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
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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