Agenda packet — City Council and Concurrent Authorities, November 19, 2024 (part 6 of 8)

B. Local Governmental Agencies
• Local governmental agency use of this contract is optional. • Local government agencies are defined as “any city, county, city and county, district or other governmental body or corporation”, per Public Contract Code Chapter 2, Section 10298 (b), empowered to expend public funds for the acquisition of products; this includes the California State Universities (CSU) and University of California (UC) systems, K-12 schools and community colleges. While the State makes this contract available to local governmental agencies, each local ATTACHMENT E 1090
governmental agency should determine whether this contract is consistent with its procurement policies and regulations.
• Local governmental agencies shall have the same rights and privileges as the State under the terms of this contract. Any agencies desiring to participate shall be required to adhere to the same responsibilities as do State agencies and have no authority to amend, modify or change any condition of the contract. • A DGS issued billing code is not required for local governmental agencies to place orders against this contract.

C. Unless otherwise specified within this document, the term “ordering agencies” will refer to all State departments and/or local governmental agencies eligible to utilize this contract. Ordering and/or usage instructions exclusive to State departments or local governmental agencies shall be identified within each article.

DGS ADMINISTRATIVE FEES
A. State Departments
The DGS will bill each State department an administrative fee for use of this statewide contract. The administrative fee should NOT be included in the order total, nor remitted before an invoice is received from DGS.

Current fees are available online in the Price Book & Directory of Services (https://www.dgs.ca.gov/OFS/Price-Book) (go to Price Book Download and click on Purchasing under Procurement Division).

B. Local Governmental Agencies
For all local government agency transactions issued against the contract, the Contractor is required to remit the DGS-PD an Incentive Fee of an amount equal to

1.25% of the total purchase order amount excluding taxes and freight. This Incentive Fee shall not be included in the agency’s purchase price, nor invoiced or charged to the purchasing entity. All prices quoted to local governmental agency customers shall reflect State contract pricing, including any and all applicable discounts, and shall include no other add-on fees.

SB/DVBE OFF-RAMP PROVISION
There is no SB/DVBE off ramp associated with this contract.

PROBLEM RESOLUTION/SUPPLIER PERFORMANCE
Ordering agencies and/or Contractor shall inform the State Contract Administrator of any technical or contractual difficulties encountered during contract performance in a timely manner. This includes and is not limited to informal disputes, supplier performance, outstanding deliveries, etc. The ordering agency should include all relevant information and/or documentation (e.g., purchase documents).

ATTACHMENT E 1091

CONTRACT ITEMS
Contract vehicles and pricing are listed on Attachment A, Contract Pricing. All prices listed shall be fixed as the maximum cost for the contract period unless a price increase is granted.

Each line item description on Attachment A, Contract Pricing, provides a description of the minimum requirements that each vehicle in that line item has met or exceeded.

A Maintenance Plan is offered on all light duty vehicles less than 8500 lbs Gross Vehicle Weight Rating (GVWR). Maintenance Plan pricing is listed on Attachment A, Contract Pricing. The purchase of the Maintenance Plan is optional. See Article 29, Maintenance Plan for more detailed information.

Price Increases
Price increases may be requested with each model year change and will be posted on a quarterly basis.

Quarterly Increases shall be processed on the following calendar days:
• July 1st
• October 1st
• January 1st
• April 1st
Contractors are requested to price protect the contracted price for the duration between the price increase request and the time the increase is processed. If the Contractor is unable to honor the price protection, the Contractor’s vehicle(s) will be unavailable for ordering until the price increases have been evaluated and approved.

Multiple Award
Some line items may have multiple vehicles awarded with different make and models available. State Departments may choose any vehicle identified in the subject line item.

There is no vehicle ranking associated with this contract.

Sales Tax
The sales tax rate applied should be based on the rate of the “Bill To” address listed on the Purchase Order.

Options
All factory options shall be available and priced at Contractor cost plus up to 10% for an addition or Contractor cost minus up to 10% for a deletion in accordance with the manufacturer’s current model year price list. Types of equipment changes which might be made include, but are not limited, to the following:

ATTACHMENT E 1092
• Add trailer tow package
• Add Bluetooth
• Add parking sensors
• Delete pick up box (bed)
In no case shall options be included or deleted in such a manner as to cause the vehicle to conflict with any other line item on any other vehicle contract.

The Contractor shall provide ordering agencies a copy of the current model year factory price sheet with requested options, within ten calendar days of request.

Third-party upfitting (e.g utility body) may be requested by ordering agencies, however, this service is non-mandatory. When applicable, third-party upfits shall be subject to the same pricing provisions as factory options.

Note: Vehicles with added or deleted options MUST continue to meet the appropriate minimum specification.

Tire Fee
Purchase orders MUST include the State mandated $1.75 per tire fee.

Document Processing Charge
In accordance with the California Vehicle Code Section 4456.5, a Contractor may charge the ordering agency a document processing charge for the preparation and processing of documents, disclosures, titling, registration, and information security obligations imposed by state and federal law. The document processing charge shall not exceed $85 per vehicle purchased.

A Contractor may charge the ordering agency an electronic filing fee, which does not exceed the actual amount the Contractor is charged by a first-line service provider. The electronic filing fee shall not exceed $30 per vehicle purchased.

SPECIFICATIONS
All products must conform to the attached State of California Bid Specification Number 2310- 4181 dated 08/16/2021 (Attachment B).

Vehicle color shall be a solar reflective color (white, silver metallic, or gold metallic) per SAM Section 3620.1 (exceptions are listed in the same manual section).

CUSTOMER SERVICE
The Contractor shall provide office and personnel resources for responding to inquiries, including telephone and email coverage weekdays during the hours of 8:00 a.m. - 5:00 p.m., PT.

ATTACHMENT E 1093
The customer service unit shall be staffed with individuals that:
• Are trained in the requirements of this contract
• Have the authority to take administrative action to correct problems that may occur The Contractor’s customer service unit shall respond to all customer inquiries within two (2) business days of initial contact.

Dealer Contract # Contact Phone Email
Ocean
Honda
1-22-23-
23B Pat Ireland
(559)
707-
5735
[email protected]
Freeway
Toyota of
Hanford
1-22-23-
23C Pat Ireland
(559)
707-
5735
[email protected]
Winner
Chevrolet
1-22-23-
23D
Jerry
Powers
(916)
426-
5752
[email protected]
Elk Grove
Auto
1-22-23-
23E
Jerry
Powers
(916)
426-
5752
[email protected]
Downtown
Ford Sales
1-22-23-
23F
Sandra
Scott
(916)
252-
6260
[email protected]
Watsonville
Fleet Group
1-22-23-
23G
Yesenia
Covarrubias
(626)
457-
5590
[email protected]
US Fleet
Source
1-22-23-
23H Lisa Molino
(626)
344-
4285
[email protected]
CA Car
Group 1-22-23-23I Richard M. Slade
(925)
560-
4465
[email protected]
Note: Ordering agencies are encouraged to have one point of contact for inquiries, quotes, and orders whenever possible. Multiple calls and emails from various requestors for the same information can slow customer service response times.

PRODUCT SUBSTITUTIONS
Under no circumstance is the Contractor permitted to make substitutions with noncontract/unauthorized vehicles without approval of the DGS Contract Administrator (CA).

ATTACHMENT E 1094

PURCHASE EXECUTION
A. State Departments
1) Std. 65 Purchase Documents
State departments not transacting in FI$CAL must use the Purchasing Authority Purchase Order (Std. 65) for purchase execution. An electronic version of the Std. 65 is available at the Office of State Publishing web site:
https://www.dgsapps.dgs.ca.gov/osp/StatewideFormsWeb/Forms.aspx (select Standard Forms).

All Purchasing Authority Purchase Orders (Std. 65) must contain the following:
• Agency Order Number (Purchase Order Number)
• Ordering Agency Name
• Agency Billing Code
• Purchasing Authority Number
• Leveraged Procurement Number (Contract Number)
• Supplier Information (Contact Name, Address, Phone Number, Fax Number, E-mail)
• Line Item number
• Quantity
• Unit of Measure
• Commodity Code Number
• Product Description
• Unit Price
• Extension Price
• Office of Fleet and Asset Management (OFAM) Approval Stamp (State departments only)
2) FI$CAL Purchase Documents
State departments transacting in FI$CAL will follow the FI$CAL procurement and contracting procedures.
3) Blanket Orders
The use of blanket orders against this statewide contract is not allowed.

B. Local Governmental Agencies
Local governmental agencies may use their own purchase document for purchase execution. The purchase documents must include the same data elements as listed above (Exception: Purchasing Authority Number is used by State departments only).

ATTACHMENT E 1095

MINIMUM ORDER
The minimum order shall be one (1) vehicle.

ORDERING PROCEDURE
A. Ordering Methods:

Ordering agencies are to submit appropriate purchase documents directly to the contractor(s) via one of the following ordering methods:
• U.S. Mail
• Facsimile
• Email
The contractor’s Order Placement Information is as follows:

ORDER PLACEMENT INFORMATION
Contract #
1-22-23-
23B
U.S. Mail:

Ocean Honda
3801 Soquel Dr
Soquel, CA 95073
Attn: Pat Ireland
Facsimile:
(559) 961-
4601
Email:
[email protected]
Contract #
1-22-23-
23C
U.S. Mail:

Freeway Toyota
1835 Glendale Avenue
Hanford, CA 93230
Attn: Pat Ireland
Facsimile:
(559) 961-
4601
Email:
[email protected]
Contract #
1-22-23-
23D
U.S. Mail:

Winner Chevrolet
8575 Laguna Grove
Drive
Elk Grove, CA 95757
Attn: Jerry Powers
Facsimile:
(916) 421-
0149
Email:
[email protected]
Contract #
1-22-23-
23E
U.S. Mail:

Elk Grove Auto Group
8575 Laguna Grove
Drive
Elk Grove, CA 95757
Attn: Jerry Powers
Facsimile:
(916) 421-
0149
Email:
[email protected]
ATTACHMENT E 1096
Contract #
1-22-23-
23F
U.S. Mail:

Downtown Ford Sales
525 N 16th St
Sacramento, CA
95811
Attn: Sandra Scott
Facsimile:

N/A
Email:
[email protected]
Contract #
1-22-23-
23G
U.S. Mail:

Watsonville Fleet
Group
1601 W. Main Street
Alhambra, CA 91801
Attn: Yesenia
Covarrubias
Facsimile:
(626) 457-
5593
Email:
[email protected]
Contract #
1-22-23-
23H
U.S. Mail:

US Fleet Source
979 S. Village Oaks
Drive
Covina, Ca 91724
Facsimile:
(626) 228-
3077
Email: [email protected]
Contract #
1-22-23-23I
U.S. Mail:

CA Car Group
4200 John Monego Ct
Dublin, CA 94568
Attn: Richard M. Slade
Facsimile:

N/A
Email:

[email protected]
When using any of the ordering methods specified above, all State departments must conform to proper State procedures.

ORDER ACCEPTANCE
The Contractor shall accept orders from any State department or local governmental agency. The Contractor shall not accept purchase documents for this contract that:
• Are incomplete;
• Are submitted without OFAM approval stamp
• Contain non-contract items; or
• Contain non-contract terms and conditions.

The Contractor must not refuse to accept orders from any State department or local governmental agency for any other reason without written authorization from the CA.

ORDER ACKNOWLEDMENT
The Contractor will provide the ordering agencies with an order receipt acknowledgment via e-mail/facsimile within ten (10) calendar days after receipt of an order. The acknowledgement will include:
• Ordering Agency Name
ATTACHMENT E 1097
• Agency Order Number (Purchase Order Number)
• Description of Goods
• Vehicle Model Year
• Total Cost
• Date order is placed with manufacturer
• Anticipated Delivery Date
• Delayed Production Notification (if applicable)
• Discontinued Vehicle Notification (if applicable)
Contractor shall notify the ordering agency of any delays in production or delays in orders being accepted by the manufacturer for any period of time. Contractor shall provide estimated production start date and delivery date.

DELAYED PRODUCTION REMEDY
Upon receipt of order acknowledgment identifying a delay in production or orders not being accepted by the manufacturer, the ordering agencies shall have the following options:
• Request back order; or
• Cancel the item from the order with no penalty

DISCONTINUED VEHICLE REMEDY
Upon receipt of order acknowledgment identifying discontinued items, the ordering agencies shall have the following options:
• Amend purchase document to reflect DGS approved replacement vehicle; or • Cancel the item from the order
Under no circumstance is the Contractor permitted to make substitutions with noncontract/unauthorized vehicles without approval of the DGS CA.

DELIVERY PROCEDURES
Pre-Delivery Checklist
Prior to delivery, each vehicle shall be completely inspected, serviced, and detailed by the delivering Contractor and/or the manufacturer’s pre-delivery service center. A copy of the pre-delivery checklist shall be completed for each vehicle, signed by a representative of the organization performing the inspection/service, and delivered with the vehicle.

Delivery:

Delivery shall be within one hundred and fifty (150) days after receipt of order unless there is a delay in production/order acceptance from the manufacturer when changing from one model year to the next. Contractor shall notify the ordering agency of such delay per Article 14, Order Acknowledgement.

ATTACHMENT E 1098
Orders requiring customized work by a 3rd party supplier may exceed the delivery period requirement. Contractor shall notify ordering agency of extended delivery period per Article 14, Order Acknowledgement.

Caravan or drive-away method of delivery from the factory to a Contractor is not acceptable unless agreed upon by the ordering agency.

Drop ship deliveries shall not be made without prior State inspection. All vehicles shall be delivered with no less than five (5) gallons of fuel in the tank.

Unless pre-arranged between the Contractor and the ordering agency, vehicles delivered with more than 50 miles on the odometer may be charged fifty (50) cents per mile in excess of 50 miles. This charge may be reflected on the invoice as a deduction from the order price. Vehicles with more than five hundred (500) miles on the odometer may not be accepted.
**Cab and Chassis trucks may require driving from an out-of-state factory and may exceed the five hundred (500) mile or less expectation. The Contractor shall notify the ordering Department at the time of purchase order execution.

When feasible, Contractor is requested to make deliveries in metropolitan areas during off-peak hours. Off-peak hours are Monday through Friday, 10:00 AM to 4:00 PM PST.

Documents
The following documents shall be delivered to the receiving agency with the vehicle:
• Completed and signed pre-delivery service checklist, including the order number and Vehicle Identification Number (VIN)
• “Line Set Tickets” or “Window (Monroney) Sticker” showing all options installed • One (1) copy of the warranty, including applicable certificates, cards, etc. • One (1) copy of the owner’s manual.

INSPECTION AND ACCEPTANCE
Vehicles ordered for State use will be inspected by a State inspector at the Contractor’s place of business or as otherwise agreed to by the Contractor and ordering agency.

Inspection will commence within five (5) working days of notification that a vehicle is ready for inspection. Inspection will include:
• Specification Compliance
• Workmanship
• Appearance
• Proper Operation of all Equipment and Systems
• Presence of all Applicable Documents
ATTACHMENT E 1099
In the event deficiencies are detected, the vehicle will be rejected and the Contractor will be required to make the necessary repairs, adjustments or replacements. Payment and/or the commencement of a discount period (if applicable) will not begin until the defects are corrected and the vehicle is re-inspected and accepted.

Completion of inspection or acceptance by the State inspector shall in no way release the Contractor from satisfying the requirements of the contract, specifications, and warranty.

Deviations from the specified requirements that are detected by the inspection shall be corrected by the Contractor in an expeditious manner at no expense to the ordering agency.

Inspection by local agencies will be at the Contractor’s place of business or as otherwise agreed to by the Contractor and local agency.

EMERGENCY/EXPEDITED ORDERS
Not Applicable.

FREE ON BOARD (F.O.B.) DESTINATION
Contractors shall deliver vehicles to State or local agencies located in Sacramento County at no additional cost for delivery. If the Purchase Order indicates delivery outside Sacramento County, the Contractor and agency may negotiate delivery costs. If delivery is subject to an additional delivery charge, it shall be shown as a separate item on the purchase order and invoice.

State departments requesting delivery outside of Sacramento County must contact the Transportation Management Unit for freight rate comparisons to confirm appropriate pricing if the Contractor is delivering the vehicle.

Responsibility and liability for loss or damage for all orders shall remain with the Contractor until final inspection and acceptance, when all responsibility shall pass to the ordering agency, except the responsibility for latent defects, fraud, and the warranty obligations.

SHIPPED ORDERS
All shipments shall be in accordance with the General Provisions, Article 12 entitled “Packing and Shipment”.

