City Council and Concurrent Authorities
March 19, 2024

ATTACHMENT B
957
Legislative Advocacy
Program
Scope
• Legislative Program Consultation - Annual Legislative Programs, government relations strategy and funding
strategy development
• Legislative Advocacy – Represent the City; review
executive proposals, legislation, administrative rules; provide regular reports; prepare letters and testimony; facilitate communication and meetings
• Funding Advocacy and Assistance – Advise and assist in the preparation of appropriations, earmarks and other
funding opportunities requests
• Political Reform (State Program) – Register on behalf of the City, and comply with all reporting requirements
mandated by the Lobbying Disclosure Act

ATTACHMENT B
958
Legislative Program
Timeline & Process
State Legislative Year: July 1 – June 30
Federal Legislative Year: October 1 – September 30
• Biweekly Meetings: Teams update meetings scheduled throughout year.
• October-December: Discuss City funding and policy environment in preparation for new calendar year.
• January: Departmental legislative discussions with Federal and State lobbyists throughout month.
• January-February: State bill season. Conduct City staff brainstorming and planning session for appropriations.
• February-March: Develop funding and policy proposals to present to Council at Strategic Planning and Goal Setting Workshop. • March-April: Present Federal and State Legislative Advocacy Program at Council meeting. Submit appropriation requests. • May: Federal SJCOG One Voice project proposal and advocacy during annual trip to Washington, D.C.

ATTACHMENT B
959
State Level Advocacy
Emanuels Jones and Associates (EJA)
• Sacramento-based non-partisan government relations
firm established in 1987
• Consultant has provided state legislative advocacy
services to the City of Stockton since 2012
• Specializes in California local government issues, with experience in local government, municipal law,
municipal finance
• Expertise in areas of public works, transportation,
public safety, telecommunications, environmental
issues and community services issues
• Employs state-of-the-art bill tracking systems for timely delivery of information to clients
• From policy review, strategic planning to legislative development and regulatory implementation, EJA
assists and positions clients for success

ATTACHMENT B
960
Legislative Program
Accomplishments in 2023
State Level
• Worked with Assemblymember Villapudua,
Senator Eggman and a coalition of advocates to
stop inclusion of Delta Conveyance Project in
Governor’s Infrastructure Package (SB 149).
• Worked with coalition of lobbyists to stop key
water rights bills, that would have severely
restricted the City’s water rights.
• Worked with Big City Mayors to secure $1 Billion
in funding for Round 5 of HHAP in State Budget.
• Worked to protect funding for urban flood risk
reduction projects in the State Budget.
• Worked with Assemblymember Villapudua and
Senator Eggman’s Offices on letter of support for
the City’s Homekey application.
• Supported mental health legislation as well as
legislation to allow the City to achieve a 200-year
event level of flood protection.

ATTACHMENT B
961
Legislative Program
Funding in 2023
State Level
• Bubbler system & Trash boom at Morelli
Park - $3 Million
• Miracle Mile Public Safety Maintenance
Substation and Parking - $3.1 Million
• Aquatics infrastructure - $4 Million
• Vocational Opportunities for People/Adults
with Intellectual Disabilities - $1 Million

ATTACHMENT B
962
City of
Stockton
Priorities
2024
State Level

1. Workforce Infrastructure Upsizing: Inte grate development of Stockton Arena Parking Garage/Food Incubator with workforce development and leverage entrepreneurship.

2. Restorative Justice Adult Housing Support: Fund a nd implement the Restorative Justice Housing Vouchers Program to assist young individuals seeking an alternative to gun and gun violence by establishing 12 months of safe permanent housing. The program would build relationships with property managers to encourage housing for individuals with lived experiences, and would cover move- in costs, up to three months of rent, and intensive wraparound services for clients to maintain stable housing.

3. Van Buskirk Park Reuse: Sit
e work and construction management for
the Van Buskirk Golf Course Reuse Project to prepare for $7M in amenities provided by California Statewide Park Development and Community Revitalization Program. Work includes - but is not limited to - surveying, clearing, grading, leveling and compacting.

4. Complete Streets Project on Pershing Avenue: De
velop a Precise Road
Plan to transform the Pershing Avenue corridor into a Complete Street to support multi-modal transportation and safety improvements.

5. Animal Shelter Renovation: Co
mplete funding for full renovation of
Animal Shelter to include project alternatives and new kennels to align with industry standards.

6. Police Operations Building Remodel: Re
model rollcall room to include
a classroom for training needs and upfitting of the new wellness fitness room.

ATTACHMENT B
963
State Legislative
Threats
• Taxpayer Protection and Government
Accountability Act – November 2024 Ballot
• Protection of Local Government Funds in
the State Budget – HHAP Grant funds,
Transportation and other funding
• Legislation on Delta Conveyance and Water
Rights Curtailment
• Legislation related to Flood Protection
• Legislation related to Proposition 47 and
Retail Theft
• Legislation related to Homelessness and
Affordable Housing
• Note: Last day to introduce new bills in
State Legislature is February 16, 2024

ATTACHMENT B
964
Federal Level Advocacy
Summit Strategies Government Affairs
• Washington, D.C.- based national strategic government affairs consulting firm established in 2015
• Specializes in federal and state lobbying, legislative and regulatory monitoring, public policy analysis and development, grant support and coalition building
• Summit’s practice includes municipal and county governments, parks and recreation districts, port authorities, freight rail and transportation agencies, environmental entities throughout the United States
• Areas of Expertise
• Transportation
• Economic Development
• Environment, Energy & Natural Resources
• Technology
• Labor
• Taxes & Trade

ATTACHMENT B
965
Legislative Program
Accomplishments in 2023
Federal Level
• Support of Congressional directed spending requests.
• Support of Federal transportation grants, including SS4A and RAISE.
• Worked to strengthen Stockton’s relationship with federal agencies and Congressional offices.
• Met with City Department Directors to learn about City priorities. Reviewed federal programs and monitored
federal grant opportunities to identify federal programs to meet needs.
• Met bi-weekly with Stockton Government Affairs staff to discuss local priorities and ways the revised federal
policies or federal funding could help resolve or support.

ATTACHMENT B
966
City of
Stockton
Priorities
2024
Federal Level

1. Workforce Infrastructure Upsizing: Integrate development of Stockton Arena Parking Garage/Food Incubator with workforce development and leverage entrepreneurship.

2. Redevelopment & Blight Abatement: Strategic acquisition and demo
lition funding for incentivizing revitalization and blight abatement.

3. Downtown Business Emergency Infrastructure: Foster emergency prepar
edness of Historic Downtown vacant buildings through fire sprinkler installation/earthquake remediation to encourage economic activity and support health and safety of “mom-and-pop businesses”.

4. Restorative Justice Adult Housing Support: Fund and
implement the
Restorative Justice Housing Vouchers Program to assist young individuals seeking an alternative to gun and gun violence by establishing 12 months of safe permanent housing.

5. Van Buskirk Park Reuse: Site work and construction management for the
Van Buskirk Golf Course Reuse Project to prepare for $7M in amenities provided by California Statewide Park Development and Community Revitalization Program. Work includes - but is not limited to- surveying, clearing, grading, leveling and compacting.

6. Complete Streets Project on Pershing Avenue: Develop a Precise Road Pl
an to transform the Pershing Avenue corridor into a Complete Street to support multi-modal and transportation and safety improvements.

7. Urban Forestry Development: Pl ant and maintain trees throughout Stockton to beautify City, provide greening and shade, regulate temperature extremes, reduce carbon emission/greenhouse effect, and reduce public health disparities.

8. Police Operations Building Remodel: R
emodel rollcall room to include a
classroom for training needs and upfitting of the new wellness fitness room
.

ATTACHMENT B
967
Questions and
Comments on
2024 Legislative
Advocacy Program

ATTACHMENT B
968
Economic Development
Strategic Action Plan
Carrie Wright, Economic Development

ATTACHMENT B
969
Economic
Development
Strategic
Action
Plan
(EDSAP)
Background
Council Approval: January 24, 2022
Supports Stockton’s post-p andemic recovery
• Anchored by Six Key Goals
Seven Investment Areas, three Focus Areas
• Economy & Business
• Infrastructure
• Image & Branding
Interdepartmental Collaboration
Grants
Program Implementation
Two full years in . . .

ATTACHMENT B
970
Strengthen
Local Business
Climate
Investment Area #1
 Milestones
Held successful Small
Business Week programs
Substantially completed
Façade Improvement
Program
Completed ARPA
Chamber support contracts
Completed year one of
Retail Strategies work
 Next
Steps
 Implement Downtown
Strategic Plan Lighting
Project
 Facilitate better
connections between small
businesses and available
resources

ATTACHMENT B
971
Develop Workforce Capacity
Investment Area #2
 Milestones
Continued participation in North Valley Thrive (CERF)/ Ca Jobs First
Citywide summer internship program
Californians For All Youth Workforce Development Grant
contracts implemented
Expanded Coursera and Tutor.com offerings
City Leadership Academy and DEI Certifications
 Next Steps
 Partner with SJCOE
 Youth Employment and Development
 College Prep and FAFSA support (CSD)
 Host citywide youth employment fair (CSD)
 Financial literacy classes for youth (CSD)

ATTACHMENT B
972
Innovation Hub /
Entrepreneurship
Investment Area #3
 Milestones
Executed contracts with Entrepreneurship Grant
recipients
Completed National League of Cities Inclusive
Entrepreneurship Program
SourceFinder Map
Food Business Accelerator Study
 Next Steps
 Implement SBA Earmark Grant focusing on Arena
Parking Garage space
 Bridging the Digital Divide for our small businesses and entrepreneurs – meeting people where they are

ATTACHMENT B
973
TransformDowntown
Investment Area #4
 Milestones
 South Pointe DDA Approval
 Caltrans Sustainable Transportation Grant Award
 Substantially completed Façade Improvement Program
 Completed EPA Planning Activities
 Next Steps
 Implement South Pointe DDA
 CEQA Compliance + Remediation Document
 South Pointe Cleanup
 Procure consultant for Caltrans Grant implementation
 USDOT RAISE Grant Application
 Apply for REAP 2.0
 Propose redevelopment fund for acquisition and demolition

ATTACHMENT B
974
Activate Public
Spaces
Investment Area #5
 Milestones
Record attendance at venues
Concert in the Park series
Stockton Lantern Show
Expanded July 4th and Tree Lighting
Food Truck Ordinance
International Award-winning Stockton
Flavor Fest
Awarded $7M+ for Van Buskirk
Issued RFI for City owned sites
 Next Steps
 Process responses to the RFI
 Explore adding a large September
event to Weber Point calendar

ATTACHMENT B
975
Unify Community
Investment Area #6
 Milestones
Record attendance at venues
Planning complete for Neighborhood Cohesion
event
King's Playoff opportunity
Supported Main Street Market
 Next Steps
 Repeat
 Pixie Woods 70th Anniversary
 Planning for Civic Memorial Auditorium's 100th

ATTACHMENT B
976
Promote Brand
Investment Area #7
 Milestones
Produced social media campaign for
City accomplishments
Exceeded one-page strategic plan goals for social
media
Sponsored 10+ Community Events
Launched a new website
Attended ICSC Retail Show
Attended One Voice Conference
Placed regional ads in publications
Procured naming rights sponsor for the arena
Awarded Business Advocate of the Year
Seizing opportunities for Stockton stories
 Next Steps
 Continue doing what we do . . .

ATTACHMENT B
977
Questions and
Comments on the
Economic
Development
Strategic Action
Plan

ATTACHMENT B
978
Update on Council
Priority Projects
Chad Reed, Public Works

ATTACHMENT B
979
Projects Completed in 2022
Teen Impact Center Roof
Replacement & Repairs
Waterfront Lighting Restoration
Downtown Abandoned Meter
Pole Removals
Five Mile Creek Hyacinth
Removal

ATTACHMENT B
980
Projects
Completed in
2023
Pixie Woods Suspension Bridge Replacement
Swimming Pool UV Sterilization System Improvements
Stockton Soccer Complex Playground & Food Truck Pad
Downtown Decorative Streetlight LED Conversion
Gospel Center Rescue Mission Sidewalk Replacement
Oak Park Ball Field Improvements
MLK Underpass Enhancements
Fire Station 1 Renovations
Lower Sac Road Bridge at Mosher Slough Fence

ATTACHMENT B
981
Victory Park Tennis Court Lighting Refurbishment
Swenson Park Fencing Replacement
Van Buskirk Building Demolition
Brooking, Panella, Sandman & Weber Park Playground Replacements Oak Park Senior Center Parking Lot Resurfacing
Pixie Woods Irrigation Automation
Generator Replacements
City Owned Baseball Field Repairs & Improvements
Sousa Park Restroom Installation
Sidewalk Replacements
Weber Point Events Center Shade Structure Rehab
Pixie Woods Tree Trimming & Brush Removal
Grupe Parking Lot Resurfacing
Citywide Park Walkway Replacement
Miracle Mile RRFB & Improvements
Pixie Woods Improvements
Tree Maintenance & Intersection Safety Tree Trimming
Van Buskirk Community Center Gym Floor Installation

PROJECTS IN CONSTRUCTION

ATTACHMENT B
982

PROJECTS

IN DESIGN

PENDING PROJECTS
Mattie Harrell
Park Irrigation
Well Replacement
Sousa Pool Crack
Repair &
Replastering
Teen Impact
Center
Rehabilitation
Silver Lake Assessment
Civic Auditorium Assessment
American Legion Park Lagoon
Fencing Replacement
Citywide Bridge Slope Protection

ATTACHMENT B
983

PROJECT FUNDING FISCAL YEAR

ASSIGNED
Teen Impact Center Roof Replacement & Repairs $850,000 2021-2022 Waterfront Lighting Restoration $200,000 2021-2022
Downtown Abandoned Meter Pole Removals $180,000 2021-2022 Five Mile Creek Hyacinth Removal $25,000 2021-2022
Pixie Woods Suspension Bridge Replacement $95,000 2021-2022 Stockton Soccer Complex Playground & Food Truck Pad $375,000 2021-2022 Swimming Pool UV Sterilization System Improvements $110,000 2021-2022 Downtown Decorative Streelight LED Conversion $750,000 2021-2022 Lower Sac Road Bridge at Mosher Slough Fence $80,000 2021-2022 Oak Park Ball Field Improvements $100,000 2021-2022
Gospel Center Rescue Mission Sidewalk Replacement $240,000 2021-2022 MLK Underpass Enhancements $100,000 2022-2023
Fire Station 1 Renovations $100,000 2021-2022
TOTAL $3,205,000
FINANCIAL SUMMARY – COMPLETED PROJECTS

DISCRETIONARY PROJECT
SUMMARY FY 2021-2022 FY 2022-2023
# OF PROJECTS ASSIGNED 30 8
TOTAL FUNDING ALLOCATED $20,525,000 $2,265,000
% OF PROJECTS IN CONSTRUCTION 43 % 50 %
% OF PROJECTS COMPLETED 40 % 13 %

ATTACHMENT B
984

FINANCIAL

SUMMARY

PROJECTS IN

CONSTRUCTION

PROJECT FUNDING FISCAL YEAR

ASSIGNED

PERCENT

COMPLETE
PROJECTS AT 100% DESIGN
Grupe Park Parking Lot Resurfacing $500,000 2021-2022
Oak Park Senior Center Parking Lot
Resurfacing $615,000 2021-2022
Pixie Woods Irrigation Automation $80,000 2021-2022
Sidewalk Replacements $4,000,000 2021-2022
Generator Replacements $500,000 2022-2023
Sousa Park Restroom Installation $375,000 2022-2023

PROJECTS IN CONSTRUCTION
Weber Point Events Center Shade Structure
Rehab $1,250,000 2021-2022 15 %
Pixie Woods Tree Trimming & Brush Removal $250,000 2021-2022 65 % Citywide Park Walkway Replacement $150,000 2021-2022 70 % Miracle Mile RRFB & Improvements $800,000 2021-2022 5 % Pixie Woods Improvements $1,100,000 2021-2022 50 %
Tree Maintenance & Intersection Safety Tree
Trimming $5,500,000 2021-2022 13 %
Van Buskirk Community Center Gym Floor
Installation $350,000 2021-2022 99 %
Victory Park Tennis Court Lighting
Refurbishment $80,000 2021-2022 95 %
Brooking, Panella, Sandman & Weber Park
Playground Replacements $1,000,000 2021-2022 20 %
Swenson Park Fencing Replacement $255,000 2022-2023 5 % Van Buskirk Building Demolition $300,000 2022-2023 5 %
TOTAL $17,105,000

ATTACHMENT B
985

FINANCIAL SUMMARY

PROJECT FUNDING FISCAL YEAR

ASSIGNED
Citywide Bridge Slope Protection $300,000 2021-2022
American Legion Park Lagoon Fencing
Replacement $150,000 2021-2022
Civic Auditorium Assessment $300,000 2022-2023
Silver Lake Assessment $35,000 2022-2023
City Owned Baseball Field Repairs &
Improvements $400,000 2022-2023

PROJECT FUNDING FISCAL YEAR

ASSIGNED
Mattie Harrell Park Irrigation Well
Replacement $95,000 2021-2022
Sousa Pool Crack Repair & Replastering $200,000 2021-2022 Teen Impact Center Rehabilitation $1,000,000 2021-2022

PROJECTS

IN DESIGN

PENDING

PROJECTS

ATTACHMENT B
986
Questions and
Comments
Council Priority
Projects

ATTACHMENT B
987
Government
Performance and
Accountability
Harry Black, City Manager

ATTACHMENT B
988

ATTACHMENT B
989
FY 2022 – 2023 OGSP Metric Progress-to-Date
Safer Streets

ATTACHMENT B
990
Safer Streets Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
991
Growing Economy
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
992
Growing Economy Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
993
Housing Opportunities for All
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
994
Housing Opportunities for All Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
995
Thriving & Healthy Neighborhoods
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
996
Thriving & Healthy Neighborhoods
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
997
Thriving & Healthy Neighborhoods Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
998
Thriving & Healthy Neighborhoods Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
999
Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
1000
Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
1001
Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT B
1002
Questions and
Comments on
Government
Performance and
Accountability

ATTACHMENT B
1003
LUNCH
BREAK

ATTACHMENT B
1004
Review Existing
Strategic Goals &
2023 Accomplishments
Harry Black, City Manager
Kris Farro, Community Services
Carrie Wright, Economic Development
Chad Reed, Public Works
Stanley McFadden, Chief of Police

ATTACHMENT B
1005
2023 -24 Goals
Work with partners to improve
quality of life, increase literacy,
develop the workforce, and expand
youth programming
Focus on crime reduction in focus
areas
Develop solutions to address
homelessness, including increasing
the affordable housing supply
Leverage City and partner resources
in impacting overall public health,
community wellbeing, and
community resiliency
Prioritize inclusive economic
development to grow the local
economy and create employment
opportunities for residents

ATTACHMENT B
1006
Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming
2023 Accomplishments
951,332 +3.4%
Items checked out and
renewed from Stockton -
San Joaquin libraries 1
634,879
+22.4%
Library visitors 2
242,161 +40%
Library digital
downloads 3
$25K
Grant to provide
free swim lessons 4
4,592 +86.3%
Youth participated in
sports programs 5
17,701 +20.5%
Times youth participated
in bi-monthly
afterschool programs 6
3,890 +55.2%
Times youth participated
in weekly day camps 7

ATTACHMENT B
1007
Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming
2023 Accomplishments
$225k +73%
Invested into Pixie
Woods & restoration
of the Pixie Queen
637,780 +33.9%
Interactions with Library
Website
Re-opened the Literacy
Department, matching
tutor & learner partners
$2.08M
Awarded to 14 local
organizations as the Youth
Services Grant program
15,734 +12.3%
New library cards
issued
4,520
Teens participated in
monthly membership
programs/activities

ATTACHMENT B
1008
Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming
2023 Accomplishments
$1.7M
Additional CA4All funding
secured to continue youth
workforce development 17
106
Youth hired in City’s
Summer Youth
Employment Program 17
178
Youth employed through
Partner Programs 17
$1,208,276
Allocated to workforce
development through
TCC Rounds 3 & 4
funding
9,861 +12.3%
Brown Bag groceries
delivered to Seniors 12
17,846 +22.6%
Congregate meals delivered
to seniors 13
1,663 Bags of Fruits &
Veggies distributed through
Mobile Farmers Market 14
73,000 lbs.

Organic Produce delivered
to families through TCC &
Edible Schoolyard 15
125
Households provided
energy & water efficiency
upgrades through TCC
partner Rising Sun 16

ATTACHMENT B
1009
2023 Accomplishments Notes
Reference 2023 Detail 2022 Detail 2021 Detail

1. Items checked out of
Libraries
951,332 920,081 418,376

2. Library Visitors 634,879 518,479 120,679

3. Library Digital Downloads 242,161 173,272 164,072

4. Grants for Free Swim Lessons $25,000 $25,000 $25,000

5. Youth participation in Sports
Programs
4,592 2,465 748

6. Youth participation in
afterschool programs
17,701 14,690 6,476

7. Youth in weekly day camps 3,890 2,507 1,740

8. Investments at Pixie Woods $225,000 $130,000 $50,000

9. Interaction with Library website 637,780 476,441 535,660

10. Teens enrolled in monthly
programs
4,520 New Metric in 2023 New Metric in 2023

11. New library cards issued 15,734 14,015 3,647
Work with partners to Improve quality of life, increase literacy, develop the workforce, and expand youth programming.

ATTACHMENT B
1010
2023 Accomplishments Notes
Reference 2023 Detail 2022 Detail 2021 Detail

12. Brown Bag groceries delivered
to seniors through Community
Services Dept (CSD)
9,861 8,740 7,173

13. Congregate meals distributed
to seniors through - CSD
17,846 14,557 16,740

14. Fruits & Veggies delivered via
Mobile Farmers Market - CSD
1,663 1,755 1,485

15. Organic Produce provided
through Transformative Climate
Communities (TCC) Grant
4,740 boxes delivered to more
than 130 families through Edible
Schoolyards
3,220 boxes delivered to families
through Edible Schoolyards
1,900 boxes to families through
Edible Schoolyards

16. Green Appliance Upgrades
through TCC Partner, Rising Sun
612 homes visited and 125 homes
upgraded
101 homes served with efficiency
appliance upgrades
5 homes served with efficiency
appliance upgrades
Work with partners to Improve quality of life, increase literacy, develop the workforce, and expand youth programming.

ATTACHMENT B
1011
2023 Accomplishments Notes
Reference 2023 Detail 2022 Detail 2021 Detail

17. CA4All Youth Workforce
Funding
City of Stockton Summer Student
Worker Program designed to
introduce youth to workplace
settings and local government.
• 106 local high school students
(ages 16-19) participated
• 4-week program, June 1-29
• Job opportunities in nine City
departments
• 73% of the youths hired
experienced their first job.
• 13,766.25 hours of support in
City Departments filling staffing
gaps and helping to complete
major projects
• 19 Student Workers were
offered permanent positions
up completion of the program
• 98% of the program
participants described the
Student Worker program as a
meaningful opportunity to
learn a professional skill
• Students completing the
program earned an average
pay of $2852.7.53 during the
one-month period
• Additional $1.7M secured to
continue program
City executed grant agreement
with State in June 2022 and
subsequently issued an RFP and
identified subgrantees to
implement workforce programs.

Council approved contracts on
February 7, 2023. City staff began
planning for a Summer Jobs pilot
program for youth that will offer a
5-week opportunity for high
school-aged youth to work within
the City.

Using federal stimulus dollars, the
State proportionately awarded
grants to the 13 largest cities in
California based on population,
resulting in a $4,355,097 grant for
Stockton.

Work with partners to Improve quality of life, increase literacy, develop the workforce, and expand youth programming.

ATTACHMENT B
1012
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
Title 16 Amendment to
repeal the “Big Box”
development
restrictions
Title 16 Amendment to
establish “Food Truck
Parks” and Commissary
development standards
Implemented CDD
Virtual Assistant,
walking customers
through permit process
Approved Master
Development Plan to
expand St. Joseph
Medical Center campus
Secured sponsorship and
naming rights for the
Adventist Health Arena &
completed significant
improvements
Hosted virtual Business
Resource Provider
Workshops, with
National League of Cities

ATTACHMENT B
1013
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
37 Non-Profits supported
through ARPA Capacity
Building Program 20
$660k
Chamber Support
Completed 18
39 Downtown
Business Façades
Completed 23
Launched the Stockton
Lantern Festival, a new
regional event at the
Banner Island Ballpark 21
Developed City of
Stockton Resource Map
for Entrepreneurs 22
Developed Downtown
Strategic Plan to
support revitalization
and placemaking 19

ATTACHMENT B
1014
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
14,500+ +20%
Attendees at Stockton
Flavor Fest 24
556,000+
Visitors to Downtown
Stockton for Venues and
Special Events 25
$508,000 +78%
Entrepreneurship
funding offered 26
90 +9.7%
Events and meet
and greets 29
62 +19%
Economic Review
Committee Meetings 27
11 Events for Small
Business Week 28
50 Broken Windows
Repaired through
Grant

ATTACHMENT B
1015
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
257,700+ +27%
Attendees at the Bob
Hope and Arena 30
104 +57.6%
Games and Events at
Banner Island
Ballpark 31
3,574 +8%
New business licenses
issued 33
Opened 9 recruitments
for Police &
3 recruitments for Fire
Trainee Academies
*Metric clarified 3/11/24
11,460 +45.5%
Applications for
City employment
opportunities processed 32
7 Awards Earned:
• 5 International Festival & Events
Awards for Stockton Flavor Fest
• ASM Event Operating Net
Revenue at Bob Hope
• Business Advocate of the Year

ATTACHMENT B
1016
2023 Accomplishments Notes
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.

Reference 2023 Detail 2022 Detail 2021 Detail

18. Chamber Support Program All projects completed Contracts with Asian, Hispanic, African American, Greater
Stockton Chambers, Miracle Mile,
and DSA awarded
$660,000 awarded through ARPA
to fund community improvement
program

19. Downtown Strategic Plan Hired Retail Strategies, using ARPA funding, to provide specific
strategies for Downtown
Activations

N/A N/A

20. Non-Profit Capacity Building
Program
12 graduated with the first cohort,
25 selected for the second cohort

N/A N/A

21. Stockton Lantern Festival New Family Event – Open for 48 nights and attracted 45,000 over
the full run

N/A N/A

22. Stockton Entrepreneur Map Used grant funds to create a resource map

N/A N/A

23. Business Façade Improvement
Program
Greatly expanded façade with
ARPA funds, launched the
program in Feb.

Under the existing Commercial
Facade Improvement Forgivable
Loan Program, there were
$43,025.85 in disbursements for 1
project in the Downtown Core
during 2022.

Built the foundation for the 2-
million-dollar facade program.

Waterfront Warehouse project at
445 W. Weber Avenue, completed
in 2021.

One Active project for 2022 and
six other potential projects have
been identified.
• Active project: Ruhl Building
Facade – $37,900

ATTACHMENT B
1017
2023 Accomplishments Notes
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.

Reference 2023 Detail 2022 Detail 2021 Detail

24. Attendees at Flavor Fest + 14,500 attendees in year 2 + 12,000 attendees in year 1 N/A

25. Visitors to downtown venues
for events
+ 556,000
• 135,400+ at Banner Island
• 257,700+ (27%+)at Bob Hope
& Arena
• 162,800+ at Weber & Civic
N/A – New Metric in 2023
• 20,000+ at Banner Island
• 202,900+ at Bob Hope & Arena
• Weber & Civic N/A
N/A – New Metric in 2023

26. Entrepreneurship funding
awarded
Released in September 2023, for
up to $508,000
• 9 applications received, 3
awarded to service
organizations
Released on May 16, 2022, for up
to $285,000
• 81 applications
received, resulting in 17
awards
Release in June 2021, for up to
$435,000
• 188 applications received,
resulting in 33 awards

27. Economic Review Committee
Meetings conducted
62 52 57

28. Events for Small Business
Week
Continued growth and
engagement in small business
week.
• 11 Events
• Total followers: 2,331
• New Followers: 196
• Total Post Reach: 98,366
Completed a successful campaign
during the first week of May,
which included 8 events.

Gained 280+ social followers and
reached 11.9k accounts.

Coordinated 17 Events for Small
Business Week and hosted the
following 3:​
• Two (2) SizeUp Stockton
Overview Webinars​
• City of Stockton Business
Resources Webinar

29. Events and Meet & Greets 90 82 47

ATTACHMENT B
1018
2023 Accomplishments Notes
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.

Reference 2023 Detail 2022 Detail 2021 Detail

30. Attendees at Bob Hope &
Arena
257,728 202,951 N/A

31. Games & Events at Banner
Island Ballpark
104 events / 135,480 attendees 66 events / 20,000+ attendees N/A

32. Applications for City
Employment processed
11,460 7,878 5,636

33. New Business Licenses Issued • 3,574 new licenses
• 10,155 Renewed
• 3,308 new licenses
• 10,676 Renewed
*System conversion between
2021 and 2022
• 3,000+ new licenses
• 15,011 renewed

ATTACHMENT B
1019
Develop solutions to address homelessness, including increasing the affordable housing supply
2023 Accomplishments
$2.37M
Prohousing Incentive Pilot
Program to Support Low
Income Housing
Development
$1.5M
Property Acquisition
NOFA to promote
affordable housing
development
3 Homekey projects under
construction, totaling 108
units of homeless
housing 35
610 +0.8%
New housing units on issued building
permits, including 53 low -income units
and 60 accessory dwelling units 34
$10M+
Joint allocation with City and
County to keep Stockton
Shelter facility open and
operational

ATTACHMENT B
1020
Develop solutions to address homelessness, including increasing the affordable housing supply
2023 Accomplishments
Hired first ever Homeless
Strategic Initiatives Manager
focused on implementing
priority goals related to
homelessness
$3.6M
Allocated to St. Mary’s
Pathways project,
providing 300+ shelter
beds
$8.7M+ Fees Waived
Single-Family Residential 38
1,074
HOT Team
contacts made 37
Housing Action Plan
Substantially Drafted
Housing Element
Application Submitted 36
$1.8M
Funding provided to rehab
and open Sonora Square,
providing 37 units of housing
for individuals needing
mental health support

ATTACHMENT B
1021
2023 Accomplishments Notes
Develop solutions to address homelessness, including increasing the affordable housing supply.

Reference 2023 Detail 2022 Detail 2021 Detail

34. New housing Units Permitted 610 New Housing Permits Issued • 69 of which are low-income
• 51 are accessory dwelling units
605 New Housing Permits Issued
• 53 of which are low-income
• 60 are accessory dwelling units
838 New Housing Permits Issued
• 86 very-low-income units
• 102 low-income units
• 6 moderate-income units

35. Homekey Awards All three projects under
construction, anticipated to be
completed in 2024, providing 108
units of homeless housing.
• Awarded $4,072,280 for Villa
d'Flore
• Supported HASJC's successful
application for $24.98M for
Calaveras Quarters
Awarded $3,609,091 for Town
Center Studios

36. Housing Element First round submission to HCD
completed
Contract Awarded to PlaceWorks
in March 2022 (2022-03-22-1208)
N/A

36. Housing Action Plan Substantially drafted Contract Awarded to PlaceWorks in March 2022 (2022-03-22-1208)
N/A

37. HOT Team Contacts Made 1,074 contacts 1,142 contacts 1,034 contacts

38. Single Family Residential
Development Fees Waived
$8,718,438 Waived
• Totals $57M+ waived since
SESP Program inception in
January 2016
$9M+ Waived $10,546,808 Waived
Multi-Family Residential
Development Fees waived
$0 Waived
• Totals $7.7M+ waived since
SESP program inception in
January 2016
$116k+ Waived $2,365,440 Waived

ATTACHMENT B
1022
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency
2023 Accomplishments
$2,844,911
Provided to relieve
11,621 delinquent
customer accounts
through Water and
Wastewater
Arrearage Programs 39 10,000+
Fire
inspections 40
2,005 +3.8%
Vehicles
towed/
Abated 41
81%
Live release rate
from Animal
Shelter 42
591
Community Pets
Vaccinated &
Microchipped 43
717 +36.8%
Community
Cats Spayed
or Neutered 44
Completed the
2023
Stormwater
Masterplan

ATTACHMENT B
1023
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency
2023 Accomplishments

9.8B
Gallons of
drinking water
produced 48
507
Volunteers
coordinated 45
2,700 Cubic
Yards +243%
Playground fall
surfacing
replenished 46
86,026 +34%
Curb miles swept in
Street Sweeping 47
12 Parks with repaired or
replaced playground
structures 50
6,052
Free bulky waste
pick-ups 52
1,050+
+1,338%
Trees Planted 49
609
Water meters
replaced 51

ATTACHMENT B
1024
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency
2023 Accomplishments
2 Rectangular rapid
flashing beacons
installed 58
2 Traffic
roundabouts
constructed 58
62,000+
Pounds of e-
waste recycled 59
113
Locations with
replaced sidewalk
57 2,528
Traffic signal &
street light repairs
completed 56
660
Sidewalk tripping
hazards addressed 55
2,239
Signs installed
54 84,480 Ft
Centerline
striping 53

ATTACHMENT B
1025
840,000 Sq. Yds.
+31.25%
Roadway cracks sealed 61
652,500 Sq Ft
-36.7%
Graffiti Removed 60
3,780+ Tons
+7.5%
Trash removed 63
19,525
+133.2%
Potholes filled 62
2023 Accomplishments
2,905
Tires removed
from the
Street 64
1,892
Dead or hazardous
trees & limbs
removed 67
1,232
Illegally dumped
mattresses
removed 65
537
TVs removed
from the
Street 66
918
Large
Appliances
removed 68
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency

ATTACHMENT B
1026
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

39. Water & Wastewater Utility
Arrearage Support
** Funding available through
State & Federal COVID Recovery
Efforts
• $1,743,960 in Federal funding
secured to relieved customers
from delinquent wastewater
utility bills:
> 5,387 Residential
> 179 Commercial
• $551,230 secured through
State Low Income Household
Water Assistance Program to
relieve 635 customers from
delinquent water &
wastewater utility bills
• $549,721 in Federal funding
secured to relieve customers
from delinquent water bills
> 5,417 Residential
> 3 Commercial
• $2.2M in Federal funding
secured to relieved 11,700
accounts from delinquent
wastewater utility bills
• $114,697 secured through
State Low Income Household
Water Assistance Program to
relieve 103 customer from
delinquent water &
wastewater utility bills
** Funding not available in 2021

ATTACHMENT B
1027
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

40. Fire Inspections Completed • 35 Hood and Duct Inspections • 199 Underground Fire
Line/Hydrant Inspections
• 1,219 Sprinkler & Alarm
Inspections
• 26 Special System Inspections
• 707 Building Permit Final
Inspections
• 983 Building & Planning Checks
• 645 Weed Inspections
• 32 Residential Occupancy
Inspections (Not Hotel/Motel)
• 270 Assembly Occupancy
Inspections
• 307 Special Inspections
(Fireworks, Festivals, Tents)
• 1825 Fire Operational Permit
Inspections
• 1523 Fire Operational Permit
Re-Inspections
• 58 Community Care License
Inspections
• 33 Hotel/Motel Inspections
• 381 New Fire Operational
Permit Inspections
• 1875 R-2 Inspections
Total: 10,118
• 119 School Inspections (Fire)
• 32 Hood and Duct Inspections
• 263 Underground Fire
Line/Hydrant Inspections
• 1122 Fire Sprinkler
Inspections
• 280 Fire Alarm Inspections
• 26 Special System Inspections
• 802 Building Permit Final
Inspections
• 385 Weed Inspections
• 1624 Residential Occupancy
Inspections (Not Hotel/Motel)
• 299 Assembly Occupancy
Inspections
• 312 Special Inspections
(Fireworks, Festivals, Tents)
• 1931 Fire Operational Permit
Inspections
• 1107 Fire Operational Permit
Re-Inspections
• 60 Community Care License
Inspections
• 39 Hotel/Motel Inspections
• 386 New Fire Operational
Permit Inspections
• 1935 R-2 Inspections
Total: 10,722
• 122 school inspections
• 52 Hood and Duct Inspections
• 171 Underground Fire
Line/Hydrant Inspections
• 1,290 Fire Sprinkler Inspections
• 188 Fire Alarm Inspections
• 53 Special System Inspections
• 528 Building Permit Final
Inspections
• 123 School Inspections​
• 1,082 Weed Inspections
• 1,936 Residential Occupancy
Inspections (Not Hotel/Motel)
• 206 Assembly Occupancy
Inspections
• 528 Special Inspections
(Fireworks, Festivals, Tents)
• 2,165 Fire Operational Permit
Inspections
• 1,732 Fire Operational Permit
Re-Inspections
• 69 Community Care License
Inspections
• 31 Hotel/Motel Inspections
• 586 New Fire Operational
Permit Inspections
Total: 10,862​

ATTACHMENT B
1028
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

41. Vehicles Abated 991 private property abatements
by Code Enforcement
1,014 Right-of-Way abatements
by SPD Traffic:
• 42 Non-Motive/Hazard
• 865 for Expired Registration
• 107 not moved in 72-hours
1,527 private property
abatements by Code
Enforcement
403 Right-of-way abatements by
SPD Traffic
• Registration expired over 6
months: 345
• Not moved in 72 hours: 42
• Non-Motive: 16
736 private property abatements
by Code Enforcement
644 Right-of-way abatements by
SPD Traffic

42. Animal Shelter Live Release
Rate
6,594 Animals Taken In
• 1,893 Adopted
• 2,881 Transferred to Rescue
• 505 Returned to Owners
6,908 Animals Taken In
• 1,714 Adopted
• 3,243 Transferred to Rescue
• 664 Returned to Owners
8,582 Animals Taken In
• 2,191 adopted
• 3,762 Transferred to Rescue
• 1,010 Returned to Owners

43. Pets Vaccinated &
Microchipped
591
• Inaugural event held in June
2023, free to the community
• 3 additional events planned
for 2024
New Metric in 2023 New Metric in 2023

44. Community Cats Spayed/
Neutered through City Trap-
Neuter-Release (TNR) Program
717 524 1,001

ATTACHMENT B
1029
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

45. Volunteers Coordinated 2023 Coastal Cleanup:
• Number of Volunteers: 50
• Estimated Weight of Garbage
Collected: 340 lbs.
• Total Miles Cleared: 5
• Bags Used: 60
Clean City Initiative volunteer-
assisted Community Cleanup and
Beautification events details:
• 18 events
• 457 volunteers
• 198 litter bags collected
2022 Coastal Cleanup:
• Number of Volunteers – 320
• Estimated Weight of Garbage
Collected - 5,141 lb.
• Total Miles Cleared – 33
• Bags Used – 429
Clean City Initiative volunteer-
assisted Community Cleanup and
Beautification events details:
• 11 events
• 409 volunteers
• 65 litter bags collected
Coordinated over 200 volunteers
from Amazon, Puentes,
community faith-based
organizations, and Stockton
residents for park improvement
and clean-up projects at American
Legion, Atherton, and Laughlin
Parks.

46. Playground Fall Surface
Replenished
2,700 cubic yards installed across
40 park locations
786 cubic yards installed across 26
park locations
435 cubic yards installed across 13
park locations

47. Miles Swept in Street
Sweeping
86,026 64,119 67,792

ATTACHMENT B
1030
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

48. Gallons of Drinking Water
Produced
• Delta Water Treatment Plant
produced 9.8 billion gallons of
drinking water.
• Regional Wastewater Control
Facility treated 10.4 billion
gallons of wastewater in
compliance with NPDES
discharge permit.
• Delta Water Treatment Plant
produced 10.5 billion gallons of
drinking water.
• Regional Wastewater Control
Facility treated 8.7 billion
gallons of wastewater in
compliance with NPDES
discharge permit.
• Delta Water Treatment Plant
produced 8.9 billion gallons of
drinking water.
• Regional Wastewater Control
Facility treated 9.2 billion
gallons of wastewater in
compliance with NPDES
discharge permit.

