, Signage Operation StandardsDischarge of Liquid Waste, Property Maintenance/Cleanup, Truck Storage, Live Entertainment, Noise, Operating Hours, Food Truck Licensing Compliance Reduced Requirements for Parks Occurring < 3 Days per Week Development & Operation Standards: Commissaries
Development & Operation StandardsSetbacks, minimum area, paving, parking, LP-gas storage, access, landscaping, solid waste/recycling, liquids disposal, property maintenance, lighting, utilities, noise, signage Required FunctionsLiquid waste disposal, solid waste disposal, potable water source including hot & cold, secure storage for food wagons and supplies, electrical hookups, restrooms Optional FunctionsRefrigeration, dry storage, food service equipment repair, food preparation space with 3-compartment sink, propane services Development & Operation Standards: Co-Locations
Development & Operation StandardsMeet all requirements of both Food Truck Park and Commissaries Differences Between Park and Commissary = More Restrictive AppliesArea requirements, parking, operating hours, fencing Recommendations

2. Adopt an Ordinance amending Title 16 (Development Code) of the Stockton Municipal Code to create regulations pertaining to food truck parks and commissaries.

City Council and Concurrent AuthoritiesApril 18, 2023

City Council and Concurrent Authorities
April 18, 2023