CONTRACT ADMINISTRATION
The State and the Contractors have assigned Contract Administrators as the single points of contact for problem resolution and related contract issues.

ATTACHMENT E 1100
State Contact
Information DGS/PD Contract Administrator
Contact Name: Frank Martin
Telephone: (279) 946-8035
Facsimile: NA
Email: [email protected]
Address: DGS/Procurement Division
Attn: Frank Martin
707 Third Street, 2nd Floor, MS 201
West Sacramento, CA 95605
Dealer
Contact
Information
Ocean Honda
Contract # 1-22-23-23B
Freeway Toyota of Hanford
Contract # 1-18-23-23C
Contact
Name:

Pat Ireland Pat Ireland
Telephone: (559) 707-5735 (559) 707-5735
Facsimile: (559) 961-4601 (559) 961-4601
Email: [email protected] [email protected] Address: Ocean Honda
3801 Soquel Dr
Soquel, CA 95073
Freeway Toyota
1835 Glendale Avenue
Hanford, CA 93230
Dealer
Contact
Information
Winner Chevrolet
Contract # 1-18-23-23D
Elk Grove Auto Group
Contract # 1-22-23-23E
Contact
Name:

Jerry Powers Jerry Powers
Telephone: (916) 426-5752 (916) 426-5752
Facsimile: (916) 421-0149 (916) 421-0149
Email: [email protected] [email protected]
Address: Winner Chevrolet
8575 Laguna Grove Drive
Elk Grove, CA 95757
Elk Grove Auto Group
8575 Laguna Grove Dr
Elk Grove, CA 95757
ATTACHMENT E 1101
Dealer
Contact
Information
Downtown Ford Sales
Contract # 1-22-23-23F
Watsonville Fleet Group
Contract # 1-22-23-23G
Contact
Name:

Sandra Scott Yesenia Covarrubias
Telephone: (916) 252-6260 (626) 457-5590
Facsimile: N/A (626) 457-5593
Email: [email protected] [email protected] Address: Downtown Ford Sales
525 N 16th St
Sacramento, CA 95811
Watsonville Fleet Group
1601 W. Main Street
Alhambra, CA 91801
Dealer
Contact
Information
US Fleet Source
Contract # 1-22-23-23H
CA Car Group
Contract # 1-22-23-23I
Contact
Name:

Lisa Molino Richard M. Slade
Telephone: (626) 344-4285 (925) 560-4465
Facsimile: (626) 416-3064 N/A
Email: [email protected] [email protected]
Address: US Fleet Source
979 S. Village Oaks Drive
Covina, Ca 91724
CA Car Group
4200 John Monego Ct
Dublin, CA 94568

RESTOCKING FEES
The Contractor may impose a restocking fee to the ordering agency on orders cancelled after the order has been placed with the manufacturer: The Contractor shall notify the ordering agency of the order placement per Article 14, Order Acknowledgment.

Re-stocking fees can be no greater than ten percent (10%) of the value of the vehicle being restocked.

INVOICING
Ordering agencies may require separate invoicing, as specified by each ordering organization. Invoices will contain the following information:
• Contractor’s name, address and telephone number
• Leveraged Procurement Number (Contract Number)
• Agency Order Number (Purchase Order Number)
• Item and commodity code number
• Quantity purchased
ATTACHMENT E 1102
• Contract price and extension
• State sales and/or use tax
• Prompt payment discounts/cash discounts, if applicable • Totals for each order

PAYMENT
A. Terms
Payment terms for contracts 1-22-23-23 B – G include a $500 per vehicle discount for payment made within twenty (20) days. Contracts 1-22-23-23 H & I offer no discount.

The cash discount time is defined by the State as beginning only after the vehicle has been inspected, delivered, and accepted by the receiving agency, or from the date a correct invoice is received in the office specified on the Purchase Order, whichever is later.

Payment is deemed to be made, for the purpose of earning the discount, one (1) working day after the date on the State warrant or check. Typically, acceptance will be accomplished within twenty (20) business hours after a vehicle is delivered.

Payment will be made in accordance with the provisions of the California Prompt Payment Act, Government Code Section 927, et seq. Unless expressly exempted by statute, the Act requires State departments to pay properly submitted, undisputed invoices not more than forty-five (45) days after the date of acceptance of goods, performance of services, or receipt of an undisputed invoice, whichever is later.

B. CAL-Card Use
Use of the CAL-Card for payment of invoices is not allowed under this statewide contract.

C. Payee Data Record
Each State accounting office must have a copy of the Payee Data Record (Std. 204) in order to process payments. State departments should forward a copy of the Std. 204 to their accounting office(s). Without the Std. 204, payment may be unnecessarily delayed. State departments may contact the Contractor for copies of the Payee Data Record.

D. State Financial Marketplace
The State reserves the right to select the form of payment for all procurements, be it either an outright purchase with payment rendered directly by the State, or a financing/lease-purchase or operating lease via the State Financial Marketplace (GS $Mart and/or Lease $Mart). If payment is via the financial marketplace, the Contractor will invoice the State and the State will approve the invoice and the selected Lender/Lessor for all product listed on the State's procurement document will pay the Contractor on behalf of the State.

ATTACHMENT E 1103
CALIFORNIA SELLER’S PERMIT
The California seller permit number for the Contractor is listed below. State departments can verify that permits are currently valid at the following website: www.cdtfa.ca.gov.

State departments must adhere to the file documentation required identified in the State Contracting Manual Volume 2 and Volume 3 and SCM-F.

Contractor Name Seller Permit #
Ocean Honda 101-652579
Freeway Toyota 102-659756
Winner Chevrolet 100-208309
Elk Grove Auto Group 100-197237
Downtown Ford Sales 28600344
Watsonville Fleet Group 245364864
101-135239
US Fleet Source 103-097044
CA Car Group 100-214737

WARRANTY
The manufacturer’s standard new vehicle warranty shall apply to all vehicles purchased from these contracts. All warranties shall be factory authorized. The warranty shall be honored by all franchised dealers of the vehicle within the State of California. The Warranty term for the vehicles offered under these contracts shall meet the following (as applicable):
• Bumper to bumper warranty shall cover not less than 3 years/36,000 miles, no charge for parts and labor.
• Power train warranty for light duty vehicles weighing 8500 lbs. GVWR or less shall cover not less than 5 years/100,000 miles, no charge for parts and labor. • Power train warranty for vehicles over 8500 lbs. GVWR shall cover not less than 5 years/60,000 miles, no charge for parts and labor.

The State’s established preventative maintenance procedures and practices shall be acceptable to the manufacturer/contractor in lieu of the manufacturer’s prescribed procedures which may form a part of the warranty.

All emission-related components shall be warranted in compliance with California Air Resources Board and Federal requirements. Contractor cannot offer independent insurance or statements indicating self insurance. If an additional extended warranty is purchased, a warranty certificate, warranty card, or a statement indicating the extended warranty has been recorded with the manufacturer shall be furnished with each vehicle delivered.

ATTACHMENT E 1104
Normal wear items such as tires, belts, hoses, headlamps, light bulbs, brake linings, brake discs/drums, etc. are excluded from warranty coverage. All other items not subject to normal wear or gross operator neglect and abuse, such as window, seat, or wiper motors, chassis electrical switches (door, trunk lid), paint, hinges, locks, etc., shall be covered.

The State reserves the right to use re-refined lubrication oils, where available, in lieu of virgin equivalent oils. The re-refined oils used by the State will meet all API and SAE standards and specifications as set forth by the vehicle manufacturer. The use of said oils shall in no way void or degrade the original manufacturer’s standard warranty.

The State reserves the right to use recycled content antifreeze/coolant, where available, in lieu of virgin equivalent antifreeze/coolant when servicing its vehicles. The recycled content antifreeze/coolant used by the State will meet all ATSM standards and specifications as set forth by the vehicle manufacturer.

REPAIR PARTS
The manufacture of the awarded vehicle(s) should maintain an adequate stock of all regular and special parts to meet the continuing service and repair parts needs of the State without undue delay.

A special system shall be set up for expediting the procurement of back-order items needed to repair an inoperative vehicle including a system to air freight parts at factory expense when parts are not in stock in California parts depots. Parts must be available within three (3) working days after telephone notification.

Vehicles with new technology emerging into the industry (e.g., fuel cell vehicles) may require more than (3) working days for the availability of certain parts. Contractor must notify the State Contract Administrator and ordering agency when this occurs and provide the estimated date of availability.

MAINTENANCE PLAN
A maintenance plan is available for light duty vehicles under 8500 lbs. GVWR. The purchase of a maintenance plan is optional. The maintenance plan covers all regularly scheduled service for a minimum of five (5) years/75,000 miles. The maintenance shall include at a minimum all manufacturer recommended services such as, but not limited to:
• Oil changes;
• Filter changes;
• Fluid changes;
• Lubrications;
• Tire rotations;
• Equipment and safety inspections
ATTACHMENT E 1105
The Maintenance Plan is not required to cover wear items such as brake pads/shoes, wiper blades, etc.

Purchase of the Maintenance Plan is non-mandatory for State departments.

The Maintenance Plan is not applicable to vehicles over 8,500 lbs. GVWR. *VETTED FORMS/CERTIFICATIONS
The DGS-PD, as the awarding department, has assessed the Contractor and subcontractor forms, certifications, and compliance to performing a commercially useful function (CUF) during the solicitation evaluation process. Consequently, when executing purchase documents pursuant to this contract, it is not necessary for State departments operating under statewide contract purchasing authority to conduct a CUF evaluation or request the completion of the following required certifications and forms:
• GenAI Disclosure & Factsheet (STD 1000)
• Bidder Declaration Form (GSPD 05-105)
• DVBE Declaration Form (DGS-PD 843)
• Darfur Contracting Act Form
• California Civil Rights Certification Form
• Iran Contracting Act Certification
• Russian Sanctions Agreement
• Federal Debarment

State departments should make a notation of this within their procurement file.*

RECYCLED CONTENT
State departments are required to report purchases in many product categories. The Postconsumer-Content Certification Form (CIWMB 74) for the Contractor(s) is attached (Attachment C).

SB/DVBE PARTICIPATION
There is no Small Business (SB) or Disabled Veteran Business Enterprise (DVBE) participation for this contract.

STATE AND LOCAL GOVERNMENT EMPLOYEE PRICING
In the interest of expanding the California marketplace for Zero Emission Vehicles (ZEV), some Contractors have offered a discount to any interested State of California or local government employee when purchasing a ZEV for personal use. A list of participating Dealers and vehicles can be found at: https://www.dgs.ca.gov/PD/Resources/PageContent/Procurement-Division-Resources-List-Folder/State-of-California-Green-FleetEmployee-Pricing-Program ATTACHMENT E 1106

ATTACHMENTS
Attachment A – Contract Pricing, Supplement 24
Attachment B – Specification 2310-4181, revised 08/16/2021 Attachment C – Postconsumer Content Certification Workbook Attachment D – Vehicle Specifications, Supplement 23
ATTACHMENT E 1107

EXHIBIT B

INSURANCE REQUIREMENTS
NOT APPLICABLE – PURCHASE OF GOODS
ATTACHMENT E 1108

EXHIBIT C
ATTACHMENT E 1109
Name DATE 9/5/2023
Address SALES REP SANDRA
City State Zip PO SACTO-69177
Phone FOB SACRAMENTO
Qty Unit Price TOTAL
3 $39,948.00 $119,844.00
3 ALL WEATHER FLOOR MATS $207.00 $621.00
3 2ND ROW CAPTAINS CHAIRS 17U $0.00 $0.00
3 LIMO TINT $499.00 $1,497.00
6 EXTRA KEY $299.00 $1,794.00
3 EXTRA CARE WARRANTY - NON TAXABLE $2,142.00 $6,426.00 3 DOC FEE $85.00 $255.00

SOLID BLACK
SALES TAX CALCULATED AT 9.0
SubTotal $130,437.00
DELIVERY $1,500.00
Cash SALES TAX $11,160.99
Check CA Tire Tax $26.25
Credit Card TOTAL $143,124.24
Name
CC #
Expires
S080124 1039
JASON McKENZIE

CITY OF STOCKTON
CLIN 2
SIGNATURE________________________________DATE_________
Description
2025 FORD EXPLORER ACTIVE 4X4
STATE CONTRACT 1-22-23-23F
$500 DISCOUNT WITH PAYMENT IN 20 DAYS
Office Use Only

BASED ON REGISTRATION ADDRESS
525 N16TH STREET, SACRAMENTO, CA 95811
PHONE: 916-299-3529
quote
Payment Details
Customer
ATTACHMENT E 1110
rev 7/30/24
Name DATE 9/5/2023
Address SALES REP SANDRA
City State Zip PO SACTO-69177
Phone FOB SACRAMENTO
Qty Unit Price TOTAL
1 $43,947.00 $43,947.00
1 DUAL BATTERIES INCLUDED IN UPFITTER PACKAGE $0.00 $0.00 1 LIMITED SLIP AXLE $326.00 $326.00
1 BLACKUP ALARM $150.00 $150.00
1 BLIND SPOT INFO SYSTEM $796.00 $796.00
1 FULL CARGO AREA LED LIGHTING $76.00 $76.00
1 DAYTIME RUNNING LAMPS $45.00 $45.00
1 REAR DOOR GLASS DEFROST $250.00 $250.00
1 INTERIOR UPGRADE PACKAGE $1,437.00 $1,437.00
1 SHORT ARM POWER MIRRORS W/TURN SIGNALS $160.00 $160.00 1 PRIVACY GLASS $125.00 $125.00
1 REVERSE SENSING SYSTEM - INCLUDED AT N/C $0.00 $0.00
1 PASSENGER RUNNING BOARD $310.00 $310.00
1 UPFITTER PACKAGE $610.00 $610.00
1 EXTRA KEY (4 TOTAL) $299.00 $299.00
1 EXTRA CARE WARRANTY - NON TAXABLE $2,142.00 $2,142.00 1 DOC FEE $85.00 $85.00
SALES TAX CALCULATED AT 9.0
SubTotal $50,673.00
DELIVERY $500.00
Cash SALES TAX $4,367.79
Check CA Tire Tax $8.75
Credit Card TOTAL $55,549.54
Name
CC #
Expires
SIGNATURE________________________________DATE_________
Description
2024 FORD TRANSIT LOW ROOF CARGO VAN
STATE CONTRACT 1-22-23-23F
$500 DISCOUNT WITH PAYMENT IN 20 DAYS
Office Use Only

BASED ON REGISTRATION ADDRESS
S072424 243
JASON McKENZIE

CITY OF STOCKTON
CLIN 32
525 N16TH STREET, SACRAMENTO, CA 95811
PHONE: 916-299-3529
quote
Payment Details
Customer
ATTACHMENT E 1111
rev 7/30/24
Name DATE 9/5/2023
Address SALES REP SANDRA
City State Zip PO SACTO-69177
Phone FOB SACRAMENTO
Qty Unit Price TOTAL
1 $43,947.00 $43,947.00
1 DUAL BATTERIES INCLUDED IN UPFITTER PACKAGE $0.00 $0.00 1 LIMITED SLIP AXLE $326.00 $326.00
1 BLACKUP ALARM $150.00 $150.00
1 BLIND SPOT INFO SYSTEM $796.00 $796.00
1 FULL CARGO AREA LED LIGHTING $76.00 $76.00
1 DAYTIME RUNNING LAMPS $45.00 $45.00
1 REAR DOOR GLASS DEFROST $250.00 $250.00
1 INTERIOR UPGRADE PACKAGE $1,437.00 $1,437.00
1 SHORT ARM POWER MIRRORS W/TURN SIGNALS $160.00 $160.00 1 PRIVACY GLASS $125.00 $125.00
1 REVERSE SENSING SYSTEM - INCLUDED AT N/C $0.00 $0.00
1 PASSENGER RUNNING BOARD $310.00 $310.00
1 UPFITTER PACKAGE $610.00 $610.00
1 EXTRA KEY (4 TOTAL) $299.00 $299.00
1 EXTRA CARE WARRANTY - NON TAXABLE $2,142.00 $2,142.00 1 DOC FEE $85.00 $85.00
SALES TAX CALCULATED AT 9.0
SubTotal $50,673.00
DELIVERY $500.00
Cash SALES TAX $4,367.79
Check CA Tire Tax $8.75
Credit Card TOTAL $55,549.54
Name
CC #
Expires
SIGNATURE________________________________DATE_________
Description
2024 FORD TRANSIT LOW ROOF CARGO VAN
STATE CONTRACT 1-22-23-23F
$500 DISCOUNT WITH PAYMENT IN 20 DAYS
Office Use Only

BASED ON REGISTRATION ADDRESS
S072424 243
JASON McKENZIE

CITY OF STOCKTON
CLIN 32
525 N16TH STREET, SACRAMENTO, CA 95811
PHONE: 916-299-3529
quote
Payment Details
Customer
ATTACHMENT E 1112

COOPERATIVE/PIGGYBACK PURCHASE AGREEMENT
AGREEMENT SUMMARY:

1. Cooperative/Piggyback
Name:

State of California Statewide Contract

2. Contractor: Watsonville Ford

3. Cooperative Agency
Agreement Name and
Agreement Number:

State of California Statewide Contract, 1-22-23-23 B
through I, Fleet Vehicles – Vans & SUVs

4. Cooperative Agency Initial
Agreement Term:

Start Date: 05/01/2022
End Date: 04/30/2026

5. Cooperative Agency’s
Agreement-Options to
extend:

Not Applicable

6. Cooperative Agency
Amended Term:

Not Applicable

7. Cooperative Agency
Remaining Options to
Renew:

Not Applicable

8. City of Stockton
Cooperative Purchase
Agreement Term:

Start Date: Upon Execution
End Date: 04/30/2026

9. City of Stockton
Cooperative/ Piggyback
Purchase Agreement
Amount:

Not to Exceed $104,996.39 for the term of the
Agreement.