49. Trees Planted • 58 Heritage Oaks planted in
parks, funded by Heritage Oak
Removal Permits
• 1,000+ trees of various types
planted in South Stockton
through Transformative
Climate Communities Program
(TCC)
• 65 Trees planted in City Parks
• 8 Trees planted as part of
Arbor Day Event funded by TCC
• 30 Heritage Oaks planted in
parks, funded by Heritage Oak
Removal Permits

50. Repaired Playground
Structures
• Repaired Play Equipment at 11
parks
• Replaced Play Equipment at
Williams Brotherhood Park
• Repaired Play Equipment at 11
parks
• Replaced Play Equipment at
American Legion, Dentoni, &
Swenson Parks
• Repaired Play Equipment at 11
Parks
• Replaced Play Equipment at Oak
and Laughlin Parks

51. Water Meters Replaced 609 654 996

52. Free Bulky Waste Pick-ups 6,052 households served 6,720 households served 7,450 households served

ATTACHMENT B
1031
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

53. Feet of Centerline Striping 84,480 ft, or 16 centerline miles 132,000 ft, or 25 centerline miles 126,720 ft, or 24 centerline miles

54. Signs Installed 2,239 3,236 2,727

55. Sidewalk Trip Hazards
Addressed
• 660 locations patched
• New contract for on-call
services related to shaving in
progress
• 689 locations patched
• 405 locations shaved
• 575 locations patched
• 460 locations shaved

56. Traffic Signal & Street Light
Repairs Completed
• 102 Streetlight Knockdowns
Repaired
• 1,202 Streetlight Workorders
Completed
• 102 Traffic Signal Knockdowns
Repaired
• 779 Traffic Signal Workorders
Completed
• 343 Preventative Maintenance
Orders on Signals Completed
• 105 Streetlight Knockdowns
Repaired
• 1,214 Streetlight Workorders
Completed
• 105 Traffic Signal Knockdowns
Repaired
• 809 Traffic Signal Workorders
Completed
• 333 Preventative Maintenance
Orders on Signals Completed
• 36 Streetlight Knockdowns
Repaired
• 1,294 Streetlight Workorders
Completed
• 40 Traffic Signal Knockdowns
Repaired
• 741 Traffic Signal Workorders
Completed
• 345 Preventative Maintenance
Orders on Signals Completed

57. Locations with replaced
sidewalks
113 110 180

ATTACHMENT B
1032
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

58. Traffic Management:

Speed cushions, humps, tables
installed
Completed Neighborhood Traffic
Management Program
improvements include
construction and installation of:
• 2 traffic roundabouts,
• 2 speed feedback display signs,
• 2 rectangular rapid flashing
beacons,
• 1 High Visibility Crosswalk
• deployed the speed feedback
trailer 38 times to various
locations.

Completed Neighborhood Traffic
Management Program
improvements in 4 communities,
including installation of:
• 11 speed cushions,
• 24 speed humps,
• 2 speed tables,
• 1 rectangular rapid flashing
beacon,
• 10 safety channelizer bars,
• 1,200 feet of centerline
striping,
• 3 speed feedback display signs,
• deployed the speed feedback
trailer 84 times to various
locations.

Completed Neighborhood Traffic
Management Program
improvements in 5 communities:
including installation of:
• 20 speed cushions,
• 37 speed humps,
• 4 speed tables,
• 1 rectangular rapid flashing
beacon,
• 7 High Visibility Crosswalks,
• 3,100-feet of edgeline striping.

59. Pounds of e-waste Recycled +62,000 lbs. during 55 events +93,000 lbs. during 23 events +93,000 lbs. during 28 events

ATTACHMENT B
1033
2023 Accomplishments Notes
Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Reference 2023 Detail 2022 Detail 2021 Detail

60. Square Feet of Graffiti
Removed
• 121,304 through Public Works
• 531,196 through SPD – Code
• 205,600 through Public Works
• 826,233 through SPD – Code
• 316,900 through Public Works
• 775,151 through SPD - Code

61. Square Yards of Roadway
Cracks Sealed
840,000 640,000 611,000

62. Potholes Filled 19,525 8,373 10,768

63. Tons of Trash Removed • 2,065 tons removed from City right-of-way
• 1,718 tons removed through
encampment clean up events
• 2,415 tons removed from City
right-of-way
• 1,101 tons removed through
encampment clean up events
• 1,110 tons removed from City
right-of-way
• 1,499 tons removed through
encampment clean up events

64. Tires Removed from Streets 2,905 2,975 2,803

65. Illegally Dumped Mattresses
Removed
1,232 1,995 2,006

66. TVs Removed from Streets 537 954 839

67. Dead or Hazardous Trees
Removed
• 578 Dead Trees Removed
• 1,091 Broken Tree Limbs
Cleared from Streets
• 223 Limbs Cleared from Traffic
Devices
• 350 Stumps removed through
TCC
• 445 Dead Trees Removed
• 1,064 Broken Tree Limbs
Cleared from Streets
• 345 Limbs Cleared from Traffic
Devices
• 761 Dead Trees removed
• 1,330 Broken Tree Limbs
Cleared from Streets
• 343 Limbs Cleared from Traffic
Devices

68. Large Appliances Removed
from Streets
918 676 N/A

ATTACHMENT B
1034
Focus on crime reduction in focus areas
2023 Accomplishments

1.2%
Decrease
Violent Crime 69
963 +5%
Firearms seized 70
261
Neighborhood,
Community, and
Business Meetings 71
Continue to develop Care Link
with Community Medical
Centers to provide non -law
enforcement response for calls
for service
64,329
+31.7%
Hours of internal PD &
Fire training 73
114
Traffic Enforcement
missions completed
255K+ +3%
SPD Calls for
Service 72

ATTACHMENT B
1035
Focus on crime reduction in focus areas
2023 Accomplishments
40%
Increase in Employment
Placements through
OVP 76
71%
Increase in Housing
Placements through
OVP 74
New Mental Health
Support Programs
developed and offered
through OVP for Clients
and Responders 79
238
Conflict mediation,
interventions, and
safety meetings 78
23%
Recidivism: Reducing
client reoffending rates 75
40%
Increase in Educational
Achievement 77

ATTACHMENT B
1036
2023 Accomplishments Notes
Focus on crime reduction in focus areas.

Reference 2023 Detail 2022 Detail 2021 Detail

69. Violent Crime
*Metric updated 3/11/24,
following workshop
There was a total of 3,730 violent crimes
in 2023
• 1.2% decrease from 2022
There was a total of 3,775 total
violent crimes in 2022
• 1.3% decrease from 2021
There were 3,824 total violent crimes
in 2021​
• 4.9% decrease from 2020

70. Firearms Seized 963 booked into evidence
• 112 from Gun Buyback events
918 booked into evidence 1,006 booked into evidence

71. Neighborhood,
Community, and
Business Meetings
• 3 City Manager Review Board
Meetings
• 47 Community Events with Strategic
Operations Unit
• 39 Neighborhood Impact Meetings
• 2 Chief’s Community Advisory Board
Meetings
• 3 Community Walks
• 141 Business/ Neighborhood Watch &
other Community Meetings
• 26 Office of Violence Prevention
Events
• 3 City Manager Review Board
Meetings
• 51 Community Events with
Strategic Operations
• 148 Neighborhood Impact
Meetings
• 5 Chief’s Community Advisory
Board Meetings
• 157 Business/ Neighborhood
Watch & other Community
Meetings
• 4 City Manager Review Board
Meetings
• 21 Community Events with
Strategic Operations
• 12 Chief’s Advisory Board
Meetings
• 24 Neighborhood Impact Meetings
• 153 Business/ Neighborhood
Watch & other Community
meetings

72. Police Calls for
Service
City Telecommunication Center handled
666,571 requests for service:
• 255,471 9-1-1 calls (total)
• 358,937 calls for services created
• 168,470 dispatched calls for service
(461 daily average)
• 3,890 court work requests processed
for DA’s Office
City Telecommunication Center
handled 657,793 requests for service
• 247,648 9-1-1 calls (total)
• 373,710 calls for service created
(total)
• 198,454 dispatched calls for
service (total) 544 daily average
• 4,161 court work requests
processed for DA’s office
• 1,708 total hours spent
City Telecommunication Center
handled 654,463 requests for
service
245,073 911 calls (total)
382,792 calls for service created
(total)
208,571 dispatched calls for service
(total) 571 daily average
4,448 court work requests processed
for DA’s office
1,883 total hours spent

ATTACHMENT B
1037
2023 Accomplishments Notes
Focus on crime reduction in focus areas.

Reference 2023 Detail 2022 Detail 2021 Detail

73. PD & Fire
training
181 Fire personnel trained
• 46,198 total hours of training (255
hours/member)
• Not included in total: 26 recruits
trained in two (2) separate training
academies for a cumulative total of 18,
408 hours, + 12 additional recruits for
the City of Lodi
2,880 aggregate officers attended
multiple day long training events for a
total of 18,131 hours
• 542 employees participated in offsite
training events
• 83 employees attended virtual training
events
• 76 officers completed Procedural
Justice training
• In-Progress for Stockton Police is the
2023-24 Perishable Skills & Continued
Professional Training for sworn
officers. Completed in 2023:
• 217 defensive tactics training
• 186 firearms training
• 206 emergency driving training
179 Fire personnel trained
• 30,287 total hours of training (175
hours/member)
• Not included in total: 31 recruits trained
in three (3) separate training academies
for a cumulative total of 17,982 hours
+ ten (10) additional recruits for the City
of Lodi and Tracy
2,320 aggregate SPD officers attended
multiple day-long trainings
• 18,560 total hours of training provided
by the Training Section
• Not included in total: 145 employees
attended training/ schools offsite; 386
employees attended virtual/online
training; 55 officers trained in
Procedural Justice; Completed the
California Commission on Peace Officer
Standards and Training 2020 – 2022
Perishable Skills and Continuing
Professional Training Cycle with all
officers receiving required training. (13
officers who are on long term disability
or administrative leave were not
counted)
172 firefighters trained​
• 20,886 total hours of
training (122 hours per FF)​
1,401 aggregate police officers
attended multiple day long
trainings
• 11,208 total hours of
training provided by the
Training Section

ATTACHMENT B
1038
2023 Accomplishments Notes
Focus on crime reduction in focus areas.

Reference 2023 Detail 2022 Detail 2021 Detail

74. Housing
Placement
• A 71% increase in housing fosters
stability and reduces the likelihood of
homelessness, a factor often linked
to involvement in criminal activities.

New Metric in 2023 New Metric in 2023

75. Rehabilitation &
Recidivism Reduction
• OVP client recidivism rate of 23%,
indicating the effectiveness of
intervention programs in preventing
re-offending.

New Metric in 2023 New Metric in 2023

76. Employment
Placements
• A 71% increase in employment,
indicating successful reintegration
into the workforce, reducing reliance
on illegal income generation.

New Metric in 2023 New Metric in 2023

77. Educational
Achievement
• A 40% increase in high school/GED
obtainment, indicating improved
access to education and skills
training, which can lead to better
employment prospects and reduced
involvement in crime.

New Metric in 2023 New Metric in 2023

78. Conflict
Mediation,
Interventions &
Safety Meetings
• Violence Prevention- Through
Mediation, Intervention, Relocation,
and Direct Engagement.

New Metric in 2023 New Metric in 2023

79. Mental Health
Support
• A 500% increase in mental health
services provided to clients,
addressing underlying issues that
may contribute to criminal behavior
and promoting rehabilitation.

New Metric in 2023 New Metric in 2023

ATTACHMENT B
1039
Questions and
Comments on
2023 Goals &
Accomplishments

ATTACHMENT B
1040
Community Survey
Feedback
Harry Black, City Manager

ATTACHMENT B
1041

ATTACHMENT B
1042

ATTACHMENT B
1043

ATTACHMENT B
1044
Overall quality of life: 70% of respondents reported
excellent or fair quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now.

Question: How likely are you to recommend Stockton as a place to live? 25% 27% 48%
Question: How likely are you to be living in Stockton 5 years from now? 51% 23% 26%
Likely Neutral Unlikely
Question: How is the overall quality of life in Stockton? 28% 41% 31%

ATTACHMENT B
1045

ATTACHMENT B
1046
Satisfaction with life in Stockton: Most respondents reported excellent or fair satisfaction with the following categories.

Overall safety and cleanliness are the two areas where most respondents are not satisfied.
46%
37%
36%
35%
34%
28%
27%
26%
25%
23%
20%
20%
19%
19%
16%
15%
14%
28%
35%
35%
33%
34%
32%
26%
33%
36%
24%
30%
26%
35%
34%
27%
21%
14%
26%
28%
29%
32%
32%
40%
47%
41%
39%
53%
50%
54%
46%
47%
58%
64%
72%
Acceptance of residents of all backgrounds
Access to quality health care services
Ease of getting around by public…
Quality of waste and recycling services
Access to quality education
Availability of a variety of art and cultural…
Ability of residents to give input to the…
Sense of community among residents
Overall quality of services provided by…
Availability of programs for youth
Availability of affordable housing
Quality of parks and recreational amenities
Availability of jobs that pay a living wage
Economic development
Sense of overall safety
Overall cleanliness and maintenance
City handling of the prevalence of…
Excellent Fair Poor

ATTACHMENT B
1047

ATTACHMENT B
1048
Council Goal: Develop Solutions to Address
Homelessness, including increasing the affordable
housing supply.

Deep-dive: Younger respondents were more satisfied than older respondents with how City is handing the prevalence of homelessness, and Black respondents were more satisfied than other analyzed race/ethnicity groups. Respondents aged 18-34 and Black respondents were also more satisfied with the availability of affordable housing.

City handling of the prevalence of homelessness
Availability of affordable housing
14% 14% 72%
20% 30% 50%
Excellent Fair Poor
Based on responses, continued focus on Homelessness & Housing is warranted.

ATTACHMENT B
1049
Based on responses, continued focus on crime reduction is warranted.

Council Goal: Focus on Crime Reduction in Focus Areas
Sense of overall safety
16% 27% 58%
Excellent Fair Poor
Deep-dive: Respondents aged 18-34 and Black respondents reported feeling safer than other analyzed demographics.

Council Goal: Leverage Resources in impacting overall
Public Health, Community Wellbeing, and Resiliency.

Deep-dive: Younger respondents were more satisfied with the access to quality healthcare than older respondents, White respondents were less satisfied than other analyzed race and ethnicity groups, and respondents with a high school degree or less were more satisfied than respondents with a college degree or higher education degree.

Access to quality healthcare
37% 35% 28%
Excellent Fair Poor

ATTACHMENT B
1050
Council Goal: Prioritize Inclusive Economic Development Deep-dive: Respondents aged 18-34, Black respondents, and respondents with a high school degree or less were more commonly satisfied with the economic development in Stockton. Respondents aged 18-34 and Black respondents were more satisfied than other groups with the availability of jobs that pay a living wage.

Based on responses, continued focus on economic development is warranted.

Economic development
Availability of jobs that pay a living wage
19% 34% 47%
Excellent Fair Poor
19% 35% 46%
Excellent Fair Poor

ATTACHMENT B
1051
Based on responses, continued focus is warranted.

Council Goal: Work with partners to improve quality of life, increase literacy, develop the workforce, and
expand youth programming
Availability of programs for youth
23% 24% 53%
Excellent Fair Poor
Deep-dive: Respondents aged 18-34, Latino respondents, Black respondents, and Asian respondents were more satisfied than other groups with the availability of programs for youth than other analyzed demographic groups.

ATTACHMENT B
1052
Strategic Priorities: Over half the respondents prioritized solutions to address homelessness (including increasing the affordable housing supply) (69%), and crime reduction (56%). Only 23% of respondents prioritized leveraging partner resources in impacting overall public health.

Question: Stockton’s city council has prioritized a set of goals to help them improve their services to the public. Please select the top three goals that you think are most important for the City Council to focus on in 2023-2024:
69%
56%
47%
44%
23%
Develop solutions to address homelessness, including increasing the affordable housing supply
Focus on crime reduction in focus areas
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming
Leverage city and partner resources in impacting overall public health, community wellbeing, and community resiliency

ATTACHMENT B
1053
When asked about other priorities, respondents reiterated their prioritization of public safety, homeless initiatives, and road/street/park maintenance. .

Question: What other goals, if any, would you like to see the City Council prioritizing in 2023-2024?
136
115
92 71
66 65
52 26
25 25
18 17
Public Safety
Homelessness
Road, street and park maintenance
Cleanliness
Costs of living
Youth and senior programs and attractions
Business and economic development
schools and education
transparent, communicative and involved
City leadership
Jobs
Mental health programs
City Services

ATTACHMENT B
1054
General Discussion:

A Quick Look Back
A Quick Look
Forward
Harry Black, City Manager

ATTACHMENT B
1055
FY 2021-22 OBJECTIVE:
‘What’ is Winning … Provide an exceptional level of customer service to the Stockton community through accountable, innovative, efficient, and effective management of City resources to achieve our vision for Stockton.

One Page Strategic Plan® (OGSP®) DRAFT FY 2023-24 Worksheet Vision: Stockton will become the best city in America to live, raise a family, and grow a business.

FY 2023-24
COUNCIL PRIORITY GOALS:

• Work with partners to improve quality of life,
increase literacy, develop the workforce, and
expand youth programming
• Focus on crime reduction in focus areas
• Develop solutions to address homelessness,
including increasing the affordable housing
supply
• Leverage City and partner resources in impacting
overall public health, community wellbeing, and
community resiliency
• Prioritize inclusive economic development to
grow the local economy and create employment
opportunities for residents
FY 2024-2025
PROPOSED COUNCIL PRIORITY GOALS:

ATTACHMENT B
1056

ATTACHMENT B
1057
2024
ANNUAL

PLANNING

WORKSHOP
MARCH 2024
Summary Report,
Accomplishments
&
Workload Statistics

ATTACHMENT C
1058
Su
mmary
The Stockton City Council met for their annual goal setting and strategic planning workshop on Wednesday, February 21, 2024, at the Adventist Health Arena (formerly the Stockton Arena), from 9:00 a.m. to 3:00 p.m. This workshop provided an opportunity for Council to review the City’s financial outlook, reach a consensus on priorities for the coming year, and strengthen the team. This report contains a summary of the results of the workshop.

City Manager Harry Black facilitated the workshop. Consultants from Emanuels Jones and Associates were present to assist with the City’s legislative update and answer questions from the Council. Staff from Administrative Services, Economic Development, Public Works, and Community Services were present to assist with other informational sessions. Additional staff were present to support conversation and answer questions, as needed. An audio recording of this meeting is available on the City Council Meetings page of the City’s website, noted as Special Meeting – Strategic Planning Session.

Works
hop Objectives, Ground Ru les, and Agenda
Objectives
• To understand the City’s financial outlook, context, and principles for setting Council priorities; • Obtain Council consensus on priorities for the next year; and, • Maintain a culture of collegiality and respect among Councilmembers, placing constituent needs and interests in the forefront and above all else.

Workshop Ground Rules
• Assume good intent.
• Stay focused.
• Seek consensus.
• Speak up if a course correction is needed.
• Listen to understand each other’s point of view.
• Items brought up but more appropriate to be discussed at another time will be parked in the “bike rack” and tracked separately for follow-up.

ATTACHMENT C
1059
Age
nda
• Mayor’s Welcome
• Public Comment
• Comments from the City Manager
• Fiscal Update and Long-Range Financial Plan
• State and Federal Legislative Programs
• Economic Development Strategic Action Plan
• Update on Council Priority Projects
• Government Performance and Accountability
• Review Existing Strategies, Goals & Accomplishments
• Discussion and Identification of Priority Goals for the FY2024-25 City Council
Mayor
Kev
in J. Lincoln II
Distric
t 1 Councilmember
Michele Padilla
Distric
t 2 Councilmember
Dan Wright
Distric
t 3 Councilmember
Michael Blower
Distric
t 4 Councilmember
Susan Lenz
Distric
t 5 Councilmember
Brando Villapudua
Distric
t 6 Vice Mayor
Kimberly Warmsley

ATTACHMENT C
1060

Executive Staff

The following executive staff participated in the workshop:
• Harry Black, City Manager
• Lori Asuncion, City Attorney
• Eliza Garza, City Clerk
• Kimberly Trammel, Chief Financial Officer
• Grant Kirkpatrick, Environmental and Sustainability Officer • Carrie Wright, Director of Economic Development
• Chad Reed, Director of Public Works
• Kris Farro, Director of Community Services
• Stanley McFadden, Chief of Police
• Lora Larson, Director of the Office of Violence Prevention

Opening Comments

The workshop was initiated with a call to order at 9:07 a.m. and welcome by Mayor Kevin Lincoln, who took a moment to welcome and thank community members in attendance. Mayor also recognized and thank the Councilmembers for their leadership and steadfast commitment to representing their districts and the community before thanking City staff for their diligence, time, and efforts, in not only preparing for this workshop, but for the work completed throughout the year.

Mayor then opened the session for public comment.
• Earl Brown spoke to his previous interactions with the City and community regarding gunshot detection technology. About a year ago, Mr. Brown and convened a group of community stakeholders to discuss public safety, which prompted a discussion on the perceived improvements in gunshot detection technology. He would urge the Council to consider taking another look at gunshot detection technology.
• Motecuzoma Sánchez expressed his concern regarding timeliness of overdue projects, specifically McKinley Park/Pool and the library. He then moved onto his concerns with Measure A, the low number of police officers, and SPD declaring condition blue. Lastly, Mr. Sánchez addressed his concern with transparency within the Council, specifically naming Councilmember Villapudua, stemming from information Mr. Sánchez received via his media source, 209 Times.

Mayor called for a point of order and asked that comments remain focused on the workshop.

Lastly, Mr. Sánchez called for Council action against the City Manager. • Patricia Barrett supported Mr. Sánchez’s previous comment and urged for transparency from the Council. Ms. Barrett then called for a dollar-for-dollar match in funding projects and resources between North and South Stockton, and also asked for better communication and engagement from the City in the South Stockton area.
• Lastly, a written correspondence was submitted to the Office of the Clerk and has been included as part of the meeting record, however, it is unclear who the speaker/writer is. This comment addresses fiscal accountability, the Long-Range Financial Plan, auditing, and Measure A.

ATTACHMENT C
1061

Ci
ty Manager Harry Black set the ground rules and expectations for the day discussing the guiding principles for the workshop and the agenda for the day. The workshop began with a series of informational presentations from staff on priority topics identified by Council before starting a deep dive discussion of the City’s accomplishments in 2023 and identification of 2024-25 Priority Goals.

Fiscal Update and Long-Range Financial Plan

Chief Financial Officer Kimberly Trammel provided context and background regarding the City’s financial health, including an overview of the budget, identifying restricted versus unrestricted funds, and what funds remain available when considering new or increasing services and staffing levels.

• Restricted Funds: Funding provided with
restrictions on how the City must spend it,
like measure funds, gas tax and fees for
services.
• Keeping the Lights On: Unrestricted dollars
used to fund day to day operations, such as
Police and Fire, electricity, and professional
services. Much like the key essential
expenses in one’s personal budget. To add
new expenses to this category, the City
often has to discontinue, or stop funding,
something else that is a current expense.
• Special Grants: These are often one-time
funds with restrictions and reporting requirements; programs like ARPA, HUD, and TCC. • New Services: This piece is often the smallest portion of the budget. This category includes maintenance of our facilities and infrastructure, as well as providing new services to our community.
•

It is the limited New Services category that allows the City to grow.

Because this amount fluctuates year to year, the City has been diligent and strategic about how we grow. Any commitments funded through this category that carry ongoing expenses, such as contracts or salaries, would move into the Keeping the Lights on Category for the next budget cycle. Since the bankruptcy, the City has practiced strict adherence to its Long-Range Financial Plan (L- RFP), a comprehensive 20-year forecast of revenues and
expenditures related to the City’s General Fund, which is primarily the New Services and Keeping the Lights On, portions of the budget. The City of Stockton forecasts 20-years out to be able to include the City’s CalPERS costs and other long-term debt.

City of Stockton Funding
FY 2023-24 Budget =$912 Million
New
Services = 1%
Special Grants =
13%
Keep the Lights On = 39%
Restricted Funds = 47%
Long-Range Financial Plan
As of January 2024

ATTACHMENT C
1062
The L-RF
P is a living document that allows the City to calculate scenarios and assumptions to project the outcome and fiscal impact to the City, both short and long term.

• High Impact with Low Control: One little
swing can make a huge impact, but the City
has very little control over these items.
• Low Impact and Low Control: Changes here
do not have huge impact on our financial
plans, and we also do not control the items.
• High Control and High Impact: We have a lot
of control over these items, and they do have
a high impact on our financial plans.
• High Control and Low Impact: We have a lot
of control over these items, however, they do
not have a significant impact on our financial
plans.

These graphics, along with additional information about specific economic indicators or areas of forecast volatility, can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.

Discussi
on of Fiscal Update and Long-Range Financial Plan

The following comments were noted in support of discussions considering the City’s financial health:
• Previous year end indicates that the City may have some capacity to grow. Council has expressed interest in re-opening Fire Truck Company 7, at an estimated expense of $3.5 million. • Current legislation regarding changes to the current sales tax structure, and personal property taxes, would likely have a huge impact on the City’s revenues, however, the impacts are unknown as discussions at the State level continue. City Manager Black continues to participate in the League of California Cities City Manager’s Sales Tax Working Group, which is analyzing this topic and advocating on behalf of the City. Councilmember Wright continues to participate in the League’s Revenue and Taxation Policy Committee.
• Inflation has had a large impact in the City, in both purchasing materials and securing/providing services.
• In the upcoming FY 2024-25, safety pension costs are increasing to $0.85 per salary dollar, while non-safety pension costs are increasing to $0.28 per salary dollar. • Identifying the top businesses generating our sales tax revenue is confidential, per State law.

However, there is a quarterly sales tax report that will list the top 25 businesses. Statewide projections indicate a 2-3% increase in sales tax.
• While the City is struggling to attract and fill positions, it’s spending more on salaries and benefits. Locally, the City is showing one of the largest increases in salaries/payroll in an effort to recruit and retain employees.

ATTACHMENT C
1063
2023
State and Federal Legislative Programs
Gra
nt Kirkpatrick, Environmental and Sustainability Officer, opened this session by providing background information on the City’s history of establishing annual legislative programs, how the City benefits from contracting with advocacy firms, and how a collaborative relationship among Council, staff, and our advocates can pave a pathway to achieving the City’s goals.

To hel
p set context for priority setting, Mr. Kirkpatrick provided background on the City’s State advocate, Emanuels Jones & Associates, and its Federal advocate, Summit Strategies. A timeline for legislative activities taking place throughout the year was also provided, along with updates on achievements in 2023 from both the State and Federal contracted advocates.

Mr. Ki
rkpatrick also introduced the proposed priority projects for both State and Federal funding in the 2024 season.

State Legisla�ve Program
Accomplishments in 2023
State Level
• Worked with Assemblymember Villapudua,
Senator Eggman and a coali�on of advocates to
stop inclusion of Delta Conveyance Project in
Governor’s Infrastructure Package (SB 149).
• Worked with coali�on of lobbyists to stop key
water rights bills, that would have severely
restricted the City’s water rights.
• Worked with Big City Mayors to secure $1 Billion
in funding for Round 5 of HHAP in State Budget.
• Worked to protect funding for urban flood risk
reduc�on projects in the State Budget.
• Worked with Assemblymember Villapudua and
Senator Eggman’s Offices on le�er of support for
the City’s Homekey applica�on.
• Supported mental health legisla�on as well as
legisla�on to allow the City to achieve a200 -year
event level of flood protec�on.

Federal Legisla�ve Program
Accomplishments in 2023
Federal Level
• Support of Congressional directed spending requests.
• Support of Federal transporta�on grants, including SS4A and RAISE.
• Worked to strengthen Stockton’s rela�onship with federal agencies and Congressional offices.
• Met with City Department Directors to learn about City priori�es. Reviewed federal programs and monitored
federal grant opportuni�es to iden�fy federal programs to meet needs.
• Met bi-weekly with Stockton Government Affairs staff to discuss local priori�es and ways the revised federal
policies or federal funding could help resolve or support.

City of
Stockton
State Level
Priori�es
2024
State Level

1. Workforce Infrastructure Upsizing: Integrate development of Stockton Arena Parking Garage /Food Incubator with workforce development and leverage entrepreneurship .

2. Restora�ve Jus�ce Adult Housing Support: Fund and implement the Restora�ve Jus�ce Housing Vouchers Program to assist young individuals seeking an alterna�ve to gun and gun violence by establishing 12 months of safe permanent housing . The program would build rela�onships with property managers to encourage housing for individuals with lived experiences , and would cover move- in costs, up to three months of rent , and intensive wraparound services for clients to maintain stable housing .

3. Van Buskirk Park Reuse: Site work and construc�on management for the Van Buskirk Golf Course Reuse Project to prepare for $7M in ameni�es provided by California Statewide Park Development and Community Revitaliza�on Program. Work includes- but is not limited to - surveying, clearing, grading, leveling and compac�ng.

4. Complete Streets Project on Pershing Avenue: Develop a Precise Road Plan to transform the Pershing Avenue corridor into a Complete Street to support mul�-modal transporta�on and safety improvements.

5. Animal Shelter Renova�on: Complete funding for full renova�on of Animal Shelter to include project alterna�ves and new kennels to align with industry standards.

6. Police Opera�ons Building Remodel: Remodel rollcall room to include a classroom for training needs and upfi�ng of the new wellness fitness room .

City of
Stockton
Federal
Level
Priori�es
2024
Federal Level

1. Workforce Infrastructure Upsizing: Integrate development of Stockton Arena Parking Garage /Food Incubator with workforce development and leverage entrepreneurship .

2. Redevelopment & Blight Abatement: Strategic acquisi�on and demoli�on funding for incen�vizing revitaliza�on and blight abatement .

3. Downtown Business Emergency Infrastructure: Foster emergency preparedness of Historic Downtown vacant buildings through fire sprinkler installa�on/earthquake remedia�on to encourage economic ac�vity and support health and safety of“mom-and-pop businesses ”.

4. Restora�ve Jus�ce Adult Housing Support: Fund and implement the Restora�ve Jus�ce Housing Vouchers Program to assist young individuals seeking an alterna�ve to gun and gun violence by establishing12 months of safe permanent housing .

5. Van Buskirk Park Reuse: Site work and construc�on management for the Van Buskirk Golf Course Reuse Project to prepare for $7M in ameni�es provided by California Statewide Park Development and Community Revitaliza�on Program. Work includes- but is not limited to- surveying, clearing, grading, leveling and compac�ng.

6. Complete Streets Project on Pershing Avenue: Develop a Precise Road Plan to transform the Pershing Avenue corridor into a Complete Street to support mul�-modal and transporta�on andsafety improvements .

7. Urban Forestry Development: Plant and maintain trees throughout Stockton to beau�fy City, provide greening and shade , regulate temperature extremes , reduce carbon emission /greenhouse effect, and reduce public health dispari�es.

8. Police Opera�ons Building Remodel: Remodel rollcall room to include a classroom for training needs and upfi�ng of the new wellness fitness room.

ATTACHMENT C
1064
La
stly, State advocates, Kyra Ross and David Jones, from Emanuels Jones and Associates (EJA) of Sacramento, provided information on legislative challenges the City may face at the State level. These issues of concern are:

• The Taxpayers’ Protection and Government Accountability Act - qualified for the November 2024 ballot. This initiative would amend the State Constitution, changing the rules on how local governments can apply taxes, fees, and other charges. It would apply to any new or increased tax or fee adopted by the Legislature or City Council after January 1, 2022. The League of California Cities will lead the campaign to oppose this initiative. • Protection of Local Government Funds in State Budget – including but not limited to Homeless Housing Assistance and Prevention (HHAP) Grant, transportation dollars, environmental programs, etc.
• Legislation related to Homelessness and Affordable Housing • Legislation concerning the Delta Conveyance and Water Rights Curtailment • Legislation related to Flood Protection
• Legislation related to Prop 47 and retail theft

Discussion of Legislative Programs

The following comments were noted in support of discussions considering the City’s State and Federal Legislative Priorities:
• Councilmember Wright acknowledged his role on the League of California Cities Public Safety Policy Committee, which will be meeting March 22
nd, and offered to work collaboratively to
ensure the City’s needs and positions are represented.
• Vice Mayor Warmsley opened discussion on Prop 1, funding for mental health care, wanting to understand if the funding is intended to flow directly to the Cities or to the Cities through the Counties.
o EJA acknowldged that, in its current form, Prop 1 does have a $1.5B behavioral health grant program that would likely flow through the Counties, with a set-aside for the big Cities, as it is responsive to a direct request from the Big City Mayors. • Vice Mayor Warmsley also expressed concern with the rate increases implemented by PG&E and how they impact the community. She also has concern with the proposed fixed rate plan from PG&E.
• Vice Mayor again expressed her support for incorporating youth support into as many priority goals and workplans as possible, specifically this year, in our workforce upsizing plans. As a City, we have an obligation to build our workforce, workforce development, and preparing for the grey tsunami.
• EJA also provided addititonal information on the budget shortfall, what they are doing to ensure Stockton maximizes funding opportunties, and options that the State has to minimize its budget shortfall.

These graphics, along with additional information about the City’s State and Federal Legislative Programs can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.

ATTACHMENT C
1065
Econ
omic Development Strategic Action Plan

The City adopted its Economic Development Strategic Action Plan (EDSAP) in January of 2022 (Motion 2022-01-25-0901). This plan supports post-pandem ic recovery with 6 key goals, while also outlining 7 investment areas in support of 3 identified focus areas: Economy & Business, Infrastructure, and Image & Branding.

Direc
tor of Economic Development, Carrie Wright, provided a brief presentation on each of the 7 investment areas and accomplishments achieved in each area. While this is a citywide plan, the Economic Development Department is leading the coordination of citywide activities in support of the EDSAP. The list below provides a brief summary of milestones achieved in each of the investment areas.

Investment Area 1: Strengthen Local Business Climate
• Substantially completed the Façade Improvement
Program
• Completed projects to support local Chamber
partners
• Completed the first year of work with Retail
Strategies to study and provide input on retail
merchant gaps

Investment Area 2: Develop Workforc e Capacity
• Continued participation in the Community Economic
Resilience Fund (CERF) / North Valley Thrive
• Completed year 1 of Youth Employment and Development Programs through CA4All Grant.

Preparing for year 2
• Expanded Coursera and Tutor.com through Library offerings

Investment Area 3: Innovation Hub & Entrepreneurship
• Executed contracts with Entrepreneurship Grant
recipients
• Completed the National League of Cities Inclusive
Entrepreneurship Program
• Prepare to implement SBA earmark grant focusing
on Arena Parking Garage

Investment Area 4: Transform Downtown
• Approved South Pointe DDA and transitioning to implementation • Propose redevelopment fund to support acquisition and demolition • Received Caltrans Sustainable Transportation Grant
• Competing for USDOT RAISE Grant programs for California Street Improvements Strengthen
LocalBusiness
Climate
Investment Area #1
 Milestones
Held successful Small
Business Week programs
Substan�ally completed
Façade Improvement
Program
Completed ARP A
Chamber support contracts
Completed year one of
Retail Strategies work
 Next Steps
 Implement Downtown
Strategic Plan Ligh�ng
Project
 Facilitate be�er
connec�ons between small
businesses and available
resources.

Innova�on Hub /
Entrepreneurship
Investment Area #3
 Milestones
Executed contracts with Entrepreneurship Grant
recipients
Completed Na�onal League of Ci�es Inclusive
Entrepreneurship Program
SourceFinder Map
Food Business Accelerator Study
 Next Steps
 Implement SBA Earmark Grant focusing on Arena
Parking Garage space
 Bridging the Digital Divide for our small businesses and entrepreneurs – mee�ng people where they are

ATTACHMENT C
1066
Inves
tment Area 5: Activate Public Spaces
• Record attendance at venues
• Held the first Stockton Lantern Show and
the second Flavor Fest
• Expanded 4th of July and Tree Lighting
events
• Updated the Food Truck Ordinance
• Awarded $7M+ for Van Buskirk Strategic
Reuse
• Explore additional events for Weber Point
Inves
tment Area 6: Unify Community
• Completed planning for neighborhood
Cohesion Event
• Supported Main Street Market
• Prepare for Pixie Woods 70
th Anniversary
• Prepare for Civic Memorial Auditorium’s
100
th Anniversary
Inves
tment Area 7: Promote Brand
• Produced social media campaign to
celebrate City accomplishments
• Launched new website
• Attended ICSC Retail Show & One Voice
• Placed regional ads in publications
• Sponsored more than 18 community events
Disc
ussion of the Economic Development Strategic Action Plan The fol
lowing comments were noted in support of discussions considering the City’s Economic Development Strategic Action Plan:
• Director Wright celebrated the City securing naming rights to the arena, which is now the Adventist Health Arena.
• Councilmember Wright applauded staff on all of their efforts, specifically in re-occupying abandoned retail spaces, and would like to ensure that we can continue to move forward, from a policy, operations and development, and enforcement lens. It’s time to revisit policy and ordinance related to vacant spaces.

These gr
aphics, along with additional information about the Economic Development Strategic Action Plan and next steps moving forward can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.

Ac�vate Public
Spaces
InvestmentArea #5
 Milestones
Record a�endance at venues
Concert in the Park series
Stockton Lantern Show
Expanded July 4th and Tree Ligh�ng
Food Truck Ordinance
Interna�onal Award-winning Stockton
Flavor Fest
Awarded $7M+ for Van Buskirk
Issued RFI for City owned sites
 Next Steps
 Process responses to the RFI
 Explore adding a large September
event to Weber Point calendar
Promote Brand
Investment Area #7
 Milestones
Produced social media campaign for
City accomplishments
Exceeded one-page strategic plan goals for social
media
Sponsored 10+ Community Events
Launched a new website
A�ended ICSC Retail Show
A�ended One Voice Conference
Placed regional ads in publica�ons
Procured naming rights sponsor for the arena
Awarded Business Advocate of the Year
Seizing opportuni�es for Stockton stories
 Next Steps
 Con�nue doing what we do . . .

ATTACHMENT C
1067
Co
uncil Priority Projects

The City has experienced a surplus of funds in the
last couple of years, which has allowed the
Council to identify and implement additional,
discretionary, priority projects. This surplus of
funding is identified through the year-end-close
process, which allows Council to approve the
funding. The discretionary budget is then
submitted to the Council Budget, Finance, and
Economic Development Committee, to make
recommendations on use of those funds. The
Committee recommendations are then brought
back to the full Council for consideration and
approval. The FY 2021-22 General Fund
Appropriations and Council Priority Projects were
approved by the full Council in May 2022 (Reso 2022-05-03-0903), w hile the FY 2022-23 General Fund
Appropriations and Council Priority Projects were approved by the full Council in May 2023 (Reso 2023- 05-02-1502), allocating the funding to fifteen (15) different projects.

Director of Public Works, Chad Reed, provided a brief update to the Council on the status of some of their priority projects, understanding that a more comprehensive update will be provided to the Budget Committee and full Council as we work through identifying projects for the FY2023-24 discretionary funds in the coming months. Vice Mayor Warmsley and Councilmembers Wright, Villapudua, and Padilla acknowledged that parks, baseball field improvements, and staffing are priorities moving forward.

These graphics, along with additional information about the Council Priority Projects and next steps moving forward can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website. There w ill also be additional items coming to the Committee and Council between April and June 2024.