AGREEMENT
The City of Stockton, a California municipal corporation on behalf of itself and its associated entities ("City"), and the above-named Contractor (“Contractor”), do hereby agree that City shall be granted the pricing, terms, and conditions under the above referenced State of California Statewide Contract, 1-22-23-23 B through I, Fleet Vehicles – Vans & SUVs (COOP”) as such may be amended from time to time. The COOP and associated documents referenced in the agreement are incorporated herein as Exhibit A to this City Cooperative/Piggyback Purchase Agreement (“Agreement”).

ATTACHMENT F 1113
Contractor shall grant such pricing, terms, and conditions to City for all procurements of goods and services, whether taking place on a City purchase order, purchasing card (credit card), or other purchasing modality, whether via telephone, via the Contractor website, or via direct purchase at a Contractor retail location.

1. Agreement Term: The Term of this Agreement shall remain in effect from date of the signing of this Agreement through 04/30/2026 unless terminated earlier by the City.

2. Insurance and Hold Harmless: In addition to the pricing, terms and conditions stated in the COOP and the associated documents incorporated herein as Exhibit A, Contractor shall, at Contractor’s sole cost and expense and for the full term of the Agreement or any extension thereof, obtain and maintain at least all the insurance requirements listed in attached Exhibit B.

To the fullest extent permitted by law, Contractor shall hold harmless, defend and indemnify City of Stockton and its officers, officials, employees and volunteers from and against any and all liability, loss, damage, expense, costs (including without limitation costs and fees of litigation) of every nature arising out of or in connection with Contractor’s performance of work hereunder or its failure to comply with any of its obligations contained in the agreement, except such loss or damage which was caused by the sole negligence or willful misconduct of the City of Stockton. This obligation is independent of, and shall not in any way be limited by, the minimum Insurance obligations contained in this Agreement. These obligations shall survive the completion or termination of this Agreement.

3. Compensation: City and Contractor do hereby enter into this Agreement for SUV’s and Vans in the above-named COOP and associated documents incorporated herein as Exhibit A and referenced in the attached quote Exhibit C. In no way, shall payment to the Contractor during the term of this Agreement exceed $104,996.39 for the purchase of one van. Any person signing this Agreement on behalf of City or Contractor does warrants that he or she has full authority to do so.

4. Governing Law: California law shall govern any legal action pursuant to this Agreement with venue for all claims in the Superior Court of the County of San Joaquin, Stockton Branch or, where applicable, in the Federal District Court of California, Eastern District, Sacramento Division.

5. Applicable Law: Deliverables must conform with all applicable federal, state, and local laws. Such conformity includes compliance with federal sanctions, and Contractor certifies that it has not and will not engage in prohibited transactions with sanctioned persons or entities.

ATTACHMENT F 1114
This Agreement may be amended only by a written amendment, consistent with the COOP, signed by Contractor and City.

CITY OF STOCKTON WATSONVILLE FORD
By: __________________________
Harry Black, City Manager Signature
Date:____________________
____________________________
Print name
ATTEST: Title: ________________________
____________________________ [If Contractor is a corporation, signatures must Katherine Roland CMC, CPMC, Interim City Clerk comply with Corporations Code §313] APPROVED AS TO FORM:

By: __________________________
___________________________ Signature
Lori Asuncion, City Attorney
__________________________
Print name
Title: _______________________
ATTACHMENT F 1115

EXHIBIT A
ATTACHMENT F 1116
Department of General Services
Procurement Division
707 Third Street, 2nd Floor
West Sacramento, CA 95605-2811
State of California

STATEWIDE CONTRACT
USER INSTRUCTIONS All changes to most recent Supplem ent are in bold red italic. Additi ons ar e enclosed in asterisks, *, and deleti ons are enclosed in br ackets, [].

MANDATORY
*Supplement 25*
*(Incorporates Supplements 1 – 25)*
ISSUE AND EFFECTIVE DATE: *7/22/2024*
CONTRACT NUMBER: 1-22-23-23 B through I
DESCRIPTION: Fleet Vehicles – Vans & SUVs
CONTRACTOR(S): Ocean Honda (1-22-23-23B)
Freeway Toyota (1-22-23-23C)
Winner Chevrolet (1-22-23-23D)
Elk Grove Auto (1-22-23-23E)
Downtown Ford (1-22-23-23F)
Watsonville Fleet Group (1-22-23-23G)
US Fleet Source (1-22-23-23H)
CA Car Group (1-22-23-23I)
CONTRACT TERM: 05/01/2022 through 04/30/2026 B-F &
H-I
05/01/2022 through 04/30/2025 G
STATE CONTRACT ADMINISTRATOR: Frank Martin
279-946-8035
[email protected]
The contract user instructions, products, and pricing are included herein. All purchase documents issued under this contract incorporate the contract terms and applicable California General Provisions:

Non-IT General Provisions (rev 11/19/2021)
Cal eProcure link: www.caleprocure.ca.gov
ATTACHMENT F 1117
All changes to most recent Supplement are in bold red italic. Additions are enclosed in asterisks; deletions are enclosed in brackets.

SUMMARY OF CHANGES
Supplement
Number Description/Articles Supplement
Date
*25*  *Added Section 30 – Vetted
Forms/Certifications. * *7/22/2024*
24  Attachment A – Contract Pricing –
Supplement 22 has been replaced with
Attachment A – Contract Pricing –
Supplement 24.
07/05/2024
23  Cover Page: Extension of Contracts 23-
23B, 23-23C, 23-23D,23-23E, 23-23F, 23-
23H, and 23-23I.
 Articles 8, 12, 22, and 33: updated
language.
 Attachment D – Vehicle Specifications
Supplement 1: was replaced with
Attachment D – Vehicle Specifications
Supplement 23.
06/11/2024
22  Termination of Contract 1-22-23-23A.
 Cover Page and Articles 1, 8, 12, 22, 25,
26, and 33: updated language.
 Attachment A – Contract Pricing –
Supplement 21: replaced with Attachment
A – Contract Pricing – Supplement 22.
04/19/2024
21  Attachment A – Contract Pricing –
Supplement 20 has been replaced with
Attachment A – Contract Pricing –
Supplement 21.
04/05/2024
20  Attachment A – Contract Pricing –
Supplement 19 has been replaced with
Attachment A – Contract Pricing –
Supplement 20.
02/29/2024
19  Attachment A – Contract Pricing –
Supplement 18 has been replaced with
Attachment A – Contract Pricing –
Supplement 19.
01/12/2024
ATTACHMENT F 1118
18  *Attachment A – Contract Pricing –
Supplement 17 has been replaced with
Attachment A – Contract Pricing –
Supplement 18 due to price correction for
previous supplement.
01/04/2024
17  Attachment A – Contract Pricing –
Supplement 15 has been replaced with
Attachment A – Contract Pricing –
Supplement 17.
12/22/2023
16  Lithia Nissan contact information updated.  Downtown Ford contact information updated.
12/12/2023
15  Attachment A – Contract Pricing –
Supplement 14 has been replaced with
Attachment A – Contract Pricing –
Supplement 15
11/17/2023
14  Attachment A – Contract Pricing –
Supplement 13 has been replaced with
Attachment A – Contract Pricing –
Supplement 14
11/15/2023
13  Attachment A – Contract Pricing –
Supplement 12 has been replaced with
Attachment A – Contract Pricing –
Supplement 13
10/31/2023
12  Attachment A – Contract Pricing –
Supplement 11 has been replaced with
Attachment A – Contract Pricing –
Supplement 12
09/21/2023
11  Attachment A – Contract Pricing –
Supplement 10 has been replaced with
Attachment A – Contract Pricing –
Supplement 11
8/31/2023
10 Attachment A – Contract Pricing –
Supplement 8 has been replaced with
Attachment A – Contract Pricing –
Supplement 10.
8/24/2023
9  Update State Contract Administrator
information. 08/04/2023
ATTACHMENT F 1119
8  Attachment A – Contract Pricing –
Supplement 7 has been replaced with
Attachment A – Contract Pricing –
Supplement 8
07/28/2023
7  Attachment A – Contract Pricing –
Supplement 6 has been replaced with
Attachment A – Contract Pricing –
Supplement 7
 Downtown Ford’s email address has been
updated
06/16/2023
6  Attachment A – Contract Pricing –
Supplement 5 has been replaced with
Attachment A – Contract Pricing –
Supplement 6
01/23/2023
5  Attachment A – Contract Pricing –
Supplement 4 has been replaced with
Attachment A – Contract Pricing –
Supplement 5
12/06/2022
4  Attachment A – Contract Pricing –
Supplement 3 has been replaced with
Attachment A – Contract Pricing –
Supplement 4
11/04/2022
3  Attachment A – Contract Pricing –
Supplement 2 has been replaced with
Attachment A – Contract Pricing –
Supplement 3
 Contact Information for Downtown Ford
has been updated
09/19/2022
2  Attachment A – Contract Pricing –
Supplement 1 has been replaced with
Attachment A – Contract Pricing –
Supplement 2
08/16/2022
1  Attachment A – Contract Pricing has been
replaced with Attachment A – Contract
Pricing – Supplement 1
 Attachment D – Vehicle Specifications has
been added
 Article 25 – Payments, language has been
modified
05/26/2022
N/A Original Contract Posted 05/01/2022
All other terms and conditions remain the same.

ATTACHMENT F 1120
ATTACHMENT F 1121
ATTACHMENT F 1122
SCOPE
The State’s contracts provide Fleet Vehicles - Vans & SUVs at contracted pricing to the State of California and local governmental agencies in accordance with the requirements of Contract # 1-22-23-23 B – I. The contractors shall supply the entire portfolio of products as identified in the contract and will be the primary point of contact for data collection, reporting, and distribution of Fleet Vehicles - Vans & SUVs to the State.

The contract term is for three (3) years with an option to extend the contract for two (2) additional one (1) year periods or portion thereof. The terms, conditions, and prices for the contract extension option shall be by mutual agreement between the contractor and the State. If a mutual agreement cannot be met the contract may be terminated at the end of the current contract term.

CONTRACT USAGE/RULES
A. State Departments
• The use of this contract is mandatory for State of California departments. State Departments may purchase any vehicle that is awarded to each line item. This contract does not include ranking.
• State departments must adhere to all applicable State laws, regulations, policies, best practices, and purchasing authority requirements, e.g. California Codes, Code of Regulations, State Administrative Manual, Management Memos, and State Contracting Manual Volume 2 and SCM-F as applicable. • Prior to placing orders against this contract, State departments must have been granted non-IT purchasing authority by the Department of General Services, Procurement Division (DGS-PD) for the use of this statewide contract. State departments that have not been granted purchasing authority by DGS-PD for the use of the State’s statewide contracts may contact DGS-PD’s Purchasing Authority Management Section by e-mail at [email protected].
• Departments must have a Department of General Services (DGS) agency billing code prior to placing orders against this contract. Ordering departments may contact their Purchasing Authority contact or their department’s fiscal office to obtain this information.

B. Local Governmental Agencies
• Local governmental agency use of this contract is optional. • Local government agencies are defined as “any city, county, city and county, district or other governmental body or corporation”, per Public Contract Code Chapter 2, Section 10298 (b), empowered to expend public funds for the acquisition of products; this includes the California State Universities (CSU) and University of California (UC) systems, K-12 schools and community colleges. While the State makes this contract available to local governmental agencies, each local ATTACHMENT F 1123
governmental agency should determine whether this contract is consistent with its procurement policies and regulations.
• Local governmental agencies shall have the same rights and privileges as the State under the terms of this contract. Any agencies desiring to participate shall be required to adhere to the same responsibilities as do State agencies and have no authority to amend, modify or change any condition of the contract. • A DGS issued billing code is not required for local governmental agencies to place orders against this contract.

Current fees are available online in the Price Book & Directory of Services (https://www.dgs.ca.gov/OFS/Price-Book) (go to Price Book Download and click on Purchasing under Procurement Division).

B. Local Governmental Agencies
For all local government agency transactions issued against the contract, the Contractor is required to remit the DGS-PD an Incentive Fee of an amount equal to

SB/DVBE OFF-RAMP PROVISION
There is no SB/DVBE off ramp associated with this contract.

ATTACHMENT F 1124

Each line item description on Attachment A, Contract Pricing, provides a description of the minimum requirements that each vehicle in that line item has met or exceeded.

Price Increases
Price increases may be requested with each model year change and will be posted on a quarterly basis.

Multiple Award
Some line items may have multiple vehicles awarded with different make and models available. State Departments may choose any vehicle identified in the subject line item.

There is no vehicle ranking associated with this contract.

Sales Tax
The sales tax rate applied should be based on the rate of the “Bill To” address listed on the Purchase Order.

ATTACHMENT F 1125
• Add trailer tow package
• Add Bluetooth
• Add parking sensors
• Delete pick up box (bed)
In no case shall options be included or deleted in such a manner as to cause the vehicle to conflict with any other line item on any other vehicle contract.

The Contractor shall provide ordering agencies a copy of the current model year factory price sheet with requested options, within ten calendar days of request.

Note: Vehicles with added or deleted options MUST continue to meet the appropriate minimum specification.

Tire Fee
Purchase orders MUST include the State mandated $1.75 per tire fee.

SPECIFICATIONS
All products must conform to the attached State of California Bid Specification Number 2310- 4181 dated 08/16/2021 (Attachment B).

Vehicle color shall be a solar reflective color (white, silver metallic, or gold metallic) per SAM Section 3620.1 (exceptions are listed in the same manual section).

ATTACHMENT F 1126
The customer service unit shall be staffed with individuals that:
• Are trained in the requirements of this contract
• Have the authority to take administrative action to correct problems that may occur The Contractor’s customer service unit shall respond to all customer inquiries within two (2) business days of initial contact.

PRODUCT SUBSTITUTIONS
Under no circumstance is the Contractor permitted to make substitutions with noncontract/unauthorized vehicles without approval of the DGS Contract Administrator (CA).

ATTACHMENT F 1127

ATTACHMENT F 1128

MINIMUM ORDER
The minimum order shall be one (1) vehicle.

ORDERING PROCEDURE
A. Ordering Methods:

ORDER PLACEMENT INFORMATION
Contract #
1-22-23-
23B
U.S. Mail:

Ocean Honda
3801 Soquel Dr
Soquel, CA 95073
Attn: Pat Ireland
Facsimile:
(559) 961-
4601
Email:
[email protected]
Contract #
1-22-23-
23C
U.S. Mail:

Freeway Toyota
1835 Glendale Avenue
Hanford, CA 93230
Attn: Pat Ireland
Facsimile:
(559) 961-
4601
Email:
[email protected]
Contract #
1-22-23-
23D
U.S. Mail:

Winner Chevrolet
8575 Laguna Grove
Drive
Elk Grove, CA 95757
Attn: Jerry Powers
Facsimile:
(916) 421-
0149
Email:
[email protected]
Contract #
1-22-23-
23E
U.S. Mail:

Elk Grove Auto Group
8575 Laguna Grove
Drive
Elk Grove, CA 95757
Attn: Jerry Powers
Facsimile:
(916) 421-
0149
Email:
[email protected]
ATTACHMENT F 1129
Contract #
1-22-23-
23F
U.S. Mail:

Downtown Ford Sales
525 N 16th St
Sacramento, CA
95811
Attn: Sandra Scott
Facsimile:

N/A
Email:
[email protected]
Contract #
1-22-23-
23G
U.S. Mail:

Watsonville Fleet
Group
1601 W. Main Street
Alhambra, CA 91801
Attn: Yesenia
Covarrubias
Facsimile:
(626) 457-
5593
Email:
[email protected]
Contract #
1-22-23-
23H
U.S. Mail:

US Fleet Source
979 S. Village Oaks
Drive
Covina, Ca 91724
Facsimile:
(626) 228-
3077
Email: [email protected]
Contract #
1-22-23-23I
U.S. Mail:

CA Car Group
4200 John Monego Ct
Dublin, CA 94568
Attn: Richard M. Slade
Facsimile:

N/A
Email:

[email protected]
When using any of the ordering methods specified above, all State departments must conform to proper State procedures.