Projects
Completed in
2023
Pixie Woods Suspension Bridge Replacement
Swimming Pool UV Steriliza�on System Improvements
Stockton Soccer Complex Playground & Food Truck Pad
Downtown Decora�ve Streetlight LED Conversion
Gospel Center Rescue Mission Sidewalk Replacement
Oak Park Ball Field Improvements
MLK Underpass Enhancements
Fire Sta�on 1 Renova�ons
Lower Sac Road Bridge at Mosher Slough Fence
Victory Park Tennis Court Ligh�ng Refurbishment
Swenson Park Fencing Replacement
Van Buskirk Building Demoli�on
Brooking, Panella, Sandman & Weber Park Playground Replacements Oak Park Senior Center Parking Lot Resurfacing
Pixie Woods Irriga�on Automa�on
Generator Replacements
City Owned Baseball Field Repairs & Improvements
Sousa Park Restroom Installa�on
Sidewalk Replacements
Weber Point Events Center Shade Structure Rehab
Pixie Woods Tree Trimming & Brush Removal
Grupe Parking Lot Resurfacing
Citywide Park Walkway Replacement
Miracle Mile RRFB & Improvements
Pixie Woods Improvements
Tree Maintenance & Intersec�on Safety Tree Trimming
Van Buskirk Community Center Gym Floor Installa�on

PROJECTS IN CONSTRUCTION
Projects Completed in 2022
Teen Impact Center Roof
Replacement & Repairs
Waterfront Ligh�ng Restora�on
Downtown Abandoned Meter
Pole Removals
Five Mile Creek Hyacinth
Removal

ATTACHMENT C
1068
Go
vernment Perfor mance & Accountability

City Manager Harry Black provided an
overview of the 2023-24 fiscal year One Page
Strategic Plan® and an update on the first six
months of progress towards the metrics
outlined. The goals set and outlined in the
One Page Strategic Plan® govern how the
City prioritizes its daily operations. Additional
information about the Office of Performance
and Data Analytics, including previous
versions of the One Page Strategic Plan® can
be found on OPDA’s webpage on the City’s
website.

City M
anager Black addressed each strategy
area’s metrics and the six months of reported data that had been collected from July – December 2023.

The five strategies that staff have identified to support Council goals are: Safer Streets (SPD/OVP), Growing Economy (CDD/EDD), Housing Opportunities for All (EDD/CDD), Thriving and Healthy Neighborhoods (CSD), and Fiscal Sustainability (ASD). The review then provided examples of plans and metrics that are being outlined and tracked to make sure we are working towards and meeting the goals of Council.

The OPDA is also partnering with local universities to
include city data in data science master program
capstone projects. To learn more about the scorecards
and datasets being tracked by the City, please visit
OPDA’s Open Data Portal website. Here
the public is
able to find and view datasets by department, by
topic, and by strategy category as outlined in the
Council goals and the One Page Strategic Plan®.

Coun
cil has asked that the City continue to define and
clarify our metrics and datapoints in City Works and
Ask Stockton. An interactive map tracking Public
Works datasets being logged in City Works can be
found at insider.stocktonca.gov.

These graphics, along with additional information about the OPDA, the One Page Strategic Plan®, workload statistics and accomplishments that support Council goals, and next steps moving forward can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.

Growing Economy
FY 2022– 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
1069
Rev
iew Existing Strategic Goals & 2023 Wo rkload Statistics and Accomplishments City Manager Black provided a review of the FY 2023-24 Council Priority Goals listed below. A team of Directors then provided examples of accomplishments achieved throughout the 2023 year that support these priorities goals.
• Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming.

Kris Farro, Director of Community Services, provided information on what the City accomplished in 2023 as it relates to the Council goal of improving quality of life. Two of the presentation slides related to this category are provided below to highlight some of the metrics being tracked to ensure we’re operating within the scope of the Council’s established goals.
• Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.

Carrie Wright, Director of Economic Development, provided information on what the City accomplished in 2023 as it relates to the Council goal of inclusive economic development. Two of the presentation slides related to this category are provided below to highlight some of the metrics being tracked to ensure we’re operating within the scope of the Council’s established goals.

Work with partners to improve quality of life , increase literacy , develop the workforce , and expand youth programming
2023 Accomplishments
951,332 +3.4%
Items checked out and
renewed from Stockton-
San Joaquin libraries 1
634,879
+22.4%
Library visitors 2
242,161 +40%
Library digital
downloads 3
$25K
Grant to provide
free swim lessons 4
4,592 +86.3%
Youth participated in
sports programs 5
17,701 +20.5%
Times youth participated
in bi-monthly
afterschool programs 6
3,890 +55.2%
Times youth participated
in weekly day camps 7
Work with partners to improve quality of life , increase literacy , develop the workforce , and expand youth programming
2023 Accomplishments
$1.7M
Additional CA4All funding
secured to continue youth
workforce development 17
106
Youth hired in City’s
Summer Youth
Employment Program 17
178
Youth employed through
Partner Programs 17
$1,208,276
Allocated to workforce
development through
TCC Rounds 3 & 4
funding
9,861 +12.3%
Brown Bag groceries
delivered to Seniors 12
17,846 +22.6%
Congregate meals delivered
to seniors 13
1,663 Bags of Fruits &
Veggies distributed through
Mobile Farmers Market 14
73,000 lbs.

Organic Produce delivered
to families through TCC &
Edible Schoolyard 15
125
Households provided
energy & water efficiency
upgrades through TCC
partner Rising Sun 16
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
37 Non-Profits supported
through ARPA Capacity
Building Program 20
$660k
Chamber Support
Completed 18
39 Downtown
Business Façades
Completed 23
Launched the Stockton
Lantern Festival, a new
regional event at the
Banner Island Ballpark 21
Developed City of
Stockton Resource Map
for Entrepreneurs 22
Developed Downtown
Strategic Plan to
support revitalization
and placemaking 19
Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents 2023 Accomplishments
14,500++20%
Attendees at Stockton
Flavor Fest 24
556,000+
Visitors to Downtown
Stockton for Venues and
Special Events 25
$508,000 +78%
Entrepreneurship
funding offered 26
90 +9.7%
Events and meet
and greets 29
62 +19%
Economic Review
Committee Meetings 27
11 Events for Small
Business Week 28
50 Broken Windows
Repaired through
Grant

ATTACHMENT C
1070

• De
velop solutions to address homelessness, including increasing the affordable housing supply.

Carrie Wright, Director of Economic Development, provided information on what the City accomplished in 2023 as it relates to the Council goal related to homelessness and affordable housing. Two of the presentation slides related to this category are provided below to highlight some of the metrics being tracked to ensure we’re operating within the scope of the Council’s established goals.

• Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

Chad Reed, Director of Public Works, provided information on what the City accomplished in 2023 as it relates to the Council goal to foster community wellbeing. Two of the presentation slides related to this category are provided below to highlight some of the metrics being tracked to ensure we’re operating within the scope of the Council’s established goals.

Develop solutions to address homelessness , including increasing the affordable housing supply
2023 Accomplishments
$2.37M
Prohousing Incentive Pilot
Program to Support Low
Income Housing
Development
$1.5M
Property Acquisition
NOFA to promote
affordable housing
development
3 Homekey projects under
construction, totaling 108
units of homeless
housing 35
610 +0.8%
New housing units on issued building
permits, including 53 low -income units
and 60 accessory dwelling units 34
$10M+
Joint allocation with City and
County to keep Stockton
Shelter facility open and
operational
Develop solutions to address homelessness , including increasing the affordable housing supply
2023 Accomplishments
Hired first ever Homeless
Strategic Initiatives Manager
focused on implementing
priority goals related to
homelessness
$3.6M
Allocated to St. Mary’s
Pathways project,
providing 300+ shelter
beds
$8.7M+ Fees Waived
Single-Family Residential 38
1,074
HOT Team
contacts made 37Housing Action Plan
Substantially Drafted
Housing Element
Application Submitted 36
$1.8M
Funding provided to rehab
and open Sonora Square,
providing 37 units of housing
for individuals needing
mental health support
Leverage City and partner resources in impacting overall public health , community wellbeing , and community resiliency 2023 Accomplishments
$2,844,911
Provided to relieve
11,621 delinquent
customer accounts
through Water and
Wastewater
Arrearage Programs 39 10,000+
Fire
inspections 40
2,005 +3.8%
Vehicles
towed/
Abated 41
81%
Live release rate
from Animal
Shelter 42
591
Community Pets
Vaccinated &
Microchipped 43
717 +36.8%
Community
Cats Spayed
or Neutered 44
Completed the
2023
Stormwater
Masterplan
840,000 Sq. Yds.
+31.25%
Roadway cracks sealed 61
652,500 Sq Ft
-36.7%
Graffiti Removed 60
3,780+ Tons
+7.5%
Trash removed 63
19,525
+133.2%
Potholes filled 62
2023 Accomplishments
2,905
Tires removed
from the
Street 64
1,892
Dead or hazardous
trees & limbs
removed 67
1,232
Illegally dumped
mattresses
removed 65
537
TVs removed
from the
Street 66
918
Large
Appliances
removed 68
Leverage City and partner resources in impacting overall public health , community wellbeing , and community resiliency

ATTACHMENT C
1071

• Foc
us on crime reduction in focus areas.

Chief of Police, Stanley McFadden, and Lora Larson, Director of the Office of Violence Prevention, provided information on what the City accomplished in 2023 as it relates to the Council goal related to crime reduction. Two of the presentation slides related to this category are provided below to highlight some of the metrics being tracked to ensure we’re on track and operating within the scope of the Council’s established goals.

Staff have also prepared and incorporated with this report Appendix 1 – 2023 Accomplishments and Appendix 2 – 2023 Workload Statistics. These reports are not all-encompassing but provide good insight into the priority tasks and activities that kept staff busy during the 2023 calendar year. Additional information on 2023 Accomplishments can be found in presentation materials from the workshop, located on the City Council Goals page of the City’s website.

After each goal presentation, the Mayor and Council took a moment to both ask questions and compliment staff on all of the accomplishments achieved in 2023.

Community Survey

City Manager Black then introduced the Community Survey to ensure that Council priority goals are in fact in line with the Community wants and needs. This is the second year the City has completed this ad-hoc online survey, which was conducted in January of 2024, to measure a representative sample of resident satisfaction and feedback on City Council priority goals. Community surveys of this nature provide valuable context and feedback from residents to ensure alignment of priority goals and identify opportunities for calibration.

Focus on crime reduction in focus areas
2023 Accomplishments

1.2%
Decrease
Violent Crime 69
963 +5%
Firearms seized 70
261
Neighborhood,
Community, and
Business Meetings 71
Continue to develop Care Link
with Community Medical
Centers to provide non-law
enforcement response for calls
for service
64,329
+31.7%
Hours of internal PD &
Fire training 73
114
Traffic Enforcement
missions completed
255K+ +3%
SPD Calls for
Service 72
Focus on crime reduction in focus areas
2023 Accomplishments
40%
Increase in Employment
Placements through
OVP 76
71%
Increase in Housing
Placements through
OVP 74
New Mental Health
Support Programs
developed and offered
through OVP for Clients
and Responders 79
238
Conflict mediation,
interventions, and
safety meetings 78
23%
Recidivism: Reducing
client reoffending rates 75
40%
Increase in Educational
Achievement 77

ATTACHMENT C
1072

Surv
ey results illustrated that 70% of respondents reported excellent or fair overall quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now. This further supported the City Council in leveraging survey results to inform their discussion of priority goals for the upcoming fiscal year.

To put this color code into the familiar context of academic grading, green indicates an A to B level of satisfaction, the grey range correlates with a C level of satisfaction, and the red/fuchsia indicates a D to F level of satisfaction on behalf of the survey taker.

Overall quality of life: 70% of respondents reported
excellent or fair quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now.

Question: How likely are you to recommend Stockton as a place to live? 25% 27% 48%
Question: How likely are you to be living in Stockton 5 years from now? 51% 23% 26%
Likely Neutral Unlikely
Question: How is the overall quality of life in Stockton? 28% 41% 31%

ATTACHMENT C
1073
Di
scussion on Community Survey Results
The following comments were noted in
support of discussions considering the City’s
Community Survey supporting City Council’s
Priority Goal Setting Workshop:

• Mayor acknowledged that in the areas
of homelessness and public safety, the City
has made significant investment and has
seen results, however, we need to do better
in messaging to the community. How much
of the survey results or perception versus
unweighted reality. City Manager Black
proposed the idea of researching the City
creating its own network coverage
opportunities with local stations and news outlets, broadcasting achievements and upcoming plans at regular strategic intervals. Councilmember Wright recommended including streaming and clickbait opportunities in the research and plan. Councilmember Lenz supports looking into the idea. • Councilmember Padilla expressed her concern with a low number of survey results, but also supports the media/broadcast idea.
• Vice Mayor Warmsley noted that topic of housing supply may not have been captured and should be considered moving forward. Vice Mayor also expressed the need to support civic engagement and education around civic engagement, recognizing a lot of constituents do not have a clear understanding of City versus County roles and limitations, or when and how State and Federal decisions impact the City’s ability to operate. • Mayor closed the survey discussion noting that he had recently attended an executive committee meeting with SJCOG, the group discussed a $9M fund for surface transportation block grant for the region and that is currently unobligated. He, and COG, track where those funds go and how we might be able to support the City. It was also recommended that the survey be presented in a year-over-year manner next year, since there will be three years of data at that point.

Consensus on Council Priority Goals
for FY 2024-25 and Next Steps

After review of the 2023 accomplishments, and partnered with the community survey results, City Manager Black facilitated a discussion with the Mayor and Council to refine priority goals for the upcoming year. The Council determined and agreed that only updates to the strategies, plans, and metrics were of interest, and no updates to the five goals are necessary, particularly in the area of roads, as identified through the survey.

City Manager Black will work with staff to identify and update strategies, plans, and metrics that support the FY 2024-25 Priority Goals as identified by Council. The OPDA will work with staff to ensure that new metrics are being measured, tracked, and reported appropriately. An updated One Page Strategic Plan® will be brought to Council for adoption in March 2024.

When asked about other priorities, respondents reiterated their prioritization of public safety, homeless initiatives, and road/street/park maintenance..

Question: What other goals, if any, would you like to see the City Council prioritizing in 2023-2024?
136
115
92 71
66 65
52 26
25 25
18 17
Public Safety
Homelessness
Road, street and park maintenance
Cleanliness
Costs of living
Youth and senior programs and attractions
Business and economic development
schools and education
transparent, communicative and involved
City leadership
Jobs
Mental health programs
City Services

ATTACHMENT C
1074

Appendix 1:
2023
Accomplishments

ATTACHMENT C
1075

CITY OF STOCKTON
2023 ACCOMPLISHMENTS

Council Priority Goals

 Work with partners to improve quality of life, increase literacy, develop the workforce, and expand youth programming.

• Partnered with Catholic Charities, Little Manila Rising, San Joaquin RTD, GID Alternatives, Puentes, and others, to provide youth/workforce programs through the City’s $10.8 Million TCC3 and $24.2 Million TTC4 Implementation Grants • Partnered with Rising Sun Center for Opportunity, Parents by Choice, Greater Valley Conservation Corp, and San Joaquin A+ to provide youth workforce development through the City’s Californians for All Youth Workforce Grant • In an on-going effort to recruit and develop local talent, ASD hired 4 interns for the summer.
• Held three (3) quarterly meetings with the Industry Working Group (IWG), a collaboration between key staff from multiple city departments and local development industry representatives.
• Awarded $692,010 Outdoor Equity Program grant from the California Department of Parks and Recreation for new outdoor youth programming. • The Community Services Department managed the Digital Equity Project in conjunction with the City’s ARPA efforts.
• The Library Summer Reading program had 12,730 participants and 107,469 books read.
• The Literacy and Community Education Library department received grant funding to coordinate tutor and learner pairs.
• The Library Training Wheels vehicle visited 67 sites and distributed 985 free books to children that participated in the visits.
• The Outreach section of the Library participated in 15 Outreach events and reached over 3,000 residents to promote Library services.
• Renewed and expanded our collaborative agreement with San Joaquin County Public Health Services CalFresh Program to offer enhanced recreation, fitness, and cooking courses for Teens and Seniors Renewed our Service Agreement with Lodi Unified School District for our Expanded Learning Opportunity Program after-school at John Muir Elementary. The annual amount for school year 2023-24 is $142,944, which makes this a full-cost recovery program and free to the students of John Muir. • Provided panelists for Leadership Stockton and the Good Government San Joaquin training program educating future public office holders on how governments operate. • 3,100 guests at Monster Mash Halloween Bash at Pixie Woods • 9,150 attendees for Trunk or Treat and Annual tree lighting ceremony for the holidays
• 11,000 attendees at the expanded July 4th event to incorporate the parade and a full day of programming (8,000 at WPEC and 3,000 outside)

ATTACHMENT C
1076
• Contracted with 34 local nonprofits through the community services NOFA • Successful participation in the Stockton Youth Intern Program- hired 2 of the 10 of the interns- still working with us.
• *Surveyed and restored the Pixie Queen boat at Pixie Woods, ensuring safety.

 Focus on crime reduction in focus areas

• There were 142 non-fatal injury shootings in 2023, roughly a 1% decrease from 2022.
• There was a total of 3,730 total violent crimes in 2023. o 1.2% decrease from 3,775 in 2022.
• The Air Support Unit increased deployment to 7 days a week. During flight time, the crew patrols the identified focus areas within each policing district. • 9 63 firearms were seized/recovered in 2023,
• PD Telecommunication Center handled 666, 571 requests for service o 255,471 9-1-1 calls for service, a 3% increase.
o 358,939 calls for service created
o 168,470 dispatched calls for service
• Extended the Measure A sales tax measure for another ten years continuing annual public safety funding of over $30 million.
• Implemented and rolled out Integrating, Communications, Assessment, and Tactics (iCAT) training to department members. The training provides officers with tools, skills, and options they need to defuse a range of critical incidents successfully and safely. The training focuses on situations involving persons in crisis and those who are unarmed or armed with weapons other than firearms.
• Animal Shelter had an 81% live release rate.
• Removed over 531,000 square feet of graffiti.
• Over 1,000 tons of trash was removed from over 50 locations. • 993 abandoned vehicles removed.
• Continued Procedural Justice Training within the police department. • Continued partnership with Community Medical Centers (CMC) to refer individuals in some form of crisis to CMC for additional services. This program has likely reduced the number of non-emergency mental health calls into the police dispatch center. • Continued ongoing monthly testing for Police Trainees to increase the eligible candidate pool. PD held two Police Trainee tests in North Carolina and New York. • Established a full-time recruiting team, doubling the number of police trainee applicants from 2022.
• Conducted 3 Fire Fighter Trainee recruitments
• Attended 389 in-person or virtual recruiting events.
• Police Department hired 30 sworn employees
• Police Department promoted 13 employees.
• Fire Department promoted 19 employees?)
• Expended 64% of FY 2022-23 Measure A sales tax revenues on Police and Office of Violence Prevention

ATTACHMENT C
1077
• Collaborated with the police union to develop a new strategy addressing the City’s ongoing challenges to recruit and retain law enforcement officers as part of the Measure A sales tax extension.

Office of Violence Prevention
• Hosted Inaugural OVP Symposium – Heal the Healers: Transforming Harm into Healing and Hope
• Implemented new database management system Apricot 360. • First Asian & Pacific Islander Resiliency Summit in partnership with San Joaquin Delta College, Empowering Marginalized Asian Communities (EMAC), and WorkNet. • Collaborated with San Joaquin County Office of Education, Comeback Kids program establishing the OVP office as a satellite office for clients to pursue their high school diploma in a safe and secure location.
• Facilitated Mindful B Treatment Training (MBSAT) focused on teaching clients how to understand, manage, stance Abuse Treatment (MBSAT) focused on teaching clients how to understand, manage and regulate their emotions and control their behaviors.
• Onsite Clinician - Trauma-informed care and mental health services for both staff and clients.
• Expanded housing support to clients by providing fiscal support for permanent housing along with continued emergency relocation support. • OVP facilitated professional development and strategic planning in partnership with Mora Learning Institute (MLI).
• Awarded the California Violence Intervention & Prevention Grant – Mental Health for Frontline Worker’s Grant in the amount of $9,174.
• OVP facilitated five Data Cafes within the city of Stockton. • Established d house Driver’s Training Course within the OVP office to increase client’s success with securing driver's licenses.
• Developed Leadership Council Curriculum in partnership with Mora Learning Institute.
• Professional Development for staff through UC Davis trainings. • Partnered with Community Medical Centers to provide real-time trauma response and support to victims of shootings.
• Reflective Travel trips including fishing trips, speedways, and theme parks. • Meals and Groceries giveaway to clients and families during the holiday season. • Community engagement through feeding the folks and hitting the blocks of Stockton most impacted by gang and gun violence through our partnership with Bread of Life and other community-based to provide food, resources, and healing. • Provided culturally sensitive Healthy Wealthy & Wise Cognitive Behavioral Training in partnership with Empowering Marginalized Asian Communities (EMAC) and Choices for Freedom focused on better decision making, overcoming trauma, and financial literacy.

ATTACHMENT C
1078
• Engaged in conflict mediations in key neighborhoods preventing further retaliation which would have resulted in someone being shot or killed. • Supported clients in securing vital documentation (ID, birth certificate, driver’s license, social security card, etc.) to provide a necessary foundation for achieving their goals.

SFD One Page Strategic Plan (OGSP) Completed
As identified in the Strategic Plan, the following are the Fire Department's top priorities:
• Establish a sustainable service delivery model
• Supporting internal health and wellness
• Increased recruitment and expanded onboarding
• Emphasized training and education
• Optimized partnerships with all stakeholders
• Increased efficiencies and use of technology

Fire Prevention Bureau Accomplishments
• Implemented New Fee Study
• Trained New Plan Checker
• Increased Public Education (Fire and Life Safety)
• Hired an Office Specialist
• Hired two (2) FIU Team Members
• Social Host Ordinance
• Implemented Food Truck Tracking System
• Trained Two New Inspectors
• Updated Stockton Municipal Code

 Develop solutions to address homelessness, including increasing the affordable housing supply

• Homeless, Housing, Assistance and Prevention (HHAP) - Staff is currently managing five rounds of HHAP in various stages.
• Received approximately $516,604 in funding reimbursement of the $2 million awarded SB2, LEAP, and REAP grant programs.
• New Housing & Affordable Housing - The City issued building permits for 610 new housing units, including 69 low-income units. Of the permits issued, 51 were accessory dwelling units (ADUs).
• SESP Fee Waiver Program
o Single Family Residential - $8,718,438 in fees waived in 2023 ($57 M since program inception)
o Multi-Family Residential - $0 in fees waived in 2023 ($7.7 M since program inception)
• Completed the significant outreach for the Shape Stockton effort, which includes a Development Code and Design Standards overhauls, updated Housing Element, a new Housing Action Plan, and three Neighborhood Area Plans. Outreach includes

ATTACHMENT C
1079
property owner notifications, workshops, Go-to-them-Events, stakeholder presentations.
• Completed and released for public use, comprehensive revisions to the City’s pre- approved Accessory Dwelling Unit (ADU) plan options. Revisions included updates for the latest building, fire, and energy efficiency codes. • Earned a prohousing designation from the State, making grant applications more competitive.
• Held a Press Conference announcing St. Mary’s Dining Room Pathways Project committing $3.6 million in funding for more than 300 beds for unsheltered homeless in conjunction with the County, Health Plan of San Joaquin and Dignity • Completed the staff restructure of Housing and Homeless unit and hired two effective managers.
• Housing projects Calaveras Quarters and Villa De Flore broke ground and Sonora Square held a ribbon cutting.
• From mid-July to mid-August, the EDD Team responded to the Local Emergency related to the closing of Stockton Shelter for the Homeless and the imminent displacement of nearly 250 unhoused individuals within the City of Stockton.

 Leverage City and partner resources in impacting overall public health, community wellbeing, and community resiliency.

• Significant progress made on updating the Transportation Impact Analysis Guidelines - Ensures the elimination, minimization, or mitigation of transportation impacts brought by a project while meeting the City’s General Plan goals and state mandate SB 743 for CEQA type projects.
• In response to the winter storms of 2023, Community Services Department employees opened overnight warming zones across four (4) community centers 84 times. The warming zones provided a safe and welcoming spaces for individuals to get relief from the weather.
• Awarded$25000Brian M. Stocker grant through the San Joaquin Community Foundation to provide free swim lessons.
• Implementation of the new Tobacco Ordinance.
• Finalizing reward program for reporting illegal dumping. • Developed and presented for council adoption, comprehensive industrial warehouse development standards that balance sustainable development with economic interests.
• Youth Services Grant Program NOFA – Released July 17 for up to $2.086M. 36 applications were received from non-profit organizations that provide youth programs and activities. 14 were selected. Stockton Arts Commission awarded $50,000 in Arts Grants to ten (10) artists and artist organizations to support local art projects and programs.
• American Rescue Plan Act – EDD staff has developed and is managing key programs, including Event Programming such as Stockton Flavor Fest, an expanded Business Façade Program, Nonprofit Capacity Building, Marketing Campaign, Community Support Grant and Chamber/District Support,

ATTACHMENT C
1080
• HUD Annual Entitlement - Staff submitted the annual action plan and end of the year CAPER report to HUD and launched the FY 24/25 NOFA for the CDBG and ESG entitlement programs in December.
• Graduated one cohort of the Nonprofit capacity building program through United Way

 Prioritize inclusive economic development to grow the local economy and create employment opportunities for residents.

• Released Entrepreneurship NOFA on September 7 for up to $508,000. • Downtown Marina – Average 80% occupancy.
• Completed significant storm damage repairs to the Banner Island Ballpark in time for opening day.
• In addition to record breaking crowds this year staff work diligently to obtain sponsorship for the Arena, naming rights, now known as Adventist Health Arena.

The agreement followed a RFP released this past April.
• Installed new Adventist Health Arena center hung signage and ribbon boards improving guest experience
• The City of Stockton Goes Purple for Stockton Kings Playoffs. The team rallied around the Stockton Kings making it into the playoffs – creating media buzz and lighting the town purple.
• Under the National League of Cities, EDD hosted a virtual business resource provider workshop in early July to identify the existing resources that are available to small businesses and entrepreneurs. This information is being compiled into the Stockton business SourceFinder map and next steps in the food incubator goal. • The Broken Windows Grant Program launched on October 25, 2023. As of the end of the quarter, 50 applications have been received
• Staff continued coordination with RBH Group on the finalization of a Disposition and Development Agreement (DDA) for Southpoint which will bring more than 520+ housing units to downtown.
• In an effort to advance revitalization efforts on City-owned sites, staff have developed a Request for Information / Statement of Qualifications (RFI/SOQ) to solicit responses from developers and community organizations on the reuse of underutilized sites. The initial submittal period ended on December 14, 2023, and resulted in a number of submittals/interest forms for the Teen Impact Center (7), Louis Park (1), and the properties along Lafayette Street (4). The RFI/SOQ is intended to be open indefinitely for sites that have yet to receive any interest. • In an effort to increase meaningful linkages with small business partners, EDD coordinated various events for the Third Annual Stockton Small Business Week during the first week of May.
• The ARPA funded Business Façade program kicked off February 1 • Annual Goal Achieved – Venues and Special Events drove more than 556K people downtown, increasing venue attendance by more than 10 percent.

ATTACHMENT C
1081
o Arena's most attended events: Latin artists, Peso Pluma and Gabriel Iglesias; sports competitions in Jiu Jitsu and cheerleading/dance; entertainment from Nitro Circus and AEW Wrestling which was also broadcast live on an ESPN affiliate. Stockton Kings 2023/24 season began in November with nine home games.
o Late November saw the opening of the first annual Stockton Lantern Festival.

The nightly show runs through January 14th. This show has activated the ballpark like never before during the off-season of baseball. • T he EPA Brownfields grant concluded, and the associated planning documents were received from the environmental consultant, Stantec. This included the Downtown Infrastructure Analysis and drafts of the South Shore Site Reuse Plan and the North Shore Area-wide Plan (AWP).
• Under the Equitable Community Revitalization Grant (ECRG), the site investigation work plan was completed and approved by DTSC. A health risk assessment was also drafted and provided to DTSC for review and comments. • Annual Goal Achieved 20.4% increase in social followers for a total of 19k total fans and followers
o Marketing Stockton at the largest retail show in the world, ICSC, bringing home several leads for infill development
• Partnered with City’s internal auditor, Moss Adams, to successfully validate and close 10 audit findings
• Successfully completed two debt issuances, $9.78 million & $9.92 million, to finance the public infrastructure in Westlake Village II Community Facilities District (CFD 2018-2) and Canner Park II Community Facilities District (CFD 2019-1), respectively. • Awarded $10 million dollar grant from the State Library to assist with the renovation of the Chavez Library
• Procured a robotic sports field liner, Turf Tank, which will reduce the personnel cost to perform the same function.
• Amended, Title 16 (Development Code) Ordinance to establish two new land use categories of food truck parks and commissary and development standards. • Amended Title 16 (Development Code) Ordinance to repeal “big box” development restrictions.
• Amended Title 16 (Development Code) Ordinance to establish development standards for mini-self storage use in the Commercial, Downtown zoning district. • Amended Title 16 (Development Code) Ordinance to establish development standards for Logistics Warehouse land uses
• Completed AB 562 (Subsidies) 2022 Annual Report
• Approved a Master Development Plan for Dignity Health St. Joseph’s Medical Center of Stockton for planned expansion of the main campus. • C ompleted a development project annexation approval by the Local Agency Formation Commission (Lafco) expanding the City Limit boundary by 208.34 acres. before being completed.
• C ompleted the annual review for all active Development Agreements (DA) review to assess the status of major development projects in the city.

ATTACHMENT C
1082
• Continued work on the Public Facility Fee (PFF) Nexus Study for Traffic, Utilities, City Buildings, Parks, and Agricultural Land Mitigation. Completed initial draft Parks Master Plan and initial draft Transportation Master Plan. • Successfully completed 2023 Commercial Cannabis Lottery • Significant process improvements made, see Section XIII Effective Government for details
• Completed the implementation of OpenCounter, an online software application designed to provide a simple step-by-step explanation of the permitting process for the customer. Went live to the public in October 2023, branded as “CDD Virtual Assistant.”

Effective Government

Quality of Life & Community Well-Being
• Development of new ADA Transition Plan underway for accessibility improvements to city programs, services, and activities in conformance with the Americans with Disabilities Act.
• Facilitated United Way Campaign for employees with an effort to support local non- profits organizations specifically in the City of Stockton • Artist and artwork selected for new public art sculpture for Victory Park. • Offered five (5) seasonal community events at the community centers focusing on family-friendly activities and games. Offered Ultra-Friday Nights throughout the summer at four (4) community centers. The program expands operational hours until 11:00 PM. This year staff introduced new programming that included karaoke nights, spoken word, glow-in-the-dark themed games, and entertainment from local artists
• In collaboration with HSA, Second Harvest, and the Emergency Food Bank, offered multiple food programs at our community centers. These programs provided 9,861 bags of food, 17,846 hot meals, and 1,663 boxes of fresh fruit and vegetables to members of the public. Conducted a weeklong summer theater camp for youth teaching participants the fundamentals of set design, acting, directing and improvisation that ended in two (2) productions of Cinderella. Contracted with four new instructors to offer community classes that build skills in dance, drone aviation, and cooking.
• The entire Economic Development Department attended two days of training and became certified in Diversity, Equity and Inclusion
City Administration
• Prepared and submitted quarterly reports for $78 million in ARPA funding. • Collected $4 million in delinquent utility accounts of which $2 million was recovered by the internal collections team.
• Recovered over $500,000 in sales tax revenues through consultant lead analysis and audits.

ATTACHMENT C
1083
• Received Government Finance Officer Association Excellence in Budget Award for FY 2023 Budget document. The award has been received for the last five budget cycles.
• Utilized the Long-Range Financial Plan to determine affordability of salary and benefit increases for agreements with four employee units. • Delivered on time and structurally balanced budget.
• Increased business licenses by 8% and business license revenues by 57%. • Improved fiscal solvency with additions to the General Fund reserves with funded reserves totaling 63% of the total reserve target at the end of FY 2022-23. • Set aside $21.5 million at the end of FY 2022-23 for use on Council identified special projects.
• Updated the City’s investment policy to give the City more investment options. • Successfully converted internal process to new banking system due to bank merger. • Successfully, split the City’s portfolio between two portfolio managers to maximize potential earnings with the City’s investment portfolios. • Took advantage of current market conditions to save $4 million on the 2019 Water Bonds with a 5.47% return on investment benefiting the Water Utility Fund customers.
• Increased interest earnings, receiving $11 million from daily cashflows and $18 million from investments for a total of $29 million in interest revenues for the year.

This was an increase of $12 million from the prior year. • Completed selection of and transition to a new provider for printing of accounts receivable and utility customer bills.
• Cash Management Policy updated to improve controls, address audit findings, and increase revenue collected.
• Transferred the Pension Trust to a new portfolio manager to maximize investment growth.
• Strengthened the Cyber Security posture of the city with updated policies, procedures, and multiple Department of Defense grade cyber security tools • Strategic investments in the network infrastructure to increase capacity and redundance.
• Went live with the human resources and payroll portions of the new ERP system in January 2023.
• Implemented a new system of record for employee timekeeping eliminating paper timesheets and an outdated database.
• I mplemented automated workflow of personnel action entries for all departments. • Deployed the Employee Self Service Portal (ESS) for employees to update their information and view their paychecks online.
• Significant process & performance enhancements made to the development and permitting processes. Notable examples include:
o 71 of 84 DevStat iLab action items completed as of 12/31/23 o Continued use of reporting/monitoring tools to track development review performance.
o O f the eleven permit types available for online application, 86% were submitted online

ATTACHMENT C
1084
o Expanded the city’s automated residential solar permitting platform to include rooftop solar projects that have backup batteries, resulting in real time online permit issuance for most residential solar project types. o Developed and implemented a streamlined online application and permit issuance process for residential production home permits, allowing subdivision developers to apply and pay for new home permits virtually. o Implemented the “Easy Scheduler” platform simplifying the online building inspection scheduling process into four (4) simple steps while also providing a mobile-friendly version for scheduling via phone or tablet. • Completed cross-training of Community Development Technician staff and implemented new policies and procedures at the Permit Center counter for improved customer service, resulting in fewer “hand-offs” of customers between multiple staff members/departments.
• Completed iLab exercise to identify process improvements for the Planning Site Plan Review process.
• Streamlined process for Planning projects in Accela software to increase processing efficiency
• Continued the Express Review Program for same day permitting of minor residential and commercial projects.
• Continued the role of the Deputy Building Official to act as a Project Liaison to provide focused attention to large, complex, or significant projects to act as a single point of customer contact and coordinate these projects through the development review process.
• Staff earned eight (8) technical certifications from the International Code Council and two (2) certifications through the State of California’s challenging Certified Access Specialist (CASp) program.
• Implemented a new, modern, responsive and accessible City website.

Public Safety
• Completed multiple upgrades to the Radio system in Police and Fire • Police Department
o SWAT competed in the Dighton Little SJSO SWAT Competition and won first place overall.

o SWAT competed and placed 108th overall out of 234 national and international law enforcement teams, and 18th out of 30 teams in the highly competitive Open Division.
o Crisis Negotiation Team (CNT) competed in the 4th Annual California Crisis Negotiation Competition and won first place for the third year in a row. o Crime Analyst Melanie Johnson was named Analyst of the Year by the Northern Valley Crime and Intelligence Analysts’ Association. o Crime Analyst Brad Sieffert was awarded the Analytical Product of the Year by the California Crime and Intelligence Analysts Association. Congratulations to the two of them for their dedicated work.
o Completed a full remodel of the PD’s Records Section at the Operations Building.

ATTACHMENT C
1085
o Reimplemented department members volunteering in youth sports as a workday through the Police Youth Athletic League in football, basketball, soccer, and boxing.
o PD’s Organizational Wellness Unit was recognized by other law enforcement agencies for coming to their assistance in times of crisis. o Reimplemented the use of the 1033 Program and obtained free equipment from the Federal government.
o The Professional Standards Section implemented new software to track internal misconduct investigations, track and document use of force data and incidents, and enhance our early intervention system.
 IA PRO- Management system for administrative investigations.  Blue Team- Documents and tracks uses of force incidents, vehicles pursuits, complaints, complements, and more.
 EI PRO- Allows supervisors to monitor their employees to determine potential concerns early on. EI Pro performs peer group analysis to determine potential concerns with a staff member.
o For the first time ever, the Department conducted individual Honoring the Fallen Officer ceremonies for all our fallen officers.
o Established the Police Aide position, which is a paid part-time opportunity for individuals 16-25 years of age. This is a recruitment tool and pipeline to full time employment.
o The Animal Shelter partnered with SF SPCA to offer three free community spay/neuter clinics in May, July and September of 2023 where a total of 72 pets were altered for members of the community in most need of this service. o The Shelter partnered with San Joaquin County Sheriff’s Office Animal Services to host a free vaccine and microchip clinic, where 591 pets were vaccinated and microchipped.
o After contracting with Hard Luck Animal Welfare Advocates for the Shelter’s veterinary services, the Shelter has been able to increase TNR days to offer four consistent days per month for public TNR. TNR increased by 36% in 2023.
o Upgraded to New Code Enforcement case management system o Updated the Code Enforcement class specification
o Reduced staff vacancies in Neighborhood Services Section by 33%. • Multiple training programs to ensure effective use of technology, including office productivity tools, cyber awareness training, and other tools • Fire Technology Enhancements:
o Began utilizing Emergency Reporting software for Fire Prevention Inspections.
o Implemented Emergency Reporting for NFIRS reports (National Fire Incident Reporting Systems):
o Applied FirstWatch for statistical analysis/dashboard. o All field units have real-time GPS location tracking and cellular-enabled Wi-Fi. o All field units have iPad MDC with Tablet Command for incident management and in preparation for real-time unit status

ATTACHMENT C
1086
o Firstwatch Early Event Detection Software - for improved 9-1-1 caller data management and reporting.
o Emergency Reporting System – data and performance management software for efficient and timely completion of reports.
o Handtevy Pediatric Emergency Standards System – a software application that addresses complex pediatric treatment to reduce paramedic procedural errors.
o Integration of Tablet Command and Telestaff. This provides up to the minute updates of actual fire ground personnel assigned to an incident. • Fire Safety:
o Replaced high pressure airbags, rescue harnesses, and rescue ropes as part of equipment replacement schedule
o Sent 17 members to various Rescue Technician classes. Five (5) members have been trained to the Heavy Rescue Technician level
o Annual Confined Space Technician level refresher training o 85 members participated in a UOP Summer Study by providing evaluation of body composition and functional movement directed at reducing injuries caused by improper movements. Resulted in the purchase of five (5) exercise bikes to expand aerobic training options to Members o Three (3) new treadmills purchased, reducing repair costs from older treadmills
o Contract with First Alarm Wellness to provide a supplemental to city EAP for a more comprehensive approach to mental health for suppression personnel and dispatch staff
o Three (3) year agreement with Scotts PPE to provide advanced cleaning, inspection, and repairs for firefighter turnout gear
o Ongoing reviews of vehicle accidents and firefighter injuries as part of Injury and Illness Prevention Program
• Emergency Operations Center (EOC)
o Trained key City staff members in a four-day class on EOC operations o Installed base station radio equipment at EOC
o Installed Secured Network lines for PD Computer Aided dispatch in EOC o Monthly EOC updates related to COVID response
o Activated EOC on December 31, 2022
• Logistics Accomplishments
o Extractor installation Co.10
o External fire station painting. Companies 3, 4, 5, 7, 10, 11 and 14. o Roof replacement Co. 10
o Carpet removal and floor polishing: Division of Training. • Emergency Communications Division (ECD)
o Hired and trained a Quality Assurance (QA)/Quality Improvement (QI) person o Established QA/QI committee to interact with SJCEMSA
o Trained (1) dispatcher to Quality Assurance Level
o Procured new Artificial Intelligence (AI)Training Program o Video monitor project 90% complete

ATTACHMENT C
1087
o Uninterrupted Power Source (UPS) project coordination began with facilities. o ECD back up location meetings to determine alternate location and cost savings.
o Implementation of Automatic Vehicle Location (AVL) with contract agency Lodi Fire Department
o Automatic Vehicle Location (AVL) in progress with contract agency SCFA Tracy
o Applied for International Academies of Emergency Dispatch (IAED) Accredited Center of Excellence ACE Re-Accreditation.
o Provided Customer Service Training to all ECD staff.
o Established new Call Taker Eligibility List.
o Redefined Fire Telecommunicator Call Taker Job specifications. • EMS Accomplishments
o Trauma Response and Tourniquet training to SFD
o Emergency Response & Responder Safety to the Fentanyl Epidemic o Full implementation and data collection from ESO EPCR for EMS patient records.
o EMS Deputy Director attended Training for ESO Data Management in Austin, TX
o ECD/EMS Division Chief attended Training at California Fire EMS & Disaster Conference (CFED) in Indian Wells, CA.
o Participated in the first San Joaquin County Emergency Medical Services Advisory Committee and Continuous Quality Improvement MPDS Committee with Local EMS Responders and Hospitals for System improvement.