The Contractor must not refuse to accept orders from any State department or local governmental agency for any other reason without written authorization from the CA.

ORDER ACKNOWLEDMENT
The Contractor will provide the ordering agencies with an order receipt acknowledgment via e-mail/facsimile within ten (10) calendar days after receipt of an order. The acknowledgement will include:
• Ordering Agency Name
ATTACHMENT F 1130
• Agency Order Number (Purchase Order Number)
• Description of Goods
• Vehicle Model Year
• Total Cost
• Date order is placed with manufacturer
• Anticipated Delivery Date
• Delayed Production Notification (if applicable)
• Discontinued Vehicle Notification (if applicable)
Contractor shall notify the ordering agency of any delays in production or delays in orders being accepted by the manufacturer for any period of time. Contractor shall provide estimated production start date and delivery date.

Delivery:

ATTACHMENT F 1131
Orders requiring customized work by a 3rd party supplier may exceed the delivery period requirement. Contractor shall notify ordering agency of extended delivery period per Article 14, Order Acknowledgement.

Caravan or drive-away method of delivery from the factory to a Contractor is not acceptable unless agreed upon by the ordering agency.

Drop ship deliveries shall not be made without prior State inspection. All vehicles shall be delivered with no less than five (5) gallons of fuel in the tank.

When feasible, Contractor is requested to make deliveries in metropolitan areas during off-peak hours. Off-peak hours are Monday through Friday, 10:00 AM to 4:00 PM PST.

Inspection will commence within five (5) working days of notification that a vehicle is ready for inspection. Inspection will include:
• Specification Compliance
• Workmanship
• Appearance
• Proper Operation of all Equipment and Systems
• Presence of all Applicable Documents
ATTACHMENT F 1132
In the event deficiencies are detected, the vehicle will be rejected and the Contractor will be required to make the necessary repairs, adjustments or replacements. Payment and/or the commencement of a discount period (if applicable) will not begin until the defects are corrected and the vehicle is re-inspected and accepted.

Completion of inspection or acceptance by the State inspector shall in no way release the Contractor from satisfying the requirements of the contract, specifications, and warranty.

Deviations from the specified requirements that are detected by the inspection shall be corrected by the Contractor in an expeditious manner at no expense to the ordering agency.

Inspection by local agencies will be at the Contractor’s place of business or as otherwise agreed to by the Contractor and local agency.

EMERGENCY/EXPEDITED ORDERS
Not Applicable.

SHIPPED ORDERS
All shipments shall be in accordance with the General Provisions, Article 12 entitled “Packing and Shipment”.

CONTRACT ADMINISTRATION
The State and the Contractors have assigned Contract Administrators as the single points of contact for problem resolution and related contract issues.

ATTACHMENT F 1133
State Contact
Information DGS/PD Contract Administrator
Contact Name: Frank Martin
Telephone: (279) 946-8035
Facsimile: NA
Email: [email protected]
Address: DGS/Procurement Division
Attn: Frank Martin
707 Third Street, 2nd Floor, MS 201
West Sacramento, CA 95605
Dealer
Contact
Information
Ocean Honda
Contract # 1-22-23-23B
Freeway Toyota of Hanford
Contract # 1-18-23-23C
Contact
Name:

Jerry Powers Jerry Powers
Telephone: (916) 426-5752 (916) 426-5752
Facsimile: (916) 421-0149 (916) 421-0149
Email: [email protected] [email protected]
Address: Winner Chevrolet
8575 Laguna Grove Drive
Elk Grove, CA 95757
Elk Grove Auto Group
8575 Laguna Grove Dr
Elk Grove, CA 95757
ATTACHMENT F 1134
Dealer
Contact
Information
Downtown Ford Sales
Contract # 1-22-23-23F
Watsonville Fleet Group
Contract # 1-22-23-23G
Contact
Name:

Re-stocking fees can be no greater than ten percent (10%) of the value of the vehicle being restocked.

INVOICING
Ordering agencies may require separate invoicing, as specified by each ordering organization. Invoices will contain the following information:
• Contractor’s name, address and telephone number
• Leveraged Procurement Number (Contract Number)
• Agency Order Number (Purchase Order Number)
• Item and commodity code number
• Quantity purchased
ATTACHMENT F 1135
• Contract price and extension
• State sales and/or use tax
• Prompt payment discounts/cash discounts, if applicable • Totals for each order

PAYMENT
A. Terms
Payment terms for contracts 1-22-23-23 B – G include a $500 per vehicle discount for payment made within twenty (20) days. Contracts 1-22-23-23 H & I offer no discount.

B. CAL-Card Use
Use of the CAL-Card for payment of invoices is not allowed under this statewide contract.

ATTACHMENT F 1136
CALIFORNIA SELLER’S PERMIT
The California seller permit number for the Contractor is listed below. State departments can verify that permits are currently valid at the following website: www.cdtfa.ca.gov.

State departments must adhere to the file documentation required identified in the State Contracting Manual Volume 2 and Volume 3 and SCM-F.

ATTACHMENT F 1137
Normal wear items such as tires, belts, hoses, headlamps, light bulbs, brake linings, brake discs/drums, etc. are excluded from warranty coverage. All other items not subject to normal wear or gross operator neglect and abuse, such as window, seat, or wiper motors, chassis electrical switches (door, trunk lid), paint, hinges, locks, etc., shall be covered.

MAINTENANCE PLAN
A maintenance plan is available for light duty vehicles under 8500 lbs. GVWR. The purchase of a maintenance plan is optional. The maintenance plan covers all regularly scheduled service for a minimum of five (5) years/75,000 miles. The maintenance shall include at a minimum all manufacturer recommended services such as, but not limited to:
• Oil changes;
• Filter changes;
• Fluid changes;
• Lubrications;
• Tire rotations;
• Equipment and safety inspections
ATTACHMENT F 1138
The Maintenance Plan is not required to cover wear items such as brake pads/shoes, wiper blades, etc.

Purchase of the Maintenance Plan is non-mandatory for State departments.

State departments should make a notation of this within their procurement file.*

SB/DVBE PARTICIPATION
There is no Small Business (SB) or Disabled Veteran Business Enterprise (DVBE) participation for this contract.

EXHIBIT B

INSURANCE REQUIREMENTS
NOT APPLICABLE – PURCHASE OF GOODS
ATTACHMENT F 1141

EXHIBIT C
ATTACHMENT F 1142
Quoted: 8/27/24 Quote No.

Reference No. REVISED
Line
Item Option # Unit Price Extended
1 35 R1X $ 47,751.56 $ 47,751.56
1 U8X $ 6,120.00 $ 6,120.00
1 ME/VK $ 200.00 $ 200.00
1 17B $ 425.00 $ 425.00
1 53B $ 485.00 $ 485.00
1 57G $ 860.00 $ 860.00
1 58V $ 280.00 $ 280.00
1 86F (2) Additional Keys (4 total) $ 75.00 $ 75.00
1 92E Privacy Glass $ 225.00 $ 225.00
1 - $ 39,479.94 $ 39,479.94
$ 95,901.50 $ 95,901.50
Sales Tax 9 % $ 8,631.14 $ 8,631.14
$ 8.75 $ 8.75
$ 30.00 $ 30.00
$ 425.00 $ 425.00
$ 104,996.39 $ 104,996.39
Terms: Net 20 Days
Quoted by: Yesenia Covarrubias
Yesenia Covarrubias, Fleet Manager (626) 457-5590 1601 W. Main St. Alhambra, CA. 91801 Fixed Rear Cargo Door & 2nd Row Passenger Side Glass
Eletctronic Filing Fee
Delivery (non taxable)
Tire Fee
Email [email protected]
Watsonville Fleet Group is pleased to submit the following quotation for your consideration. Available under the State of California Contract 1-22-23-20G.

Driver Controlled Front/Rear Aux A/C & Heater
Upgrade to T350 HD DRW Cargo Van GVWR
11,000#, 148 Wheelbase, RWD, High Roof
Description
Radio: AM/FM Stereo w/SYNC 3
Agency: City of Stockton
Contact:

TOTAL PURCHASE ORDER AMOUNT
2024 Ford Transit T250 Cargo Van 148" WB RWD HR
Address Stockton, CA. 95206
Phone: 209.937.5642
Derotic Emergency Equipment Estimate #5015
Jason McKenzie
Address 1465 S. Lincoln St.

Heavy Duty Trailer Package
Exterior: (ME) Abyss Gray Metallic, Interior: (VK) Dark Gray, Vinyl Front Bucket Seats
ATTACHMENT F 1143
City of Stockton
Legislation Text
File #: 24-0918, Version: 1
2025 CITY COUNCIL/SUCCESSOR AGENCY/STOCKTON PUBLIC FINANCING

AUTHORITY/STOCKTON PARKING AUTHORITY MEETING CALENDAR

RECOMMENDATION
It is recommended that the City Council, Successor Agency, Stockton Public Financing Authority, and Stockton Parking Authority adopt by motion the 2025 Concurrent City Council/Successor Agency/Stockton Public Financing Authority/Stockton Parking Authority Meeting Calendar.

DISCUSSION
Background
City Council Policy outlines that the City Council/Successor Agency/Stockton Public Financing Authority/Stockton Parking Authority meet regularly on Tuesday evenings to conduct business in the designated City Council Chamber. An annual calendar is adopted each year, designating the meeting schedule.

Present Situation
The attached Meeting Calendar for 2025 (Attachment A) is consistent with the existing pattern established by the City Council scheduling two regular business meetings per month, when possible.

In 2025, the months of February, May, July, August, and October are exceptions; February due to the City Council Strategic Planning Workshops, July and August due to summer recess; May and October due to Council conference schedules.

With Council concurrence, regular City Council meetings will be held on the following Tuesdays in 2025:

January 7 April 1 July 15 November 4
January 28 April 15 August 19 November 18
February 4 May 13 September 9 December 9
March 4 June 3 September 23 December 16
March 18 June 24 October 21
The attached 2025 Meeting Calendar represents regular meetings, planned special meetings for planning and budget development, holidays, and the adopted 9/80 work schedule.

This calendar is subject to change as the Council considers business needs, scheduling conflicts, or City of Stockton Page 1 of 2 Printed on 11/14/2024
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the need for additional special meetings or study sessions. Revisions may also occur based on any material changes brought about by agreements with bargaining units.

FINANCIAL SUMMARY
There is no direct financial impact to the City of Stockton with this action.

Attachment A - 2025 Stockton City Council Meeting Calendar City of Stockton Page 2 of 2 Printed on 11/14/2024
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August

S M T W T F S
1 2
3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 May S M T W T F S
1 2 3
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 June S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 September S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 2025 STOCKTON CITY COUNCIL
DRAFT MEETING CALENDAR*
January S M T W T F S
1 2 3 4
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Holidays (box) Council meeting (circle) City Hall closed (every other Friday) Possible Study Session (star) No Council meeting scheduled (slash) *Subject to change; special meetings scheduled as needed February S M T W T F S
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 December S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 November S M T W T F S
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 April S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 March S M T W T F S
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 July S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 October S M T W T F S
1 2 3 4
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DRAFT

ATTACHMENT A
1146
City of Stockton
Legislation Text
File #: 24-1083, Version: 1

MOTION TO APPROVE FINDINGS AND ENTER INTO A COOPERATIVE PURCHASING

AGREEMENT FOR FUEL DELIVERY SERVICES

RECOMMENDATION
It is recommended that the City Council, by motion:

1. Approve findings pursuant to Stockton Municipal Code Section 3.68.070 to justify and support an exception to the competitive bidding process.

2. Approve the use of a Cooperative Purchase Agreement through the Sacramento Area Council of Governments (Contract # CT250004) and Hunt & Sons, LLC (Attachment A) for fuel delivery services for the term beginning January 1, 2025, through August 31, 2027, and a total not-toexceed amount of $8,400,000.

It is also recommended that the City Manager be authorized to take any appropriate and necessary actions to carry out the purpose and intent of this motion.

Summary
Summary
The City of Stockton has a need for a fuel delivery contract to meet the City’s operational requirements.

The City’s fuel delivery requirements are complex and include agency protections by defining fuel types (unleaded, diesel #2, red-dyed diesel, jet fuel, etc.), service locations, capabilities including both large truck-trailer split deliveries, and small tank-wagon bobtail deliveries, and timing of deliveries to power the City’s vehicles and equipment.

Deliveries occur primarily at the Corporation Yard, Municipal Utilities, Police Department, and Fire Stations, with smaller deliveries occurring at several locations throughout the City.

It is recommended that Council approve findings to justify and support an exception to the bidding process and authorize the City Manager to execute a Cooperative Purchase Agreement with the Sacramento Area Council of Governments (SACOG) for the total not to exceed amount of $8,400,000 through August 30, 2027.

DISCUSSION
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Cooperative purchasing agreements leverage collective buying power of the cooperative partners to negotiate lower prices. The strength in the numbers of cooperative partners enable members to access a contractual solution that could not be achieved on their own. The fuel was solicitated and awarded by SACOG, which is a sole public agency representing regional jurisdictions such as the counties of Sacramento, Sutter, Yolo and Yuba. The SACOG contracts are also available for piggybacking to local agencies.

Background
On November 19, 2019, Council approved an agreement with Ramos Oil Company for a five-year term that ends December 31, 2024. The current contract includes specific requirements and protections by defining fuel type, service locations, tank capabilities, the timing of deliveries, and fixed mark-up fees. Due to the timing and potential savings, Procurement staff worked with department staff to review different cooperative contracts available for fuel.

Present Situation
The Administrative Services Department’s Procurement Division researched and compared pricing between the City’s current service provider and other fueling services cooperative contracts. Based upon this research, it was determined that the SACOG contract with Hunt & Sons LLC provides the most competitive rates for the City. The pricing included in the SACOG contract is based on the weekly Oil Price Information Service rack rates with a markup or mark down percentage per fuel type. In addition, Hunt & Sons will provide emergency and after-hours fuel services, as needed, to the City.

The solicitation and contract documents have been reviewed and determined to meet the City’s Procurement requirements and the fuel needs of the City.

Staff recommends entering into the cooperative agreement with Hunt & Sons for the City’s fueling needs under the SACOG cooperative contract #CT250004 to deliver fuel to the City from January 1, 2025, through August 31, 2027.

FINDINGS
Stockton Municipal Code section 3.68.070(A)(5) provides an exception to the competitive bidding process where the City accesses the terms of a competitively bid and negotiated cooperative purchasing agreement, and where Council has approved findings that justify and support the exception. The following findings justify and support an exception:

1. City’s Procurement Division recommends the utilizing the SACOG Form of Participating Agency Sub-Agreement to enter into a cooperative purchase agreement with Hunt & Sons LLC for fuel delivery services, as it meets the criteria as an exception to the competitive bidding process.

2. Procurement staff confirmed that the SACOG contract was solicited and awarded by an authorized joint powers agency through an open and competitive process and meets the City of Stockton’s procurement requirements.

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3. Participation in the SACOG agreement is in alignment with standard procurement practices.

4. Utilizing the SACOG agreement allows the City to secure competitive pricing for fuel delivery services and reduces administrative costs associated with the solicitation, evaluation, and award process.

5. Utilizing the SACOG agreement supports the City’s objective of using local suppliers because Hunt & Sons will provide fuel from their Stockton location.

FINANCIAL SUMMARY
Staff recommend entering into a cooperative purchasing agreement with Hunt & Sons LLC for fuel delivery services for the term January 1, 2025, through August 31, 2027, for a not-to-exceed amount of $8,400,000.

Sufficient funds are available in the Fleet Internal Service Fund (ISF), Account No.4530-707-650004- 500-000-00-45-000-000-, in the FY 2024-25 Budget for the purchase of fuel deliveries. Funding in future years will be included as part of the annual budget process. As vehicles are refueled, monthly charges are distributed from the ISF to department accounts based on actual usage for each vehicle.

All fuel budgets are evaluated annually and monitored throughout the year, with adjustments made as needed.

Attachment A - Form of Participating Agency Sub-Agreement for Fuel Delivery Services/ SACOG Cooperative Contract #CT250004 with Hunt & Sons, LLC
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1 (Rev. 9.30.22)

COOPERATIVE/PIGGYBACK PURCHASE AGREEMENT
AGREEMENT SUMMARY:

1. Cooperative/Piggyback
Name:

Sacramento Area Council of Governments

2. Contractor: Hunt & Sons LLC

3. Cooperative Agency
Agreement Name and
Agreement Number:

Fuel, CT250004

4. Cooperative Agency Initial
Agreement Term:

Start Date: August 23, 2024
End Date: August 31, 2027

5. Cooperative Agency’s
Agreement-Options to
extend:

Two (2) optional additional years

6. Cooperative Agency
Amended Term:

N/A

7. Cooperative Agency
Remaining Options to
Renew:

Two (2) optional additional years

8. City of Stockton
Cooperative Purchase
Agreement Term:

Start Date: January 1, 2025
End Date: August 31, 2027

9. City of Stockton
Cooperative/ Piggyback
Purchase Agreement
Amount:

Not to Exceed $8,400,000 for the term of the
Agreement.

ATTACHMENT A 1150

FORM OF PARTICIPATING AGENCY SUB AGREEMENT

JOINT FUEL PROCUREMENT

SUB-AGREEMENT
between
CONTRACTOR and PARTICIPATING AGENCY
This FUEL PROCUREMENT AGREEMENT (“Agreement”), is made and entered into on January 1, 2025, by and between City of Stockton, local government, (hereinafter “Participating Agency”), and HUNT & SONS LLC, a Delaware limited liability company (hereinafter “Contractor or “Consultant”).

RECITALS:

A. The Sacramento Area Council of Governments (“SACOG”) has entered into a Standard Agreement with the Contractor, dated August 23, 2024 to provide various forms of fuel products to certain participating SACOG member agencies and other eligible entities (the “SACOG Agreement”); and
B. The Participating Agency desires to purchase fuel products from Contractor pursuant to the terms and conditions set forth below.

AGREEMENT:

NOW, THEREFORE, the parties agree as follows:

1. The provisions of the SACOG Agreement are incorporated into this Agreement as though set forth in full herein. Except as otherwise expressly set forth herein, the terms and conditions of the SACOG Agreement are made applicable to the Contractor’s provision of services to the Participating Agency.

2. Contractor shall perform the scope of work attached to this Agreement as Exhibit A and incorporated herein. The estimated fuel requirements set forth on Exhibit A are estimates only and do not bind the Participating Agency to purchase that amount of fuel products.

3. The Participating Agency shall pay the Contractor in arrears for fuel delivered in accordance with the rate schedule set forth in Exhibit A. Payments shall be made pursuant to the payment provisions set forth in the SACOG Agreement.

4. Insurance Requirements. Choose one of the following:

Insurance and Hold Harmless: In addition to the pricing, terms and conditions stated in the COOP and the associated documents incorporated herein as Exhibit A, Contractor shall, at Contractor’s sole cost and expense and for the full term of the Agreement or any extension thereof, obtain and maintain at least all the insurance requirements listed in attached Exhibit B.

ATTACHMENT A 1151
To the fullest extent permitted by law, Contractor shall hold harmless, defend and indemnify City of Stockton and its officers, officials, employees and volunteers from and against any and all liability, loss, damage, expense, costs (including without limitation costs and fees of litigation) of every nature arising out of or in connection with Contractor’s performance of work hereunder or its failure to comply with any of its obligations contained in the agreement, except such loss or damage which was caused by the sole negligence or willful misconduct of the City of Stockton.

This obligation is independent of, and shall not in any way be limited by, the minimum Insurance obligations contained in this Agreement. These obligations shall survive the completion or termination of this Agreement.

5. Special Terms and Conditions
Agreement Term: The Term of this Agreement shall remain in effect from date of the signing of this Agreement through August 31, 2027, unless terminated earlier by the City. If SACOG extends the COOP with Hunt & Sons LLC by a written amendment, the City has the option to extend the term of this Agreement by written amendment not to go beyond the term stated in the COOP fully executed amendment.

Compensation: City and Contractor do hereby enter into this Agreement for fuel available in the above-named COOP and associated documents incorporated herein as Exhibit A and referenced in the attached quote Exhibit C. In no way, shall payment to the Contractor during the term of this Agreement exceed $8,400,000 for the purchase of fuel. Any person signing this Agreement on behalf of City or Contractor does warrants that he or she has full authority to do so.

Governing Law. California law shall govern any legal action pursuant to this Agreement with venue for all claims in the Superior Court of the County of San Joaquin, Stockton Branch or, where applicable, in the Federal District Court of California, Eastern District, Sacramento Division.

Applicable Law. Deliverables must conform with all applicable federal, state, and local laws. Such conformity includes compliance with federal sanctions, and Contractor certifies that it has not and will not engage in prohibited transactions with sanctioned persons or entities.

6. The Participating Agency shall have the right to terminate this Agreement for any reason, with or without cause, at any time, by giving the Contractor fifteen (15) days written notice.

The notice shall be deemed served and effective for all purposes on the date it is deposited in the U.S. mail, certified, return receipt requested to Contractor at the address set forth next to its signature, below.

7. Project Manager:

The Participating Agency’s project manager for this Agreement is Mario Caballero unless Participating Agency otherwise informs Contractor. Any notice, report, or other ATTACHMENT A 1152
communication required by this agreement shall be mailed by first-class mail to the Participating Agency Project Manager at the following address:

Mario Caballero, Project Manager III
City of Stockton
400 East Main Street
Stockton, Ca, 95202
Telephone: (209) 937-8330
Email: [email protected]
Contractor’s project manager for this Agreement is Brad McGhee. No substitution of Contractor’s project manager is permitted without the prior written agreement of Participating Agency, which agreement shall not be unreasonably withheld. Communication to Contractor required by this Agreement shall be mailed by first-class mail to:

Brad McGhee, Sales Manager
Hunt & Sons LLC
5725 Alder Avenue
Sacramento, CA 95829
Telephone: (209) 345-8062
Email: [email protected]
(Signature Page to Follow)
ATTACHMENT A 1153

IN WITNESS WHEREOF, THE PARTIES HAVE ENTERED INTO THIS AGREEMENT AS OF THE DATE HEREIN ABOVE APPEARING:

CITY OF STOCKTON

HARRY BLACK
City Manager

HUNT & SONS LLC

BRAD MCGHEE
Sales Manager

ATTACHMENT A
11/12/2024
1154
4 (Rev. 9.30.22)

EXHIBIT A
SACOG and Hunt & Sons LLC Cooperative Contract
ATTACHMENT A 1155
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

SACRAMENTO AREA COUNCIL OF GOVERNMENTS

JOINT PURCHASING AGREEMENT
For
FUEL
THIS AGREEMENT, is made and entered into on August 23, 2024 , at Sacramento, California, by and between the SACRAMENTO AREA COUNCIL OF GOVERNMENTS, a joint powers agency (hereinafter “SACOG”), through its duly appointed Executive Director, and HUNT & SONS LLC, a Delaware limited liability company, (hereinafter “Contractor” or “Consultant”).

RECITALS:

1. Contractor represents that it is specially trained and/or has the experience and expertise necessary to competently perform the services set forth in this Agreement; and

2. Contractor is willing to perform the services and work described in this Agreement under the terms and conditions set forth in this Agreement; and

3. SACOG desires to contract with Contractor to perform the services and work described in this Agreement under the terms and conditions set forth in this Agreement.

NOW, THEREFORE, the parties agree as follows:

1. Time of Performance: Contractor shall commence work upon receipt of a notice to proceed from SACOG and in accordance with the Scope of Work, attached hereto as Exhibit A and incorporated herein. Contractor shall complete work as expeditiously as is consistent with generally accepted standards of professional skill and care and the orderly progress of work.

Work shall be completed and this Agreement shall expire on August 31, 2027, unless otherwise terminated as provided for in this Agreement or extended by written agreement between the parties. SACOG in its sole discretion may elect to extend this Agreement for up to two (2) additional years upon written notice to Contractor.

2. Scope of Work: Contractor agrees to fully perform the work described in Exhibit A - Scope of Work. In the event of any inconsistency between Exhibit A and other terms and conditions of this Agreement, Exhibit A shall control. SACOG reserves the right to review and approve all work to be performed by Contractor in relation to this Agreement. Any proposed amendment to the Scope of Work must be submitted by Contractor in writing for prior review and approval by SACOG’s Executive Director or designee. Approval shall not be presumed unless such approval is made by SACOG in writing.

3. Standard of Quality: All work performed by Contractor under this Agreement shall be in accordance with all applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Contractor’s field of expertise.

4. Compliance with Laws: Contractor shall comply with all applicable Federal, State, and local laws, codes, ordinances, regulations, orders and decrees. Contractor warrants and represents to SACOG that Contractor shall, at its own cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals that ATTACHMENT A 1156
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
are legally required for Contractor to practice its profession or are necessary and incident to the performance of the services and work Contractor performs under this Agreement. Contractor shall provide written proof of such licenses, permits, insurance and approvals upon request by SACOG. SACOG is not responsible or liable for Contractor’s failure to comply with any or all of the requirements contained in this paragraph.

5. Consideration: The Participating Agencies (defined in Exhibit A) shall pay for all fuel as set forth in the fee schedule in Exhibit A. In no instance shall SACOG be liable for any payments to Contractor or Participating Agencies.

6. Invoicing, Costs and Payment:
a. Contractor shall submit monthly invoices in arrears to Participating Agencies (defined in Exhibit A) no later than the 15th of each month and in accordance with the Scope of Work. Contractor shall be notified within fifteen (15) working days following receipt of its invoice by Participating Agency of any circumstances or data identified by Participating Agency in Contractor’s written billing which would cause withholding of approval and subsequent payment. Contractor shall be paid within thirty (30) days after the Participating Agency’s approval of each billing.

7. Independent Contractor: Contractor, and the agents and employees of Contractor, in the performance of this Agreement, shall act as and be independent contractors and not officers or employees or agents of SACOG. Contractor, its officers, employees, agents, and subcontractors, if any, shall have no power to bind or commit SACOG to any decision or course of action, and shall not represent to any person or business that they have such power. Contractor has and shall retain the right to exercise full control of the supervision of the services and work and over the employment, direction, compensation and discharge of all persons assisting Contractor in the performance of services under this Agreement. Contractor shall be solely responsible for all matters relating to the payment of its employees including, but not limited to, compliance with social security and income tax withholding, workers’ compensation insurance and all regulations governing such matters.

8. Termination:
a. SACOG shall have the right to terminate this Agreement for any reason, with or without cause, at any time, by giving Contractor fifteen (15) days written notice.

The notice shall be deemed served and effective for all purposes on the date it is deposited in the U.S. mail, certified, return receipt requested, addressed to Contractor at the address indicated in Section 17.
b. If SACOG issues a notice of termination:
(1) Contractor shall immediately cease rendering services pursuant to this Agreement.
(2) Contractor shall deliver to SACOG copies of all Writings, whether or not completed, which were prepared by Contractor, its employees or its subcontractors, if any, pursuant to this Agreement. The term “Writings” shall include, but not be limited to, handwriting, typesetting, computer files and records, drawings, blueprints, printing, photostatting, photographs, and ATTACHMENT A 1157
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
every other means of recording upon any tangible thing, any form of communication or representation, including, letters, works, pictures, sounds, symbols computer data, or combinations thereof. (3) Participating Agency shall pay Contractor for work actually performed up to the effective date of the notice of termination, subject to the limitations in Section 5, less any compensation to Participating Agency for damages suffered as a result of Contractor’s failure to comply with the terms of this Agreement. Such payment shall be in accordance with Section 6.

However, if this Agreement is terminated because the work of Contractor does not meet the terms or standards specified in this Agreement, then Participating Agency shall be obligated to compensate Contractor only for that portion of Contractor’s services which is of benefit to the Participating Agency. SACOG shall not be responsible for any payments to Contractor.

9. Assignment: The parties understand that SACOG entered into this Agreement based on the professional expertise and reputation of Contractor. Therefore, without the prior express written consent of SACOG, this Agreement is not assignable by Contractor either in whole or in part.

10. Binding Agreement: This Agreement shall be binding on the parties hereto, their assigns, successors, administrators, executors, and other representatives.

11. Time: Time is of the essence in this Agreement.

12. Amendments: No alteration or variation of the terms of this Agreement shall be valid unless made in writing and signed by the parties hereto, and no oral understanding or agreement not incorporated herein, shall be binding on any of the parties hereto.

13. Contractors and Subcontractors: Contractor shall not subcontract any portion of the work without the prior express written authorization of SACOG. If SACOG consents to a subcontract, Contractor shall be fully responsible for all work performed by the subcontractor and shall adhere to all applicable state procurement requirements for procuring subcontractor services.
a. SACOG reserves the right to review and approve any contract or agreement to be funded in whole or in part using funds provided under this Agreement. b. Any contract or subcontract shall require the contractor and its subcontractors, if any, to:
(1) Comply with applicable State and Federal laws that pertain to, among other things, labor standards, Non-Discrimination, the Americans with Disabilities Act, Equal Employment Opportunity, and the Drug-Free Workplace Act. (2) Maintain at least the minimum State-required Workers’ Compensation Insurance for those employees who will perform the work or any part of it. (3) Maintain unemployment insurance and disability insurance as required by law, along with liability insurance in an amount to be determined by SACOG ATTACHMENT A 1158
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
that is reasonable to compensate any person, firm, or corporation who may be injured or damaged by Contractor or any subcontractor in performing work associated with this Agreement or any part of it.
(4) Retain all books, records, computer records, accounts, documentation, and all other materials pertaining to the performance of this Agreement for a period of three (3) years from the date of termination of this Agreement, or three (3) years from the conclusion or resolution of any and all audits or litigation relevant to this Agreement and any amendments, whichever is later.
(5) Permit SACOG and/or its representatives, upon reasonable notice, unrestricted access to any or all books, records, computer records, accounts, documentation, and all other materials pertaining to the performance of this Agreement for the purpose of monitoring, auditing, or otherwise examining said materials.

14. Indemnity: Contractor specifically agrees to indemnify, defend, and hold harmless SACOG and Participating Agencies, their directors, officers, members, agents, and employees (collectively the “Indemnitees”) from and against any and all actions, claims, demands, losses, costs, expenses, including reasonable attorneys’ fees and costs, damages, and liabilities (collectively “Losses”) arising out of or in any way connected with the performance of this Agreement, excepting only Losses caused by the sole, active negligence or willful misconduct of an Indemnitee. Contractor shall pay all costs and expenses that may be incurred by SACOG or Participating Agencies in enforcing this indemnity, including reasonable attorneys’ fees. The provisions of this Section shall survive the expiration, termination, or assignment of this Agreement.

15. Insurance Requirements: Contractor hereby warrants that it carries and shall maintain, at its sole cost and expense, in full force and effect during the full term of this Agreement and any extensions to this Agreement, the following described insurance coverage:

POLICY MINIMUM LIMITS OF LIABILITY
(1) Workers’ Compensation; Employer’s
Liability.

Statutory requirements for Workers’
Compensation; $1,000,000 Employers’
Liability.
(2) Comprehensive Automobile: Insurance
Services Office, form CA 0001
covering Automobile Liability, code 8
(hired autos) and code 9 (non-owned
autos).

Bodily Injury/Property Damage $1,000,000
each accident.

ATTACHMENT A 1159
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
(3) General Liability: Insurance Services
Office Commercial General Liability
coverage (occurrence form #CG 0001).
$2,000,000 per occurrence. If Commercial
General Liability Insurance or other form with
a general aggregate limit, such limit shall
apply separately to this project/location or the
general aggregate limit shall be twice the
required occurrence limit.
(4) Errors and Omissions/Professional
Liability (errors and omissions liability
insurance appropriate to the
Contractor’s profession as defined
by SACOG).

Limit of no less than $2,000,000 per
occurrence or claim.