ATTACHMENT C
1088

Appendix 2:
2023
Workload Statistics

ATTACHMENT C
1089
Appendix 2
2023 Workload Statistics

1 CITY OF STOCKTON
2023 WORKLOAD STATISTICS

The following are 202 3 Workload Statistics as reported by the City of Stockton Departments.

The information provides high -level Departmental updates strictly by numbers. The data provides insight into administrative, public safety, community, human resources, municipal utility, economic development, including information technology workload statistic s.

ADMINISTRATIVE SERVICES
• Staffed 10 Measure (A/W/M) Committee meetings, provided quarterly financial reports , and assisted with each committee’s annual report
• Provided quarterly budget updates to the City Council • Produced monthly and quarterly reporting on the City’s short -term and long-term investment pools
• Processed 3,970 journal entries
• Issued over 8,476 vendor checks and 2,400 EFT payment transactions worth $293.7 million (1.6% increase YOY).
• Processed 32,360 invoices from City vendors and business partners. • Issued 588 ACI payment transactions worth $3.7 million • Processed 6,316 requisitions purchase orders worth $ 62.3 million • Processed 302 contracts (excluding contract change orders) & 57 Single Source Justifications
• Tracked and processed 16,416 purchasing card transactions worth $ 7.3 million • Developed and released a total of 35 formal solicitations • Issued over 11,681 inventory items out of Central Stores worth over $32,962 and processed 1,174 requisition purchase orders totaling over $8 million • Issued nearly 14,421 inventory items out of MUD Stores totaling over $1.9 million and processed 661 requisition purchase orders totaling $ 2.2 million • Processed over 305,789 print job copies and over 181,080 pieces of mail • Assisted 29,758 customers in person (all services; business license, utilities, accounts receivable, and collections)
• Assisted 41,000 telephone customers
• Sent 1.15 million utility bills totaling over $142 million • Issued 10,998 invoices for payment totaling approximately $41 million • Processed 8,700 department deposits and payments totaling approximately $234 million
• Issued over 3,574 new business licenses , an 8% increase over prior year. • Collected $4 million in cannabis business taxes , a 38% increase over prior year. • Collected $2.2 million in deli nquent utility bills on 1,200 parcels via the property tax roll • Recorded 2,540 liens with the county recorder's office for delinquent utility bills • Accounts Payable full cycle process time (Received invoice by City to payment processed) is averaging 22 days
• Resolved 1,234 financial system service requests, of which 373 were related to payroll Issued 66,432 employee paychecks

ATTACHMENT C
1090
Appendix 2
2023 Workload Statistics

2 • Processed 281 budget amendments including the new year budget entry • Reviewed and approved 369 NeoGov requisitions that were subsequently filled via promotions or new hires
• Reviewed 263 Council agenda items to assess the financial impact of proposed actions.

COMMUNITY DEVELOPMENT
• Participate in the San Joaquin Public Agency Consortium Government Contracting & Business Resource Event providing education to businesses on contracting with the City.
• Served 20,496 individuals at the Permit Center, providing 29,885 individual services (customers must frequently talk with more than one person at the Permit Center, this averages to roughly 1.5 “services” per ticket pulled)
• Received 8,143 applications through our online Citizen Access portal, equating to 55% of the overall applications received
• Issued 8,432 Building Permits
o Notable projects include: Mariposa Industrial Park Project, Sherwood Mall Remodel, Whistler Storage Facility, KIPP and ASPIRE Schools o 6,676 Over-the-Counter permits
o 441 Commercial permits
o 1,220 Residential permits
o 95 Sign permits
• Completed 24,566 inspections
• Issued 2,801 Development Engineering permits
o 1,985 Encroachment permits
o 771 Transportation permits
o 45 Final Maps, Improvement Plans, Lot Line Adjustments, and other permit types • Processed 816 Planning applications
o 560 Home Occupation Permits
o 229 Projects processed, including:
• Notable projects includ e: Dignity/St. Joseph’s Hospital M aster Development Plan ,
• 3 approved annexations and 1 pending annexation request o 27 Tree removals, utility service requests, and inquiries o 22 Cannabis Lottery Applications reviewed/screened
• Staffed ___ meetings with __ items prepared and presented, including ___ projects reviewed
o 13 City Council meetings staffed, 18 items prepared and presented o _ Legislative and Environmental Committee meetings staffed o 18 Planning Commission meetings staffed, 4 8 items prepared and presented o 9 Cultural Heritage Board meetings staffed, 2 5 items prepared and presented o 33 Site Plan Review Committee meetings staffed; 66 projects reviewed o 62 Economic Review Committee (ERC) meetings staffed
o 40 Code Enforcement ‘CRP’ meetings staffed, plus follow -ups o 22 Architectural Review Committee (ARC) meetings staffed; 55 projects reviewed

ATTACHMENT C
1091
Appendix 2
2023 Workload Statistics

3 • Permit Valuation
o Calendar Year 2018 - $350M
o Calendar Year 2019 - $482M (+38%)
o Calendar Year 2020 - $549M (+14%)
o Calendar Year 2021 - $673M (+23%)
o Calendar Year 2022 - $1.1B (+63%)
o Calendar Year 2023 - $852M (-21%)

COMMUNITY SERVICES
(Note: The following numbers reported reflect registered participants per session (not unique participants).
• 17,701 youth registered for bi-monthly afterschool programs • 4,520 teens participated in monthly membership programs at our community centers • 3,890 youth attended weekly day camps
• 45,668 individuals attended in -person community center events • 513,946 visitors to our community centers
• 9,861 Brown Bags distributed to seniors
• 17,846congregate meals distributed to seniors
• 1,663 bags of fruits and vegetables distributed in our Mobile Farmers Market program • 7,886 “supper” meals provided to youth in our afterschool programs • 4,592 youth participated in sports programs
• 6,068 adults participated in adult sports
• 8 Arts Commission meetings10 Parks and Recreation Commission meetings • 951,332 items checked out and renewed at Stockton -San Joaquin County Libraries • 242,161 digital downloads
• 94,956 people in attendance at in -person library programs • 15,734 new library cards issued
• 634,879 visitors to libraries
• 637,780 hits on the library website

ECONOMIC DEVELOPMENT
• 90 Events and Meet and Greets
• 61 Economic Review Committee Meetings
• 1 Naming Rights Sponsor for the Arena
• 14,500k+ attendees at Stockton Flavor Fest
• 5 NOFAs issued (Low Barrier, Entrepreneurship, CDBG/ESG , Acquisition for Housing, Youth Services with CSD )
• 4 Competitive Grants procured - Sustainable Transportation Grant, Pro -housing Incentive Program, Surrendered Abandoned Vessel Exchange, County match $6M () • 136 Contracts
• 29 Council Staff Reports
• 37.5% open rate and 3.75% click through rate on newsletters • 20.4% increase in social followers for a total of 19k total fans and followers

ATTACHMENT C
1092
Appendix 2
2023 Workload Statistics

4 • 11% increase in social engagement
• 182 LinkedIn posts
• 502 Insta posts
• 125 tweets on “X”
• 356 Facebook posts
• 104 Events held at the Banner Island Ballpark, including 34 days of lantern festival for a total of 135,480
• 257,728 people attended events at the Bob Hope and Arena • 19,700 ticketed guests at Pixie Woods
• 162,868 attendees at Weber Point, Civic Auditorium and all permitted events • (NOTE: Downtown venue s combined brought in more than 556k people into the area) • 7 awards earned; Business Advocate of the Year from the Hispanic Chamber, 5 International Festival and Event Association (IFEA) Awards for Stockton Flavor Fest and an award from ASM Award for Event Net Operating Revenue for the Bob Hope Theater
• 11,110 Parking Citations issue d

FIRE DEPARTMENT
• Responded to 551,166 calls

Staffing
• Hired 40 new employees
o 26 Fire Fighter Trainees
o 1 Emergency Manager
o 2 Fire Prevention Insp. I
o 1 Office Specialist
o 3 Fire Tele I
o 1 Fire Tele II
o 4 Fire Tele Call Taker
o 1 Administrative Analyst
o 1 Project Manager

• Promoted 25 employees
o 1 Battalion Chief
o 4 Captain
o 14 Engineer s
o 1 Fire Tele CAD Coordinator
o 4 Fire Tele II
o 1 Fire Prev. Inspector II

• 10 Retirements

ATTACHMENT C
1093
Appendix 2
2023 Workload Statistics

5 Administration
• Created a Paramedic Career Earning Calculator to demonstrate increased earning potential and improve paramedic recruitment within the Department. • Initiated EPMC review process to assist Suppression personnel transitioning into retirement.
• Incorporated non-line overtime scheduling into Telestaff, creating an entirely paperless time approval process.
• Collaborated with R&S Overhead Doors on the development of a universal remote system for all fire stations.
• Utilized National Emergency Number Association to provide their Training Officer Program to Supervising Telecommunicators.
• Received Council approval for identifying terms and conditions for Fire Department administrative suppression personnel compensation for providing response to the California Office of Emergency Services incidents.

Grants
• 2022 SAFER grant awarded approximately $4.3 million from FEMA for hiring seven (7) additional firefighters.
• 2021 AFG grant received for 128 new SCBAs ($687,272.72) • 2020 AFG grant received for new Pierce truck ($1,181,818.18)

Contracts
• Contracted with Jacob Green and Associates to provide After Action Reports for the City's response to the COVID-19 pandemic and 2023 Severe Winter Storms • Executed Fire Academy Facility Use agreements with South County and Lodi to provide state-of-the-art training to the region's newest firefighters. • Successfully acquired a Facility Dog from Thor's Hope Foundation to address suicide prevention, PTSD, secondary trauma, and the overall mental well-being of our firefighters at no cost to the City.
• Entered a 3 -year agreement with Xylem Dewatering Solutions for the outsourcing of Hydrant Inspections, redirecting approximately 600 hours of Suppression resources back to emergency response, training, community engagement, recruiting, and other core funct ions of the Fire Department.
• Entered into an agreement with AP Triton for a comprehensive analysis of San Joaquin County's ambulance service area and EMS system modeling options. • Successfully expanded the number of preemployment background investigators, improving pre-hire efficiency and decreasing the likelihood of losing qualified Suppression personnel during onboarding.
• Entered into an agreement with Dr. Johnston Lim Co to serve as the Department's Medical Director and act as the Department's prescribing physician for controlled substances.
• Entered into an agreement with Gray Quarter Inc. to provide project management and implementation services for Fire Prevention's Accela configuration and data conversion for fire permits.

ATTACHMENT C
1094
Appendix 2
2023 Workload Statistics

6 • Entered into an agreement with NEOGOV for Power FTO training software, a complete onboarding, field training, and employee performance solution for the Emergency Communications Division.
• Entered into a 5-year agreement with Allstar Fire Equipment for firefighter PPE. • Entered into a maintenance agreement with Stryker Medical to ensure the Department's LUCAS devices provide high -quality, consistent chest compressions to sudden cardiac arrest patients.
• Amended the Central Square Computer Aided Dispatch Agreement to allow emergency location details to be transmitted to Tablet Command, improving emergency incident geolocation capabilities.

Apparatus
• Took possession of seven (7) Pierce Enforcer Fire Engines (six (6) - ARPA, one (1) - Measure W), and one (1) Pierce Arrow Aerial Ladder Truck (2020 AFG grant). • Ordered a Pierce Enforcer Fire Engine and five (5) brush rigs through Public Works expected in June 2024 (ARPA).
• Six (6) fire engines and one (1) fire truck were retired. • Received two (2) Battalion Chief cars (upfitting in 2024).

Division of Training (DOT)
• 46,198 total dept training hours = 255 hours/member
• 26 recruits trained in two (2) separate training academies for a cumulative total of 18,408 hours plus twelve (12) additional recruits for the City of Lodi . • Conducted one (1) Captain Academy for four (4) members. • Spring 2023 Tower Drills – Command/Control, Fire Ground Safety, Active Shooter, and Hazmat Refresher.
• Assisted Hayward Fire Department with two (2) promotional exams. • Assisted Lathrop Manteca Fire Department with an entry -level exam. • Assisted Lodi Fire Department with the Captain promotional exam. • Hosted six (6) Rope Rescue classes.
• Hosted seventeen (17) Forcible Entry classes for the Stockton Police Department. • Completed the following Standard Operating Guidelines:
o Electric Hybrid Vehicle Fires.
o Lithium -ion Energy Storage Systems.
o Lithium -ion Consumer Electronics and Micro -mobility Devices. • Assumed the Tools and Equipment Program.
• Applied for the State Fire Training Accredited Local Academy (SFT ALA) re-accreditation.

Water Rescue Unit
• Staffed the Water Rescue as a stand-alone unit during unprecedented storms and flooding.

ATTACHMENT C
1095
Appendix 2
2023 Workload Statistics

7 • Thirteen members attended a California State Fire Marshal (CSFM) River and Flood Rescue Technician class.
• Two (2) members were sent to participate in a Personal Watercraft (PWC) Rescue Operator class and a CSFM Rescue Boat Operator Class.
• Purchased an inflatable raft to increase our ability to do Swift Water training. • Purchased 12 new helmets to outfit our members better. • Outfitted all engines and trucks with personal flotation devices for every person on an apparatus.
• Performed a surface rescue of a driver stranded in his vehicle in Bear Creek after a vehicle accident.
• Four (4) members attended Ammonia Release training.
• Six (6) members attended Continuing Challenge (12 hours of Hazardous Materials Technician CEs)
• Provided department-wide Hazardous Materials Decontamination training refresher.

Technical Rescue Training
• 17 members are in the Urban Search and Rescue (USAR) certification track through State Fire Training.
• 32 classes were taken in 2023 (additional 57 classes are still needed for all members completion). • Logged 2283 technical rescue training hours in Vector Solutions. • Annual Confined Space Entry training was completed in May. • Monthly USAR training calendar implemented.
• Additional Paratech Struts and an Elevator Rescue kit were purchased. • A new Stokes Strapping System is in place for ease of operation on higher -frequency applications —a complete body system for Technical Rope Rescue Operations.

OES Wildfire Deployments
• Members were deployed to two state-mandated mutual aid requests for 18 days.

Fire Prevention Bureau
• Completed implementing new Fee Study – increased revenue. • Third Party Hydrant Inspections.
• Transitioned R-2 Inspections into Fire Prevention.
• Obtained two (2) new vehicles.
• Implemented New Hire Training Plan with task book.
• Establishing Prevention Policy and Procedures.
• Expanded SharePoint page = better organization for files and resources between Divisions.
• Increased Public Education / Social Media Post.
• Facilitated Fire Investigation 1A, 1B, and 1C classes for City of Stockton personnel and members from outside Fire Departments.
• Plan Checker training (understanding Fire Department needs.)

ATTACHMENT C
1096
Appendix 2
2023 Workload Statistics

8 • Arson 385 formal fire investigations completed Two (2) fire investigations determined to be incendiary 297 undetermined fires 21 Accidental
• 64 Open (ongoing)
• $15,524,793 in fire loss (structure, vehicles, other) • 19 persons arrested for arson

Safe and Sane Fireworks
• Virtual lottery conducted
• On-line training for all firework s vendors
• 98 Fireworks Social Host citations issued
• 831 hours for the fireworks task force
• 500 educational lawn signs distributed
• 3000 fireworks safety cards distributed
• 59 Ask Stockton complaints about illegal fireworks use • 45 tips were received through the Nail 'Em Application

School Inspections/Public Education
• 111 out of 120 School Inspections completed (92.5%)
• Participated in 227 hours of public education
• Community Outreach during Fire Prevention Week (4 locations) • 208 hours weekly7 HOT Team involvement

Fire Plan Check/New Construction
• 35 Hood and Duct Inspections
• 199 Underground Fire Line/Hydrant Inspections
• 957 Fire Sprinkler Inspections
• 262 Fire Alarm Inspections
• 26 Special System Inspections
• 707 Building Permit Final Inspections
• 413 Fire Plan Checks
• 408 Building Plan Checks
• 162 Planning Application Review
• 60 Public Works Project Review

Fire Inspections
• 645 Weed Inspections
• 32 Residential Occupancy Inspections (Not Hotel/Motel) • 270 Assembly Occupancy Inspections
• 307 Special Inspections (Fireworks, Festivals, Tents) • 1825 Fire Operational Permit Inspections
• 1523 Fire Operational Permit Re-Inspections
• 58 Community Care License Inspections
• 33 Hotel/Motel Inspections

ATTACHMENT C
1097
Appendix 2
2023 Workload Statistics

9 • 381 New Fire Operational Permit Inspections 1875 out of 1917 State Mandated R-2 Inspections

Emergency Communications Division (ECD)
• Received re-accreditation for our eighth International Academies of Emergency Dispatch (IAED) Accreditation Center of Excellence (ACE) Recognition – March 2023. • Accepted the 911 Live Caller from the two -remaining primary PSAPs in San Joaquin County pursuant to Senate Bill 438 - California Highway Patrol (CHP) and the San Joaquin County Sheriff's Office (SJSO).
• Received 57,489 calls that required emergency medical dispatching pursuant to IAED criteria (4,800 per month; 160 per day).
• Answered 219,898 phone calls, including 911 calls for service and calls to the non - emergency phone number.
• Implemented automatic vehicle locator (AVL) for Lodi Fire and South County Fire Authority to send the closest unit by distance to 911 calls for service. • Overfilled a vacant Telecommunicator position to create a new position titled -Computer Aided Dispatch (CAD) Coordinator- to manage the back end of the CAD and everything it interfaces in dispatching emergency resources.
• Created an RFP and hired a consultant to perform a staffing/efficiency analysis of the Dispatch Center.
• Implemented a new training software program (Power FTO) to assist in standardizing criteria and rating of new hires by trainers and to evaluate the trainers and any potential biases.

ECD Training
• Three (3) Telecommunicators attended the IAED Navigator Conference in Denver, Colorado for three (3) day dispatch training sessions.
• The Quality Assurance (QA) Specialist (40 hr. TC 2 position) was sent to the Association of Public Safety Communications Officials (APCO) International Conference in Nashville, Tennessee, for four (4) day training sessions.
• The Quality Assurance (QA) Specialist was sent to the APCO Center Manager Program for a five (5) day course for national certification.
• The ECD Division Chief attended the International CAD Consortium in Raleigh, North Carolina, for a four (4) day training on all components of a 911 Dispatch Center and current best practices in the industry.
• All telecommunicators attended a Customer Service Training class hosted by the Stockton Fire Department in collaboration with American Emergency Preparedness (Ameri-Prep).
• Supervisors attended a two (2) day Supervisors Training course hosted by IXII Group at Stockton Fire Station 2.
• Telecommunicator Trainers attended a three (3) day Communications Training Officer course hosted by the Stockton Fire Department in collaboration with the National Emergency Number Association (NENA).

ATTACHMENT C
1098
Appendix 2
2023 Workload Statistics

10 • Trained one (1) additional telecommunications Supervisor as an EMD -Q (quality improvement certification) to assist with scoring calls and performing quality assurance as required by IAED.

ECD Staffing
• Hired and trained three (3) Telecommunicator Is.
• Hired and trained one (1) lateral Telecommunicator II. • Hired and trained four (4) new Call Takers.
• CAD Coordinator and one (1) Telecommunicator became members of the County's Medical Priority Dispatch System (MPDS) CQI committee. The committee meets quarterly to review dispatch -related issues with the County EMS agency. • CAD Coordinator is a dispatch Subject Matter Expert on the County's EMS Advisory Committee.
• CAD Coordinator appointed as Secretary of the Northern California branch of the Association of Public Safety Officials (APCO).

Health and Fitness
• Conducted 170 comprehensive annual physicals for sworn personnel. • Conducted 146 OSHA -compliant hearing tests for sworn personnel. • Expanded aerobic endurance training by providing exercise bicycles to nine (9) fire stations.
• Upgraded and expanded current firehouse exercise equipment, including replacing one treadmill per SFD replacement plan.
• Purchased fitness equipment for the re -opening of Company 1.

Safety
• Replaced 87 sets of Turnout Gear as required by Cal OSHA NFPA 1851. • Maintained, cleaned, and inventoried all reserve PPE. • Completed the annual inspection and cleaning of PPE for all members, as required by Cal OSHA NFPA 1851.
• Attended an NFPA 1851 Certification Class, as required by the State of California Labor Code.
• Completed a "Turnout Wear Test" for Lion Turnout Company. • Assisted Lion Turnout Co. with developing a new turnout specification for SFD that is now used nationwide.
• Demonstrated and evaluated the new thermal imaging cameras, rescue mannequins, thermal quantifiers, turnout boots, flash hoods, and structure fire gloves. • Revised the Tools and Equipment procurement policy for SFD. • Developed a repair and warranty replacement plan with DeWalt Factory Services. • Surface Go Tablets were purchased and distributed to all front-line apparatus to assist in EPCR completions on scene to improve efficiency and compliance with patient care report requirements.

ATTACHMENT C
1099
Appendix 2
2023 Workload Statistics

11 • Updated some of Article M of the Policies and Procedures. o M1 "SJCEMSA Policy and Procedure Manual" is currently under review. o M9 "Electronic Patient Care Reports" has been updated. o M53 "Med Net Radio Problem Reporting" has been created. o M54, "Accreditation Process for Newly Hired Paramedics" has been completed. o M19 "Sunpro Data Entry" has been archived.
• The EMS Division was present at the State Capitol in support of AB40 (APOT) and AB1168. AB40 was signed by the Governor on 10/13/23.
• EMS Challenge Coins were created and purchased to show appreciation for assistance and/or to acknowledge the delivery of EMS by SFD personnel. • Reorganized EMT and Quarterly Paramedic Skills Stations in the storage area of Laws Classroom.
• Updated ESO EPCR program to a new version of the National reporting system - Nemsis v3.5.
• Created a new policy to memorialize EPCR review process by SFD CQI council. • Reviewed 2,568 EPCR's by the SFD CQI council.

EMS Training
• Sent two (2) new EMS staff members to the ESO Wave Conference in Austin, TX for a four (4) day training course.
• Sent two (2) members to CFED conference in Palm Springs, CA, for a four (4) day conference with EMS professionals from throughout the State. • EMS Tower Drills
o Q1 March – EMT and Paramedic Skills. No CE was provided. o Q2 June – Surface Go, Handtevy, Trauma. 2 hours of CE provided. o Q3 September – CPR. No CE was provided.
o Q4 December – Radio Reports/MCI/TEMS. 2 hours CE provided. • CPR training for 203 personnel was completed in September EMS Tower Drills. • Provided monthly Lucas/Advanced Airway reports to SJCEMSA. (San Joaquin County EMS Agency)
• Provided Quarterly KPI Reports (Key Performance Indicators – i.e., stroke calls, pediatric calls, etc.) to SJCEMSA.
• Created 2024 CQI plan for submission to SJCEMSA.
• Completed Onboard EMS training with Academy 23 -1 and 23 -2 (CPR, LUCAS, Zoll, X - Collar, Handtevy, Registry with SJCEMSA)
• Organized all monthly San Joaquin County Chief's - EMS Section meetings. • Attended all monthly SJCEMSA CQI meetings at County EMS. • Attended all stroke CQI meetings as required by SJCEMSA. • The SFD CQI Council met quarterly to discuss/confer on how to improve the delivery of EMS within the SFD.
• The EMS Division has assigned an hour of CE training to all EMTs and paramedics at the beginning of every month since July.
• Renewed our CPR instructors, and a new CPR instructor was transferred from Lodi Memorial Training Center.
• Completed annual LUCAS device (CPR mechanical compression device) service in October by STRYKER Inc.

ATTACHMENT C
1100
Appendix 2
2023 Workload Statistics

12 • Completed bi-annual SJCEMSA audit of SFD's Continuous Education (CE) program in November.

EMS Staffing
• Re-certified three (3) SJCEMSA paramedic accreditation officers. • Re-certified seven (7) SJCESMA paramedic preceptors.
• Four (4) members are in the current Merced Community College District paramedic program.
• Two (2) members have been accepted into the next Merced paramedic program that starts in January 2024.

HOT Team
• Made 961 Fiscal year contacts (22/23)
• 771 Annual contacts (1/09/23 - 8/10/23)

HUMAN RESOURCES
Workforce Planning
• Received 11,460 on-line applications (Up 3,582 from 2022) • Hired and onboarded 337 Miscellaneous employees
• Hired and onboarded 59 Sworn employees
• 309 New Hires are Stockton residents
• Conducted 3 Fire Fighter Trainee recruitments
• Conducted 9 Police Officer Trainee recruitments
• Police Hires/Promotions:
• 1 Deputy Chief of Police
• 2 Captains
• 3 Lieutenants
• 7 Sergeants
• Fire Hires/Promotions:
• 1 Fire Battalion Chiefs
• 4 Fire Captains
• 14 Fire Fighter Engineers
• Conducted 100 classified recruitments & 62 unclassified recruitments • Attended 7 In-person Career Fairs and Events (UOP, Delta College, Stanislaus, etc.) • Created and implemented a new Onboarding division for FY 23 -24, which included hiring a new Supervising Human Resources Analyst
• Implemented new mandated training components to new hire orientation , and updated the new hire orientation presentation and schedule
• Began implementation of an onboarding module in NeoGov to help streamline the onboarding of new hires and improve the new hire experience • Collaborated with departments to reduce onboarding time by updating the process from candidate selection to extending an offer

ATTACHMENT C
1101
Appendix 2
2023 Workload Statistics

13 Risk Services
• ADA Interactive Process Meetings: 44
• Contracts/Requisitions: Number Approved: 1,490
• Industrial Disability Retirements (IDR) Processed: 10 • Liability Claims Closed: 79
• Subrogation Collected: $ 272,600.37
• Training Sessions Held: 18 - Total Attendees 268
• Workers’ Comp Claims Closed: 247
• Workers’ Comp Settlements:48
• Ergonomic Evaluations: 30
• Personnel Protective Equipment Requests Processed: 280 • Processed 240 COVID cases
• Distributed 89 COVID notices to unions
• Created a new Commercial Driver hiring process in collaboration with MUD and PW. • Created 96 Driver Qualification (DQ) files
• Approved 1,490 Certificates of Insurance
• Sent 19 property damage claims to Collections
• Added Concentra to list of Stockton Urgent Care providers as Dameron Occupational closed.
• Conducted 44 Americans with Disabilities (ADA) Interactive meetings • Processed 10 Industrial Disability Retirements (IDR)
• Performed 30 ergonomic assessments
• Conducted 4 City -wide Safety Committee meetings which included presentations on emergency action plans, conducting accident investigations, COVID Prevention, slips/trips/falls, fire extinguisher safety, and City claims data. • Provided 8 safety training sessions to 198 existing employees • Presented safety training for all new hires
• Conducted 10 insurance (COI) training sessions for staff • Conducted 44 American with Disabilities Act (ADA) Interactive Process Meetings

Benefits
• Held 2 flu shot clinics
• Processed 323 terminations
• Processed 345 new hires
• Processed 314 FMLA leaves
• Processed 85 new deferred comp loan requests
• Processed 1.456 enrollment changes during open enrollment • Facilitated/coordinated 4 employee education sessions with Empower and Shuster • Facilitated/coordinated 17 onsite visits with Empower representatives • Conducted open enrollment in May and an additional special open enrollment in November
• Coordinated and hosted the onsite Health and Benefits Fair • Conducted two leaves training sessions for departments

ATTACHMENT C
1102
Appendix 2
2023 Workload Statistics

14 • Built and implemented the benefits portal in Tyler Munis and processed 1,456 enrollments through ESS
• Created end-user guides for benefits enrollment through ESS • Transitioned benefits term from fiscal year to calendar year • Completed CalPERS retirement audit with no findings
• Implemented 401(a) retirement plan for employer matching • Implemented a Roth Retirement Plan for employees

Labor
• Completed Union contract negotiations with three bargaining units - SCEA, B&C, and the Water Supervisory unit. Made amendments to the Unrepresented Management Compensation Plan.
• Currently negotiating with the two bargaining groups - O&M and T&M for a successor Memoranda of Understanding (MOU).
• Responded to 14 union grievances only 3 were referred to arbitration. o 9 grievances filed at Step 1 – Department level, which Labor assisted Departments with responses and 0 escalated to Step 2.
o 5 grievances filed at Step 2 – HR level, and 3 of them did not escalate. One was placed on hold.
• Sent 11 Meet and Confer notices to the unions regarding policy changes, work schedules changes, or other bargaining items that require a notice to the respective bargaining groups.
• Participated and held 4 Meet and Confer meetings.
• Completed 10 administrative investigations.
• Completed and closed 7 complaint intakes which did not lead to further investigation. • Assisted with CS-23 decentralization process in Munis • Conducted 24 new -hire benefit orientation sessions
• Updated the City’s Sick Leave Policy for Part-time employees in accordance with the law update for January 1, 2024.
• Researched new employment laws for 2024 and ensured HR Department took actions necessary to comply. Specifically, AB 1484, SB 616, and SB 2188. • Completed the annual E -trip survey to remain compliant with the San Joaquin Valley Air Pollution Control District Program for 2023.
• Negotiated and implemented a Recruitment & Retention Plan for Unrepresented Staff and six bargaining units
• Established a Temp Pool to include up to six agencies to provide temporary resources with appropriate skill sets to departments
• Re-established DOT-mandated random drug and alcohol for all safety sensitive drivers

ATTACHMENT C
1103
Appendix 2
2023 Workload Statistics

15 MUNICIPAL UTILITIES
Wastewater Administration and Operations
• Continued construction on the RWCF Modifications Project, nearly 90% complete. • Constructed new East Bank Outfall and weigh scale, nearly complete with construction of the Influent Pump Station and new Stores building, Centrifuge, Ultra -violet disinfection system and Disk Filter system; performed electrical power and wastewater flow shutdowns to connect new 3 -MW backup generator, installed equipment in Grit Removal Building along with chemical feed lines, electrical controls, and process water connections, and constructed Solids Dewatering System.
• Commissioned new Activated Sludge treatment process which meets the new state discharge limits.
• Explored repair and remediation options for new Administration and new Laboratory buildings to moisture protect before wet weather season. • Submitted application for the Extended Wastewater Arrearage Payment Program in the amount of $1,743,960.87 to apply to eligible accounts in arrears. • Participated in the State’s Low Income Household Water Assistance Program (LIHWAP) that provided over $551,230 in utility bill assistance to 6 35 customers. • Awarded $10 million grant from the Department of Water Resources, Proposition 50 funding, for the construction of the East Bank Outfall and installation of a new river monitoring station.

Water Administration and Operations
• Submitted $3.5 million grant application to the Department of Water Resources for the 2021 SGM Grant Program to complete the design and construction of the Delta Water Treatment Plant Groundwater Recharge Basin Project and implement the Disadvantaged Communities (DAC) Advanced Metering Infrastructure (AMI) project. • Submitted application for the Extended Water Arrearage Payment Program in the amount of $549,721.71 to apply to eligible accounts in arrears. • Began design of site improvements and installation of back -up generators at South Stockton System Wells 3 and 9.
• Began design of high voltage power for Well 26.
• Performed comprehensive evaluation at Well 33.
• Conducted topographic survey of the settlement at the Delta Water Treatment Plant Intake Pump Station.
• Installed groundwater wells and performed yield and infiltration tests for the Groundwater Recharge Project basin site. The project also included a geotechnical Feasibility Study to determine site suitability for groundwater recharge. • Shut down Delta Water Supply Project Intake Pump Station (IPS) to prevent contamination following the sinking of a tugboat near the end of Eight Mile Road and coordinated efforts with the spill response team to contain the active spill site and develop a response plan.
• Submitted comments on the Dept. Water Resources Draft Environmental Impact Report for the Delta Conveyance Project.

ATTACHMENT C
1104
Appendix 2
2023 Workload Statistics

16 • Entered into a Professional Services Agreement with Pump Repair Service Company to provide and install a submersible pump and motor for Well 30. • Advertised RFP for design of asphalt replacement and drainage system modifications at 14 Mile Reservoir Site.
• Began construction project at the site of South Stockton System Well No. 8 at Ernie Shropshire Park to improve water supply and quality.
• Provided City-specific data and information for the Eastern San Joaquin Groundwater Authority annual report.
• Executed a purchase agreement for the purchase of filter units for one membrane skid from FilmTec Corporation to preserve the quality of the filtration treatment process and the production of high -quality drinking water.

Stormwater Collections
• Conducted 13 cleanups of McLeod Lake to remove trash, debris, and aquatic weeds. • Completed repairs at several stormwater pump stations and basins, including Turnpike, Buena Vista, Brookside, and Army Court in preparation for the wet season. • Conducted Operational Storm Preparedness – Catch Basin Inspections and Cleaning. • Conducted necessary maintenance services at 10 storm drainage detention basins identified during routine inspection.
• Maintained stormwater filter structure at 10940 St. Moritz, including clean -up and inspection.

Stormwater Administration
• Conducted winter storm damage repairs, clean -up and prepared and submitted financial reporting.
• Completed extensive cleanup of Coronado Street following a large sanitary sewer overflow (SSO) that affected City property and two private residences due to failure of an air relief valve (ARV) located near Coronado and East Fulton Street. • Performed Stormwater Drainage Basin flood control inspections and maintenance for Stockton Consolidated, Industrial and stormwater quality treatment basins and Assessment Districts.
• Participated in the Department of Fish & Wildlife Classroom Aquarium Education Program.
• Procured additional lateral cameras to reduce occurrences of Sanitary Sewer Overflows.
• Attended the Annual SJVSWQP MS4 Phase I & II Regional Training hosted by the San Joaquin Valley Storm Water Quality Partnership (SJVSWQP). • Submitted a revised City of Stockton and the County of San Joaquin Co -Permittee Pyrethroid Management Plan to the Central Valley Regional Water Board. • Submitted the 2022-2023 Annual City of Stockton & County of San Joaquin National Pollutant Discharge Elimination System Municipal Stormwater Program report to the State Regional Board.
• Participated in Storm Preparedness coordination meetings with the Fire and Police Departments.

ATTACHMENT C
1105
Appendix 2
2023 Workload Statistics

17 • Coordinated Lake Levels Storm Preparedness project to ensure appropriate winter water levels are maintained at private lakes.
• Concluded document review and preparation for the State Water Resources Control Board audit of the Sewer System Management Plan.
• Successfully hosted Annual Coastal Cleanup 2023 event at Buckley Cove. o Number of Volunteers – 50
o Estimated Weight of Garbage Collected – 340 lb.
o Total Miles Cleared – 5
o Bags Used – 60

MUD Engineering:
• Began South Stockton System Groundwater Well Rehabilitation at Well SSS8. • Completed 2023 Stormwater Master Plan.
• Conducted a comprehensive evaluation of Well 33 to assess well capacity and water quality sampling prior to further development to provide potable water within the proposed Cannery Park development in northeast Stockton. • Began replacing the digester gas holder diaphragm at the Regional Wastewater Control Facility (RWCF).
• Awarded construction contract to replace the Smith Canal Sanitary Pump Station Odor Control Unit Replacement Project.
• Complete the replacement of digester gas pipe expansion joints at the RWCF. • Began design services for depth of cover remediation for the 36” diameter pipeline crossing the San Joaquin River.

MUD Safety
• Completed annual verification of Hazardous Material Management Plans and Business Plans.
• Conducted annual trainings including Backhoe/Loader, CPR, First Aid and AED, Lock Out Tag Out, Traffic Control and Flagging, and Hazardous Energy Control Procedures (HECPs), Heavy Equipment.
• Conduct respirator fit testing for self -contained Breathing Apparatus (SCBA) Certification.
• Update five-year Spill Prevention Control and Countermeasure (SPPC) Plan with Condor Earth.
• Safety Team Items Completed:
o 45 Safety Trainings
o 12 Safety Committee Meetings
o 168 AED Inspections
o 12 Annual SCBA Inspections
o 56 Fall Protection Equipment Inspections
o 68 Job Site Observations
MUD Operational Technology (SCADA/CMMS/GIS )
• Created and completed 58 map projects.

ATTACHMENT C
1106
Appendix 2
2023 Workload Statistics

18 • GIS database updates: 648 records added, edited, or deleted. • Processed 642 GIS related requests
MUD Maintenance
• Installed a transfer switch at the Cherbourg Storm Station. • Converted Quail Lakes storm to an electric pump from the previous engine driven pump.
• Installed two new chopper pumps at Plymouth sanitary station. • Completed the upgrade installation of pump #3 at the Weston Ranch Sanitary Station. • Purchased Omni-Catamaran multi-purpose workboat for the McLeod Lake Maintenance Program.
• Secured a rental Generator for the storm season.
• Installed temporary wiring at Wilson Way Subway storm station.

Municipal Utilities Department
• Delivered more than 9.8 billion gallons of drinking water to customers in the City’s water service area, meeting or exceeding all State and Federal regulations. • Treated 10.2 billion gallons of wastewater in compliance with the National Pollutant Discharge Elimination System permit.
• Environmental Control by The Numbers:
o 446 Industrial Inspections
o 327 Industrial Sampling Events
o 298 Fats, Oil, and Grease Inspections
o 195 Fats, Oil and Grease Enforcement Actions
o 9 Billion Gallons of septic waste received
• Stormwater Inspections:
o Commercial Facilities: 279
o Construction Sites: 825
o Industrial Sites: 90
o Illicit Discharge Detection and Elimination: 92
o Progressive Enforcement: 203 Notices of Warnings, 35 Notices of Violations o Access & Maintenance Agreement: 39 AMA Sites Inspected o Recorded 6 New AMA’s, 267 Total AMA’s on file
• Collections Inspections:
o Cleaned approximately 218 miles of sanitary lines.
o Inspected approximately 45 miles of sanitary lines using Closed Circuit TV equipment.
o Inspected 4,011 lateral lines.
o Completed 305 repairs of sanitary laterals.
o Completed 75 repairs of sanitary mainlines.
o Responded to 188 Sanitary Sewer Overflows.