If the Contractor maintains broader coverage and/or higher limits than the minimums shown above, SACOG requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to SACOG. a. Deductibles and Self-insured Retentions: Any deductibles or self-insured retentions in excess of $5,000 must be declared to and approved by SACOG. b. Required Provisions: The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:
(1) For any claims related to this Agreement, Contractor’s insurance coverage shall be the primary insurance with respects SACOG, its directors, officers, employees and agents. Any insurance or self-insurance maintained by SACOG, its directors, officers, employees or agents shall be in excess of Contractor’s insurance and shall not contribute to it.
(2) Any failure by Contractor to comply with reporting or other provisions of the policies including breaches of warrants shall not affect coverage provided to SACOG, its directors, officers, employees or agents. (3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
(4) Each insurance policy required by this Agreement shall be endorsed to state that SACOG will be notified by certified mail, return receipt requested, if coverage has been or will be suspended, voided, canceled by either party, reduced in coverage or in limits.
(5) Contractor hereby grants to SACOG a waiver of any right to subrogation which any insurer of said Contractor may acquire against SACOG by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of ATTACHMENT A 1160
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
subrogation, but this provision applies regardless of whether or not SACOG has received a waiver of subrogation endorsement from the insurer. c. Acceptability of Insurers: Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise approved by SACOG. d. Certificate of Insurance and Additional Insured Requirement: Contractor shall furnish to SACOG an original Certificate of Insurance on a standard ACORD form, or other form acceptable to SACOG, substantiating the required coverages and limits set forth above and also containing the following:
(1) Written notice to SACOG of the cancellation, non-renewal or reduction in coverage of any policy listed on the Certificate; and
(2) The following statement with respect to the Commercial General Liability policy: “SACOG and its directors, officers, agents and employees, are made additional insureds, but only insofar as the operations under this Agreement are concerned.”
e. Contractor’s Responsibility: Nothing herein shall be construed as limiting in any way the extent to which Contractor may be held responsible for damages resulting from Contractor’s operations, acts, omissions, or negligence. Insurance coverage obtained in the minimum amounts specified above shall not relieve Contractor of liability in excess of such minimum coverage, nor shall it preclude SACOG from taking other actions available to it under this Agreement or by law including, but not limited to, actions pursuant to Contractor’s indemnity obligations.

16. Audit, Retention and Inspection of Records:
a. SACOG or its designee shall have the right to review, obtain, and copy all books, records, computer records, accounts, documentation and any other materials (collectively “Records”) pertaining to performance of this Agreement, including any Records in the possession of any subcontractors, for the purpose of monitoring, auditing, or otherwise examining the Records. Contractor agrees to provide SACOG or its designee with any relevant information requested and shall permit SACOG or its designees access to its premises, upon reasonable notice, during normal business hours, for the purpose of interviewing employees and inspecting and copying such Records to determine compliance with any applicable Federal and State laws and regulations. Contractor further agrees to maintain such Records for a period of three (3) years after final payment under the Agreement or three (3) years from the conclusion or resolution of any and all audits or litigation to this Agreement and any amendments, whichever is later. b. If so directed by SACOG upon expiration of this Agreement, Contractor shall cause all Records relevant to the Scope of Work to be delivered to SACOG as depository.

17. Project Manager: SACOG’s Project Manager for this Agreement is Katie Brunetti, unless SACOG otherwise informs Contractor. Any notice, report, or other communication required by this Agreement shall be emailed or mailed by first-class mail to the SACOG Project Manager as follows:

ATTACHMENT A 1161
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
Katie Brunetti, Senior Management Analyst
Sacramento Area Council of Governments
1415 “L” Street, Suite 300
Sacramento, CA 95814
Telephone: (916) 340-6229
Email: [email protected]
Contractor’s Project Manager for this Agreement is Brad McGhee. No substitution of Contractor’s Project Manager is permitted without the prior written agreement of SACOG, which agreement shall not be unreasonably withheld. With the exception of notice pursuant to Section 8(a) above, any notice, report, or other communication to Contractor required by this Agreement shall be emailed or mailed by first-class mail as follows.

Brad McGhee, Sales Manager
Hunt & Sons LLC
5725 Alder Ave
Sacramento, CA 95829
Telephone: (209) 345-8062
Email: [email protected]

18. Successors: This Agreement shall be binding on the parties hereto, their assigns, successors, administrators, executors, and other representatives.

19. Waivers: No waiver of any breach of this Agreement shall be held to be a waiver of any prior or subsequent breach. The failure of SACOG to enforce at any time the provisions of this Agreement or to require at any time performance by Contractor of these provisions, shall in no way be construed to be a waiver of such provisions nor to affect the validity of this Agreement or the right of SACOG to enforce these provisions.

20. Litigation: Contractor shall notify SACOG immediately of any claim or action undertaken by it or against it that affects or may affect this Agreement or SACOG, and shall take such action with respect to the claim or action as is consistent with the terms of this Agreement and the interests of SACOG.

21. National Labor Relations Board Certification: Contractor, by signing this Agreement, does swear under penalty of perjury that no more than one final unappealable finding of contempt of court by a Federal court has been issued against Contractor within the immediately preceding two-year period because of Contractor’s failure to comply with an order of a Federal court which orders Contractor to comply with an order of the National Labor Relations Board (Public Contract Code § 10296).

22. Americans with Disabilities Act (ADA) of 1990: By signing this Agreement, Contractor assures SACOG that it complies with the Americans with Disabilities Act (ADA) of 1990 (42 U.S.C. § 12101, et seq.), which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to the ADA including, but not limited to, those found within the Code of Federal Regulations, Title 49, parts 27, 37, and 38.

23. Compliance with Non-Discrimination and Equal Employment Opportunity Laws: It is SACOG’s policy to comply with State and Federal laws and regulations including Title VI of the Civil Rights Act of 1964, Americans with Disabilities Act of 1990 (ADA) and other Federal ATTACHMENT A 1162
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
discrimination laws and regulations (including 49 CFR Part 21 through Appendix C, 23 CFR part 200, 23 CFR part 230, 49 U.S.C. 5332, and the Title VI Assurance executed by California under 23 U.S.C. 324 and 29 U.S.C. 794), as well as the Unruh Civil Rights Act of 1959, the California Fair Employment and Housing Act, and other California State discrimination laws and regulations.

SACOG does not discriminate against any employee or applicant for employment because of race, religion (including religious dress and grooming practices) color, national origin, (includes use and possession of a driver’s license issued to persons unable to prove their presence in the United States is authorized under federal law), ancestry, disability, (including physical and mental, including HIV and AIDS) medical condition, (including genetic characteristics, cancer or a record or history of cancer), military or veteran status, marital status, sex/gender (includes pregnancy, childbirth, breastfeeding, and/or related medical conditions), age (40 and above), gender identity, gender expression, or sexual orientation pursuant to Sections 12940 et seq. of the Government Code. SACOG prohibits discrimination by its employees, contractors and consultants.

Contractor assures SACOG that it complies with, and that Contractor will require that its subcontractors comply with, the following non-discrimination and equal opportunity laws. Any failure by Contractor to comply with these provisions shall constitute a material breach of this Agreement, which may result in the termination of this Agreement or such other remedy as SACOG may deem appropriate.
a. Contractor and its subcontractors shall comply with all provisions prohibiting discrimination on the basis of race, color, or national origin of Title VI of the Civil Rights Act of 1964, as amended, 42 U.S.C. §§ 2000d, et seq., with U.S. D.O.T. regulations, “Nondiscrimination in Federally-Assisted Programs of the Department of Transportation – Effectuation of Title VI of the Civil Rights Act”, 49 C.F.R. Part 21, and with any applicable implementing Federal directives that may be issued.
b. Contractor and its subcontractors shall comply with all applicable equal employment opportunity (EEO) provisions of 42 U.S.C. § 2000e, implementing Federal regulations, and any applicable implementing Federal directives that may be issued. Contractor and its subcontractors shall ensure that applicants and employees are treated fairly without regard to their race, color, creed, sex, disability, age, or national origin.
c. Contractor and its subcontractors will not unlawfully discriminate, harass, or allow harassment, against any employee or applicant for employment because of sex, sexual orientation, race, color, ancestry, religion, national origin, physical disability, mental disability, medical condition, age or marital status. Contractor and its subcontractors will ensure that the evaluation and treatment of their employees and applicants for employment are free from such discrimination and harassment, including the improper denial of family and medical care leave and pregnancy disability leave. Contractor and its subcontractors will comply with all applicable Federal and State employment laws and regulations including, without limitation, the provisions of the California Fair Employment and Housing Act (Government Code § 12900, et seq.) and the applicable regulations promulgated thereunder (California Code of Regulations, Title 2, § 7285.0, et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code §§ 12990 (a-f), set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations, are incorporated into this Agreement by ATTACHMENT A 1163
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
reference and made a part hereof as if set forth in full. Contractor and its subcontractors will give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement. d. Contractor shall also comply with the Older Americans Act, as amended (42 U.S.C. 6101), prohibiting discrimination on the basis of age, Section 324 of Title 23 U.S.C., prohibiting discrimination based on gender, and section 504 of the Rehabilitation Act of 1973 (29 U.S.C. 794) and 49 CFR part 27 regarding discrimination against individuals with disabilities.
e. Contractor will include the provisions of this Section 23 in all contracts to perform work funded under this Agreement.

24. Drug-Free Certification: By signing this Agreement, Contractor hereby certifies under penalty of perjury under the laws of the State of California that Contractor will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code § 8350, et seq.) and will provide a drug-free workplace by taking the following actions:
a. Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited, and specifying actions to be taken against employees for violations. b. Establish a Drug-Free Awareness Program to inform employees about:
(1) The dangers of drug abuse in the workplace;
(2) The person’s or the organization’s policy of maintaining a drug-free workplace;
(3) Any available counseling, rehabilitation, and employee assistance programs; and
(4) Penalties that may be imposed upon employees for drug abuse violations. c. Every employee of Contractor who works under this Agreement shall:
(1) Receive a copy of Contractor’s Drug-Free Workplace Policy Statement; and
(2) Agree to abide by the terms of Contractor’s Statement as a condition of employment on this Agreement.

25. Union Organizing: By signing this Agreement, Contractor hereby acknowledges the applicability of Government Code § 16645 through § 16649 to this Agreement, excluding § 16645.2 and § 16645.7.
a. Contractor will not assist, promote, or deter union organizing by employees performing work on this Agreement if such assistance, promotion, or deterrence contains a threat of reprisal or force, or a promise of benefit.

ATTACHMENT A 1164
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
b. Contractor will not meet with employees or supervisors on SACOG or State property if the purpose of the meeting is to assist, promote, or deter union organizing, unless the property is equally available to the general public for meetings.
c. No funds received from SACOG under this Agreement shall be used to assist, promote, or deter union organizing.

26. Other Responsibilities:
a. Conflicts of Interest: Contractor shall exercise reasonable care and diligence to prevent any actions or conditions that could result in a conflict with SACOG’s interest. During the term of this Agreement, Contractor shall not accept any employment or engage in any consulting work that would create a conflict of interest with SACOG or in any way compromise the services to be performed under this Agreement. Contractor shall immediately notify SACOG of any and all potential violations of this paragraph upon becoming aware of the potential violation. b. Political Reform Act Compliance: Contractor is aware and acknowledges that certain contractors that perform work for governmental agencies are "consultants" under the Political Reform Act (the "Act") (Government Code § 81000, et seq.) and its implementing regulations ( 2 California Code of Regulations § 18110, et seq.). Contractor agrees that any of its officers or employees deemed to be "consultants" under the Act by SACOG, as provided for in the Conflict of Interest Code for SACOG, shall promptly file economic disclosure statements for the disclosure categories determined by SACOG, to be relevant to the work to be performed under this Agreement and shall comply with the disclosure and disqualification requirements of the Act, as required by law.
c. Campaign Contribution Disclosure. Contractor has complied with the campaign contribution disclosure provisions of the California Levine Act (Government Code § 84308) and has completed the Levine Act Disclosure Statement attached hereto as Exhibit B.
d. Covenant Against Contingent Fees: Contractor warrants that it has not employed or retained any company or person, other than a bona fide employee working for the Contractor, to solicit or secure this Agreement, and that it has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage, fee, gift, or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, SACOG shall have the right to annul this Agreement without liability, or at its discretion to deduct from the Agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee.

27. Costs and Attorneys’ Fees: If either party commences any legal action against the other party arising out of this Agreement or the performance thereof, the prevailing party in such ATTACHMENT A 1165
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
action may recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and reasonable attorneys’ fees.

28. Governing Law and Choice of Forum: This Agreement shall be administered and interpreted under California law as if written by both parties. Any litigation arising from this Agreement shall be brought in the Superior Court of Sacramento County.

29. Integration: This Agreement represents the entire understanding of SACOG and Contractor as to those matters contained herein and supersedes all prior negotiations, representations, or agreements, both written and oral. This Agreement may not be modified or altered except in accordance with Section 12.

30. Severability: If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those to which it is invalid or unenforceable, shall not be affected thereby, and each term and provision of this Agreement shall be valid and shall be enforced to the fullest extent permitted by law, unless the exclusion of such term or provision, or the application of such term or provision, would result in such a material change so as to cause completion of the obligations contemplated herein to be unreasonable.

31. Headings: The headings of the various sections of this Agreement are intended solely for convenience of reference and are not intended to explain, modify, or place any interpretation upon any of the provisions of this Agreement.

32. Authority: Each person signing this Agreement on behalf of a party hereby certifies, represents, and warrants that he or she has the authority to bind that party to the terms and conditions of this Agreement.

33. Ownership; Permission:
a. Contractor agrees that all work products including, but not limited to, notes, designs, drawings, reports, memoranda, and all other tangible personal property produced in the performance of this Agreement, shall be the sole property of SACOG, provided that Contractor may retain file copies of said work products.

Contractor shall provide said work products to SACOG upon request. b. Contractor represents and warrants that: (i) all materials used or work products produced in the performance of this Agreement, including, without limitation, all computer software materials and all written materials, are either owned by or produced by Contractor or that all required permissions and license agreements have been obtained and paid for by Contractor; and (ii) SACOG is free to use, reuse, publish or otherwise deal with all such materials or work products except as otherwise specifically provided in Exhibit A. Consultant shall defend, indemnify and hold harmless SACOG and its directors, officers, employees, and agents from any claim, loss, damage, cost, liability, or expense to the extent of any violation or falsity of the foregoing representation and warranty.

34. Counterparts: This Agreement may be executed in multiple counterparts, each of which shall constitute an original, and all of which taken together shall constitute one and the ATTACHMENT A 1166
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
same instrument. Documents executed, scanned, and transmitted electronically and electronic signatures shall be deemed original signatures for purposes of this Agreement and all matters related thereto, with such scanned and electronic signatures having the same legal effect as original signatures.

35. Prohibition of Expending State or Federal Funds for Lobbying:
a. Contractor certifies, to the best of his or her knowledge or belief, that:
(1) No State or Federal appropriated funds have been paid or will be paid, by or on behalf of the Contractor, to any person for influencing or attempting to influence an officer or employee of any State or Federal agency, a Member of the State Legislature or United States Congress, an officer or employee of the Legislature or Congress in connection with the awarding of any State or Federal contract, the making of any State or Federal grant, the making of any State or Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any State or Federal contract, grant, loan, or cooperative agreement.
(2) If any funds other than Federally appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or any employee of a Member of Congress in connection with this Agreement, the Contractor shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying” in accordance with its instructions.
b. This certification is a material representation of fact upon which reliance was placed when this Agreement was entered into. Submission of this certification is a prerequisite for making or entering into this Agreement imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
c. Contractor also agrees by signing this Agreement that he or she shall require that the language of this certification be included in all lower tier subcontracts, which exceed $100,000, and that all such sub-recipients shall certify and disclose accordingly.

36. Payee Data Record Form: Contractor shall complete the Payee Data Record form attached to this Agreement as Exhibit C, in lieu of IRS W-9, so that SACOG may submit payment information to its auditor/treasurer (Sacramento County).

37. State Prevailing Wage Rates: If the Scope of Work is for a public works project pursuant to California Labor Code Section 1720, et seq., including surveying work, then the following provisions apply:

ATTACHMENT A 1167
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
a. Contractor shall comply with the State of California’s General Prevailing Wage Rate requirements in accordance with California Labor Code, Section 1770, and all State and local laws and ordinances applicable to the work. b. Any subcontract entered into as a result of this contract, if for more than $25,000 for public works construction or more than $15,000 for the alteration, demolition, repair, or maintenance of public works, shall contain all of the provisions of this Section.
c. When prevailing wages apply to the services described in the Scope of Work, transportation and subsistence costs shall be reimbursed at the minimum rates set by the Department of Industrial Relations (DIR) as outlined in the applicable Prevailing Wage Determination. See http://www.dir.ca.gov.

38. Economic Sanctions: Pursuant to California State Executive Order N-6-22 (Order) imposing economic sanctions against Russia and declaring support of Ukraine, SACOG shall terminate any contract with any individual or entity that is in violation of the Order or that is subject to economic sanctions therein, and shall not enter a contract with any such individual or entity while the Order is in effect.
(Signature Page to Follow)
ATTACHMENT A 1168
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

IN WITNESS WHEREOF, THE PARTIES HAVE ENTERED INTO THIS AGREEMENT AS OF THE DATE HEREIN ABOVE APPEARING:

SACRAMENTO AREA COUNCIL OF GOVERNMENTS

JAMES CORLESS
Executive Director
APPROVED AS TO FORM:

SLOAN SAKAI YEUNG & WONG, LLP
Legal Counsel to SACOG
RECOMMENDED BY:

KATIE BRUNETTI
Senior Management Analyst

HUNT & SONS LLC

BRAD MCGHEE
Sales Manager
ATTACHMENT A 1169
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT A
Scope of Work

1. Contractor's Relationship with Participating Agencies and SACOG

1.1. Hunt & Sons LLC. ("Contractor") will act as a contractor for the SACOG Joint Regional Public Agency Fuels and Lubricants bid for the following products: Unleaded, Diesel #2, Red-Dyed Diesel, Ethanol-85, Renewable Diesel, and Cardlock. Contractor will be the main point of contact for all Participating Agency. Contractor’s corporate headquarters is located in Sacramento and that is where all of the billing will take place. Contractor is a fully integrated Petroleum Distributor and will be purchasing all of the fuel required for delivery to Participating Agencies from various fuel suppliers and using Contractor’s fleet of delivery trucks to make deliveries.

1.2. Each of the following public agencies may become "Participating Agencies" under this Agreement upon negotiation, execution and delivery of a sub-agreement with Contractor substantially in the form of Exhibit E attached hereto:
# Agency # Agency
1 City of Davis 21 Yuba County
2 City of Elk Grove 22 Citrus Heights Water District
3 City of Folsom 23 Elk Grove Unified School District
4 City of Galt 24 Los Rios Community College District
5 City of Lincoln 25 North Tahoe Public Utility District 6 City of Placerville 26 Placer County Water Agency
7 City of Rocklin 27 Sacramento Metropolitan Fire District 8 City of Roseville 28 Sacramento Regional County Sanitation District 9 City of Sacramento 29 California State University, Sacramento 10 City of Vacaville 30 San Joaquin County
11 City of Wheatland 31 San Juan Unified School District 12 City of Yuba City 32 San Juan Water District
13 County of Amador 33 Sierra College
14 County of Butte 34 Sacramento Municipal Utility District (SMUD) 15 County of El Dorado 35 South Sutter Water District
16 County of Nevada 36 Town of Truckee
17 County of Placer 37 University of California at Davis (UC Davis) 18 County of
Sacramento 38 Yuba-Sutter Transit Authority
19 County of Sutter 39 Cosumnes Community Service District 20 County of Yolo
ATTACHMENT A 1170
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

1.3. At the option of Contractor, other cities, counties, school districts or governmental agencies (Participating Agencies) in the State of California may receive any of the available services set forth herein upon negotiation, execution and delivery of a Participating Agency Sub-Agreement with Contractor, substantially in the form attached hereto as Exhibit E at the same prices specified in Exhibits “A-4” Pricing Sheets. In the case a local government entity is not listed in the Exhibits “A-4” Pricing Sheets, the Contractor will work with SACOG and the anticipated Participating Agency to extend pricing on a reasonable estimate based on the relative proximity and distance of agencies already listed in the Exhibits “A-4” Pricing Sheets.

1.4. There is no guarantee of usage by the Participating Agencies. SACOG shall not be responsible for any Participating Agency's failure to execute a sub-agreement, or for the breach of any sub-agreement by a Participating Agency. Participating Agencies utilizing the procurement conducted by SACOG for Contractor’s services will place their orders directly with Contractor.

1.5. All Participating Agencies’ requirements, purchase orders, invoices, and payments will be handled directly with Contractor. Pricing is specified in Exhibits “A-4” Pricing Sheets.

1.6. Every six months from the effective date of this Agreement, Contractor shall deliver to SACOG a written biannual report of all fuels delivered to the Participating Agencies during the preceding six-month period. The report shall include the following information for each during the current period: (1) list of the Agencies participating (2) total gallons purchased for all product types for each Participating Agency (3) total Administrative Biannual Reports must be submitted by August 31 for the period of January 1 to June 30 and by February 28 for the period of June 30 to December 31 each year.

Concurrently with the delivery of the biannual report, Contractor shall pay an administrative fee to SACOG in the amount of $0.0065 for each gallon (or gallon equivalent) of fuels delivered during the prior six-month period. Payment shall be made on the basis of actual deliveries without any withholding for late payment by a Participating Agency. Payment shall be made to SACOG by August 31 for the period of January 1 to June 30 and by February 28 for the period of June 30 to December 31 each year.

Contractor’s failure to submit a biannual report and remit timely payment of the administrative fee required under this section to SACOG may result in SACOG terminating this Agreement.

2. Contractor’s Scope of Work

2.1. Bulk Fuel Distribution

2.1.1. Contractor will deliver fuel, and provide other services as specified below, to Participating Agencies without causing them to change the way they function or adding any additional expenses to their operating budgets. These services are included in the fees included within this contract. Fees for delivered fuel will be assessed to the Participating Agencies at the rates set forth in Exhibits "A-4” attached hereto.

ATTACHMENT A 1171
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

2.1.2. Contractor will assign a customer service representative to each Participating Agency who will visit all the locations to verify tank sizes, physical tank locations, best traffic routes and physically stick each of the fuel tanks to get an initial inventory level so that Contractor can begin to monitor fuel usage and create deliveries when product is needed.

2.1.3. Contractor’s dispatch will use its tracking method to gauge when fuel is needed based on daily usage.

2.1.4. Dispatch will monitor the fuel market and advise the Participating Agencies when it is favorable or not favorable to purchase fuel based on potential market changes.

2.1.5. Contractor will maintain accurate inventory totals based on daily consumption and tank stick readings.

2.1.6. Contractor will put each location on a “keep full” route where, based on the daily fuel consumption, Contractor will deliver to all tankwagon delivery locations at least weekly based on when fuel is needed.

2.1.7. Contractor will ensure that fuel is delivered to each location on a weekly schedule regardless of weekly variation in consumption by the Participating Agency or location. Daily or weekly consumption is subject to change, and routine deliveries must be ensured to maintain adequate inventory at each location.

2.1.8. Contractor will utilize existing tank monitoring systems, if used by the Participating Agency, enabling Contractor to use the system to fax or email inventory levels daily to Contractor's dispatch for remote monitoring of fuel levels at high-volume sites.

ATTACHMENT A 1172
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

2.2. Contractor will contact all high-volume sites and sites daily that have inconsistent usage (such as those in "snow country”) to monitor needs due to expected storms. As used in this paragraph, "high-volume sites" is defined as sites with an average daily usage of more than one load per day.

2.3. Steps in Fuel Delivery

2.3.1. Contractor receives a call from a Participating Agency location for fuel delivery or it comes due as part of Contractor’s "Keep Full Program.”

2.3.2. Contractor creates fuel order and dispatch schedules a delivery.

2.3.3. If delivery is for a location in one of the areas that will be serviced by Contractor where the most economical and logistical place of pick up will be a major loading terminal, then the fuel truck will be dispatched to one of the fuel loading racks in Sacramento, Chico, Stockton or the Bay Area that is connected to the pipeline system coming from the Bay Area Refineries. The fuel will be delivered to the ordering location.

2.3.4. If the delivery is for a location where the Participating Agency is best served by an outlying Contractor distribution facility, then the truck will load from that facility and deliver the fuel to the ordering location.

2.3.5. The fuel truck will make the delivery and then a signed delivery ticket is brought back to Contractor's headquarters for processing.

2.3.6. Invoice for fuel delivery will be generated and mailed to the Participating Agency for payment.

2.3.7. Benchmark pricing (OPIS, BPN) will be based on the actual delivery date.

2.4. Emergency Resources and Protocol

2.4.1. Contractor will ensure all staff is adequately trained and prepared for potential emergency situations to ensure sufficient inventory of all products is available at all times.

2.4.2. Contractor’s customer support is available to all participating agencies 24 hours a day, 365 days a year. Contractor’s office hours are 6 a.m. to 6 p.m. Monday thru Friday and 8 a.m. to 12 p.m. on Saturdays. After hours, Contractor’s customer service team can be reached by calling Contractor’s office and speaking with Contractor’s answering service. The answering service can reach every member of Contractor’s dispatch and customer service department by cell phone 24 hours a day.

2.4.3. Contractor is available to respond to issues and make deliveries seven (7) days a week.

ATTACHMENT A 1173
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

2.4.4. Contractor maintains fuel inventory at all Distribution Facilities and Cardlocks, enabling them to make deliveries if there are product outages at the terminals or if the pipelines are down.

2.4.5. If power outages occur, Contractor will pull fuel from its own locations with its own power to ensure Participating Agencies still have fuel.

2.4.6. Contractor has experience and contacts with the State of California Department of Transportation (CalTrans) allowing their trucks highway access during road closures due to snow conditions, for deliveries in emergency situations.

2.4.7. Contractor has Forest Service contracts for forest fires and Contractor’s drivers are trained to continue delivery of product to fire crews during forest fires.

2.4.8. Contractor employs local drivers who live in the communities they deliver in, enabling delivery of product to Participating Agencies any time of day on very short notice.

2.4.9. Contractor will provide extra fueling equipment such as tanks and pumps to Participating Agencies to utilize during potential emergencies to help provide additional storage onsite to fuel vehicles and emergency generators.

2.4.10. In the case of an emergency, Contractor will provide priority delivery to Participating Agencies under this Agreement.

2.5. Subcontractors

2.5.1. Contractor will not utilize the services of any subcontractors for any work to be performed through the duration of this contract.

ATTACHMENT A 1174
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
EXHIBIT A-1
Supplemental Scope of Work – Delivery Requirements

1. General Delivery Requirements

1.1. Contractor shall perform all deliveries to Participating Agency locations in a safe and professional manner. Participating Agencies shall reserve the right to add or delete delivery locations as-needed during the course of the subcontract(s).

1.2. Contractor shall be solely responsible for ensuring that its vehicles/equipment have all the necessary attachments (pumps, hoses, etc.) required to deliver and dispense fuel into the storage tanks at each delivery location. Contractor’s equipment shall be in good working order and all personnel shall be appropriately trained in safety matters to preclude accidents endangering Participating Agency personnel, property, or members of the public. Contractor must ensure all hoses and all coupler fittings are sufficiently tightened when in use. Product that leaks from hoses or coupler connections must be cleaned and removed by the Contractor at the Contractor’s sole expense, including product in spill containers.

1.3. Contractor shall ensure that deliveries are made as often as requested and within the delivery times stated herein to all Participating Agency delivery locations, regardless of weather conditions.

1.4. All deliveries must be made in less than twenty-four (24) hours after an order is placed unless otherwise specified by the ordering Participating Agency.

1.5. Contractor is solely responsible to verify delivery hours with the Participating Agency before delivering the product. If a delivery cannot be completed within the time frame requested by the Participating Agency, Contractor must notify the Participating Agency within 12 hours of scheduled delivery time.

1.6. Deliveries may be made to locations on secure grounds requiring access clearances for delivery drivers. It is the Contractor’s sole responsibility to contact the secure location for specific security clearance procedures, hours of operation for deliveries and service, dress code, and other rules for delivery.

1.7. Contractor may be required to make emergency on-site or weekend deliveries upon special request by a Participating Agency. Emergency deliveries are defined as deliveries requested outside of 7:00 a.m. to 5:00 p.m. (Pacific Standard Time), Monday through Friday (excluding agency-observed holidays). Weekend deliveries shall be defined as deliveries requested from 5:01 p.m. Friday through 6:59 a.m. the following Monday. If a delivery is scheduled on an agency-observed holiday, the delivery is considered a weekend delivery for billing purposes. No additional charges or fees shall be accepted or paid by a Participating Agency for such deliveries.

ATTACHMENT A 1175
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

2. Requirements for Bulk Gasoline, Bulk Diesel, and #2 Red-Dyed Diesel Fuel

2.1. Deliveries shall be made within twenty-four (24) hours after receipt of an order from the Participating Agency.

2.2. If an order is placed for a truck and trailer quantity to be delivered to a truck and trailer location and the Contractor elects to make that delivery in vehicle of lesser capacity, the Contractor shall not charge more than the truck and trailer prices prevailing at the time of delivery.

2.3. All deliveries shall be made in metered trucks that are compatible with the Participating Agency’s storage tanks. Temperature correction of delivered products shall not be allowed. Invoices and payments shall be for gross gallons delivered.

2.4. All fuel deliveries shall be accompanied by a drop tag stating the tank size, reading, quantity delivered, point of delivery and signature of delivering driver, and specify whether the delivery was a bobtail or truck and trailer delivery.

2.5. At the time each delivery is made, the Contractor’s driver may be required to draw a one (1) gallon sample from the truck and leave the sample with the Participating Agency’s staff receiving the delivery. The sample container will be furnished by the Participating Agency. The Participating Agency reserves the right to send the fuel sample to an independent testing laboratory for analysis at any time. Should the fuel test analysis indicate that the fuel does not meet the specifications listed herein, the Contractor may be required to remove and replace the product at the Contractor’s expense. Continued failure to deliver product meeting the specifications listed herein may be cause for cancellation of this Agreement and any sub-agreement.

3. Requirements for Renewable Diesel

3.1. The following terms are applicable to Renewable Diesel delivery:

3.1.1. In the case that shipment or delivery of Renewable Diesel is delayed or unavailable for distribution, Contractor must identify unavailability within 24 hours through written or electronic notice on the Participating Agency’s billing invoice. Once Renewable Diesel product is available for shipment Contractor must provide written or electronic notice of availability on Participating Agency’s billing invoice.

Contractor must notify the SACOG Contract Administrator in the case shipment or delivery of Renewable Diesel is delayed by five (5) calendar days or more to any Participating Agency.

3.1.2. In the event there is more than one lapse in supply of Renewable Diesel over the course of five (5) calendar days, a Participating Agency may obtain Renewable Diesel from the reserve supplier.

3.1.3. If the Contractor is unable to supply Renewable Diesel within fourteen (14) calendar days, then the Participating Agency can elect to obtain Renewable Diesel from reserve supplier and discontinue obtaining Renewable Diesel from the Contractor for the remainder of the term of the Agreement.

ATTACHMENT A 1176
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
EXHIBIT A-2
Supplemental Terms and Conditions – Pricing

1. Pricing

1.1. All Categories

1.1.1. Contractor’s pricing shall be Free-on-Board (FOB) Destination, freight prepaid and assumed by the Contractor, and exclusive of all taxes or surcharges. Contractor shall provide firm, fixed margins, bobtail and delivery point differentials, and unit prices for the products listed in this contract for the initial contract period of three (3) years from the date this bid is awarded, with the option to negotiate for an additional two years.

1.2. Provisions Specific to Bulk Gasoline and Diesel Fuel, #2 Red-Dyed Diesel Fuel

1.2.1. The contract pricing shall be based on two factors: the average Sacramento unbranded daily rack price reported by the Oil Price Information Service (OPIS) and the Contractor’s margin (along with any applicable bobtail and delivery point differentials). The formula below outlines the contract price per gallon to be paid by the Participating Agencies.

OPIS “Unbranded Rack Average” + Contractor's Margin = Total Price Per Gallon.

1.2.2. The Contractor's margin, including bobtail and delivery point differentials, shall represent purchases that are FOB Destination, freight prepaid and assumed by the Contractor to the Participating Agencies’ delivery locations. The Contractor’s margin and differentials shall be exclusive of all taxes and surcharges. Applicable taxes and surcharges shall be listed separately in the Contractor’s response as well as on the resulting invoices. Some agencies are exempt from Federal Excise Tax for purchases of unleaded and diesel fuels. The Contractor shall be responsible to provide the Participating Agencies with any necessary exemption certificates to be completed prior to the award of the sub-agreement(s).