ATTACHMENT C
1107
Appendix 2
2023 Workload Statistics

19 POLICE DEPARTMENT
PD Strategic Plan Goal 1: Reduce Crime and Blight
• 110 high -risk search warrants served by SWAT
• Special Team Call Outs & Mutual Aid
o 6 Explosive Ordnance Detail team callouts
o 762 Unmanned Aerial System (UAS) deployments
o 20 Crisis Negotiation Team call outs
o 1 mutual aid response
o 25 Traffic fatality investigation call outs
• 14,614 investigative reports by the Crimes Against Persons/Property SIS/Ceasefire Sections
o 2,374 Robbery Homicide
o 4,756 General Crimes
o 6,076 Family Crimes
o 1,408 VICE/Gangs/CRT
• 1 Ceasefire Call -Ins held with 9 of those highest at risk of violence attending • 62 Joint Customs given in partnership with Office of Violence Prevention • City Telecommunication Center handled 6 66,571 requests for service o 255,471 9-1-1 calls (total)
o 358,939 calls for service created (total)
o 168,470 dispatched calls for service (total) 461 daily average o 3,890 court work requests processed for DA’s office
▪ 1,748 total hours spent
• 33,387 crime reports written
o 30,775 Police Reports reviewed (w/supplementals 52,370) o 14,212 requests for police records
o 4,387 Telephone Report Unit reports taken
o 4,871 Online Reports reviewed
o 2,090 Stolen Vehicle Reports taken
o 1,140 Missing Person reports taken
• 6,616 Evidence calls responded to
• 4,035 Casings collected from crime scenes and processed by Integrated Ballistics Identification System, Firearms Unit
• Firearms IBIS Unit produced 556 investigative leads on firearm related crimes o 12% increase from 2022
• 19,314 items booked into Property Room
• Over 1,300 Crime Analysis reports produced , 37% increase. • 963 Firearms booked into evidence
• 4,638 vehicles towed
• 114 traffic enforcement missions (DUI, distracted driver, motorcycle safety, etc.) • Camera Room Operators monitored 5,991 incidents and created 497 DVD’s for evidence.
• 15,363 code enforcement cases opened with a n 88% clearance rate o 8,632 hotel/motel and rental property permits issued

ATTACHMENT C
1108
Appendix 2
2023 Workload Statistics

20 o 993 abandoned vehicles abated
• 531,196 square feet of graffiti removed from private property • 1,037 tons of trash removed from over 50 locations by the Strategic Operations Section and Public Works
PD Strategic Plan Goal 2: Increase Trust with Community Partners • Collaborated with OPDA to provide statistics for crime, use of force, demographics, calls for service, arrests, department policies and response data to the City Manager’s Review Board and PDStat.
• Participated and presented information at four City Manager’s Review Board meetings (January, April, July, October 2023) 47 Community Engagement Events Attended by Strategic Operations
• 39 Neighborhood Impact Team meetings
• 1,387 Crime Stoppers’ tips received
o 11 arrests made
• 146,000Stockton PD Facebook followers , increase of 2% • 55,900 Stockton PD “X” followers
• 33,000Stockton PD Instagram Followers, 6% increase.
• Held 2 Chief’s Community Advisory Board meetings.
• Conducted 3 Community Walks
• Crime Prevention attended 141 Business Watch, Neighborhood Watch and Community Meetings.
• 5 Crime Prevention Through Environmental Design (CPTED) surveys • 18 Educational presentations by Crime Prevention
• Provided traffic management/control for 34 community events • 6,594 animals taken into the shelter
• 81% live release rate
o 1,893animals adopted
o 2,881 animals transferred/ sent to rescue
o 505 animals returned to owners
o 717 spayed/ neutered community cats returned
• Developed a partnership with San Francisco SPCA to host Community Spay/Neuter Clinics
o 3 S/N clinics were hosted (May, July, September) - 72 total animals altered o Partnered with San Joaquin County’s Sheriff’s Office Animal Services to host a free vaccine/microchip clinic for the public - 591 community pets serviced • Two Neighborhood Betterment Team Kickoff Meetings, and two clean up days. • Continued implementation of the multi -phase City Radio Infrastructure Project. (PD/ Fire/ IT)
• Maintained the National Incident -Based Reporting System (NIBRS) program and obtained full NIBRS certification through the California Department of Justice and Federal Department of Justice/ FBI
• Continue to report STOP data for the Racial and Identity Profiling Advisory Board (RIPA) / AB 953

ATTACHMENT C
1109
Appendix 2
2023 Workload Statistics
21 • 1,650 Public Records responses, 3% increase from last year. • Completed and transmitted 5,016 RIPA reports to DOJ.

PD Strategic Goal 3: Recruit and Hire a Diverse Workforce • 30 sworn officers hired; 21 professional staff hired. • Participated in 12 Police Trainee examinations.
o 33% increase from last year
o 2 examinations were held out of state (North Carolina and New York). • Implemented ongoing monthly testing for Police Trainee • Attended 372 in-person events, and 17 virtual recruiting events. • Hosted 20 in-person recruiting events, and 30 virtual recruiting sessions. • Visited 18 National Night Out events for recruiting purposes. • The Stockton Police Department collaborated with Human Resources to collaborate with the National Testing Network (NTN). They have now added a web -based test option monitored by NTN personnel and integrated with PELLET -B results. This new test option allow s out-of-town candidates and working adults to apply without attending an in -person test.
• The Stockton Police Department collaborated with Human Resources and established a process to accept the last yearly physical results for all active service members, mitigating the need for them to attend our departmental physical agility test. This change in conjunction with the acceptance of the NTN test allows service members to apply for a position with our department without causing additional strain to their commitment in the service.
• The Stockton Police Department partnered with ARMY (PaYS) which is a strategic between the U.S. Army and a cross section of corporations, companies, and public sector agencies. The program provides America’s Soldiers with an opportunity to serve their coun try while they prepare for their future. Pays Partners guarantee Soldiers an interview and possible employment after the Army. This unique Program is part of the Army’s effort to partner with America’s business community and reconnect America with its Army.
• The Stockton Police Department partnered with Interview Now, a company that allows potential applicants to connect with recruiters instantly via text or phone call. Our experience with this company has been positive so far. The easy access to recruiters who begin building relationships with candidates right away, and the follow -up with interested applicants, have proven to be effective methods for connecting with potential candidates.
• Conducted five high school campus walks to build relationships for future hiring.

PD Strategic Plan Goal 4: Employ Highly Trained and Knowledgeable Staff • 13 members were promoted within the Department
• Over 1,300 firearm qualification tests
• 2,880 aggregate officers attended multiple day long trainings for a total of 18,131 hours of training provided by the Training Section
• 542 employees attended training / schools offsite

ATTACHMENT C
1110
Appendix 2
2023 Workload Statistics
22 • 83 employees attended virtual / online training
• 76 officers trained in Procedural Justice
• We are currently in the middle of the California Commission on Peace Officer Standards and Training 2023 – 2024 Perishable Skills and Continuing Professional Training Cycle.

So far:
o 217 sworn members have completed defensive tactics training. o 186 sworn members have completed firearms training.
o 206 sworn members have completed emergency driving training.

OFFICE OF VIOLENCE PREVENTION
Ceasefire, the Office of Violence Prevention's (OVP) strategy, mitigates gang and gun violence through targeted outreach, community engagement, and law enforcement collaboration. The OVP works to interrupt violence cycles via direct communication with high -risk individuals, providing support for alternative paths and addressing root causes to foster a safer and more resilient community.

OVP provides intensive case management to empower high -risk individuals to become self - sufficient and reduce violent activities.
• OVP Annual Caseload: 74
o Average Caseload - Youth: 32%
o Average Caseload - Adults: 68%
• Social Services: 144
• Right to Work Documents- 127
• Education Achievement:
• Highschool/ GED: 28
• College Enrollment: 26
• Clients Connected to Employment: 153
• Reflective Travel- Exposing clients to prosocial activities outside of Stockton: 58 • Clients Who Successfully Graduated OVP Program: 41
Trauma-informed Care for Effective Violence Prevention:
• Cognitive Behavioral Training: 92
• Culturally Sensitive Cognitive Behavioral Training in partnership with Empowering Marginalized Asian Communities (EMAC):8 Graduates • Choices for Freedom Cognitive Behavioral Training: 20 Graduates • Mindfulness -Based Substance Abuse Training: 15 Graduates • Individual Mental Health Support : 125 clients served • Group Mental Health Suppor t: 42 session held

ATTACHMENT C
1111
Appendix 2
2023 Workload Statistics
23 Violence Prevention : Through Mediation, Intervention, Relocation, and Direct Engagement • Conflict Mediation: 56
• Hospital-based Violence Intervention Response: 111
• Emergency Relocation or Permanent Housing Assistance: 84 • Safety Meetings/Call -Ins- Communicating Directly with High -Risk individuals:71 • Referral Follow -Ups: 156
Community Engagement : Engaging communities for violence prevention, our initiatives encompass conflict mediation, hospital -based intervention, and collaborative partnerships , aiming to build resilience, empower individuals, and create lasting positive change . • Community Events Held - 26
• Provided Groceries to families impacted by violence: 1,829 • Provided hot meals to clients and families impacted by violence: 2,216

PUBLIC WORKS
Transportation Division
• Removed over 2,065 tons of illegally dumped debris from the street right-of-way through over 6,096 completed work orders. Removed over 1,718 tons of waste, totaling 651 truckloads, from Mormon Slough and other homeless
encampments through 27 scheduled cleanup events.
• Removed over 537 cathode-ray tube televisions; 1,232 mattresses; 918 large appliances, and 2,905 tires from the street right-of-way. • Removed over 121,304 square feet of graffiti.
• Created 889 signs/decals through over 231 completed work orders. • Installed 2,239 signs through over 1,389 completed work orders. • Filled 19,525 potholes through over 1,183 completed work orders. • Patched over 660 sidewalk locations through over 232 completed work orders to address tripping hazards.
• Replaced sidewalk at over 113 locations.
• Crack sealed over 840,000 square yards of roadway.
• Resurfaced over 16 centerline miles of residential and collector streets. • Recovered approximately $122,735 in signal and streetlight property damage claims through subrogation.
• Replaced over 34 damaged traffic signal detector loops. • Completed 102 streetlight knock downs.
• Completed 1,202 streetlight work orders.
• Completed 102 traffic signal knock downs.
• Completed 779 traffic signal work orders.
• Completed preventative maintenance on 3 43 traffic signals including RFB’s. • Closed over 29,277 USA Tickets.
• Removed over 578 dead or hazardous trees from City rights-of-way and parks. • Removed over 1,091 broken tree limbs in streets.
• Cleared over 223 traffic devices and streetlights of obstructing tree limbs.

ATTACHMENT C
1112
Appendix 2
2023 Workload Statistics
24 • Responded to over 589 calls for street tree service inspections.

Traffic Engineering Division
• Reviewed over 222 Traffic Control Plans for Encroachment Permits. • Reviewed over 171 offsite development construction improvement plans for conformance to City of Stockton Standards and Specifications. • Addressed over 45 traffic signal timing complaints.
• Addressed over 159 traffic engineering requests, including but not limited to stop signs, no parking zones, speeding, crosswalk installations, striping and signage. • Issued 33 Service Requests to install/enhance signing, striping and other safety devices.
• Completed Neighborhood Traffic Management Program improvements including construction of 2 roundabouts , installation of: 2 speed feedback display signs, 2 rectangular rapid flashing beacons, and deployed the speed feedback trailer 24 times to various locations.

Parks Maintenance
• Repaired playground structure components at 11 parks. • Replaced play equipment at Williams Brotherhood Park. • Replaced the tennis court lighting system at Victory Park. • Tested, repaired, and certified over 352 backflow prevention devices citywide. • Replenished 2,700 cubic yards of engineered wood fiber fall surfacing in playgrounds at 40 City parks.
• Planted 58 heritage oaks at various parks funded by Heritage Oak Removal permits . • Planted over 1,000 trees and removed over 350 stumps as part of the Transformative Climate Communities (TCC) Grant.
• Hosted Community Park Beautification events at American Legion, Baxter, Caldwell, Cortez, Oak, Sousa, and Swenson Parks.

Facilities Maintenance
• Completed over 3,951 work orders for repair and maintenance in City facilities. • Rehabilitated 16 work areas. Completed installation of flooring in 18 work areas. • Installed security improvements at 21 City facilities.

Fleet Division
• Completed over 3,497 work orders for repairs and maintenance on 1,091 vehicles and equipment.
• Achieved the Fleet Benchmark of 92% Preventative Maintenance Compliance .

Waste and Recycling Division
• Completed 6 Drive-Thru Recycling events in each City Council District providing free collection of e -waste, yard waste, bulky appliances, mattresses, and tires, plus paper shredding services, and compost giveaway.
• Completed 15 Community Cleanup and Beautification events with the assistance of community volunteers performing litter abatement and restoration of park infrastructure.

ATTACHMENT C
1113
Appendix 2
2023 Workload Statistics
25 • Assisted Police Neighborhood Services to provide 3 Code Enforcement and 1 Neighborhood Betterment Team events.
• Completed 559 Ask Stockton service requests for service. • Provided 6,052 residential households with one free bulky waste pick -up through the Clean Sweep by Appointment program.
• Removed over 1,295 illegally dumped mattress and box spring units. • Managed 29 hazardous waste collections from City facilities. • Managed mitigation of 1 emergency hazardous waste cleanup due to illegal dumping . • Managed over 55 e-waste collections from City facilities with over 62,000 lbs. of e-waste recycled and nearly 96,000 lbs. of appliances recycled . • Conducted outreach to 666 residential customers to address uncontainerized roadway leaf piles. Referred 5 of these cases to Code Enforcement for further compliance assistance.
• Referred 88 oversized Clean Sweep by Appointment piles to Code Enforcement for further compliance assistance .
• Provided 6 whole school assemblies and 9 classroom presentations to promote litter reduction, recycling, and positive behavioral change at school and at home to 2,473 elementary school students using CalRecycle Beverage Container Grant funds. • Conducted over 500 site visits to business and multi -family units to educate and explain requirements about mandatory recycling laws.
• Conducted 2 multi -family community meetings to promote recycling and organics recycling, correct bin usage, and the requirements of SB 1383 . • Reviewed 178 applications from Commercial Businesses requesting a waiver from mandatory recycling requirements .
• Attended 18 business watch meetings to present information about mand atory recycling laws.
• Mailed 1,004 letters of non -compliance to business owners encouraging them to take action or contact staff for assistance with mandatory commercial recycling and organics recycling laws.

Capital Improvement Projects
• Applied for grant funding for 15 capital improvement projects through multiple grant programs, including Active Transportation, Highway Safety Improvement Program, Bridge Investment Program, and Rail Crossing Elimination Program. Attended 20 inter- agency coordination meetings to facilitate capital projects that affect the City, including projects proposed by San Joaquin Regional Rail Commission, Caltrans, and San Joaquin County.
• Issued 3 task orders for contracted staff augmentation services to support City project managers and inspectors on 7 projects.
• Issued 22 Requests for Proposals for Professional Services to be performed on CIP projects.
• Advertised 7 CIP projects for construction bids.

Ask Stockton
• Public Works Administration – 4
• Public Works Engineering – 213
• Public Works Operation & Maintenance – 6,853
• Public Works Waste & Recycling – 733
• Public Works Streets/Trees – 10

ATTACHMENT C
1114
ADOPT THE FY2024-25

COUNCIL PRIORITY

GOALS, ONE PAGE

STRATEGIC PLAN, AND
2024 WORKSHOP

SUMMARY REPORT
March 19, 2024
City Council Meeting
Item 15.5
1115
Background:
• On February 21, 2024, the City
held sits annual Planning and
Goal Setting Workshop at the
Adventist Health Arena.
• Staff presented on key topics of
interest and the 2023
Accomplishments & Workload
Stats.
• The Council provided feedback
on existing Council Goals and
direction on updating for the
2024-25 fiscal year.
1116
Present Situation &
Recommendation:
• Using feedback from the workshop,
staff has provided updates to the
Strategies, Plans, and Metrics on
FY2024-25 One Page Strategic Plan.
• Attachment A to the staff report.
• A copy of the workshop presentation
and summary report of
accomplishments and workload
statistics have also been included as
Attachments B & C.
• Staff will move forward with
implementation, pending Council
adoption of the FY 2024-25 One Page
Strategic Plan.
1117
FY 2024-25 One Page Strategic Plan:
1118
QUESTIONS?
1119
City of Stockton
Legislation Text
File #: 24-0078, Version: 1
ADOPT BY MOTION THE 2023 GENERAL PLAN AND HOUSING ELEMENT ANNUAL

PROGRESS REPORTS AND AUTHORIZE THE CITY MANAGER TO SUBMIT REPORTS TO THE

STATE HOUSING DEPARTMENTS TO COMPLY WITH STATE LAW

RECOMMENDATION
It is recommended that City Council adopt by motion the 2023 Annual Progress Reports (APRs) for the Envision Stockton 2040 General Plan and the 2015-2023 Housing Element and authorize the City Manager to submit reports to the State of California Department of Housing and Community Development (HCD) and the Office of Planning and Research (OPR) as required by State Law.

Summary
California State Law (Government Code Sections 65400 and 65700) require cities that have an adopted General Plan and Housing Element to prepare an Annual Progress Report (APR) during that identifies the status of implementation activities for the prior calendar year. The APR must be presented to the City Council before submission to the State of California Department of Housing and Community Development (HCD) and Office of Planning and Research (OPR) by April 1 st of each
calendar year.

Following Council’s acceptance, the 2023 APR reports will be submitted to HCD and OPR by April 1, 2024, in compliance with State Law.

Background
On December 4, 2018, the City Council adopted the Envision Stockton 2040 General Plan (hereafter "General Plan"). The General Plan is the official long-range policy document for the City of Stockton and is the basis for local government decision-making to achieve the community's overall vision. A General Plan contains elements that address land use, circulation, housing, conservation, open space/parks and recreation, safety, noise, and environmental justice. Various City departments are responsible for implementing these actions throughout the 20-year timeframe established by the General Plan.

In April 2016, the City Council adopted the 2015-2023 Housing Element (hereafter "Housing Element”), which contains policies and programs that enable the City to anticipate and plan for the housing needs of all socioeconomic segments of the community. Although the Housing Element is considered an element of the General Plan, it is the only element that is reviewed and approved by HCD and OPR on an eight-year cycle and requires annual progress reporting. Tied to the process of updating the Housing Element is the Regional Housing Needs Allocation (“RHNA”). The RHNA is mandated by State Housing Law and quantifies the need for housing within the city during the specified planning cycle.

City of Stockton Printed on 3/15/2024Page 1 of 4
powered by Legistar™
1120
File #: 24-0078, Version: 1
As a charter city, Stockton was exempt from submitting annual progress reports in the past. Effective January 1, 2018, State law obligated charter cities to begin reporting annually to be eligible for participation in housing funding programs.

Current Situation
The 2023 Annual Progress Reports highlight the status of ongoing and future policy implementation efforts for the General Plan and Housing Element. The 2023 annual review is the final for the 2015- 2023 Housing Element eight-year cycle (also known as the 5 th Housing Cycle).
· General Plan: The following is a brief overview of the annual progress report for the General Plan. These efforts are further detailed in Attachment A. o Completed significant outreach for the Shape Stockton effort, which includes Development Code and Design Standards overhaul, updated Housing Element, a new Housing Action Plan, and three Neighborhood Area Plans. Outreach included property owner notifications, community stakeholder e-mail blasts, workshops, Go-to-them- Events, and stakeholder presentations. These efforts are all State reimbursable. Drafts have been made to the public for a variety of these efforts as City staff anticipates completion by summer 2024.
o Completion of a city-initiated General Plan map and rezone effort to correct land use inconsistencies and better allow property owners to maximize use of their properties. o City completed one annexation, expanding the City Limit boundary by 203.5 acres. o Staff completed the 2022 Annual Development Agreement (DA) review to assess the status of agreements for 8 major development projects in the city. o Updated the Transportation Impact Analysis Guidelines - Ensures the elimination, minimization, or mitigation of transportation impacts brought by a project while meeting the City’s General Plan goals and state mandate SB 743 for CEQA-type projects. o Completed Assembly Bill 562 (AB 562) 2022 Annual Subsidies Report o Initiated new Public Facilities Fee (“Impact Fees”) Nexus Studies for Transportation, Utilities, City Buildings, Community Centers/Recreation, Parks, Libraries, Fire and Police.
o Initiated development of new ADA Transition Plan.
o Significant process and performance enhancements made to the development and permitting processes. Notable examples include:
§ 71 of 84 DevStat iLab (process improvement) action items completed as of 12/31/23.
§ Continued use of reporting/monitoring tools to track development review performance.
§ Of the eleven permit types available for online application, 86% of said types were submitted online.
§ Expanded the City’s automated residential solar permitting platform to include rooftop solar projects that have backup batteries, resulting in real-time online permit issuance for most residential solar project types. § Developed and implemented a streamlined online application and permit issuance process for residential production home permits, allowing subdivision City of Stockton Printed on 3/15/2024Page 2 of 4
powered by Legistar™
1121
File #: 24-0078, Version: 1
developers to apply and pay for new home permits virtually. § Implemented the “Easy Scheduler” platform, simplifying the online building inspection scheduling process into four (4) simple steps while also providing a mobile-friendly version for scheduling via phone or tablet. § Completed iLab (process improvement) exercise to identify process improvements for the Planning Site Plan Review process. o Completed cross-training of Community Development Technician staff and implemented new policies and procedures at the Permit Center counter for improved customer service, resulting in fewer “hand-offs” of customers between multiple staff members/departments.
o Streamlined process for Planning projects in Accela software to increase processing efficiency.
· 2015-2023 Housing Element: The 2023 APR is the sixth annual progress report for the Housing Element and the last one for the 5
th housing cycle ending in 2023. Below summarizes
major actions in 2023 related to new housing production or the implementation of housing policy through action. These efforts are further detailed in Attachment B. o New Housing and Affordable Housing - The City issued building permits for 610 new housing units, including 69 low-income units. Of the permits issued, 51 were accessory dwelling units (ADUs).
o Earned a Prohousing designation from the State, making grant applications more competitive.
o Held a Press Conference announcing St. Mary’s Dining Room Pathways Project, committing $3.6 million in funding for more than 300 beds for unsheltered homeless in conjunction with San Joaquin County, Health Plan of San Joaquin, and Dignity Health. o Completed the staff restructure of the Economic Development Department’s Housing and Homeless unit and hired two effective managers.
o Held ribbon cuttings and/or broke ground for Calaveras Quarters, Villa De Flore broke ground, and Sonora Square Affordable Housing projects.
o From mid-July to mid-August, the Economic Development Department Team responded to the Local Emergency related to the closing of Stockton Shelter for the Homeless and the imminent displacement of nearly 250 unhoused individuals within the City of Stockton.
o Stockton Economic Stimulus Plan (SESP) Fee Waiver Program § Single Family Residential - $8,718,438 in fees waived in 2023 ($57 million since program inception)
§ Multi-Family Residential - $0 in fees waived in 2023 ($7.7 million since program inception)
o Submitted the drafts of the Housing Element to the State for multiple reviews. Drafts of the Housing Element and Housing and Neighborhood Action Plans have been available to the public since November 2023. The City is planning for Council’s consideration for adoption of these plans by Spring of the 2024 calendar year. o Completed and released for public use, comprehensive revisions to the City’s pre- approved Accessory Dwelling Unit (ADU) plan options. Revisions included updates for the latest building, fire, and energy efficiency codes.

City of Stockton Printed on 3/15/2024Page 3 of 4
powered by Legistar™
1122
File #: 24-0078, Version: 1
From 2015 to 2023, the City has averaged approximately 568 new housing units per year, totaling 4,545 units for the eight-year timeframe. Based on this, the City did not achieve the prescribed 11,824 mixed-income RHNA allocation by about 7,889 housing units by the end of the 5
th Housing Cycle at the end of the 2023 calendar year. While the City has made efforts to encourage housing production and streamline permitting processes, private investment, and current market conditions are the primary sources for new housing construction. The City does not have any obligation to construct housing units but must maintain the housing capacity outlined by the RHNA allocation.

The City continues to build upon the policies and actions established by the 2040 General Plan and 2015-2023 Housing Element to encourage increased housing production.

Environmental Analysis
The 2040 General Plan and 2015-2023 Housing Element implementation reports are not considered a discretionary “project” under the California Environmental Quality Act (CEQA) and are therefore exempt under Section 15061(b)(3) (“Common Sense Exemption”).

FINANCIAL SUMMARY
This report summarizes past and existing actions, and the requested action will have no direct fiscal impact.

Attachment A - 2040 General Plan 2023 Annual Progress Report (APR) Attachment B - 2015-2023 Housing Element 2023 Annual Progress Report (APR) City of Stockton Printed on 3/15/2024Page 4 of 4
powered by Legistar™
1123

ATTACHMENT A
1 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
GOAL LU-1: REGIONAL DESTINATION: Become more of a regional destination that attracts visitors and invites residents to enjoy a diverse array of events and arts, entertainment, and dining options.

POLICY LU-

1.1 Encourage retail businesses and housing development in mixed-use developments along regional transportation routes and in areas that serve local residents.

Air Quality,
Climate Change
Action LU-

1.1A
Require renovated and new mixed-use projects to be planned and designed to contribute to the corridor’s identity through appropriate public spaces, gateways, streetscapes, pedestrian walkways, setbacks, edge treatments, and other design features.

Bike Master Plan4,
Design5 Guidelines,
SMC6
ED, CD, PW Establish opportunity map for possible overlay areas. Investigate options for Citywide wayfinding program. Identify supportive documents and possible amendments/requirements that could be used to encourage/require enhanced urban amenities.

Direction may be required for wayfinding. 2023 and
Ongoing.

Action LU-

1.1B
Evaluate the City’s parking policies and amend the Development Code to provide more flexibility as appropriate to facilitate mixed-use redevelopment.

Air Quality,
Climate Change
DTA Parking
Authority7, SMC
ED, CD Parking study with business outreach for larger changes and parking district changes.

Ongoing.

Incremental amendments were included in the 2020-
2023 zoning code (ZC) amendment effort8. In 2023
and parking audit was preformed by an outside
consultant. Recommendations will be including in
the Development Code overhaul.

Action LU-

1.1C
Continue to study and consider repealing the “Big Box Ordinance” that was adopted in 2007, and if big-box stores are allowed in the future, require applicants to fund an analysis of economic and blight- inducement impacts of the proposed development on retail businesses in the market area, employment, City revenues and services, and any other relevant economic considerations. Prohibit the siting of any additional big box “power centers” at the edges of the city to limit growth-inducing impacts to adjacent farmlands.

Bike Master Plan,
Design Guidelines,
SMC
ED, CD Possibly include in Development Code Overhaul for discussion. Consider infrastructure capacity assessment in decision making.

Limitations on big box stores was repealed by the
City Council in January 2023.

Action LU-

1.1D
Encourage the redevelopment of struggling underutilized commercial strips into multi-family housing opportunities.

Building/Fire Code,
SMC, Downtown
Infill list
ED, H, CD Establish list of vacant and underutilized sites with land use, RHNA designation, and current use with owner/tenant information. Work with departments to administer existing City programs and solicit feedback on what can be improved. Anticipate zoning code amendment to allow multifamily housing as an allowable use in the CL zone, Spring 2022. Utilize LEAP and REAP funding to encourage housing production.

Vacant and Infill list and maps shown on City
website. Ongoing and will be updated as part of the
Housing Element Update and Housing Action Plan
approvals in 2024.

POLICY LU-

1.2 Support expansion and improvement throughout the city of art, cultural, and educational facilities.

Action LU-

1.2A
Advertise opportunities for the private sector to invest in public art throughout the city, and include public art in City roadway, building, and community parks projects.

Art Plan, ROW9,
SMC
ED, CS The Public Art Advisory Committee (PAAC) is a standing subcommittee of the Stockton Arts Commission. The PAAC is responsible for administering the City's Public Art Program. The City's Public Art Program operates under the guidelines of the City's Public Art Master Plan. The plan designates art as an integral part of public capital projects. Opportunities are published on the City’s website and social media.

Ongoing.
1 Action Topics are defined on Page 1-4 and Appendix-A of the 2040 General Plan. 2 Regulatory Documents are the existing primary implementing tools, including regulatory documents and guidelines. 3 Action Lead(s) are the departments and/or agencies with primary responsibility for implementation of each General Plan Action Item. 4 2017 City of Stockton Bicycle Master Bike Plan http://www.stocktongov.com/files/Bicycle_Master_Plan_2017- 12-05.pdf 5 Stockton Citywide Design Guidelines http://www.stocktongov.com/files/CityWideDesignGuidelines.pdf 6 SMC-Stockton Municipal Code http://qcode.us/codes/stockton/view.php?topic=0&frames=on 7 Downtown Area Parking Authority http://www.stocktongov.com/government/departments/econDev/cDist.html 8 Zoning Amendments include three phases of zoning text amendments and a citywide zoning map amendment for consistency with the 2040 General Plan. 9 ROW- Right-of-Way
1124
2 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action LU-

1.2B
Pro vide funding mechanisms for the administration, development, and long-term maintenance of public art on a citywide basis.

SMC , Art Plan,
ROW
ED, PW, CD, CS The Public Art Enhancement Grants Program makes grants annually to Stockton-based nonprofit arts organizations, artists, arts educators, and artist teams for site-based arts projects in Stockton – to strengthen public art opportunities in Stockton and highlight the talent of local artists. Since 2003, the SAC has awarded nearly $1,000,000 in grants to help nonprofit arts organizations, artists (including student artists), art educators, and collaborations serving a diverse community.

The Stockton Arts Endowment (SAE) grant is the principal grants program for the SAC through project-based funding.

For 2021-2022, ED allocated $180,000 of CDBG-CV3 funding to assist Stockton’s Artists and Arts nonprofit organizations. Grants of up to $3,000 are available for individual artists, and grants of up to $20,000 will be awarded to arts nonprofit organizations.

Ongoing.

POLICY LU-

1.3 Improve the visual quality of the urban environment to be more welcoming and inviting at key gateways and travel corridors into the city.

Action LU-

1.3A
Create a “gateway district” program for major corridor entries to the city, in which the design of public and private investment is coordinated to provide a cohesive and attractive welcome into Stockton.

Art Plan, ROW,
SMC
PW, CD, ED Implementation would require additional direction. Possible use of procurement process to establish plan to dovetail with wayfinding efforts, neighborhood identify and district branding. Coordinate with Miracle Mile Improvement District and Downtown Stockton Alliance.

May require further direction for implementation
and timing.

Action LU-

1.3B
Work with transportation agency partners and private property owners to improve maintenance, code enforcement, screening, and landscaping of viewsheds along major transportation routes into Stockton, including rail corridors, Highway 99, Highway 4, and Interstate 5.

SMC, DG CD, PW, CE
Caltrans
SJCOG
Possible zoning cleanups for LS and DR, included in Development Code Overhaul. Possible inclusion into Design Guidelines with CPTED integration and coordination with state agencies who abut these areas.

Ongoing.

Action LU-

1.3C
Require the incorporation of scenic views, including open space features like waterways, wetlands, natural landscapes, and parks, into design of the built environment.

SMC, GP CD, PW, CE Possibly establish key corridors for protection and development standards.

Can include in Development Code Overhaul and Design Guidelines, but also Open Space and Preservation Standards. The Development Code currently requires offers of dedication for scenic easements as a condition of approval for tentative maps and other discretionary grants of approval.

Ongoing, depending on direction.

GOAL LU-2: STRONG DOWNTOWN: Strengthen the Downtown to reinforce it as the region’s center for government, business, finance, arts, entertainment, and dining.

POLICY LU-

2.1 Promote the Downtown and waterfront as a hub for regional commerce and entertainment, with high-quality housing to complement commercial activity and to infuse the area with daytime, evening, and weekend activity.

Downtown
Action LU-

2.1A
Work with other public agencies and organizations to develop and utilize all available financing tools and incentives to stimulate investment in the Downtown.

Downtown ED, CD The Downtown Infrastructure Infill Incentive Program provides financial incentives to eligible parties interested in developing new market-rate residential, commercial, or mixed-use projects in Downtown Stockton.

Further, the Economic Development Department offers small business microloans and forgivable façade improvement loans funded with Community Development Block Grant (CDBG) funds, plus gap financing for affordable housing projects through the HOME Investment Partnership Program and publishes information to promote the City’s Opportunity Zones and available properties. Finally, the Community Development Department amended the Development Code in 2020 to include development incentives such as 100% Density Bonuses, parking reductions, and flexibility in housing typologies. With the 2021 Housing Element Annual Progress Report (APR), a list of City-owned properties available for housing development will be published. In the future, mapping of current and proposed projects may Ongoing.In Spring 2018, the EPA selected a local
coalition, led by the City of Stockton with the San
Joaquin Council of Governments as a partner, to
receive a $600,000 grant to assist with assessing
clean-up required for redevelopment in areas
identified as brownfields, which are primarily located
in the Downtown.

ATTACHMENT A
1125
3 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
expand on these existing tools and incentives.
www.stocktongov.com/econDev
Action LU-

2.1B
Amend the Development Code to provide flexibility for
redevelopment of historic structures in the Downtown to meet the needs of modern users while maintaining the overall historic value.

Downtown CD In 2022, the City amended the code to allow adaptive reuse in any historic building regardless of the allowable use table should the reuse result in additional employees, residents, or revenue for the City with approval of a use permit. This allows any building to propose a use not listed in the zoning code should that use result in public benefit for the residents. Additional options are being explored as part of the Development Code update.

Completed in 2022 with additional options under
review.

Action LU-

2.1C
Improve Downtown wayfinding for vehicles and pedestrians to direct visitors to key destinations throughout the Downtown.

Downtown SMC, ESS10 CD, ED, PW,
Downtown Stockton
Alliance
See recommendations for signs under 1.3 above. Masterplans can be established to direct specific action and funding for both city/private investments. Possible coordination with PBIDs.

Ongoing.

Action LU-

2.1D
Improve sidewalk maintenance in the Downtown and widen key sidewalks to provide space for outdoor seating and tree plantings.

Downtown,
Public Health
SMC, ESS PW, CD The Downtown Stockton Alliance, a Property Based Improvement District (PBID) actively supplements funding of downtown sidewalk maintenance with power washing, graffiti removal, waste removal, and beautification.

In 2017, the City developed its first Safe Routes to School Plan, and actively applies for funding opportunities to further the concept of “Complete Streets.”
Ongoing.

In 2021, Public Works completed construction of the
Miner Avenue Complete Streets project, which will
reduce vehicle travel lanes, expand pedestrian and
bicycle amenities, and create landscaped medians
between Weber Point and the ACE Cabral Station.

Action LU-

2.1E
Develop and implement a public/private strategy for mixed-use high- end development along both sides of the Stockton Channel/San Joaquin River Corridor, including the following:
■ A public promenade along the North Channel to Louis Park and the South Channel to Mormon Slough.
■ Mixed-use development and re-use of historic structures.

Downtown PW, ED, CD The 2021-2023 Zoning Map Amendment will include workshops and outreach to owners to explore options for inclusion into zoning efforts and strategic plans for sites. This could include master planning with CIP, SMC, and MFP coordination. In 2020, the City entered an Exclusive Negotiating Rights Agreement (ENRA) for the South Pointe properties for mixed-use development along the waterfront.
2021-2023 workshops will solicit feedback from
owners/stakeholders. In 2022 the north shore zoning
was converted from Industrial to Commercial to align
with the General Plan and additional updates are
under review as part of the Development Code
overhaul. Meetings were held on downtown and
channel zoning standards as part of shape stockton.

POLICY LU-

2.2 Facilitate the development of at least 4,400 new housing units in the Greater Downtown by 2040.

Downtown
Action LU-

2.2A
Amend the Development Code to provide more flexibility for residential development to be feasible, including through a streamlined residential development permit process, and to contribute to the “charm” of the Downtown.

Downtown BLD, SMC CD, BLD, ED In 2021-2024, Local Early Action Planning (LEAP) grant funds will be utilized to further study areas of improvement, including infrastructure and displacement.

Ongoing.

The Development Code was amended in 2020 to
encourage residential development in the
Downtown, including the allowance of 100% Density
Bonuses, parking reduction and deviations, and
flexible housing typologies. Additional changes will
be made as part of the Development Code overhaul.

Action LU-

2.2B
Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high density residential, including affordable and mixed income housing, and other TOD items.

Downtown,
Public Health,
Air Quality,
Climate Change
CD, PW ED, CD, H, RT The Development Code was amended in 2020 to eliminate off-street parking requirements for new projects developed within ¼ mile of the Robert J.

Cabral ACE Train Station. REAP funding to conduct neighborhood-scale planning work around Cabral Station.

Ongoing and being reviewed as part of the
Neighborhood Action Plans that are part of the
Housing Action Plan preparation.

Action LU-

2.2C
Evaluate and implement adjustments to the Public Facilities Fee 11 structure to promote development in the Downtown
Downtown CD, PW CD, PW Currently in progress. The Stockton Economic Stimulus Plan (SESP) 12 is currently active and online.

Ongoing. Anticipated adoption in 2023.

Action LU-

2.2D
Discourage urban development at the edges of the city that would detract from or compete with the housing goals of the Greater Downtown.

Downtown, Air
Quality, Climate
Change
ED, CD Possible 2022 code amendments for performance measures and uses.

Request for Proposals (RFP) was issued in 2021 for preparation of a comprehensive Housing Action Plan, which will include considerations for the Greater Downtown.

Ongoing.

POLICY LU-

2.3 Encourage more Downtown community and regional entertainment venues.

Downtown
10 ESS- Stockton Engineering Standard Specifications http://www.stocktongov.com/government/departments/publicWorks/enginStand.html 11 Stockton Public Facilities Fee Programs http://www.stocktongov.com/government/departments/econDev/eDevBusPffep.html 12 Stockton Economic Stimulus Plan (SESP) http://www.stocktongov.com/government/departments/permitCenter/buildSesp.html

ATTACHMENT A
1126
4 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action LU-

2.3A
Establish an entertainment district in the Downtown with a discrete boundary and strategies to promote entertainment uses, such as:
■ Reducing permit requirements;
■ Eliminating the requirement to sell food at bars;
■ Providing incentives for clubs and restaurants;
■ Allowing for reduced or shared parking; and
■ Delineating an area in which to facilitate food trucks and pop-up businesses
Downtown SMC ED, CD, PW Should include standards for change of use, uses tied to performance standards, DR reviews to encourage investment, shared parking considerations and agreements.

Ongoing. In 2023 and 2024 staff conducted
workshops to refine standards and boundaries for
these uses and areas.

Action LU-

2.3B
Partner with ride-sharing companies to facilitate safe nightlife in the Downtown.

Downtown GP ED, RT Consider designation of ride-share drop areas. Ongoing.

Action LU-

2.3C
Develop curbside management policies that are flexible to accommodate the evolving nature of ride-sharing programs and future reliance on autonomous vehicles in
the Downtown.

Downtown, Air
Quality, Climate
Change
SMC, ROW CD, PW Possibly coordinate with updated transportation and road diet programs. In 2019, RTD launched the Van Go! Ridesharing vehicles for the region. Other data is needed to determine where autonomous vehicle can best be accommodated through heavily traveled areas and areas with less auto dependency.

May require additional direction for specific action.

Action LU-

2.3D
Promote events that bring residents and visitors to the Downtown. Downtown GP ED, Parks Events already included on city’s website at www.stocktonca.gov/events.

Downtown events are also shared by the ED Department on social media platforms as well as in the ED newsletter.

Ongoing.

POLICY LU-

2.4 Encourage more resident- and visitor-serving restaurants, retail, and consumer services to locate in the Downtown.

Downtown
Action LU-

2.4A
Implement strategies to promote new Downtown restaurant, retail, and consumer service businesses that primarily serve the needs of Downtown residents, but also add value for visitors, such as by:
■ Reducing permit requirements;
■ Allowing for reduced or shared parking;
■ Providing incentives; and
■ Facilitating planning and permitting for building renovations.

Downtown ED Work Plan ED The City promotes new Downtown restaurants and businesses in the ED newsletter.

ED c
reated the Storefront Beautification Micro Grant Program to assist small businesses to enhance their storefronts with projects that have minimal or reduced permit requirements. Staff will continue to explore options to promote existing fee reimbursement program and façade programs available to Downtown commercial property/ business owners. Downtown incentives are listed on the City’s website www.stocktonca.gov/bizassist and promoted in the ED newsletter and on social media platforms.

In 2020, ED provided funding to Downtown Stockton Alliance to create and implement an Outdoor Patio Program. Funding enabled improvements to take place at 14 Downtown businesses to facilitate outdoor dining, including outdoor heaters, furniture, awnings, and railings. In 2020-2021, ED issued an additional $600,000 in CDBG-CV3 Cares Act funding for the Small Business Grant Program (with priority for restaurants) and the Outdoor Dining/Retail Support Grants to support safe outdoor dining and retail activities. 622 grants were awarded in the first two rounds, with enough funding for a third round of applications.

Ongoing and part of the Shape Stockton effort 13.

Action LU-

2.4B
Partner with the Downtown Stockton Alliance14 to market the Downtown to existing Stockton businesses that would benefit from relocating to a centralized location
Downtown GP ED Staff promotes available Downtown properties in the ED newsletter. ED is exploring potential possibility for closer coordination with Downtown Stockton Alliance and related agencies to create unified collaborative marketing plan to promote benefits of relocating to downtown. ED staff participates with the DSA as an active Board member for collaboration efforts.

Ongoing.
13 Shape Stockton website http://www.stocktongov.com/government/departments/communityDevelop/Shape/default.html 14 Downtown Stockton Alliance https://www.downtownstockton.org/

ATTACHMENT A
1127
5 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action LU-

2.4C
Partner with the Downtown Stockton Alliance to market the Downtown to attract businesses that complement the Downtown’s multi-modal connectivity by appealing to the needs of travelers and providing shopping and recreation opportunities for visitors and commuters alike.

Downtown GP ED Continue coordination; refer to the above. Ongoing.

POLICY LU-

2.5 Promote Downtown Stockton as a primary transit node that provides multi-modal connections throughout the city and region.

Downtown,
Public Health,
Air Quality,
Climate Change
Action LU-

2.5A
Improve transit, bicycle, and pedestrian connectivity between the Downtown and local colleges and universities.

Downtown,
Public Health,
Air Quality,
Climate Change
Bike/Ped master
plan, Circulation
element, roadway
plan
CD, PW Work to establish routes consistent with the Bicycle Master Plan. Work with PW and CD to streamline the ROW review and design.

Ongoing.

Action LU-

2.5B
Study the possible one-way to two-way conversions of streets in the Downtown (e.g., El Dorado/Center, Park/Oak, and Main/Market) to improve pedestrian and bicycle safety, slow traffic speeds, and support local businesses.

Downtown,
Public Health
Bike/Ped master
plan, Circulation
element, roadway
plan
CD, PW Continue coordination. Ongoing.

Action LU-

2.5C
Continue to develop an active transportation plan for Downtown Stockton, and implement complete streets projects to improve bicycle and pedestrian safety that are identified in the plan Downtown,
Public Health,
Air Quality,
Climate Change
Bike/Ped master
plan, Circulation
element, roadway
plan
CD, PW Annually reviewed and Ongoing. Ongoing.

GOAL LU-3 AUTHENTIC NEIGHBORHOODS: Protect and preserve the authentic qualities of Stockton’s neighborhoods and historic districts.

POLICY LU-

3.1 Ensure that exterior remodels and the siting, scale, and design of new development are compatible with surrounding and adjacent buildings, public spaces, and cultural and historic resources.

Action LU-

3.1A
Implement local and State incentives for the preservation and reuse of historic buildings and heritage housing in Downtown and other key areas.

HS, SMS, BLD CD, BLD, CHB Staff will coordinate the creation of historic Best Management Practices (BMPs), conditions of approval, and review procedures within entitlement review. Coordinate with CHB for review and comment.

Ongoing
Action LU-

3.1B
If development has the potential to adversely affect buildings 50 years old or older, require a historical resources survey to be completed by a professional consistent with the Secretary of the Interior’s Standards for Architectural History.

HS, SMS CD, BLD, CHB Create map with parcels that could be affected by this to determine effects. Ongoing.

Action LU-

3.1C
Require historic structures, along with landscape, original roadways, sidewalks, and other public realm features in historic neighborhoods, to be maintained, restored, or repaired wherever possible. If alterations are proposed to historical buildings, require those changes to meet the Secretary of the Interior’s Standards for Treatment of Historic Properties.

HS, SMS, BLD CD, BLD, CHB Staff plans to coordinate the creation of historic BMPs, conditions of approval, and review procedures within entitlement review. Will coordinate with CHB for review and comment.

Ongoing and as part of Shape Stockton development
code discussions.

Action LU-

3.1D
Review the boundaries of the Magnolia Historic District and consider land use and zoning changes to reflect current uses and help facilitate access to grant funding for historic preservation.

HS, SMC CD, ED Updates in 2024 Development Code and Development Code Overhaul. Ongoing and part of the Shape Stockton efforts in 2023 and 2024.

Action LU-

3.1E
Maintain and periodically update the City’s historical resources inventory and adopt a priority list to protect the most important resources.

HS, SMC CD, BLD Create map that corresponds with 50-year-old sites. Refer to Sacramento example of a database with adaptive reuse sites. Figure 3-3 is a map with historical sites.

Ongoing.

Action LU-

3.1F
Maintain and periodically update Citywide Design Guidelines. SMC, DG CD Overhaul of Design Guidelines and creation of Objective Design Standards to be completed in 2024 utilizing LEAP funds.

The existing guidelines will be comprehensively
updates as part of the shape Stockton effort for
adoption in 2024. Efforts to update the standards are
already underway.

ATTACHMENT A
1128
6 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)

POLICY LU-

3.2 Retain narrower roadways and reallocate right-of-way space to preserve street trees and mature landscaping and enhance the pedestrian and bicycle network within and adjacent to residential neighborhoods.

Public Health,
Air Quality,
Climate Change
Action LU-

3.2A
Implement the “road diet” recommendations from the City’s Bicycle Master Plan that reduce roadway widths to provide space for bike lanes and other amenities that improve safety and ease of the streetscape for all modes.

Public Health,
Air Quality,
Climate Change
PW, CD S ome road diets programed in CIP. Staff to continue to explore options.

Examples include El Dorado and Miner Avenue.

Ongoing and paired with recent Grant applications.

POLICY LU-

3.3 Maintain or expand the currently available amount of public park and open space area in each neighborhood.

Public Health
Action LU-

3.3A
Continue to improve and maintain park facilities and fields to address deficiencies and improve park sustainability, including lighting improvements, conversion to solar lighting, drinking fountain maintenance, and natural stormwater management.

Public Health Parks Staff will continue coordination. Ongoing.

Action LU-

3.3B
Pursue joint-use recreational facilities where possible, including on school grounds and utility easements.

Public Health Parks Staff will continue coordination. Ongoing.

Action LU-

3.3C
Establish a citywide park maintenance assessment district. Public Health Parks Staff will continue coordination. Ongoing.

Action LU-

3.3D
Periodically review the City’s Development Impact Fee requirements to determine whether they should be adjusted to reflect the City’s priorities for parks, community centers, and libraries that serve the surrounding neighborhoods.

Public Health PFF CD, PW, Parks Master Infrastructure Plan and PFF Nexus Study are in process. Anticipated 2024 adoption.

Action LU-

3.3E
Require new development to improve utility easement property as usable public open space, where feasible.

Public Health GP, SMC PLN, PW Included in current process for development review. Standard comments and conditions for entitlements will be established.

Ongoing.

Action LU-

3.3F
Allow developers to develop pocket parks that function as social gathering places and/or children’s play areas, and which can count towards the park standard requirements for new development.

Public Health GP, SMC PLN, Parks Included in current process for development review. Ongoing.

GOAL LU-4 HIGH-QUALITY JOBS: Attract and retain companies that offer high- quality jobs with wages that are competitive with the region and state.

POLICY LU-

4.1 Encourage large-scale development proposals in appropriate locations that include significant numbers of higher-wage jobs and local revenue generation. Such development may utilize the Economic and Education Enterprise land use designation if the proposal meets all the criteria listed under the definition of the designation.
38k jobs by
2040
Action LU-

4.1A
Update the Development Code and other City regulations to streamline project review as feasible for businesses that meet the City’s economic development and workforce support objectives.

SMC CD Completed as part of the 2021-2022 code edits. Additional options to be reviewed as part of the Development Code Overhaul.

Completed, but ongoing.

Action LU-

4.1B
Seek out and market to businesses that build on Stockton’s competitive advantages and offer high- and living-wage jobs in a range of industries, such as management of companies and enterprises, finance and insurance, wholesale trade, professional and technical services, information, healthcare and social assistance, and education.

EDSP6 ED ED Staff developed industry-specific marketing material and will continue conducting marketing/outreach efforts. Materials are also posted on the website www.stocktonca.gov/econdev
Ongoing.

Action LU-

4.1C
Conduct marketing and outreach to retain existing companies and use the City’s permitting and regulatory processes to facilitate expansions of existing businesses, consistent with other General Plan policies and actions.

EDSP ED, CD Staff will continue to conduct business visits and evaluate business survey responses to assess the needs and aid existing local businesses.

Ongoing.

ATTACHMENT A
1129
7 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action LU-

4.1D
Consider future amendments to the General Plan for extraordinary growth plans outside the Urban Services Boundary that include significant job generators or public institutions such as a college campus.

GP , SMC PLN As part of the 2024 Development Code Overhaul, possible GP amendments will be necessary.

Ongoing and will be discussed as part of the Shape
Stockton effort.

POLICY LU-

4.2 Attract employment- and tax-generating businesses that support the economic diversity of the city.

Action LU-

4.2A
Maintain a memorandum of understanding (MOU) with the San Joaquin Partnership, the Chambers of Commerce, and the Business Council to share marketing leads and collaborate on business attraction efforts.

GP San Joaquin
Partnership, the
Chambers of
Commerce, and the
Business Council
Staff initiated and gathered the Business Coalition group with partner agencies to share information, upcoming projects, and resources during a regular weekly call and will continue to coordinate.

Ongoing.

Action LU-

4.2B
Develop strategic partnerships with higher education institutions, workforce training agencies, business associations, financial institutions, and venture capital concerns to support the development of beneficial industry clusters.

GP CM, ED Staff will continue coordination by partnering with organizations to market and support industry growth.

Ongoing.

Action LU-

4.2C
Continuously improve the efficiency, timeliness, and transparency of the City’s permitting process to assist businesses in expanding or locating in Stockton, while providing certainty in fee calculations and regulatory requirements.

Website, Accela CD, BLD, ENG Possible interactive map for development projects tied to CD’s permit tracking system. This can include more information about submittals and active submittals (i.e. entitlements and permits). Contract to be partially funded in 2024 with REAP grant funds.
2023 and Ongoing for website improvements and
updated handouts. Numerous updates have been
made as part of the DevState review team’s progress
in reviewing all processes.

Action LU-

4.2D
Continually reexamine the City’s planning and permitting fee structures to ensure that they do not constitute undue burdens on business.

Fee Study CD The 2024 code overhaul will look to streamline uses and activities that implement the city’s vision. This would lessen the need for review for many future applicants that adhere to the city standards. Since many uses would no longer require time consuming review, planning fees would not be applicable. While an updated fee study can be imitated, it is not as high of a priority as streamline and could occur and the zoning text and the use table has been updated.

Ongoing.

GOAL LU-5 PROTECTED RESOURCES: Protect, maintain, and restore natural and cultural resources.

POLICY LU-

5.1 Integrate nature into the city and maintain Stockton’s urban forest. Public Health Action LU-

5.1A
Require renovated and new projects to provide open spaces that create gateways, act as collectors for pedestrian systems, and/or provide a social focal point for a project and the surrounding community and corridor, as appropriate.

SMC, GP PW Staff will continue coordination. Ongoing and updates will update as part of the Development Code overhaul.

Action LU-

5.1B
Protect, preserve, and improve riparian corridors and incorporate them in the City’s parks, trails, and open space system.

SMC, GP, DG PLN, Parks Maintain zoning and design standards for preservation. Ongoing.

Action LU-

5.1C
Require landscape plans to incorporate native and drought-tolerant plants to preserve the visual integrity of the landscape, conserve water, provide habitat conditions suitable for native vegetation, and ensure that a maximum number and variety of well adapted plants are maintained.

SMC, GP, DG PLN Currently included in the city’s design review process for preliminary and final landscape plans.

Ongoing and standards will be updated in 2024.

POLICY LU-

5.2 Protect natural resource areas, fish and wildlife habitat, scenic areas, open space areas, agricultural lands, parks, and other cultural/historic resources from encroachment or destruction by incompatible development.

Public Health
Action LU-

5.2A
Continue to coordinate with the San Joaquin Council of Governments and comply with the terms of the Multi-Species Habitat Conservation and Open Space Plan to protect critical habitat areas that support

SMC, GP, HPC,
Delta Plan in 2013
CD, SJCOG Possible map of sensitive areas requiring BIO/reviews per entitlements.

Coordinate entitlement and CIP review for standard process, comments, and conditions.

Ongoing.

ATTACHMENT A
1130
8 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
endangered, threatened, and special-status species
Action LU-

5.2B
For projects on or within 100 feet of sites that have the potential to contain special-status species or critical or sensitive habitats, including wetlands, require preparation of a baseline assessment by a qualified biologist following appropriate protocols, such as wetland delineation protocol defined by the US Army Corps of Engineers (Corps). If such sensitive species or habitats are found to be present, development shall avoid impacting the resource, and if avoidance is not feasible, impacts shall be minimized through project design or compensation identified in consultation with a qualified biologist.

SMC, GP, DS CD, State and Regional
Agencies, California’s
Delta Stewardship
Council
Possible interactive map of sensitive areas requiring BIO/reviews per entitlements. Coordinate entitlement and CIP review for standard process, comments, and conditions.

Ongoing.

Action LU-

5.2C
Require new development to implement best practices to protect biological resources, including incidental take minimization measures and other federal and State requirements and recommendations that are consistent with the San Joaquin County Multi-Species Habitat Conservation and Open Space Plan.

San Joaquin
County Multi-
Species Habitat
Conservation and
Open Space Plan
CD, SJ County Possible interactive map of sensitive areas requiring BIO/reviews per entitlements. Coordinate entitlement and CIP review for standard process, comments, and conditions. Coordinate review with the San Joaquin County Multi-Species Habitat Conservation and Open Space Plan.

Ongoing.

Action LU-

5.2D
Require the following tasks by a qualified archaeologist or paleontologist prior to project approval:
■ Conduct a record search at the Central California Information Center located at California State University Stanislaus, the University of California Museum of Paleontology at Berkeley, and other appropriate historical or archaeological repositories.
■ Conduct field surveys where appropriate.
■ Prepare technical reports, where appropriate, meeting California Office of Historic Preservation or other appropriate standards. ■ Where development cannot avoid an archaeological or
paleontological deposit, prepare a treatment plan in accordance with appropriate standards, such as the Secretary of the Interior’s Standards for Treatment of Archaeological Sites
SMC, GP, HCP PLN Currently include in the city’s design review process and demolition review process for older buildings and buildings registered as historic. City has on- call consultants who assist in this effort.

Ongoing.

Action LU-

5.2E
Continue to consult with Native American representatives, including through early coordination, to identify locations of importance to Native Americans, including archaeological sites and traditional cultural properties.

SMC, GP PLN Currently included in the city’s environmental review process and long-range planning processes. Staff will continue to manage contacts with impacted tribes to maintain accurate information and BMPs for review and monitoring.

Ongoing.

Action LU-

5.2F
If development could affect a tribal cultural resource, require the developer to contact an appropriate tribal representative to train construction workers on appropriate avoidance and minimization measures, requirements for confidentiality and culturally appropriate treatment, other applicable regulations, and consequences of violating State laws and regulations.

SMC, GP PLN Currently include in the city’s environmental review process. Specific tribal noticing required by state law will continued to be processed.

Ongoing.

Action LU-

5.2G
Comply with appropriate State and federal standards to evaluate and mitigate impacts to cultural resources, including tribal, historic, archaeological, and paleontological resources.

SMC, GP PLN Currently include in the city’s environmental review process. Specific tribal noticing required by state law will continued to be processed.

Ongoing.

Action LU-

5.2H
Comply with applicable water conservation measures. Climate Change SMC, GP, SWRCB PLN, PW Currently included in entitlement and development permit reviews. Staff will continue reviews with BMPs consistent with state law and best practices.

Ongoing.

Action LU-

5.2I
Coordinate with water agencies and non-profit organizations to promote public awareness on water quality and conservation issues and consistency in water quality impacts analyses.

Public Health,
Climate Change
Right to Farm
ordinance
(Municipal Code
Section

16.36.040),
Create contact list water agencies/non-profits for coordination. Ongoing.

POLICY LU-

5.3 Define discrete and clear city edges that preserve agriculture, open space, and scenic views.

Air Quality,
Climate Change
Action LU- At the interface between development and rural landscapes, use GP, SMC PLN, BLD, PW Currently included in entitlement and permit reviews. Ongoing.

ATTACHMENT A
1131
9 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)

5.3A landscaping and other attractive edging instead of sound walls and similar utilitarian edges of developments to maintain the visual integrity of open space.

Action LU-

5.3B
Coordinate with San Joaquin County and property owners in unincorporated areas to preserve agricultural land and open space areas in the unincorporated county that contribute to maintaining clear boundaries between cities.

GP, SMC, SJ
County
PLN, BLD, PW Currently included in entitlement and permit reviews. Staff will coordinate with County and LAFCO, although the City does not have enforcement authority within the county. County will continue to notify staff of development projects within the SOI and planning area.

Ongoing. County to coordinate development
reviews.

Action LU-

5.3C
Maintain the City’s agricultural conservation program that requires either dedication of an agricultural conservation easement at a 1:1 ratio or payment of an in-lieu agricultural mitigation fee for the conversion of prime farmland, farmland of statewide importance, or unique farmland, as defined by the State Farmland Monitoring and Mapping Program.

Climate Change GP, SMC, HCP PLN Currently included in entitlement and permit reviews. Annual updates to the city council on banking and conservation efforts will continue.

Ongoing.

POLICY LU-

5.4 Require water and energy conservation and efficiency in both new construction and retrofits.

Action LU-

5.4A
Require all new development, including major rehabilitation, renovation, and redevelopment, to adopt best management practices for water use efficiency and demonstrate specific water conservation measures.

Climate Change GP, SMC, BLD
Code
PLN, BLD, PW Currently included in entitlement and permit reviews. Ongoing.

Action LU-

5.4B
Require all new development, including major rehabilitation, renovation, and redevelopment, to incorporate feasible and appropriate energy conservation and green building practices, such as building orientation and shading, landscaping, and the use of active and passive solar heating and water systems.

CAP, SMA, BLD, CD Currently included in entitlement and permit reviews. Ongoing. Will be discussed as part of the City’s Climate Action Plan update starting in 2024.

Action LU-

5.4C
Update the Citywide Design Guidelines to strengthen energy conservation and green building provisions.

GP, DG CD 2024 overhaul of the Design Guidelines and Development Code will look to strengthen design review criteria and streamline projects that adhere to the design guidelines and GP policies on attractive design. As part of process, city staff will review guidelines for possible improvements. Council direction may be sought for effort.
2023 and Ongoing.

GOAL LU-6: EFFECTIVE PLANNING: Provide for orderly, well-planned, and balanced development

POLICY LU-

6.1 Carefully plan for future development and proactively mitigate potential impacts.

Action LU-

6.1A
The Envision Stockton General Plan Update Environmental Impact Report (EIR) assumes the following maximum development
projections for the year 2040 for the lands located within the Sphere of Influence, including projects that were already approved prior to the
General Plan Update, but not yet constructed:
■ 40,900 new dwelling units
■ 13.8 million square feet of new commercial and office space ■35.6 million square feet of new industrial space
SMC, GP CD, BLD Will continue to monitor annually. Projects found consistent with the 2040 GP projections and intensities may not require subsequent environmental review.

Ongoing. Monitored annually.

Action LU-

6.1B
Monitor the rate of growth to ensure that it does not overburden the City’s infrastructure and services and does not exceed the amounts analyzed in the General Plan EIR.

SMC, MFP CD, PW Current growth rate is reflected in adopted 2040 GP which is the basis for infrastructure planning. Rates will be monitored annually should rates increase significantly change beyond those identified in the 2040 GP.

Ongoing and reviewed as part of housing efforts in
Shape Stockton.

Action LU-

6.1C
Require that vacant unincorporated properties be annexed into the city prior to the provision of any City services, or that a conditional service agreement be executed agreeing to annex when deemed

SMC, GP, MFP,
MSR
CD, PW, MUD, Fire/PD MSR/SOI currently being updated to define services. Current entitlement review requires this information per determination and submittal to LAFCO.

Currently practiced and Ongoing.

ATTACHMENT A
1132
10 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
appropriate by the City.

Action LU-

6.1D
Require that all utility connections outside the city limit be for land uses that are consistent with the General Plan.

SMC, GP, MFP CD, PW, MUD Currently included in development review. Findings of approval must indicate this prior to staff recommendation on approval.

Development in SOI must be consistent to receive
utilities and services.

Action LU-

6.1E
Do not approve new development unless there is infrastructure in place or planned and funded to support the growth.

SMC, GP, MFP CD, PW, MUD Currently included in development review. Findings of approval must indicate this prior to staff recommendation on approval.

Ongoing.

Action LU-

6.1F
Evaluate and implement adjustments to the Public Facilities Fee (PFF) structure to encourage development in areas where infrastructure is already present and ensure that non-infill development pays its fair share of anticipated citywide capital facilities and operational costs.

CD, PW CD, PW Currently in progress. The Stockton Economic Stimulus Plan (SESP) 15 is currently active and online.

Ongoing.

Action LU-

6.1G
Maintain adequate staffing levels to support achieving the City’s service level goals for police and fire protection.

NA All Staffing and additional procurement began in 2020. Ongoing.

POLICY LU-

6.2 Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.

Downtown, EJ,
Air quality,
climate change
Action LU-

6.2A
Develop and implement an infill incentive program that encourages infill development through expedited permitting, changes in fee structures, prioritizing infrastructure improvements in infill areas, property owner and/or landlord incentives to maintain property and reduce blight, and/or other strategies. As part of this program, define and prioritize categories of infill types based on land use and residential density or nonresidential intensity.

Downtown, Air
quality, climate
change
Fee Schedule CD Incremental Development Code amendments in 2020 in 2023 provide waivers and incentives for infill development, such as parking reductions, but no direct effort to establish a separate fee study. Further strategies to be explored with utilization of REAP grant funds in 2024.

Ongoing. Zoning streamline being reviewed as part
of Development Code overhaul.

Action LU-

6.2B
Do not approve future annexations or City utility connections unless they are consistent with the overall goals and policies of the General Plan and do not adversely impact the City’s fiscal viability, environmental resources, infrastructure and services, and quality of life.

Air quality,
climate change
GP, MSR CD Currently applied for all annexation requests. Continue and Ongoing.

Action LU-

6.2C
Ensure prioritization of development and redevelopment of vacant, underutilized, and blighted infill areas be considered through strategies such as zoning changes and strategies to avoid gentrification.

GP, SMC CD, ED City to update vacant and underutilized parcel list for coordination of site- specific opportunities and constraints review. Possible coordination with property owners for further discussion. Further strategies to be explored with utilization of REAP and LEAP grant funds in 2024.

Ongoing and under review part of the Shape
Stockton housing efforts.

Action LU-

6.2D
Comply with State requirements that limit the idling of motor vehicles.

Air quality, GP, CAP CD Coordinate CAP and GP mitigation measure into CIP, entitlement, and permit reviews for compliance. Possibly require projects and sites to post no-idling signage for loading and parking areas.

Continue and Ongoing.

POLICY LU-

6.3 Ensure that all neighborhoods have access to well-maintained public facilities and utilities that meet community service needs.

Public health, EJ
Action LU-

6.3A
Require development to mitigate any impacts to existing sewer, water, stormwater, street, fire station, park, or library infrastructure that would reduce service levels
GP, MFP PW, CD Part of CIP and entitlement reviews. Master Facilities Plan and Public Facilities Fee (PFF) to be updated in 2024 and beyond.

Ongoing.

Action LU-

6.3B
Ensure that public facilities, infrastructure, and related land area and other elements are designed, and right-of way is acquired to meet 2040 planned development requirements to avoid the need for future upsizing or expansion, unless planned as phased construction.

GP, MFP PW, CD Part of CIP and entitlement reviews. Master Facilities Plan and Public Facilities Fee (PFF) to be updated in 2024 and beyond.

Ongoing.

Action LU-

6.3C
Coordinate, to the extent possible, upgrades and repairs to roadways with utility needs, infrastructure upgrades, and bicycle and pedestrian GP, MFP PW, CD Part of the CIP plan update. Master Facilities Plan and Public Facilities Fee (PFF) to be updated in 2024 and beyond.
2023 and Ongoing.
15 Stockton Economic Stimulus Plan (SESP) http://www.stocktongov.com/government/departments/permitCenter/buildSesp.html

ATTACHMENT A
1133
11 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
improvements (i.e., “dig once”).

Action LU-

6.3D
Design public facilities and infrastructure to maintain and improve the visual quality of the urban environment, including through the following approaches:
■ Designing buildings and infrastructure to fit into and complement their ultimate surroundings.
■ Buffering buildings and infrastructure from their surroundings as appropriate to shield unsightly areas from public view. ■Providing appropriate landscaping.

GP, MFP PW, CD Currently a part of the entitlement and permit review process. 2024 Development Code overhaul will streamline design reviews that enhance the area and achieve the principals of the design guidelines and General Plan.

Master Facilities Plan and Public Facilities Fee (PFF) to be updated in 2024 and beyond.
2023 and Ongoing.

POLICY LU-

6.4 Ensure that land use decisions balance travel origins and destinations in as close proximity as possible and reduce vehicle miles traveled (VMT).

Air quality,
climate change
Action LU-

6.4A
Maintain a reasonable balance between potential job generation and local workforce availability with a goal of one job for each employed resident.

Air quality,
climate change
GP CD, H, ED Monitored with annual reports. 2022-2023 Development Code overhaul will bring zoning and other documents into consistency with GP policies and land uses.
2023 and Ongoing.

Action LU-

6.4B
Maintain a reasonable proximity and balance (i.e., magnitude) between job-generating uses, housing opportunities, and resident services and amenities, including transit and active transportation.

Air quality,
climate change
GP CD, ED Currently monitored with the annual GP/Housing reports. Ongoing and will be analyzed as part of shape Stockton.

Action LU-

6.4C
Reduce Vehicle Miles Traveled (VMT) per household by planning new housing in closest proximity to employment centers, improving and funding public transportation and ridesharing, and facilitating more direct routes for pedestrians and bicyclists.

Public Health,
Air quality,
climate change
GP, CAP, TA PW, CD VMT baseline for city established via the CAP. TIA guidelines updated for VMT thresholds in 2023.
2023 and Ongoing. VMT thresholds and process
adopted in 2023.

POLICY LU-

6.5 Improve and maintain the City’s fiscal health.

Action LU-

6.5A
Require preparation of a fiscal impact analysis for large development projects and proposed annexations to ensure a full accounting of infrastructure and public service costs and to confirm whether revenue enhancement mechanisms are necessary to ensure net fiscal balance or better, and require appropriate fiscal mitigations, when necessary, to ensure the City’s Ongoing. fiscal health and continued viability of the City’s General Fund.

GP, MFP CD, PW Add to submittal requirements to be required prior to determination on projects.

Ongoing.

Action LU-

6.5B
Utilize development agreements (DAs) as a tool to implement public facilities financing plans and to secure fiscal mitigations and various public benefits from new development projects.

GP, MFP, PFF CD, PW, MUD DAs will be updated and brought before the Council for monitoring. 2023 and Ongoing.

Action LU-

6.5C
Evaluate and update all development impact fees to be consistent with the 2040 General Plan
GP, MFP, PFF CD, PW, MUD PFF fee analysis in 2024. 2023 and Ongoing.

Action LU-

6.5D
Continue to utilize developer fees, the City's public facilities fees, and other methods (e.g., grant funding and assessment districts) to finance public facility design, construction, operation, and maintenance.

GP, MFP, PFF CD, PW, MUD Master Facilities Plan and Public Facilities Fee (PFF) to be updated in 2022 and beyond.
2023 and Ongoing.

POLICY LU-

6.6 Coordinate land use planning efforts among City departments and with regional agencies
Action LU-

6.6A
Provide written comments to San Joaquin County on all proposed significant development projects in the City’s Planning Area to request consistency with this General Plan and other City regulations.

GP CD, PW, ED Staff will coordinate review of county and city projects to ensure collaboration on project review.

Ongoing.

Action LU-

6.6B
Participate in the San Joaquin Council of Governments’ (SJCOG) regional planning programs and coordinate City plans and programs Air quality,
climate change
GP CD, PW, ED Currently coordinating regionally and locally for city and countywide projects.

Ongoing.

ATTACHMENT A
1134
12 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
with those of SJCOG, including the Regional Transportation Plan/Sustainable Communities Strategy, among others, and work with non-profit organizations also engaging in these planning programs.

Action LU-

6.6C
Review and update the Development Code to ensure consistency with the updated General Plan.

GP, SMC CD Phases 1 and 2 completed in 2020. With additional amendments to be completed in Phase 3 in 2022. Development Code overhaul to take place in 2024.
2023 and Ongoing. The General Plan/zoning
inconsistency effort named “series” for map changes
and “phase” for code changes were completed in
2022. Each change included three rounds of
adoptions. 16
Action LU-

6.6D
Review and update the Zoning District Map to ensure consistency with the updated General Plan.

GP, SMC CD Zoning Map amendments to be completed in phases during 2021-2023. 2021-2023 updates made. City staff will explore additional after the Shape Stockton effort is
completed.

POLICY LU-

6.7 Enhance public participation in the planning process.

Action LU-

6.7A
Work with community-based organizations to develop and implement a comprehensive and accountable long-term strategy to engage the Stockton community in planning decisions.

EJ GP CD, ED, H 2020-2023 amendments will include significant outreach to implement the GP policies for engaging the community. Staff will work to improve online resources to educate and empower residents through use of online materials and notifications.

Ongoing and will improve as part of shape Stockton
effort.

Action LU-

6.7B
Require that sponsors of new development projects, especially those that require Planning Commission and/or City Council approval, have early, frequent, and meaningful communication with affected citizens and stakeholders.

SMC, City
Outreach Plan
CD, IT Currently required and Ongoing. Will work to streamline process and provide additional materials online, including DEV and CIP project maps for people to review and comment on.

Ongoing.

GOAL TR-1: MOBILE COMMUNITY: Provide an integrated transportation system that enables safe and efficient movement of people and goods for all modes of travel.

POLICY TR-

1.1 Ensure that roadways safely and efficiently accommodate all modes and users, including private, commercial, and transit vehicles, as well as bicycles and pedestrians and vehicles for disabled travelers.

Public Health
Action TR-

1.1A
Direct truck traffic to designated truck routes that facilitate efficient goods movement and minimize risk to areas with concentrations of sensitive receptors, such as schools, for example by disallowing any new truck routes to pass directly on streets where schools are located, and vulnerable road users, like pedestrians and bicyclists.

Public health,
EJ, Air quality
Complete Streets,
Precise Road
Plans
PW Continue to coordinate and implement. Ongoing.

Action TR-

1.1B
Maintain and periodically update a schedule for synchronizing traffic signals along arterial streets and freeway interchanges to facilitate the safe and efficient movement of people and goods and to provide signal priority for transit vehicles at intersections.

Air quality,
climate change
PW Continue to coordinate and implement. Ongoing.

Action TR-

1.1C
Require roadways in new development areas to be designed with multiple points of access and to address barriers, including waterways and railroads, in order to maximize connectivity for all modes of transportation
GP, SMC PW, CD, Fire Currently included with entitlement and CIP review. Ongoing.

Action TR-

1.1D
Update existing Precise Road Plans to reflect the 2040 General Plan, including changes in land use and level of service requirements, and a shift in priority from vehicular travel to travel by all modes through complete streets
Public health,
Air quality,
climate change
GP, SMC PW, CD, Fire Currently included with entitlement and CIP review. Older plans could be evaluated when sufficient staff capacity is achieved.

Ongoing.

Action TR-

1.1E
Work with local school districts to implement pedestrian crossing enhancements like stop signs within neighborhoods around schools, Public health,
Air quality,
SMC PW, CD Currently included in entitlement reviews. Possible coordination and integration into CIP items.

Ongoing.
16 Zoning Update webpage http://www.stocktongov.com/government/departments/communityDevelop/cdPlanZoneUp.html

ATTACHMENT A
1135
13 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
encourage activities like a walking school bus, and create educational programs that teach students bicycle safety.
climate change

POLICY TR-

1.2 Enhance the use and convenience of rail service for both passenger and freight movement.

Action TR-

1.2A
Actively support and pursue access to high-speed rail. Air quality, climate change
SMC PW, CD Currently included in entitlement reviews. Possible coordination and integration into CIP items.

Ongoing.

Action TR-

1.2B
Support the San Joaquin Regional Transportation District’s Regional Bus Service, Altamont Commuter Express (ACE), and AMTRAK’s San Joaquin intercity rail service, and pursue and support other regional transit programs and projects, such as:
■ ACE plans to bypass existing bottlenecks (e.g., the Union Pacific railyards in South Stockton);
■ Connecting to the BART system;
■ Extending ACE service south to Merced; and
■ Proposing rail between Stockton and Sacramento along the California Traction and other rail corridors.

Air quality,
climate change
SMC PW, CD Currently included in entitlement reviews. Possible coordination and integration into CIP items.

Ongoing.

Action TR-

1.2C
Provide grade separations at railroad crossings on arterial streets where feasible to ensure public safety and minimize traffic delay.

SMC PW, CD Currently included in entitlement reviews. Possible coordination and integration into CIP items.

Ongoing.

POLICY TR-

1.3 Facilitate expanded port and Airport operations, service, and development as travel and goods movement assets to the community and sources of employment growth.

Action TR-

1.3A
Protect the Airport and related aviation facilities from encroachment by ensuring that all future development within the Airport Influence Area (AIA) is consistent with the policies adopted by the San Joaquin County Airport Land Use Commission (ALUC)17, except in cases where the City Council concludes that project approval would provide for the orderly development of the Airport and the areas surrounding it while protecting the public health, safety, and welfare by minimizing the public’s exposure to excessive noise and safety hazards, consistent with the San Joaquin County Airport Land Use Compatibility Plan and the Stockton Metropolitan Airport Land Use Compatibility Plan.

Public health, EJ SMC, GP CD, Fire City staff monitors application requests near the AIA for review and coordination with the ALUC.

Ongoing. The existing zoning overlay standards will
be updated as part of the Development Code
Overhaul.

Action TR-

1.3B
Where substantial development already exists within the AIA and is incompatible with ALUC policies, only allow additional infill development of similar land uses if projects meet all of the following criteria to be an infill project:
■ The project site is bounded on at least three sides by uses similar to those proposed.
■ The proposed project would not extend the perimeter of the area developed with incompatible uses.

SMC, GP CD, PW City staff monitors application requests near the AIA for review and coordination with the ALUC. Will explore possible inclusion of criteria in the 2024 code overhaul.

Ongoing.

Action TR-

1.3C
Within the AIA, require that new development or an expansion of an existing use that requires a building permit file an avigation easement with the City.

SMC, GP CD, PW City staff monitors application requests near the AIA for review and coordination with the ALUC. Will explore possible inclusion of criteria in the 2024 code overhaul.

Ongoing.

GOAL TR-2: ACTIVE COMMUNITY: Offer active transportation opportunities for the entire community.
17 San Joaquin County Airport Land Use Commission (ALUC) Stockton Metro Airport Land Use Compatibility Plan https://www.sjcog.org/DocumentCenter/View/1318/2016 -Stockton-Metropolitan-Airport-ALUCP---Amended-February-2018?bidId=

ATTACHMENT A
1136
14 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)

POLICY TR-

2.1 Develop safe and interconnected bicycle and pedestrian facilities, including along “complete” streets that target multiple travel modes.

Public health,
Air quality,
climate change
Action TR-

2.1A
Require safe and secure bicycle parking facilities to be provided at major activity centers such as public facilities, employment sites, and shopping and office centers, along with showers and lockers for major employment sites.

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
CD, PW Currently, the bicycle system in Stockton consists of about 117 miles of existing bikeways, including approximately 46 miles of bike paths, 36 miles of bike lanes, and 35 miles of bike routes.

Incremental development standards for bicycle parking were amended in 2020 in compliance with the Bicycle Master Plan.

Ongoing.

Action TR-

2.1B
Maintain and implement the City of Stockton Bicycle Master Plan18. Air quality, climate change
GP, SMC, Bike
Plan
CD, PW Currently used in entitlement and CIP reviews. Ongoing.

Action TR-

2.1C
Maintain and implement the City of Stockton Safe Route to School Plan19.

Public health Safe Route to
School Plan, SMC
CD, PW Currently used in entitlement and CIP reviews. Ongoing.

POLICY TR-

2.2 Connect housing and employment development in areas with good transit access through open and inclusive processes where appropriate.

Public health,
Air quality,
climate change
Action TR-

2.2A
Require major new development to incorporate and fund design features to promote safe and comfortable access to transit, such as a circulation network that facilitates efficient and connected bus travel, clear pedestrian and bicycle routes connecting origins and destinations to transit stops, sheltered bus stops, park-and-ride facilities, and highly visible transit information and maps.

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
CD, PW, RT Currently used in entitlement and CIP reviews. Funding programs will be coordinated with regional agencies and CIP prioritization. Project obligations are currently applied to entitlement reviews.

Ongoing.

Action TR-

2.2B
Obtain input from community residents, non-profit organizations, and local and regional transit operators on major new development projects, and support transit operators by ensuring major projects are designed to support transit and provide fair share funding of the cost of adequate transit service and access.

Public health,
Air quality,
climate change
GP, SMC CD, PW, ED Staff will improve online resources for public to view active entitlements and CIP projects for comment and information.
2023 and Ongoing. A large outreach effort is
underway for the Shape Stockton efforts.

Action TR-

2.2C
Request that public transit service providers expand routes and increase frequency and operational hours consistent with current short- and long-range transit planning, with the assistance of new development funding.

Public health,
Air quality,
climate change
GP PW Continue to coordinate and implement. Ongoing.

Action TR-

2.2D
Support efforts to electrify buses. Air quality,
climate change
GP PW Continue to coordinate and implement. Ongoing.

POLICY TR-

2.3 Utilize natural features and routes with lower traffic volumes and speeds to encourage residents to walk and wheel more frequently.

Public health,
Air quality,
climate change
Action TR-

2.3A
Develop and maintain bikeways on separate rights-of way (e.g., Calaveras River, East Bay Municipal Utility District easement, French Camp Slough, and Shima Tract Levee).

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
CD, PW Currently used in entitlement and CIP reviews. Ongoing.

Action TR-

2.3B
Require dedication of adequate right-of-way for bicycle use in new arterial and collector streets, and where feasible, in street improvement projects.

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
CD, PW Currently used in entitlement and CIP reviews. Ongoing.

GOAL TR-3: SUSTAINABLE TRANSPORTATION: Design transportation infrastructure to help reduce pollution and vehicle travel.

POLICY TR-

3.1 Avoid widening existing roadways in an effort to preclude inducement of additional vehicle traffic.

Public health,
Air quality,
climate change
18 2017 City of Stockton Bicycle Master Plan http://www.stocktongov.com/files/Stockton_SRTS_Plan_December_2017.pdf 19 2017 City of Stockton Safe Routes to School Plan http://www.stocktongov.com/files/Stockton_SRTS_Plan_December_2017.pdf

ATTACHMENT A
1137
15 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action TR-

3.1A
Limit street widths to the minimum necessary to adequately carry the volume of anticipated traffic, while allowing for safe bicycle and pedestrian facilities, emergency access, and large vehicle access.

Public health,
Air quality,
climate change
GP PW Continue Coordination. Ongoing.

Action TR-

3.1B
Where feasible and appropriate, reduce the width of existing streets using bulb-outs, medians, pedestrian islands, shade tree landscaping, appropriate signage, and similar methods, while not jeopardizing emergency response.

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
PW, CD Included in current roadway and citywide bike plan. Will continue to require design and ROW through entitlement review.

Ongoing.

Action TR-

3.1C
Preserve right-of-way for transit and bicycle uses when designing new roadways and improving existing roadways and ensuring adequate and clear signage.

Public health,
Air quality,
climate change
GP, SMC, Bike
Plan
PW, CD Included in current roadway and citywide bike plan. Will continue to require design and ROW through entitlement review.

Ongoing.

POLICY TR-

3.2 Require new development and transportation projects to reduce travel demand and greenhouse gas emissions, support electric vehicle charging, and accommodate multi-passenger autonomous vehicle travel as much as feasible.

Air quality,
climate change
Action TR-

3.2A
Amend the parking requirements in the Development Code to encourage shared parking, require preferential parking for rideshare vehicles, and allow reduced parking requirements to support transit, bicycling, and walking.

Air quality,
climate change
SMC CD Incremental parking reductions and ministerial waivers to support this Action were adopted in the 2020 Development Code amendment, with additional amendments proposed in Phase 3 of the incremental code amendment in 2024.

Ongoing. Some completed in 2022 with more under
review in 2023. A parking audit was also preformed
in 2023.

Action TR-

3.2B
Require commercial, retail, office, industrial, and multifamily residential development to provide charging stations and prioritized parking for electric and alternative fuel vehicles.

Air quality,
climate change
GP, SMC, CAP CD City staff will continue to require per entitlement and permit review. Ongoing.

Action TR-

3.2C
Respond to the implications and opportunities associated with connected vehicles and autonomous vehicles by monitoring technological advances and adjusting roadway infrastructure and parking standards to accommodate autonomous vehicle technology and parking needs.

Air quality,
climate change
GP CD, PW City staff will continue to explore options with local and regional agencies. Ongoing.

Action TR-

3.2D
Continue to coordinate with the San Joaquin Council of Governments to increase opportunities for additional park and ride facilities, consistent with the San Joaquin County Regional Park and Ride Lot Master Plan.

Air quality,
climate change
GP CD, PW City staff will continue to coordinate with SJCOG on potential opportunities. Ongoing.

GOAL TR-4: EFFECTIVE TRANSPORTATION ASSESSMENTS: Ensure that traffic - related impacts of proposed land uses are evaluated and mitigated.

POLICY TR-

4.1 Utilize level of service (LOS) information to aid understanding of potential major increases to vehicle delay at key signalized intersections.

Action TR-

4.1A
Strive for Level of Service (LOS) D or better for both daily roadway segment and peak hour intersection operations, except when doing so would conflict with other land use, environmental, or economic development priorities, and with the following additional exceptions:
■ In the Greater Downtown, strive for LOS E or better, but LOS F may be acceptable after consideration of physical or environmental constraints and other City goals and policies.
■ Strive for different LOS standards along the following corridors due to physical constraints that limit the improvements that can be constructed:
• Benjamin Holt Drive, Plymouth Road to Gettysburg Place − LOS F • Eight Mile Road, Trinity Parkway to I-5 − LOS E
• Eight Mile Road, Lower Sacramento Road to West Lane – LOS E • Eighth Street, I-5 to El Dorado Street – LOS E
• Eighth Street, Airport Way to Mariposa Road –LOS E
• French Camp Road, Manthey Road to I-5 – LOS E
GP PW, CD City staff will continue to explore options with local and regional agencies and review applications for consistency with this action item.

Ongoing.

ATTACHMENT A
1138
16 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
• French Camp Road, I-5 to Val Dervin Parkway –LOS F
• Hammer Lane, I-5 to Kelly Drive − LOS E
• Hammer Lane, West Lane to Holman Road −LOS E
• Interstate 5, Hammer Lane to Benjamin Holt Drive − LOS E • Interstate 5, Benjamin Holt Drive to Downing Avenue – LOS F • Interstate 5, Downing Avenue to French Camp Road − LOS E • Otto Drive, I-5 to Thornton Road – LOS F
• Roadway segments determined to be operating at deficient LOS by the San Joaquin Council of Governments in the Regional Congestion Management Program
■ Accept worse than adopted-standard LOS at intersections where widening the intersection would reduce bicycle and pedestrian safety and/or increase pedestrian crossing times such that they would create longer traffic delays due to signal timing.

Action TR-

4.1B
Amend the City’s Transportation Impact Analysis Guidelines to reflect the updated LOS goals under Action TR-4.1.A and to refine the threshold at which a project needs to evaluate LOS impacts TAG, SMC CD, PW Staff will coordinate with traffic consultant on the scope of this effort. Completed in 2023. Future General Plan and EIR amendments may be needed to clarify the new
standards.

POLICY TR-

4.2 Replace LOS with: (1) vehicle-miles traveled (VMT) per capita; and (2) impacts to non-automobile travel modes, as the metrics to analyze impacts related to land use proposals under the California Environmental Quality Act, in accordance with SB 743.

Air quality,
climate change
Action TR-

4.2A
To evaluate the effects of new development and determine mitigation measures and impact fees, require projects to evaluate per capita VMT and impacts to transit, bicycle, and pedestrian modes.

Public health,
Air quality,
climate change
TAG, SMC CD, PW Staff will continue to require VMT analysis as part of entitlement review and determination. The TAG may need amendments to codify VMT baselines and preferred mitigation for projects that are shown to have VMT increases.

Ongoing.

Action TR-

4.2B
Amend the City’s Transportation Impact Analysis Guidelines to include alternative travel metrics and screening criteria.

Public health,
Air quality,
climate change
TAG, SMC CD, PW Staff will continue to require VMT analysis as part of entitlement review and determination. The TAG may need amendments to codify VMT baselines and preferred mitigation for projects that are shown to have VMT increases.

Completed in 2023. Future General Plan and EIR
amendments may be needed to clarify the new
standards.

POLICY TR-

4.3 Use the threshold recommended by the California Office of Planning and Research for determining whether VMT impacts associated with land uses are considered significant under State environmental analysis requirements.

Air quality,
climate change
Action TR-

4.3A
Amend the City’s Transportation Impact Analysis Guidelines to:
■ Establish a threshold of 15 percent below baseline VMT per capita to determine a significant transportation impact under the California Environmental Quality Act.
■ Identify screening criteria that will streamline certain types of development and/or development in certain areas by not requiring a VMT analysis.

Air quality,
climate change
TAG, SMC CD, PW Staff will continue to require VMT analysis as part of entitlement review and determination. The TAG may need amendments to codify VMT baselines and preferred mitigation for projects that are shown to have VMT increases.

Completed in 2023. Future General Plan and EIR
amendments may be needed to clarify the new
standards.

GOAL SAF-
1:

SAFE COMMUNITY: Create a safe and welcoming environment in all areas of the city at all times of day.

POLICY
SAF-1.1
Invest in neighborhood safety through partnerships with the community to help prevent violence and crime ("community policing").

Action SAF-

1.1A
Promote public safety programs, including business, neighborhood, and school watches; child identification and fingerprinting; and other public education efforts.

GP PD Police will continue outreach efforts. Continue to implement and encourage enhanced design through Crime Prevention Through Environmental Design (CPTED).

Ongoing.

Action SAF-

1.1B
Maintain and expand community outreach programs to improve the community’s understanding of how the criminal justice system works, foster a positive relationship between community members and public safety staff, provide a venue for open dialog, and promote transparency in public safety.

GP PD Police will continue outreach efforts. Ongoing.

ATTACHMENT A
1139
17 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action SAF-

1.1C
Engage with schools, non-profit organizations, and faith-based organizations to recognize and work with at-risk youth to avert future criminal activity.

GP PD Po lice will continue outreach efforts. Ongoing.

POLICY
SAF-1.2
Reduce community violence and crime by fostering community connectivity, creating a sense of place, and encouraging social interactions between residents, employees, and business owners.

Action SAF-

1.2A
Update the City’s Design Guidelines and Development Code to require new and retrofitted development to support effective police and fire protection response and services by using the following principles of crime prevention through environmental design (CPTED):
■ Delineate private and public spaces
■ Enhance visibility
■ Control property access
■Ensure adequate property maintenance
DG, SMC CD, PD Staff will continue to review applications consistent with CPTED policies. As part of 2024 code overhaul, staff will explore effective options to implement CPTED standards in project and permit review.

Ongoing and part of the 2023 efforts.

Action SAF-

1.2B
Pursue public art projects that match the culture of the neighborhood to create a sense of ownership and belonging.

GP CD, ED, CS Staff will work to educate and provide incentives for public arts projects in coordination with Community Services.

The Public Art Enhancement Grants Program makes grants annually to Stockton-based nonprofit arts organizations, artists, arts educators, and artist teams for site-based arts projects in Stockton – to strengthen public art opportunities in Stockton and highlight the talent of local artists. Since 2003, the SAC has awarded nearly $1,000,000 in grants to help nonprofit arts organizations, artists (including student artists), art educators, and collaborations serving a diverse community.

The Stockton Arts Endowment (SAE) grant is the principal grants program for the SAC through project-based funding.

Ongoing.

Action SAF-

1.2C
Engage residents and business owners in Ongoing. discussions about how land use and planning decisions can help to reduce violence.

GP PD, CD Continue to coordinate with businesses and residents and require applications to comply with safety design standards and practices.

Ongoing.

Action SAF-

1.2D
Incentivize a variety of uses in a neighborhood that will be active throughout the day and night.

GP, SMC CD City staff will explore as part of 2022-2023 code overhaul. Ongoing.

POLICY
SAF-1.3
Ensure that City-managed spaces and facilities support a feeling of safety for users.

Action SAF-

1.3A
Design and maintain parks, waterways, trail corridors, and other facilities to meet the recreational needs of the community, while maximizing public safety and access concerns, such as through the following approaches:
■ Locate facilities to ensure visibility along public roadways where appropriate;
■ Provide clear access points;
■ Maintain vegetation to maximize visibility and demonstrate active attention to the site; and
■Use signage to clearly convey site ownership and rules.

GP, Parks Master
Plan
PW, CD Staff will continue to review entitlement and CIP projects for consistency with design guidelines and Action SAF-1.3A
Ongoing.

Action SAF-

1.3B
Design and improve City streetscapes to create safer places by maximizing visibility through installation and maintenance of appropriate lighting and landscaping.

GP, SMC CD City staff will continue to require per entitlement and permit review. Areas to improve will be explored during the 2024 code overhaul.

Ongoing.

GOAL SAF-
2:

HAZARD PROTECTION: Protect residents and businesses from natural and human-caused hazards.

POLICY Ensure that community members are adequately prepared for natural

ATTACHMENT A
1140
18 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
SAF-2.1 disasters and emergencies through education and training.

Action SAF-

2.1A
Develop neighborhood watch and emergency support groups to be trained and put into action in the event of an emergency in support of government staff.

GP, CPTED CD, CS, PD, CM, OES Neighborhood Watch Groups were developed to encourage citizen involvement and deter crime by early detection.

Emergency Preparedness is managed by the City's Office of Emergency Services (OES) for disaster preparedness, readiness, City departments response, and mitigation. OES offers information online to assist citizens in in disaster preparedness.
http://www.stocktongov.com/government/departments/fire/emerge.html Ongoing.

Action SAF-

2.1B
Inform the public about the specific risks of living in flood-prone areas and provide residents instructional information on how to take steps to reduce their exposure to flood damages.

GP, SMC CD, PW The Building Life and Safety Division works in coordination with Federal and State agencies to information the public about flood risks. http://www.stocktongov.com/government/departments/communityDevelo p/cdBuildState.html
Ongoing.

POLICY
SAF-2.2
Prepare sufficiently for major events to enable quick and effective response.

Action SAF-

2.2A
Require new development to provide adequate access for emergency vehicles and evacuation routes, including by designing roadway systems to provide multiple escape routes in the event of a levee failure.

GP, SMC CD, Fire Staff currently reviews entitlement and permit applications for health and safety compliance.

Ongoing.

Action SAF-

2.2B
Formulate, review, periodically update, and make available to the public emergency management plans (EMP) for the safe evacuation of people from areas subject to inundation from levee and dam failure.

GP, EMP CD, Fire Staff currently reviews entitlement and permit applications for health and safety compliance. Emergency plan review will include coordination within SJCOG for resiliency and adaptation. Additional information on emergency evacuations in the event of a flood are published on the Fire Department’s website at
http://www.stocktonca.gov/government/departments/fire/emeFlood.html Ongoing.

Action SAF-

2.2C
Require new critical facilities, including hospitals, emergency operations centers, communications facilities, fire stations, and police stations, to be located, designed, and constructed to avoid or mitigate potential risks and ensure functional operation during flood events (i.e., avoid locating in the 100-year and 200-year floodplains), seismic and geological events, fires, and explosions.

GP, SMC PW, Fire Staff currently reviews entitlement and permit applications for health and safety compliance. Staff will review emergency plans with coordination within SJCOG for resiliency and adaptation.

Ongoing.

Action SAF-

2.2D
Continue to work with San Joaquin County, the County Office of Emergency Services, other cities in the region, and disaster agencies to coordinate disaster and emergency preparedness planning.

GP, EMP, CAP CD, Fire Staff will continue coordination. Ongoing.

POLICY
SAF-2.3
Protect the community from potential flood events.

Action SAF-

2.3A
Coordinate with appropriate State, federal, and local flood control agencies to develop a flood protection plan for the levee systems protecting the city that:
■ Identifies the levees protecting the city and the entities responsible for the operation and maintenance of the levees;
■ Determines the flood levels in the waterways and the level of protection offered by the existing levees along the waterways; ■ Identifies a long-term plan to upgrade the system as necessary to provide at least a 100-year level of flood protection to the city, and 200-year level of flood protection, where feasible;
■ Encourages multi-purpose flood management projects that, where feasible, incorporate recreation, resource conservation, preservation of natural riparian habitat, and scenic values of the city's streams, GP, EMP CD, Fire Staff will continue coordination. Ongoing.

ATTACHMENT A
1141
19 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
creeks, and lakes; and
■ Includes provisions for updates to reflect future State or federally mandated levels of flood protection.

Action SAF-

2.3B
Collaborate with State and local flood management agencies and other interested parties to develop funding mechanisms to finance the local share of flood management responsibilities, and maintain cooperative working relationships with appropriate agencies to minimize flood hazards and improve safety.

GP, EMP, PFF CD, Fire Staff will continue coordination. Ongoing.

Action SAF-

2.3C
Require new public and private waterfront development to be oriented to waterways and provide setbacks and easements along levees and channels to provide space for levee widening, flood fighting, roadway and maintenance access, open space and trail amenities, and appropriate landscaping.

GP, SMC CD, Fire Staff will continue coordination. Reviewed as part of the entitlement and permit application process.

Ongoing.

Action SAF-

2.3D
Prepare and maintain a map of evacuation routes for major flood events
GP, EMP PW, Fire Additional information on emergency evacuations in the event of a flood are published on the Fire Department’s website at
http://www.stocktonca.gov/government/departments/fire/emeFlood.html Ongoing. The safety element requires minor
amendments as part of the housing element update.

Routes will be reviewed as part of this and
recommendations will be made if needed for
revisions to the City’s emergency plan.

POLICY
SAF-2.4
Minimize risks to the community from flooding through appropriate siting and protection of structures and occupants.

Action SAF-

2.4A
Regulate new urban development in accordance with State requirements for 200-year level of flood protection and federal requirements for 100-year level of flood protection.

GP, SMC CD, PW Staff will continue coordination. These are currently reviewed as part of the entitlement and permit applications process.

Ongoing.

Action SAF-

2.4B
Investigate and implement when feasible mitigation measures that offer 200-year level of flood protection for existing urban development in flood-prone areas.

GP , SMC, EMP CD, PW Staff will continue coordination and can possibly investigate historical flood data for mapping and project coordination. These are currently reviewed as part of the entitlement and permit applications process.

Ongoing.

Action SAF-

2.4C
Preserve floodways and floodplains for non-urban uses to maintain existing flood carrying capacities, except when mitigated in conformance with the City's floodplain management program.

GP, SMC PW Staff will continue coordination. These are currently reviewed as part of the entitlement and permit applications process.

Ongoing.

Action SAF-

2.4D
Consider the best available flood hazard information and mapping from regional, State, and federal agencies to inform land use and public facilities investment decisions
GP, SMC, EMP CD, PW Staff will continue coordination and can possibly investigate historical flood data for mapping and project coordination. These are currently reviewed as part of the entitlement and permit applications process.

Ongoing.

POLICY
SAF-2.5
Protect the community from health hazards and annoyance associated with excessive noise levels
Public Health
Action SAF-

2.5A
Prohibit new commercial, industrial, or other noise generating land uses adjacent to existing sensitive noise receptors such as residential uses, schools, health care facilities, libraries, and churches if noise levels are expected to exceed 70 dBA Community Noise Equivalent (CNEL) (decibels on A-weighted scale CNEL) when measured at the property line of the noise sensitive land use.

Public Health GP, SMC CD, CS Staff will continue to require noise studies for projects that may generate significant levels of noise and apply mitigation accordingly. Where mitigation cannot be placed, staff will make recommendations on a case-by-case basis and enforce the noise standards.

Ongoing.

Action SAF-

2.5B
Require projects that would locate noise sensitive land uses where the projected ambient noise level is greater than the "normally acceptable" noise level indicated on Table 5-1 to provide an acoustical analysis that shall:
■ Be the responsibility of the applicant;
■ Be prepared by a qualified person experienced in the fields of environmental noise assessment and architectural acoustics; ■Include representative noise level measurements with sufficient Public Health GP, SMC CD, CS Staff will continue to require noise studies for projects that may generate significant levels of noise and apply mitigation accordingly. Where mitigation cannot be placed, staff will make recommendations on a case-by-case basis and enforce the noise standards.

Ongoing.

ATTACHMENT A
1142
20 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
sampling periods and locations to adequately describe local conditions;
■ Estimate existing and projected (20-year) noise levels in terms of Ldn/CNEL and compare the levels to the adopted noise policies and actions in this General Plan;
■ Recommend appropriate mitigation to achieve compatibility with the adopted noise policies and standards;
■ Where the noise source in question consists of intermittent single events, address the effects of maximum noise levels in sleeping rooms in terms of possible sleep disturbance;
■ Estimate noise exposure after the prescribed mitigation measures have been implemented;
■ If the project does not comply with the adopted standards and policies of this General Plan, provide acoustical information for a statement of overriding considerations for the project; and ■ Describe a post-project assessment program, which could be used to evaluate the effectiveness of the proposed mitigation measures.

Action SAF-

2.5C
Re quire noise produced by commercial uses to not exceed 75 dB Ldn/CNEL at the nearest property line.

Public Health GP, SMC CD, CS Staff will continue to require noise studies for projects that may generate significant levels of noise and apply mitigation accordingly. Where mitigation cannot be placed, staff will make recommendations on a case-by-case basis and enforce the noise standards.

Ongoing.

Action SAF-

2.5D
Grant exceptions to the noise standards for commercial and industrial uses only if a recorded noise easement is conveyed by the affected property owners.

Public Health GP, SMC CD, CS Staff will continue to require noise studies for projects that may generate significant levels of noise and apply mitigation accordingly.

Ongoing.

Action SAF-

2.5E
Require all new habitable structures to be set back from railroad tracks to protect residents from noise, vibration, and safety impacts Public Health GP, SMC CD, CS Staff will continue to require noise studies for projects that may generate significant levels of noise and apply mitigation accordingly.

Ongoing.

POLICY
SAF-2.6
Minimize the risk to city residents and property associated with the transport, distribution, use, and storage of hazardous materials.

Public Health
Action SAF-

2.6A
Restrict transport of hazardous materials within the city to routes that have been designated for such transport.

Public Health EMP Fire Continue to review and enforce on a case-by-case basis. Ongoing.

Action SAF-

2.6B
When appropriate, require new development to prepare a hazardous materials inventory and/or prepare Phase I or Phase II hazardous materials studies, including any required cleanup measures.

Public Health GP, SMC CD, PW Staff will continue coordination. Reviewed as part of the entitlement and permit application process.

Ongoing.

Action SAF-

2.6C
Educate the public regarding the types of household hazardous wastes and the proper methods of disposal
Public Health GP, SMC CD, PW Staff will continue coordination. Ongoing.

GOAL SAF-
3:

CLEAN WATER: Sustain clean and adequate water supplies.

POLICY
SAF-3.1
Secure long-term renewable contracts and related agreements to ensure that surface water rights will be available to meet projected demand.

Action SAF-

3.1A
Actively participate in appropriate forums designed to discuss and solve regional water supply and quality issues.

GP, SMC CD, PW Staff will continue coordination. Ongoing.

POLICY
SAF-3.2
Protect the availability of clean potable water from groundwater sources.

Public health

ATTACHMENT A
1143
21 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action SAF-

3.2A
Continue to cooperate with San Joaquin County, Stockton East Water District, and CalWater to monitor groundwater withdrawals and ensure that they fall within the target yield for the drinking water aquifer.

GP , SMC CD, PW Staff will continue coordination. Ongoing.

Action SAF-

3.2B
Require new development to employ low impact development (LID) approaches, including:
■ Conserving natural areas and reducing imperviousness
■ Runoff storage
■ Hydro-modification (to mimic pre-development runoff volume and flow rate)
■ Reducing trash accumulation
■Public education and outreach
GP, SMC, CSWRCB CD, MUD Staff will continue to implement as part of entitlement and permit review. Ongoing.

POLICY
SAF-3.3
Encourage use of recycled ("gray") water for landscaping irrigation to reduce demand on potable supplies.

Action SAF-

3.3A
Require new development to install non-potable water infrastructure for irrigation of large landscaped areas where feasible.

CRWQCBCVR-R5-
2007-0173
CD, MUD Staff will continue to implement as part of entitlement and permit review. Ongoing.

Action SAF-

3.3B
Investigate and implement Code amendments to allow installation of dual plumbing and/or rainwater capture systems to enable use of recycled water and/or captured rainwater generated on-site.

SMC,
CRWQCBCVR-R5-
2007-0173
CD, MUD Staff will continue to implement as part of entitlement and permit review. 2023 and Ongoing.

POLICY
SAF-3.4
Ensure adequate collection, treatment, and safe disposal of wastewater.

Action SAF-

3.4A
Require all new urban development to be served by an adequate wastewater collection system to avoid possible contamination of groundwater from onsite wastewater disposal systems.

Public health SMC PW, MUD Staff will continue to implement as part of entitlement and permit review. Ongoing.

Action SAF-

3.4B
Conduct outreach and provide information to encourage
homeowners with septic tanks to abandon existing septic tanks and hook up to the City wastewater collection system.

Public health SMC PW, MUD Staff will continue to implement as part of entitlement and permit review.

The city will explore existing and future outreach options. 2023 and Ongoing.

Action SAF-

3.4C
Continue to discharge treated effluent to the Delta and reuse that water through the City’s California Water Code Section 1485 water right20.

GP, SMC CD, PW Staff will continue coordination. Ongoing.

GOAL SAF-
4:

CLEAN AIR: Improve local Air quality.

POLICY
SAF-4.1
Reduce Air impacts from mobile and stationary sources of Air pollution.

Air quality,
public health
Action SAF-

4.1A
Require the construction and operation of new development to implement best practices that reduce Air pollutant emissions, including:
■ Use of low-emission and well-maintained construction equipment, with idling time limits.
■ Development and implementation of a dust control plan during construction.
■ Installation of electrical service connections at loading docks, where appropriate.
■Installation of Energy Star-certified appliances.

Air quality,
public health
GP, AQMP CD Staff will continue to implement as part of entitlement and permit review and approvals.

Ongoing.
20 California Water Boards- SWRCB-Statutory Water Rights Law https://www.waterboards.ca.gov/laws_regulations/docs/wrlaws.pdf

ATTACHMENT A
1144
22 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
■ Entering into Voluntary Emissions Reduction Agreements with the San Joaquin Valley Air Pollution Control District.

Action SAF-

4.1B
Use the results of the Health Risk Assessments required by the California Air Toxics "Hot Spots" Act to establish appropriate land use buffer zones around any new sources of toxic Air pollutants that pose substantial health risks.

Air quality,
public health
GP, AQMD CD, Air District Staff will continue coordination and can possibly investigate historical data for mapping and project coordination. These are currently reviewed as part of the entitlement and permit application process.

Ongoing.

Action SAF-

4.1C
Require the use of electric-powered construction and landscaping equipment as conditions of project approval when appropriate.

Air quality,
public health
GP, AQMD CD CAP and building requirements will continue to be integrated into entitlement and permit application process.

Ongoing.

Action SAF-

4.1D
Limit heavy-duty off-road equipment idling time to meet the California Air Resources Board’s idling regulations for on-road trucks.

Air quality,
public health
GP, AQMD CD CAP and building requirements will continue to be integrated into entitlement and permit application process.

Ongoing.

POLICY
SAF-4.2
Encourage major employers to participate in a transportation demand management program (TDM) that reduces vehicle trips through approaches such as carpooling, vanpooling, shuttles, car- sharing, bike sharing, end-of-trip facilities like showers and bicycle parking, subscription bus service, transit subsidies, preferential parking, and telecommuting.

Air quality,
public health
Action SAF-

4.2A
Provide information and conduct marketing and outreach to major existing and new employers about the transportation demand management (TDM) program facilitated by the San Joaquin Council of Governments.

Air quality,
public health
GP, TDM CD, PW Staff will continue coordination. Ongoing.

POLICY
SAF-4.3
Coordinate with the San Joaquin Valley Air Pollution Control District and non-profit organizations to promote public awareness on Air quality issues and consistency in Air quality impacts analyses.

Air quality,
Action SAF-

4.3A
Distribute educational materials from the San Joaquin Valley Air Pollution Control District on the City’s website and at its Permit Center.

Air quality, GP, Air District CD, PW Staff will continue coordination. Ongoing.

Action SAF-

4.3B
Coordinate review of development project applications with the San Joaquin Valley Air Pollution Control District to ensure that Air quality impacts are consistently identified and mitigated during CEQA review.

Air quality, GP, AQMD CD CAP, AQMD, and building requirements will continue to be integrated into entitlement and permit applications process.

Ongoing.

GOAL CH-1: HEALTHY PEOPLE: Support the ability of the entire community to maintain healthy lifestyles.

POLICY CH-

1.1 Maintain walking and wheeling facilities and parks that are safe and accessible in all areas of Stockton.

Public health,
Air quality,
climate change.

Action CH-

1.1A
Plant and maintain appropriate shade trees along all City streets to reduce heat exposure, prioritizing areas of the city with significantly less tree canopy, and provide a buffer between the travel way and bicycle and pedestrian facilities, and provide other amenities like well- marked crosswalks, bulb-outs, and pedestrian-scale street lighting.

Public health,
Air quality,
climate change.

GP CD CAP and building requirements will continue to be integrated into entitlement and permit application process.

Ongoing.

Action CH-

1.1B
Prepare a parks master plan through an open and engaging process inclusive of community residents that assesses the quality and distribution of existing parks, facilities, and community centers throughout the city relative to the population served (i.e., within a set walking distance) and their needs (i.e., considering age, income, and abilities), and, based on this information, identifies and prioritizes new, renovation, and expansion park and community center projects and describes funding means and timelines.

Public health, EJ GP CD, PW A draft has been made available to the public. Adoption expected for 2024.

POLICY CH- Promote healthy retail food choices within and adjacent to residential Public Health

ATTACHMENT A
1145
23 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)

1.2 areas
Action CH-

1.2A
Adapt, expand, and target existing small business development programs to provide training, promotion, and technical, financial, and business assistance to small neighborhood grocery and convenience stores that provide healthy food and accept Supplemental Nutrition Assistance Program (SNAP or CalFresh) and Supplemental Nutrition for Women, Infants and Children (WIC).

Public health, EJ GP CD, PW, ED The City offers Stocked Full of Produce, a grant program for neighborhood grocery and convenience stores to encourage the sale of healthy food options. Incentive is listed on the website www.stocktonca.gov/produce.

Staff will continue coordination to market other business resources.

Ongoing.

Action CH-

1.2B
Prepare a healthy food ordinance that creates incentives and guidelines that support access to healthy food, such as standards requiring that a percent of sales area in neighborhood food and beverage stores be devoted to healthy foods and/or requiring acceptance of CalFresh and WIC. As part of this ordinance, collect geographic data about current health conditions, and discourage unhealthy food establishments (e.g., mini markets and fast food restaurants) in neighborhoods with high rates of obesity and/or diabetes.

Public health, EJ CD, PW Stockton’s first Urban Agricultural Ordinance for those who live within the city limits of Stockton was approved by the Stockton City Council on September 15, 2020. The ordinance makes it possible for Stockton residents to keep chickens (no roosters), ducks and/or bees, and allows for additional types of produce stands to sell locally grown fruits and vegetables. In 2021, ED allocated CDBG-CV Cares Act funds of $400,000 to the Urban Agriculture & Food Insecurity Program and $107,650 to the Urban Farmers & Cottage Food Grant Program.

Ongoing.

Action CH-

1.2C
Col laborate with non-profit partners and San Joaquin County Public Health Services to attract full-service grocery stores in areas that lack access to fresh food and/or are at a high risk of obesity and diabetes.

Public health, EJ GP CD, CM The City’s Stocked Full of Produce Grant Program addresses food insecurity through grant funding to help with infrastructure upgrades to retail stores, to promote sale and storage of healthier food options. Grants can be used for improvements, such as installing new refrigeration or shelving. Grant funds are available up to $10,000. Eligible properties must be retail outlets such as corner stores or convenience stores, located within the City of Stockton limits, and within one of the targeted areas according to the Stocked Full of Produce program map.
http://www.stocktongov.com/government/departments/econDev/eDevBus Ass.html
Ongoing.

Action CH-

1.2D
Prioritize pedestrian and active transportation improvement projects in low-income/disadvantaged communities that connect residential areas to retail locations that sell healthy food.

Public health,
Air quality,
climate change
GP CD Pedestrian requirements will continue to be integrated into entitlement and permit applications process. Staff will explore other options to integrate enhanced design into existing areas.

Ongoing.

POLICY CH-

1.3 Encourage activities that support local agriculture, such as farmers’ markets, urban
farming and community gardening.

Public health
Action CH-

1.3A
Provide public land, traffic control, cleanup, and other City services to farmers’ markets, including technical assistance to encourage markets to accept CalFresh and WIC.

Public health, EJ GP ED, CD Staff will explore possibility of coordinating with SJC Public Health and farmers markets.

Ongoing.

Action CH-

1.3B
Create an accessible inventory of publicly-owned and private vacant sites appropriate for community gardens or other forms of urban agriculture.

Public health GP ED, CD Staff will continue exploring the possibilities of this in 2022. Urban Ag ordinance adopted in 2020.

Ongoing.

Action CH-

1.3C
Amend the Development Code to include standards for small-scale, urban local food operations
Public health GP, SMC CD, ED, PW Staff will explore overlay as part of 2024 code overhaul. 2023 and Ongoing.

Action CH-

1.3D
Adopt and Implement an Urban Agriculture Incentive Zone (per AB 551) to allow privately-owned vacant property to be productively used for growing food.

Public health GP, SMC CD, ED, PW Urban Ag ordinance adopted in 2020. Completed.

Action CH-

1.3E
Partner with nonprofits, local farmers and San Joaquin County Public Health Services to conduct public outreach and education to aid in the development of an urban agriculture ordinance.

Public health GP, Air District CD, PW Staff will continue coordination. Ongoing.

Action CH-

1.3F
Identify new potential locations for farmers’ markets in low-income and nutrient deficient neighborhoods, including opportunities to hold Public health, EJ GP, SMC CD, ED The Stocked Full of Produce Grant Program assists businesses in nutrient deficient neighborhoods. Staff will continue exploring in 2022 to expand Ongoing.

ATTACHMENT A
1146
24 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
markets on publicly owned land. upon existing markets https://www.visitstockton.org/blog/farmers-ma rkets- in-and-around-stockton/ and http://www.stocktonfarmersmarket.org/ GOAL CH-2 RESTORED COMMUNITIES: Restore disadvantaged communities to help them become more vibrant and cohesive neighborhoods with high-quality affordable housing, a range of employment options, enhanced social and health services, and active public spaces.

POLICY CH-

2.1 Prioritize maintenance of streets and improvement of sidewalks, parks, and other infrastructure in areas of the city that historically have been comparatively underserved by public facilities, including implementation of complete streets where needed, especially in conjunction with infrastructure maintenance and improvement projects.

Public health.,
EJ
Action CH-

2.1A
Wh en considering parks and infrastructure maintenance and improvement projects, consider the following through an open and engaging process inclusive of community residents:
■ Whether the affected community is underserved or disadvantaged. ■ What the priority needs of the community are and whether the project would address those needs.
■ Whether the project would negatively impact the community, such as through increased exposure to pollutants or displacement of residents or local businesses.

EJ GP, MFP PW, CD Staff will explore options. Ongoing.

Action CH-

2.1B
Provide incentives for rehabilitation or redevelopment of distressed properties that takes into consideration strategies to avoid gentrification.

EJ GP, SMC CD, ED Staff will continue to monitor and provide information and incentives for residentials and business to rehabilitate buildings.

Ongoing. Displacement study is being conducted as
part of the shape Stockton effort.

Action CH-

2.1C
Develop incentives to promote reuse of distressed areas, such as through re-zoning, permit streamlining, density bonuses, and other appropriate tools.

EJ GP, SMC CD, ED, PW Incremental Development Code amendments adopted in 2020 include local Density Bonuses of up to 100%, parking reductions for affordable and senior housing, and flexibility and incentives with development standards and housing typology. Further examination of strategies during the 2022-2023 code overhaul.

Ongoing.

Action CH-

2.1D
Conduct marketing to potential developers to encourage the redevelopment and conversion of distressed commercial strips into housing and mixed-use areas that includes strategies to avoid gentrification.

EJ GP, SMC CD, ED, PW The City is participating in SJCOG’s displacement study, which began in 2020, and anticipates utilizing LEAP funds to supplement the study with specific local strategies in 2024. The Citywide displacement study was finished in 2023 and is part of the Housing Action Plan (HAP).

Ongoing.

Action CH-

2.1E
Investigate and implement programs that will incentivize landlords to maintain properties free of Municipal Code violations and criminal activity
EJ GP, SMC CD, ED, CS Staff will explore overlay as part of 2024 amendments. Ongoing.

Action CH-

2.1F
Work with transit agencies, non-profit organizations, and communities to maintain and improve transit service in underserved and disadvantaged neighborhoods to connect residents with jobs, shopping, and services.

EJ, Air quality,
climate change
GP, SMC CD, ED, PW In 2020, the California Strategic Growth Council approved an award of $10.8 million to Stockton through the Transformative Climate Communities (TCC) program, which funds community-led development and infrastructure projects that achieve major environmental, health and economic benefits in California’s most disadvantaged communities.

Ongoing.

POLICY CH-

2.2 Stimulate investment through partnerships with private property owners, neighborhood groups, health and housing advocates, nongovernmental organizations, and other community supporters.

EJ
Action CH-

2.2A
Aggressively facilitate the conservation and rehabilitation of older neighborhoods through the following approaches:
■ Utilize all federal, State, and local programs for conservation and rehabilitation projects.
■ Prioritize older disadvantaged neighborhoods for investment using funds such as the Community Development Block Grants.

EJ GP, HE ED, CD Coordination with business and property owners will continue and staff will maintain and improve underutilized and housing condition survey list. ED Staff will continue to actively participate in the South Stockton Promise Zone working group https://rsscoalition.org/.

In 2020, the California Strategic Growth Council approved an award of $10.8 Ongoing.

ATTACHMENT A
1147
25 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
■ Encourage private investment in older neighborhoods.
■ Cooperate in joint public-private partnerships to invest in older neighborhoods.
million to Stockton through the Transformative Climate Communities (TCC) program, which funds community-led development and infrastructure projects that achieve major environmental, health and economic benefits in California’s most disadvantaged communities.

Action CH-

2.2B
Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high density residential, including affordable and mixed income housing, and other TOD.

Downtown,
public health,
Air quality,
climate change
GP, SMC CD, ED, PW Staff will explore overlay as part of 2024 code overhaul. 2023 and Ongoing.

Action CH-

2.2C
Evaluate and implement adjustments to the Public Facilities Fee structure to promote development in the Downtown.

Downtown GP, PFF CD, ED PFF to be updated in 2024. The city currently operates a PFF reduction program for DTA areas.
http://www.stocktongov.com/government/departments/econDev/eDevBu sPffep.html
Ongoing.

Action CH-

2.2D
Collaborate with non-profit partners and San Joaquin Public Health Services to attract medical clinics, mental health facilities, and pharmacies in areas that lack access to health care.

Public health, EJ GP ED Ongoing project meetings held with Community Medical Centers and STAND, agencies committed to develop services to areas in need; continue coordination.

Ongoing.

POLICY CH-

2.3 Focus on reducing the unique and compounded environmental impacts and risks in disadvantaged communities.

Public health, EJ
Action CH-

2.3A
Build strong ties with disadvantaged communities to ensure that local residents can make significant contributions to planning decisions through the following:
■ Use culturally appropriate approaches.
■ Consider the convenience of the timing and locations of meetings to community members.
■ Use social media and other communication techniques for those without time to attend public meetings.
■ Provide translation services and translated materials when needed. ■ Partner with non-profit organizations who are already active within the community.

EJ GP CD, CM, CD Concurrent with ongoing code overhaul effort, the city will seek to establish strong and robust working groups with various aspects of the community.

Especially Disadvantaged communities and stakeholders.

Ongoing.

Action CH-

2.3B
Expand efforts to repair and rehabilitate substandard housing in disadvantaged communities, taking into consideration strategies to avoid gentrification.

GP, Fire/Bld Code CD, CS, ED-H Utilizing CDBG funds, ED staff administers the Emergency Repair Program and the Single-Family Housing Repair Loan Program to assist low-income home owners with housing rehabilitation.

Ongoing.

Action CH-

2.3C
Require applicants for residential remodel and rehabilitation projects to remediate structural health hazards, such as lead-based paint, mold, mildew, and asbestos.

Public health, EJ GP, Fire/Bld Code CD, CS, ED-H CDBG rehabilitation funds are subject to Federal environmental standards, requiring mitigation or removal of environmental contaminants to render them harmless.

Ongoing.

Action CH-

2.3D
Focus enforcement of public health-related codes in disadvantaged communities, including on properties that are managed by homeowners’ associations.

Public health, EJ GP, SMC CD, PD, CS Staff will establish contact with HOAs for 2024 code overhaul. As part of amendments options will be discussed with community groups.

Ongoing.

Action CH-

2.3E
Work with wastewater, water, and stormwater utilities to seek funding to complete sewer, water, and stormwater systems in areas within the SOI where parcels still rely on septic systems, wells, and roadside ditches.

Public health, EJ GC, CIP PW, MUD, CD Entitlement, permits, and CIP reviews currently include service reviews for these areas.

Ongoing.

GOAL CH-3: SKILLED WORKFORCE: Expand opportunities for local enterprise, entrepreneurship, and gainful employment.

POLICY CH-

3.1 Promote entrepreneurial development and small business expansion.

Action CH-

3.1A
Coordinate with the Small Business Development Centers and other agencies to provide well-tailored services and resources for small and minority-owned businesses.

GP ED Staff will continue coordination with partnering organizations. Ongoing.

ATTACHMENT A
1148
26 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
Action CH-

3.1B
Provide training, promotion, and technical, financial, and business assistance to small and minority-owned businesses.

EJ GP ED The Entrepreneurship Grant Program administered by ED provides funding for organizations that serve as business service providers and aid small businesses.

Ongoing.

POLICY CH-

3.2 Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius.

Public health,
EJ, Air quality,
climate change
Action CH-

3.2A
Work with property owners to develop corridor-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas.

Public health,
EJ, Air quality,
climate change
GP ED Staff will continue coordination. Ongoing.

Action CH-

3.2B
Consider options and develop an ordinance to restrict mini markets, gas stations, fast food restaurants, check cashing establishments, and tobacco stores in areas with high existing concentrations of similar establishments, and continue to restrict over-concentrations of liquor stores through the City’s Alcohol Ordinance. To inform the development of this ordinance, create a map that identifies the locations of current establishments of these types, and regularly maintain it so that it continues to aid in decision-making about such uses.

Air quality, EJ GP, SMC CD Staff can explore this as part of the 2024 code overhaul. Ongoing.

Action CH-

3.2C
Work with regulators, service providers, and employers to ensure the provision of safe, affordable, and high-quality childcare services.

Air quality, EJ GP, CAP CD, ED Staff to highlight requirements for entitlements and permit inclusion and possible incentives to encourage more services.

Ongoing.

Action CH-

3.2D
Work with the California Department of Alcoholic Beverage Control to avoid over concentration of liquor stores.

EJ GP CD, PD Staff will continue to review license applications on a case-by-case basis and include possible proximity standards in the zoning code to avoid over concentration.

Ongoing.

POLICY CH-

3.3 Ensure that Stockton youth and adults have access to the services and resources they need to enhance and renew their vocational and professional skills for job readiness and retention.

Action CH-

3.3A
Collaborate with educational institutions, the San Joaquin County Economic Development Association, and workforce training agencies on programs that educate and train youth for the labor force.

GP ED Efforts underway on the establishment of an apprenticeship program thru SJC; ED staff will continue coordination and follow up.

Ongoing.

Action CH-

3.3B
Continue to work with the San Joaquin County Workforce Investment Board (WIB), the San Joaquin County Economic Development Association (EDA), and similar organizations to develop the workforce GP ED ED Staff will continue coordination, attendance at Board meetings, and participation in local and regional workforce development consortiums.

Ongoing.

Action CH-

3.3C
Continue to work with community-based organizations that employ local Stockton youth to perform energy efficiency, alternative energy, and water conservation assessments and installations in local homes and businesses.

Climate change GP ED Staff will continue coordination. Ongoing.

POLICY CH-

3.4 Foster innovation through access to quality community education and library services
Action CH-

3.4A
Work with school districts to prioritize the expansion or renovation of existing schools in infill areas and evaluate various approaches to infill area school expansions, such as smaller school sizes (e.g., lower capacity campuses spread through an area) or smaller campus land areas (e.g., multi-story facilities).

Air quality,
climate change
GP CM Staff will continue coordination with the school districts and Charter schools to review expansion and renovation projects as well as locate and identify locations for new school sites.

Ongoing.

Action CH-

3.4B
Promote the use of City parks and community centers for childcare, youth, and family programs, including programs for after school, holiday, and vacation time periods.

Public health GP CS Staff will continue coordination. Ongoing.

Action CH- Continue to promote the development of a new University of GP CM Staff will continue coordination. Ongoing.

ATTACHMENT A
1149
27 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)

3.4C California, California State University, or private college or university campus within the city through outreach, marketing, and cooperation with other agencies and organizations.

GOAL CH-4: AFFORDABLE HOUSING: Ensure that all residents have a safe, high - quality, and stable place to call home.

POLICY CH-

4.1 Attract and encourage residential development that offers a range of housing options to meet the needs and income constraints of all Stockton residents.

Action CH-

4.1A
Maintain a ratio of 30 percent multi-family residential uses or higher in the citywide housing stock.

Air quality,
climate change
GP, HE CD, Housing, BLD Staff will continue to monitor annually and adjust accordingly. Ongoing and will include as part of the housing element update.

Action CH-

4.1B
Conduct a study to explore the feasibility of inclusionary housing requirements, in-lieu fee levels, density bonus, modified fee structures, and/or tax incentives to promote the inclusion of a meaningful percentage of affordable units within market rate housing projects, and implement the feasible approaches identified in the study.

GP, HE CD, ED, H This effort began in 2020 and concluded in 2021. Staff is continuing to explore as part of the Housing Action Plans.

Ongoing
Action CH-

4.1C
Explore the feasibility of developing an ordinance to allow “tiny homes” and container homes to serve as permanent housing.

Climate change GP, CAP, SMC CD This effort began in 2020 and concluded in 2021. 2021 updates were made with additional to potential occur in 2024.

Action CH-

4.1D
Study and implement adjustments to the Public Facilities Fee structure, parking requirements, and other development standards to facilitate the development of secondary residential units and other smaller dwelling units that can serve as relatively affordable housing.

Air quality,
climate change
GP CD, ED PFF study to be completed in 2024. 2024
Action CH-

4.1E
Ensure that affordable housing projects and project components meet health and safety requirements that are consistent with market rate housing during project application review and Ongoing. Code enforcement.

Public health, EJ CD, CD, H This will continue to be reviewed on an annual basis for reporting. Ongoing.

Action CH-

4.1F
Provide assistance to developers seeking to build affordable housing in Stockton with preparing applications for regional, State, and/or federal funding assistance programs.

GP, , SMC,
Housing Fund
ED, H The annual NOFA provides funding for affordable housing developers in Stockton. The City currently provides information on incentives via the website at www.stocktonca.gov/housing. The City also assists affordable housing developers applying for regional, State, and/or federal funding.

Ongoing.

POLICY CH-

4.2 Support homeless members of the Stockton community with programs to improve quality of life.

EJ
Action CH-

4.2A
Coordinate with local and regional agencies and community organizations to address the needs of homeless people, including shelter, food, clothing, health care, mental health, and transportation.

Public health, EJ GP H The City will continue its participation in the San Joaquin County Continuum of Care (SJCoC). The SJCoC, in partnership with the City of Stockton and the County of San Joaquin, developed the San Joaquin Community Response to Homelessness (“2020 San Joaquin County Strategic Plan”). The City Council adopted the Strategic Plan on July 14, 2020 and City staff continue to implement the goals and objectives.

Ongoing.

Action CH-

4.2B
Provide information about shelter and food assistance programs via the range of the City's communication tools.

Public health GP H Continue coordination. Ongoing.

Action CH-

4.2C
Support programs to provide rental and homeownership assistance to low-income people and families through outreach and other assistance.

Public health, EJ GP H Owner-occupied rehab programs offer funding opportunities for low-income property owners and is shared on the City’s website at
www.stocktonca.gov/housing.

Ongoing.

Action CH-

4.2D
Support programs to reduce homelessness through education, job training, and substance abuse counseling and rehabilitation through outreach and other assistance
Public health, EJ GP H The 2020-2021 Annual Action Plan was amended to outline a number of projects and initiatives to reduce homelessness with $7M in Cares Act ESG funding, including $500,000 for Supplies, Equipment & Transportation; $2M Ongoing.

ATTACHMENT A
1150
28 Category POLICY/ACTION Action Topic1 Regulatory
Documents2
Action Lead 3 Possible Tools/Steps/Funding STATUS Estimated Time of Completion Orange: (ED); Blue: (PW, Parks, MUD)
for Homeless Encampment/Street Outreach; $1.5M for Expanded Shelter Homeless Services & Staffing; and $2.345M for a NOFA for rapid rehousing and homeless prevention assistance.

GOAL CH-5: SUSTAINABILITY LEADERSHIP: Exhibit leadership in sustainability for the Central Valley and beyond.

POLICY CH-

5.1 Accommodate a changing climate through adaptation, mitigation, and resiliency planning and projects.

Climate change
Action CH-

5.1A
Upon the next revision of the City’s Local Hazard Mitigation Plan, conduct a comprehensive climate change vulnerability assessment to inform the development of adaptation and resilience policies and strategies, and incorporate them into the Safety Element, in accordance with SB 379.

Climate change GP, HMP CD, PD, Fire Staff will coordinate with service provides and effected departments (i.e. firs, police) to assess current plan and resources. No action to updated plan scheduled for 2024 unless directed by Council.

Ongoing. This and the safe element update will be
part of the shape Stockton effort.

Action CH-

5.1B
Maintain and implement the City of Stockton Climate Action Plan (CAP) and update the CAP to include the following:
■ Updated communitywide GHG emissions inventory;
■ 2030 GHG emissions reduction target, consistent with SB 32; ■ Estimated 2030 GHG emissions reduction benefits of State programs;
■ Summary of the City’s progress toward the 2020 local GHG emissions reduction target;
■ New and/or revised GHG reduction strategies that, when quantified, achieve the 2030 reduction target and continue emission reductions beyond 2030; and
■New or updated implementation plan for the CAP.

Climate change GP, CAP CD City staff will inventory CAP policies and practices in 2021. The CAP update should begin in 2024.

CAP update to begin in 2024.

Action CH-

5.1C
Accommodate a changing climate through adaptation and resiliency planning and projects.

Climate change GP, CAP, HMP CD, PW, Fire Staff will continue to work with SJCOG to monitor and incorporate CAP policies on adaption and resiliency and correspond to the city’s emergency and Hazard Mitigation Planning.
2021 and Ongoing.

POLICY CH-

5.2 Expand opportunities for recycling, re-use of materials, and waste reduction.

Climate change
Action CH-

5.2A
Use recycled materials and products for City projects and operations where economically feasible, and work with recycling contractors to encourage businesses to use recycled products in their manufacturing processes and encourage consumers to purchase recycled products Climate change GP PW Continue to provide information on the city’s website http://www.stocktongov.com/government/departments/publicWorks/garb. html
Ongoing.

Action CH-

5.2B
Continue to require recycling in private and public operations, including construction/demolition debris.

Climate change GP PW, CD Continue to review refuse and recycling needs for new projects and permits.

When applicable, require installation and enough onsite services.

Ongoing.

Action CH-

5.2C
Expand educational and outreach efforts to promote recycling by occupants of multi-family housing, businesses, and schools.

Climate change GP PW, CD Continue to utilize information of the city’s website to educate recycling efforts and standards.

Ongoing.

ATTACHMENT A
1151
Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title Click here to download APR Instructions
Email
Phone
Street Address
City
Zipcode
Please Start Here
General Information
2023
Stockton
Contact Information
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You will be prompted to pick an old workbook to import from. Project and program data will be copied exactly how it was entered in last year's form and must be updated. If a project is no longer has any reportable activity, you may delete the project by selecting a cell in the row and typing ctrl + d.

Click here to add rows to a table. If you add too many rows, you may select a cell in the row you wish to remove and type ctrl + d.
345 N. El Dorado
Stockton
95202
Matt
Diaz
Advanced Planning Manager
[email protected]
2099378598
Mailing Address
Annual Progress Report January 2020

ATTACHMENT B
1152
Optional: This runs a macro which checks to ensure all required fields are filled out. The macro will create two files saved in the same directory this APR file is saved in. One file will be a copy of the APR with highlighted cells which require information. The other file will be list of the problematic  cells, along with a description of the nature of the error.

Optional: Save before running. This copies data on Table A2, and creates another workbook with the table split across 4 tabs, each of which can fit onto a single page for easier printing. Running this macro will remove the comments on the column headers, which contain the instructions. Do not save the APR file after running in order to preserve comments once it is reopened.

Optional: This macro identifies dates entered that occurred outside of the reporting year. RHNA credit is only given for building permits issued during the reporting year.

Link to the online system: https://apr.hcd.ca.gov/APR/login.do Submittal Instructions
Please save your file as Jurisdictionname2022 (no spaces). Example: the city of San Luis Obispo would save their file as SanLuisObispo2022 Housing Element Annual Progress Reports (APRs) forms and tables must be submitted to HCD and the Governor's Office of Planning and Research (OPR) on or before April 1 of each year for the prior calendar year; submit separate reports directly to both HCD and OPR pursuant to Government Code section 65400. There are two options for submitting APRs:

1. Online Annual Progress Reporting System - Please see the link to the online system to the left. This allows you to upload the completed APR form into directly into HCD’s database limiting the risk of errors. If you would like to use the online system, email [email protected]
and HCD will send you the login information for
your jurisdiction. Please note: Using the online system only provides the information to HCD. The APR must still be submitted to OPR. Their email address is [email protected].

2. Email - If you prefer to submit via email, you can complete the excel Annual Progress Report forms and submit to HCD at [email protected] and to OPR at [email protected]. Please send the Excel workbook, not a scanned or PDF copy of the tables.

ATTACHMENT B
1153
Jurisdiction Stockton
Reporting Year 2023
Housing Element Planning Period 5th Cycle
Current Year
Deed Restricted 0
Non-Deed
Restricted 69
Deed Restricted 0
Non-Deed
Restricted 51
Deed Restricted 0
Non-Deed
Restricted 490
0 610
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 488 0
2 to 4 units per structure 0 0 0
5+ units per structure 0 0 0
Accessory Dwelling Unit 0 49 0
Mobile/Manufactured Home 0 69 0
Total 0 606 0
Infill Housing Developments and Infill Units Permitted # of Projects Units 00 00
20 3,528
652
0 0
0 Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Use of SB 35 Streamlining Provisions - Applications
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of SB 35 Streamlining Applications
Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
(Jan. 1 - Dec. 31)
12/31/2015 - 12/31/2023
Number of SB 35 Streamlining Applications Approved
Very Low
Low
Moderate

ATTACHMENT B
1154
Income Rental Ownership Total
Very Low 00 0
Low 00 0
Moderate 00 0
Above Moderate 00 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 00
SB 9 (2021) - Residential Lot Split 00
AB 2011 (2022) 00
SB 6 (2022) 00
SB 35 (2017) 00
Ministerial and Discretionary Applications # of Applications Units Ministerial 14 1369
Discretionary 6 2159
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 34 0
Programs Implemented
Sites Rezoned to Accommodate the RHNA
Units Constructed - SB 35 Streamlining Permits

ATTACHMENT B
1155
Jurisdiction Stockton ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining
23 4 67 8 9
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted
(see
instructions)
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low-Income
Deed
Restricted
Low-Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income
Non Deed
Restricted
Above
Moderate-
Income
Total PROPOSED
Units by Project
Total

APPROVED
Units by project
Total

DISAPPROVED
Units by Project
Please select
streamlining
provision/s the
application was
submitted pursuant
to.

Did the housing
development
application seek
incentives or
concessions
pursuant to
Government Code
section 65915?
Summary Row: Start Data Entry Below 0 0 1035 0 0 2493 0 3528 652 0 16422015 16422015 501  Carolyn Weston Blvd Weston  Ranch Medium Density Project
P23‐0353 SFA R 12/19/2023 114 114 NONE No
16529008 16529008  2849 Van Buren St Parcel Split  P23‐0026 SFD O 2/3/2023 1 1 1 NONE No 08406010 08406010 9473 WEST LN,
STOCKTON, CA 95210
West Lane Tentative Vesting Map P23 ‐0112 SFD O 4/20/2023 93 93 NONE No 12002027 12002027 10122 WEST LN,
STOCKTON, CA 95210
Bear Creek South Annexation
project
P23‐0137 SFD O 5/24/2023 2051 2051 NONE No
9605012 9605012 4424 IJAMS RD,
STOCKTON, CA 95210
Tentative Parcel Map P23‐0233 SFD O 8/18/2023 9 9N ONE No 13710211 13710211 615 W MAGNOLIA ST,
STOCKTON, CA 95203
New Home In Design District P23‐0248 SFD O 9/1/2023 1 1 1 NONE No 16529017 16529017 2831 S MONROE ST,
STOCKTON, CA 95206
Tentative Parcel Map P23‐0271 SFD O 10/4/2023 1 1 1 NONE No 17303011 17303011 Murray Ranch development  P23‐0346 SFD O 12/8/2023 217 217 NONE No 13916406  13916406  501 N CALIFORNIA ST,  Conversion to Triplex P23 ‐0018 3 R 1/26/2023 2 2 2 NONE No 15124014 15124014 1123  E WASHINGTON ST,
STOCKTON, CA 95205
New FourPlex P23‐0293 4 R 10/19/2023 4 4N ONE No
14527006 14527006 400  E MAIN ST 4TH FLOOR,
STOCKTON, CA 95202
Southpoint P23‐0040 MH R 2/22/2023 300 300 300 NONE No
13931025 13931025 601 E Miner Ave La Passeggiata P23‐0089 MH R 3/31/2023 94 94 94 NONE No 16916301 16916301 2222 S Airport Wy Fairview  Terrace Senior Housing P23 ‐0102 MH R 4/11/2023 76 76 76 NONE No 7122007 7122007 7306 SHORELINE DR,
STOCKTON, CA 95219
Shoreline Apartments P23‐0113 MH R 4/24/2023 42 42 42 NONE No 14703014 14703014 550 W Sonora St emergency  homeless shelter P23‐0115 MH R 5/3/2023 240 240 NONE No 11024001 11024001 881 W Bianchi Rd Bianchi  Road Apartments  P23‐0178 MH R 6/29/2023 12 12 NONE No 14907005 14907005 516 S EL DORADO ST,
STOCKTON, CA 95203
Apartment Addition P23‐0189 MH R 7/11/2023 7 7 7 NONE No 11002008 11002008 2654 W MARCH LN,
STOCKTON, CA 95207
Calaveras Quarters P23‐0192 MH R 7/13/2023 128 128 128 NONE No 16504019 16504019 1625 TURNPIKE RD,
STOCKTON, CA 95206
Alicia Place  P23‐0207 MH R 7/24/2023 125 125 NONE No
13709304 13709304 512 W Harding Conversion to Co‐Living P23‐0245 MH R 8/31/2023 11 11 NONE No 0 0
0 0
0 0
0 0
0 0
0 0
0 0
Table A
Cells in grey contain auto-calculation formulas
51 Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bo Applica
10 Housing Development Applications Submitted

ATTACHMENT B
1156
Jurisdiction Stockton ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Table A2
Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
23 56 89 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Prior APN+ Current APN Street Address Project Name + Local Jurisdiction Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed
Restricted
Above
Moderate-
Income
Entitlement
Date Approved
# of Units issue d
Entitlements
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed
Restricted
Above
Moderate-
Income
Building Permits
Da te Issue d
# of Units Issue d
Building Permits
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income
Deed
Restricted
Moderate-
Income Non
Deed
Restricted
Above
Moderate-
Income
Certificates of
Occupancy or other
forms of re a dine ss
(see instructions)
Date Issued
# of Units
issue d
Certificates of
Occupancy or
other forms of
readines s
How many of
the units were
Extremely Low
Income?
Pleas e s elect the
streamlining
provision the
project was

APPROVED
pursuant to. (may
select multiple)
Infill Units?
Y/N
+
Assista nce Progra ms
for Each Development
(may select multiple -
s ee ins tructions )
Deed Res triction
Type
(may select
multiple - see
instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units
were affordable
(s ee ins tructions )
Term of Affordability or
Deed Res triction (years )
(if affordable in perpetuity
enter 1000)+
Number of
Demolis hed/Des troyed
Units
Demolished or
Destroyed Units
Demolished/De
stroye d Units
Owner or
Renter
Total Density Bonus Applied
to the Project (Percentage
Increas e in Total Allowable
Units or Total Maximum
Allowable Residential Gross
Floor Area)
Number of Other
Incentives,
Concessions, Waivers,
or Other Modifications
Given to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the incentives,
concessions,
waivers , and
modifications
(Excluding Parking
Waivers or Parking
Modifications)
Did the project receive a
reduction or waiver of
parking standards? (Y/N)
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 0 0 0 0 0 6 9 0 5 1 0 0 4 9 0 6 1 0 0 0000 0 0 0 0 0 7064030 7064030 1289 HEAVENLY

CI, STOCKTON,
CA 95209
Single Family
BP22-11629
SFD O
0 1
1/5/2023
1 0
7064031 7064031 1313 HEAVENLY

CI, STOCKTON,
CA 95209
Single Family
BP22-11631
SFD O
0 1
1/5/2023
1 0
7064028 7064028 1271 HEAVENLY

CI, STOCKTON,
CA 95209
Single Family
BP22-11625
SFD O
0 1
1/5/2023
1 0
7064032 7064032 1319 HEAVENLY

CI, STOCKTON,
CA 95209
Single Family
BP22-11632
SFD O
0 1
1/5/2023
1 0
13513020 13513020 1530 Cornell CT,

STOCKTON, CA
95203
Single Family
BP22-05036
SFD O
0 1
1/5/2023
1 0
7064029 7064029 1277 HEAVENLY

CI, STOCKTON,
CA 95209
Single Family
BP22-11628
SFD O
0 1
1/9/2023
1 0
6653044 6653044 6664 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-10856
SFD O
0 1
1/19/2023
1 0
6653005 6653005 10339 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-10853
SFD O
0 1
1/19/2023
1 0
6653014 6653014 10340 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-10854
SFD O
0 1
1/19/2023
1 0
6653027 6653027 6665 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-10855
SFD O
0 1
1/19/2023
1 0
6605066 6605066 10340 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-10944
SFD O
0 1
1/23/2023
1 0
6605066 6605066 10344 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-10945
SFD O
0 1
1/23/2023
1 0
6605066 6605066 10347 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-10946
SFD O
0 1
1/23/2023
1 0
6605066 6605066 10343 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-10949
SFD O
0 1
1/23/2023
1 0
16517009 16517009 467 W SEVENTH

ST, STOCKTON,
CA 95206
Single Family
BP22-10431
SFD O
0 1
1/25/2023
1 0
16379035 16379035 1430 ROCK CAP

LN, STOCKTON,
CA 95206
Single Family
BP22-03613
SFD O
0 1
1/26/2023
1 0
16378034 16378034 1421 ROCK CAP

LN, STOCKTON,
CA 95206
Single Family
BP22-03612
SFD O
0 1
1/26/2023
1 0
6649019 6649019 7224 SAMB UCUS

WY, STOCKTON,
CA 95219
Single Family
BP22-08413
SFD O
0 1
1/30/2023
1 0
8423011 8423011 10817 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-07268
SFD O
0 1
1/30/2023
1 0
6649022 6649022 7206 SAMB UCUS

WY, STOCKTON,
CA 95219
Single Family
BP22-08414
SFD O
0 1
1/30/2023
1 0
6650011 6650011 10019 BALTISAN

LN, STOCKTON,
CA 95219
Single Family
BP22-11768
SFD O
0 1
1/31/2023
1 0
6650007 6650007 7037 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11764
SFD O
0 1
1/31/2023
1 0
6650006 6650006 7031 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11763
SFD O
0 1
1/31/2023
1 0
6650009 6650009 10031 BALTISAN

LN, STOCKTON,
CA 95219
Single Family
BP22-11766
SFD O
0 1
1/31/2023
1 0
6650010 6650010 10025 BALTISAN

LN, STOCKTON,
CA 95219
Single Family
BP22-11767
SFD O
0 1
1/31/2023
1 0
7204015 7204015 9664 BOWIE WY,

STOCKTON, CA
95209
Single Family
BP22-08566
SFD O
0 1
2/3/2023
1 0
14110020 14110020 1932 E PARK ST,

STOCKTON, CA
95205
Single Family
BP22-05915
SFD O
0 1
2/14/2023
1 0
6653013 6653013 10344 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-11190
SFD O
0 1
2/14/2023
1 0
6653026 6653026 6669 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-11188
SFD O
0 1
2/14/2023
1 0
6653006 6653006 10343 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-11192
SFD O
0 1
2/14/2023
1 0
6653045 6653045 6668 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-11184
SFD O
0 1
2/14/2023
1 0
12225019 12225019 10419 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11709
SFD O
0 1
2/15/2023
1 0
12225024 12225024 10430 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11714
SFD O
0 1
2/15/2023
1 0
12225025 12225025 10424 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11715
SFD O
0 1
2/15/2023
1 0
12225022 12225022 10437 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11712
SFD O
0 1
2/15/2023
1 0
12225021 12225021 10431 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11711
SFD O
0 1
2/15/2023
1 0
12225020 12225020 10425 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11710
SFD O
0 1
2/15/2023
1 0
12225023 12225023 10436 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11713
SFD O
0 1
2/15/2023
1 0
8423052 8423052 10810 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-07275
SFD O
0 1
2/16/2023
1 0
8423012 8423012 10825 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-07273
SFD O
0 1
2/16/2023
1 0
8423051 8423051 10818 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-07274
SFD O
0 1
2/16/2023
1 0
6650008 6650008 7043 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11765
SFD O
0 1
2/27/2023
1 0
6605066 6605066 10348 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11230
SFD O
0 1
3/1/2023
1 0
6605066 6605066 10355 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11232
SFD O
0 1
3/1/2023
1 0
6605066 6605066 10351 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11233
SFD O
0 1
3/1/2023
1 0
6605066 6605066 10352 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11231
SFD O
0 1
3/1/2023
1 0
6650044 6650044 6913 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11772
SFD O
0 1
3/9/2023
1 0
6650042 6650042 6901 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11770
SFD O
0 1
3/9/2023
1 0
6650043 6650043 6907 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11771
SFD O
0 1
3/9/2023
1 0
11748033 11748033 2024 QUINN CT,

STOCKTON, CA
95205
Single Family
BP22-08900
SFD O
0 1
3/14/2023
1 0
11748034 11748034 2012 QUINN CT,

STOCKTON, CA
95205
Single Family
BP22-08902
SFD O
0 1
3/14/2023
1 0
11748035 11748035 2006 QUINN CT,

STOCKTON, CA
95205
Single Family
BP22-08905
SFD O
0 1
3/14/2023
1 0
6649038 6649038 10107 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07457
SFD O
0 1
3/16/2023
1 0
6649032 6649032 10118 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07446
SFD O
0 1
3/16/2023
1 0
6650046 6650046 6925 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11758
SFD O
0 1
3/22/2023
1 0
6650045 6650045 6919 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11757
SFD O
0 1
3/22/2023
1 0
6650050 6650050 6949 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11759
SFD O
0 1
3/22/2023
1 0
8423009 8423009 10801 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-10790
SFD O
0 1
3/23/2023
1 0
12225016 12225016 10401 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11670
SFD O
0 1
3/23/2023
1 0
12225015 12225015 3600 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11669
SFD O
0 1
3/23/2023
1 0
12225018 12225018 10413 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11672
SFD O
0 1
3/23/2023
1 0
8423008 8423008 204 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-10789
SFD O
0 1
3/23/2023
1 0
12225014 12225014 3606 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11668
SFD O
0 1
3/23/2023
1 0
12225017 12225017 10407 SUGARHILL

CT, STOCKTON,
CA 95212
Single Family
BP22-11671
SFD O
0 1
3/23/2023
1 0
12225026 12225026 3607 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11717
SFD O
0 1
3/23/2023
1 0
12225013 12225013 3612 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11667
SFD O
0 1
3/23/2023
1 0
8423010 8423010 10809 GARDA LN,

STOCKTON, CA
95209
Single Family
BP22-10791
SFD O
0 1
3/23/2023
1 0
6655035 6655035 6843 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10938
SFD O
0 1
3/27/2023
1 0
6655008 6655008 6842 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10935
SFD O
0 1
3/27/2023
1 0
6655034 6655034 6839 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10937
SFD O
0 1
3/27/2023
1 0
6655009 6655009 6838 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10936
SFD O
0 1
3/27/2023
1 0
11748040 11748040 2018 GAVIN CT,

STOCKTON, CA
95205
Single Family
BP22-11143
SFD O
0 1
3/28/2023
1 0
11748038 11748038 2059 GAVIN CT,

STOCKTON, CA
95205
Single Family
BP22-11134
SFD O
0 1
3/28/2023
1 0
11748039 11748039 2042 GAVIN CT,

STOCKTON, CA
95205
Single Family
BP22-11142
SFD O
0 1
3/28/2023
1 0
12220033 12220033 10513 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01812
SFD O
0 1
3/30/2023
1 0
12220060 12220060 10524 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01818
SFD O
0 1
3/30/2023
1 0
12220058 12220058 10500 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01816
SFD O
0 1
3/30/2023
1 0
6650002 6650002 7007 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11774
SFD O
0 1
3/30/2023
1 0
Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Demolished/Destroyed UnitsProject Identifier Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Density Bonus
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10

ATTACHMENT B
1157
Jurisdiction Stockton ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Note: "+" indicates an optional field
12220032 12220032 10525 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01775
SFD O
0 1
3/30/2023
1 0
12220059 12220059 10512 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01817
SFD O
0 1
3/30/2023
1 0
12220061 12220061 10536 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01819
SFD O
0 1
3/30/2023
1 0
6650001 6650001 7001 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11773
SFD O
0 1
3/30/2023
1 0
6650003 6650003 7013 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11777
SFD O
0 1
3/30/2023
1 0
12220057 12220057 10484 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01815
SFD O
0 1
3/30/2023
1 0
12220034 12220034 10501 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01814
SFD O
0 1
3/30/2023
1 0
12220062 12220062 10548 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-01820
SFD O
0 1
3/30/2023
1 0
6649036 6649036 10119 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07449
SFD O
0 1
4/11/2023
1 0
16379040 16379040 1431

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-05366
SFD O
0 1
4/12/2023
1 0
16379046 16379046 1424

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-05369
SFD O
0 1
4/12/2023
1 0
16379047 16379047 1432

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-05370
SFD O
0 1
4/12/2023
1 0
16379041 16379041 1423

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-05367
SFD O
0 1
4/12/2023
1 0
16379039 16379039 1439

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-03881
SFD O
0 1
4/13/2023
1 0
16379044 16379044 1408

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-06408
SFD O
0 1
4/13/2023
1 0
16379045 16379045 1416

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-06401
SFD O
0 1
4/13/2023
1 0
16379043 16379043 1407

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-06407
SFD O
0 1
4/13/2023
1 0
16378032 16378032 1429 ROCK CAP

LN, STOCKTON,
CA 95206
Single Family
BP22-03611
SFD O
0 1
4/13/2023
1 0
16379042 16379042 1415

WILLOWEDGE

WY, STOCKTON,
CA 95206
Single Family
BP22-06404
SFD O
0 1
4/13/2023
1 0
16379034 16379034 1438 ROCK CAP

LN, STOCKTON,
CA 95206
Single Family
BP22-03880
SFD O
0 1
4/13/2023
1 0
17513065 17513065 3470 MARY AV,

STOCKTON, CA
95206
Single Family
BP22-09590
SFD O
0 1
4/14/2023
1 0
13304503 13304503 1224 PERRY AV,

STOCKTON, CA
95203
Single Family
BP22-07333
SFD O
0 1
4/17/2023
1 0
12220027 12220027 3401 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-02165
SFD O
0 1
4/24/2023
1 0
12220023 12220023 3425 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-02090
SFD O
0 1
4/24/2023
1 0
12220024 12220024 3419 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-02091
SFD O
0 1
4/24/2023
1 0
12220026 12220026 3407 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-02163
SFD O
0 1
4/24/2023
1 0
12220030 12220030 10549 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-02168
SFD O
0 1
4/24/2023
1 0
12220031 12220031 10537 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-02169
SFD O
0 1
4/24/2023
1 0
12220029 12220029 10561 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-02167
SFD O
0 1
4/24/2023
1 0
12220028 12220028 10573 MADONNA

ST, STOCKTON,
CA 95212
Single Family
BP23-02166
SFD O
0 1
4/24/2023
1 0
12220025 12220025 3413 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-02161
SFD O
0 1
4/24/2023
1 0
6655011 6655011 6830 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10940
SFD O
0 1
4/25/2023
1 0
6655032 6655032 6831 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10941
SFD O
0 1
4/25/2023
1 0
6655010 6655010 6834 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10939
SFD O
0 1
4/25/2023
1 0
6655033 6655033 6835 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-10942
SFD O
0 1
4/25/2023
1 0
6653007 6653007 10347 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-11201
SFD O
0 1
4/26/2023
1 0
6653047 6653047 6676 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-11213
SFD O
0 1
4/26/2023
1 0
6605066 6605066 10359 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11237
SFD O
0 1
4/26/2023
1 0
6605066 6605066 10356 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11234
SFD O
0 1
4/26/2023
1 0
6653046 6653046 6672 KAWEAH

LN, STOCKTON,
CA 95219
Single Family
BP22-11207
SFD O
0 1
4/26/2023
1 0
6653012 6653012 10348 HARMOSH

CT, STOCKTON,
CA 95219
Single Family
BP22-11205
SFD O
0 1
4/26/2023
1 0
6605066 6605066 10363 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11236
SFD O
0 1
4/26/2023
1 0
6605066 6605066 10360 CRAB

APPLE DR,

STOCKTON, CA
95219
Single Family
BP22-11235
SFD O
0 1
4/26/2023
1 0
6615001 6615001 5709 MIRAMONTE

WY, STOCKTON,
CA 95219
Single Family
BP21-06695
SFD O
0 1
4/28/2023
1 0
8423005 8423005 168 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-11530
SFD O
0 1
4/28/2023
1 0
8423007 8423007 192 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-10788
SFD O
0 1
4/28/2023
1 0
8423006 8423006 180 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-11532
SFD O
0 1
4/28/2023
1 0
6652049 6652049 10013 TALUNG

DR, STOCKTON,
CA 95219
Single Family
BP22-05405
SFD O
0 1
5/2/2023
1 0
6649035 6649035 10125 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP23-00068
SFD O
0 1
5/2/2023
1 0
6652013 6652013 10012 TALUNG

DR, STOCKTON,
CA 95219
Single Family
BP22-05396
SFD O
0 1
5/2/2023
1 0
6652012 6652012 10006 TALUNG

DR, STOCKTON,
CA 95219
Single Family
BP22-05424
SFD O
0 1
5/2/2023
1 0
16380011 16380011 1426 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11477
SFD O
0 1
5/4/2023
1 0
16379052 16379052 1417 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11471
SFD O
0 1
5/4/2023
1 0
16379050 16379050 1433 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11468
SFD O
0 1
5/4/2023
1 0
16379049 16379049 1441 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-10637
SFD O
0 1
5/4/2023
1 0
16380013 16380013 1410 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11473
SFD O
0 1
5/4/2023
1 0
16380012 16380012 1418 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11476
SFD O
0 1
5/4/2023
1 0
16379053 16379053 1409 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11472
SFD O
0 1
5/4/2023
1 0
16380010 16380010 1434 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11478
SFD O
0 1
5/4/2023
1 0
16380009 16380009 1442 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11480
SFD O
0 1
5/4/2023
1 0
16379051 16379051 1425 DELTA

RIVER AV,

STOCKTON, CA
95206
Single Family
BP22-11469
SFD O
0 1
5/4/2023
1 0
8423001 8423001 120 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-11527
SFD O
0 1
5/9/2023
1 0
8423004 8423004 156 MOLVENO

DR, STOCKTON,
CA 95209
Single Family
BP22-11529
SFD O
0 1
5/9/2023
1 0
8423025 8423025 10805 PIAVE WY,

STOCKTON, CA
95209
Single Family
BP22-11535
SFD O
0 1
5/9/2023
1 0
8424054 8424054 10804 PIAVE WY,

STOCKTON, CA
95209
Single Family
BP22-11534
SFD O
0 1
5/9/2023
1 0
8423039 8423039 10807 ORTA LN,

STOCKTON, CA
95209
Single Family
BP22-11538
SFD O
0 1
5/9/2023
1 0
8423038 8423038 10806 ORTA LN,

STOCKTON, CA
95209
Single Family
BP22-11537
SFD O
0 1
5/9/2023
1 0
6649037 6649037 10113 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07456
SFD O
0 1
5/11/2023
1 0
6649015 6649015 10107 GORSE

DR, STOCKTON,
CA 95219
Single Family
BP23-00055
SFD O
0 1
5/11/2023
1 0
6649034 6649034 10130 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP23-00069
SFD O
0 1
5/11/2023
1 0
6649029 6649029 10100 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07441
SFD O
0 1
5/11/2023
1 0
6652008 6652008 6718

KILAMANJARO

WY, STOCKTON,
CA 95219
Single Family
BP22-05419
SFD O
0 1
5/11/2023
1 0
6652009 6652009 6712

KILAMANJARO

WY, STOCKTON,
CA 95219
Single Family
BP22-05420
SFD O
0 1
5/11/2023
1 0
6652011 6652011 6700

KILAMANJARO

WY, STOCKTON,
CA 95219
Single Family
BP22-05423
SFD O
0 1
5/11/2023
1 0
6649033 6649033 10124 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07447
SFD O
0 1
5/11/2023
1 0
6649016 6649016 10101 GORSE

DR, STOCKTON,
CA 95219
Single Family
BP23-00054
SFD O
0 1
5/11/2023
1 0
6649039 6649039 10101 DOWNY

BIRCH DR,

STOCKTON, CA
95219
Single Family
BP22-07458
SFD O
0 1
5/11/2023
1 0
6649040 6649040 10106 GORSE

DR, STOCKTON,
CA 95219
Single Family
BP23-00070
SFD O
0 1
5/11/2023
1 0

ATTACHMENT B
1158
Jurisdiction Stockton ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 12/31/2015 - 12/31/2023
Note: "+" indicates an optional field
6652010 6652010 6706

KILAMANJARO

WY, STOCKTON,
CA 95219
Single Family
BP22-05421
SFD O
0 1
5/11/2023
1 0
14719010 14719010 35 E JACKSON

ST, STOCKTON,
CA 95206
Single Family
BP23-01563
SFD O
0 1
5/11/2023
1 0
12225012 12225012 3618 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11665
SFD O
0 1
5/12/2023
1 0
12225029 12225029 3625 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11721
SFD O
0 1
5/12/2023
1 0
12225010 12225010 3630 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11661
SFD O
0 1
5/12/2023
1 0
12225009 12225009 3636 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11660
SFD O
0 1
5/12/2023
1 0
12225030 12225030 3631 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11723
SFD O
0 1
5/12/2023
1 0
12225027 12225027 3613 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11718
SFD O
0 1
5/12/2023
1 0
12225028 12225028 3619 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11719
SFD O
0 1
5/12/2023
1 0
12225011 12225011 3624 SUGARHILL

WY, STOCKTON,
CA 95212
Single Family
BP22-11662
SFD O
0 1
5/12/2023
1 0
12220014 12220014 10560 BLONDIE

CT, STOCKTON,
CA 95212
Single Family
BP23-03057
SFD O
0 1
5/17/2023
1 0
12220021 12220021 3437 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03066
SFD O
0 1
5/17/2023
1 0
12220019 12220019 3449 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03063
SFD O
0 1
5/17/2023
1 0
12220012 12220012 10536 BLONDIE

CT, STOCKTON,
CA 95212
Single Family
BP23-03055
SFD O
0 1
5/17/2023
1 0
12220015 12220015 3473 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03060
SFD O
0 1
5/17/2023
1 0
12220018 12220018 3455 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03062
SFD O
0 1
5/17/2023
1 0
12220022 12220022 3431 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03081
SFD O
0 1
5/17/2023
1 0
12220013 12220013 10548 BLONDIE

CT, STOCKTON,
CA 95212
Single Family
BP23-03056
SFD O
0 1
5/17/2023
1 0
12220017 12220017 3461 COLTRANE

WY, STOCKTON,
CA 95212
Single Family
BP23-03061
SFD O
0 1
5/17/2023
1 0
6650004 6650004 7019 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11778
SFD O
0 1
5/18/2023
1 0
6650005 6650005 7025 FORAKER

DR, STOCKTON,
CA 95219
Single Family
BP22-11779
SFD O
0 1
5/18/2023
1 0
16527016 16527016 2705 S

HARRISON ST,

STOCKTON CA
Single Family
BP20-01700
SFD O
0 1
5/23/2023
1 0
12226017 12226017 10661 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11497
SFD O
0 1
5/25/2023
1 0
12226022 12226022 10627 LYNN ST,

STOCKTON, CA
95212
Single Family
BP22-11503
SFD O
0 1
5/25/2023
1 0
6655012 6655012 6826 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-11240
SFD O
0 1
5/25/2023
1 0
12226015 12226015 10674 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11495
SFD O
0 1
5/25/2023
1 0
12226020 12226020 3607 CASH WY,

STOCKTON, CA
95212
Single Family
BP22-11501
SFD O
0 1
5/25/2023
1 0
12226012 12226012 10638 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11492
SFD O
0 1
5/25/2023
1 0
12226014 12226014 10662 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11494
SFD O
0 1
5/25/2023
1 0
12226016 12226016 10673 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11496
SFD O
0 1
5/25/2023
1 0
12226013 12226013 10650 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11493
SFD O
0 1
5/25/2023
1 0
12226018 12226018 10649 ALLMAN

DR, STOCKTON,
CA 95212
Single Family
BP22-11498
SFD O
0 1
5/25/2023
1 0
6655031 6655031 6827 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-11242
SFD O
0 1
5/25/2023
1 0
12226019 12226019 3613 CASH WY,

STOCKTON, CA
95212
Single Family
BP22-11499
SFD O
0 1
5/25/2023
1 0
12226021 12226021 3601 CASH WY,

STOCKTON, CA
95212
Single Family
BP22-11502
SFD O
0 1
5/25/2023
1 0
12226024 12226024 10603 LYNN ST,

STOCKTON, CA
95212
Single Family
BP22-11505
SFD O
0 1
5/25/2023
1 0
6655013 6655013 6822 FATHOM

RD, STOCKTON,
CA 95219
Single Family
BP22-11262
SFD O
0 1
5/25/2023
1 0
6643011 6643011 6909 TAILWIND