1.2.3. The Contractor shall be solely responsible for distributing an electronic copy (via email) of the daily OPIS report to each of the Participating Agencies. The daily OPIS report shall show at a minimum the daily average rack prices for the gasoline and diesel products specified herein for the Sacramento area.

1.3. Renewable Diesel Pricing

1.3.1. Pricing will be based on two factors: Oil Price Information Service (OPIS) spot ‘Unbranded Daily Rack Average” and Hunt & Sons LLC’s margin (along with any applicable bobtail and delivery point differentials) for each location. The contractor margins and delivery locations are shown attached within Exhibit “A-10”Pricing sheet.

ATTACHMENT A 1177
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
The OPIS UNBRANDED DAILY RACK AVERAGE WITH CAR price per gallon of R-99 Renewable Diesel is based on the wholesale "OPIS GROSS CARB NO. 2 ULTRA LOW SULFUR DISTILLATE PRICES WITH CAR COST" for Sacramento, CA, at “Early Day (9:00 am EST). Contract Price Daily Issue of the Oil Price Information Service (OPIS). During the term of this Contract, the prices for the R-99 Renewable Diesel furnished hereunder may be adjusted only in the manner set forth herein. Prices shall be adjusted automatically on a daily basis. Said adjustments shall be made based on the “UNBRANDED DAILY RACK AVERAGE WITH CAR” price of "OPIS CARB NO. 2 ULTRA LOW SULFUR DISTILLATE PRICES WITH CAR COST" for Sacramento, CA, as shown in the 9 AM Contract Price Daily Issue of the OPIS issued on the date of delivery, plus Contractor’s margin.

OPIS price sourcing ULS Diesel #2 + ULS Diesel #2 Contractor’s Margin = Composite Price
If the OPIS publication is modified to include R-99 renewable diesel fuel, then SACOG reserves the right to re-establish the base price calculation method.

1.3.2. Those agencies who have signed Exhibit E, Form of Agency Participating SubAgreement, and all departments associated, may opt to procure Renewable Diesel as an alternative to Petroleum Diesel on request at the locations identified within the Petroleum Diesel tabulation of the Hunt & Sons Inc. Pricing Sheet. Those Participating Agencies will have the ability to begin deliveries of Renewable Diesel after the scope of work is first approved by Contractor. All locations not identified on the original Hunt & Sons LLC. Pricing Sheet must first be approved by Contractor before any delivery begins.

In the instance the Renewable Diesel is unable to be sourced by contractor, Participating Agencies can choose to source with the alternate Renewable Diesel provider under Contract or they can choose to source standard petroleum diesel to those sites regularly scheduled for Renewable Diesel deliveries. Contractor will contact the Participating Agency before any delivery begins. Pricing for the petroleum diesel will be based off the original margins displayed within the Exhibits “A-4” Pricing Sheet.

2. Account Set-Up and Payment Information

2.1. Contractor shall establish and maintain individual accounts with unique account numbers for each Participating Agency, and its departments and divisions at the time they execute a separate sub-agreement with the Contractor.

2.2. At a minimum, all invoices shall include the following information: the blanket purchase order number, customer account number (refer to Section 2.1 above), location of delivery, invoice number, invoice date (Month/Day/Year), date (Month/Day/Year) that products were delivered, number of gallons delivered/dispensed or quantity of each product, Contractor’s margin with differentials shown or unit price for each product with the extended amounts clearly shown, applicable discount for each product, and applicable sales tax and all other taxes/surcharges/fees. All invoices must include the name of the agency employee that placed the order. Contractor must invoice each account separately.

ATTACHMENT A 1178
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
Contractor shall not consolidate multiple accounts onto the same invoice or billing statement unless specifically requested by Participating Agency.

2.3. The Participating Agency shall pay the Contractor only the margins/pricing specified in the Contractor’s response. Such amount will be due and payable upon receipt of an invoice by the Participating Agency with the appropriate information specified in Section 2.2, above. Contractor shall provide a copy of the daily OPIS price information sheet for each order delivered with each billing statement. Participating Agencies will not accept or pay any emergency response premiums, administrative surcharge costs, or any other surcharges not identified in the Contractor’s response. Charges imposed by the State of California or the Federal Government after the proposal has been awarded will be honored.

3. Quality Assurance Provisions

3.1. Contractor shall provide traceability on all shipments back to the refinery or within five (5) business days upon request from the Participating Agency.

3.2. The Contractor shall ensure that all trucks, railcars, and vessels shall be drained, cleaned, and inspected prior to loading if the previous load contained other petroleum product(s) that would contaminate the desired fuel product.

4. Product Labeling and Emergency Response

4.1. Prior to the first delivery of product, Contractor shall provide each Participating Agency with a Material Safety Data Sheet (MSDS) provided for each of the products awarded to the Contractor and all other chemicals intentionally added into the product including additives. Contractor shall be responsible for immediately providing the Participating Agency with any updated or revised MSDS sheets throughout the term of the resulting agreement(s).

4.2. Twenty-four (24) hour emergency response must be provided by the Contractor. Prior to the first delivery, the Contractor shall provide each Participating Agency with a list of emergency contact persons and a twenty-four (24) hour company telephone number in the event that a fire or other event occurs and the Participating Agency is in need of telephone consultation regarding the Contractor’s product(s).

4.3. Contractor shall be responsible for any spills or other incidents involving its product(s) during delivery, up to and including the off-loading process, when the Contractor’s product is transferred into the Participating Agency’s tank(s). Contractor’s drivers shall be fully trained by the Contractor in chemical safety.

5. Safety Requirements

5.1. Contractor agrees to perform all dispensing and delivery tasks in such a manner as to meet all accepted standards for safe practices throughout the term of the contract and to safely maintain stored equipment, machines and materials or other hazards consequential or related to the work. Contractor agrees to accept sole responsibility for complying with the supplemental terms and conditions specified herein as well as all local, County, State ATTACHMENT A 1179
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
or other legal requirements at all times. These requirements may include, but are not limited to, full compliance with the terms of the applicable Federal O.S.H.A. and State of California O.S.H.A. Safety Orders so as to protect all persons, including Participating Agency employees, agents of the Participating Agency, vendors, members of the public and others from foreseeable injury, or damage to their property.

During performance and upon completion of services, Contractor shall remove all unused equipment, supplies, instruments of service, all excess or hazardous material, trash, and legally dispose of them. Contractor shall leave the Participating Agency’s delivery location in neat, clean, and acceptable condition meeting their expectations.

6. Insurance Requirements

6.1. Contractor shall furnish evidence of insurance, including required endorsements, to each Participating Agency, demonstrating proof of coverage in the amounts as specified in this Agreement, upon request. Each Participating Agency may require different coverage levels than specified in this Agreement, which will only apply to that agency.

Proof of Insurance must include all applicable endorsements pursuant to Participating Agency’s specific insurance requirements and include policy numbers. Blanket endorsements may be rejected.

Failure to comply with insurance and endorsement requirements may result in the termination of this Agreement. All costs of complying with the insurance and applicable required endorsements are included in Contractor’s pricing as listed in this Agreement.

7. Allocation

7.1. It is understood that the Contractor's obligation to perform is subject to modification and reduction in accordance with any federal, state or local government program governing the allocation of products by the seller, which may occur during the term of the contract.

The Contractor shall take any necessary measures to ensure delivery of sufficient quantities of products to each of the Participating Agencies in accordance with said regulations.

7.2. In the event of such programs, the Participating Agencies reserve the right to terminate their respective sub-agreements on the effective date of the allocation program.

8. Records

8.1. Contractor shall maintain accurate, complete, detailed records of each Participating Agency's total number of purchases. Records must have capability to be filtered/sorted by agency department, product, delivery date, and delivery location.

9. Licenses and Permits

9.1. Contractor will possess and keep in effect for the duration of the Contract any licenses and permits necessary to perform the contracted services. Contractor shall be licensed to do business in the State of California.

ATTACHMENT A 1180
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
EXHIBIT A-3
Specifications

1. General Specifications

1.1. The products listed in this Agreement shall meet all applicable Federal, State, and local government laws and environmental requirements and regulations, including but not limited to, the California Air Resources Board (CARB), the laws, regulations, and standards of the American Society of Testing and Materials, and industries law, codes, requirements, standards, and guidelines currently in force and any of those put in force during the term of the resulting contract period(s). The products shall also conform with the State of California specifications (or applicable updates as they may apply). Contractor shall be responsible for ensuring that the products delivered to each Participating Agency comply with all such laws, regulations, and requirements.

1.2. Contractor may elect to purchase products from major refineries or other reliable sources to obtain the lowest available prices. It is the Contractor’s sole responsibility to manage purchases from available sources to maintain its ability to supply products to the Participating Agencies.

2. Specifications for Automotive Oil and Fuel Products

2.1. Unleaded regular gasoline fuel must be a volatile mixture of liquid hydrocarbons containing small amounts of additives, suitable for use as fuel with spark-ignition, internal combustion engines. The fuel shall conform to California Code of Regulations (CCR) Title 4, Division 9, Chapter 6, Article 5, Section 4140.

2.2. Unleaded regular gasoline fuel shall also meet the requirements of CCR, Title 13, Division 3, Chapter 5, Article 1. Evidence of such facts shall be available to all Participating Agencies in the form of a letter certifying such compliance and signed by a responsible official of the proposer’s company to supply this fuel to the Participating Agency.

2.3. Unleaded regular gasoline shall have a minimum Anti-Knock Index of 87 unless otherwise specified herein.

2.4. The finished fuel shall be visually free of un-dissolved water, sediment, suspended matter, and it shall be clear and bright at the ambient temperature or 21°C (70°F), whichever is higher.

2.5. STORAGE LIFE: The fuel shall not deteriorate in ordinary storage and shall not form excessive gum, resin, or deposits.

3. Specifications for Diesel Fuel

3.1. Diesel fuel must be suitable for on-highway use.

ATTACHMENT A 1181
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

3.2. Diesel fuel must be suitable for use in diesel engines operating in industrial and heavy mobile (vehicle) service. The fuel shall conform to California Code of Regulations (CCR) Title 4, Division 9, Chapter 6, Article 5, Section 4143.

3.3. Diesel fuel shall also meet the requirements of CCR, Title 13, Division 3, Chapter 5, Article 2, Section 2281 (sulfur content) and Section 2282 (aromatic hydrocarbon).

Alternative diesel formulations must be certified by CARB. Evidence of such facts shall be available to all Participating Agencies in the form of a letter certifying such compliance and signed by a responsible official of the Contractor’s company to supply this fuel to the Participating Agency.

3.4. Diesel fuel shall have a minimum Ctrain rating of 53 unless otherwise specified herein.

3.5. The finished fuel shall be visually free of un-dissolved water, sediment, and suspended matter.

3.6. STORAGE LIFE: The fuel shall not deteriorate in ordinary storage and shall not form excessive gum, resin, or deposits.

4. Specifications for Ethanol E-85 Fuel

4.1. Ethanol E-85 fuel covers a fuel blend, nominally 85 volume % denatured fuel ethanol and nominally 15 volume % hydrocarbons for use in ground vehicles with automotive spark-ignition engines.

4.2. Ethanol E-85 fuel shall meet the CARB requirements of CCR Title 13, Division 3, Chapter 5, Article 3, Section 2292.4, Specifications for E-85 Fuel Ethanol, or the Contractor shall obtain a test program exemption from the California fuel specifications for E-85 from CARB.

4.3. STORAGE LIFE: The fuel shall not deteriorate in ordinary storage and shall not form excessive gum, resin, or deposits.

5. Specifications for R-99 Renewable Diesel Fuel

5.1. The fuel delivered must be at least 99% renewable diesel and meet the latest versions of the following specifications and standards.

5.2. “Renewable Diesel” means a diesel fuel that is produced from non-petroleum renewable sources but is not a mono-alkyl ester and which is registered as a motor vehicle fuel or fuel additive under 40 CFR Part 79.

5.3. The renewable diesel fuel shall conform to California Code of Regulations (CCR) Title 4, Division 9, Chapter 6 Article 5, Section 4149.

The renewable diesel fuel shall also meet the requirements of the California Code of Regulation, Title 13, Division 3, Chapter 5, Article 2, Section 2281 (sulfur content) and section 2282 (aromatic hydrocarbon). Alternative diesel formulations must be certified by CARB.

ATTACHMENT A 1182
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
The renewable diesel fuel must meet a CARB approved Certified Pathway with a carbon intensity (CI) no more than 40 gCO2e/MJ as determined by the Low Carbon Fuel Standard (LCFS), Title 17, Division 3, Chapter 1, Subchapter 10, Article 4, Subarticle 7, of California Code of Regulations (CCR), Section 95486 The CI is a method of quantifying the overall carbon impact of a fuel as defined by the California Air Resources Board Low Carbon Fuel Standard (LCFS). It is the supplier’s responsibility to provide documentation acceptable to the participating agency.

5.4. SACOG and Participating Agency may, at any time, take a sample of the delivered product to be inspected and tested according to the methods specified in active standards, ASTM D5453 for sulfur, D5186 for aromatics and other test methods specified in ASTM D975 and ASTM-D6866 utilizing Carbon 14 dating to verify the percentage of bio-based of a fuel and petroleum.

5.5. The finished fuel shall be visually free of un-dissolved water, sediment, and suspended matter.

5.6. STORAGE LIFE: The fuel shall not deteriorate in ordinary storage and shall not form excessive gum, resign, or deposits.

ATTACHMENT A 1183
EXHIBIT A-4

PRICE LIST
Note: May 7, 2024 used as price for Gasoline, Ultra Low Sulfur Diesel #2, Dyed Ultra Low Sulfur Diesel #2, Ethanol and Renewable.

SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 1 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

City of Roseville
335,000 3.4547 (0.1190) $ 3.3357 $ 1,117,460
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - City of Roseville Locations
33,500 0.0490 $ 1,642
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Corporate Yard - 2005 Hilltop Circle, Roseville (95747) One - 10,000 (BG) -
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Golf Course Maintenance Yard
Diamond Oaks Golf Course 349 Diamond Oaks Rd., Roseville One - 500 (AG)

0.0290
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Police/Fire Departments - 401 Oak Street, Roseville One - 1,000 (AG)

0.0900
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
City of Rocklin
106,000 3.4547 (0.1190) $ 3.3357 $ 353,584
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Rocklin Locations
10,600 0.0490 $ 519
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Rocklin Corp. Yard - 4081 Alvis Ct., Rocklin (95677)
One – 12,000 (AG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
City of Folsom
121,000 3.4547 (0.1190) $ 3.3647 $ 407,129
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Folsom Locations
12,100 0.0490 $ 593
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Corporation Yard 1300 Leidesdorff Street, Folsom (95630) One – 4,000 (AG)

0.0290
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Fire Department #35 (2 Section Tank) 535 Glenn Drive, Folsom (95630) One - 500 (AG)

0.0290
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
SMUD
170,000 3.4547 (0.1190) $ 3.3647 $ 571,999
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - SMUD Locations
17,000 0.0490 $ 833
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
U.S. Highway 40 Pollock Pines, CA 95725 One – 6,000 (BG)

0.0290
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1184
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 2 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

County of San Joaquin
600,000 3.4547 (0.1190) $ 3.3357 $ 2,001,420
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - San Joaquin Locations
60,000 0.0590 $ 3,540
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Public Works - 1810 E Hazelton Ave, Stockton, (95205) One - 15,000 (BG) -
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Sheriff - 7000 Michael N Canlis Blvd, French Camp, (95231) One - 25,000 (BG) -
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Downtown Garage - 121 N San Joaquin St., Stockton, (95202) One - 10,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Stockton Airport - 7422 S Lindbergh, Stockton, (95206) One - 500 (AG)

0.0890
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Ag Center - 2101 E Earhart Ave, Stockton, (95206) One - 6,000 (AG)

0.0290
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
SJ General Hospital - 500 W Hospital Dr, French Camp, (95231) One - 500 (AG)

0.0890
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Micke Grove Park - 11793 N Micke Grove Rd, Lodi, (95240) One - 500 (AG)

0.0890
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Oak Grove Park - 4520 W 8 Mile Rd, Stockton, (95209) One - 1,000 (AG)

0.0890
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
City of Galt
105,000 3.4547 (0.1190) $ 3.3897 $ 355,919
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Galt Locations
10,500 0.0490 $ 515
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Corp. Yard Annex - 550 Elm Avenue, Galt (95632) One - 2,000 (AG)

0.0540
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
County of Butte
149,100 3.4547 (0.1190) $ 3.3897 $ 505,404
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - County of Butte Locations
14,910 0.0490 $ 731
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Neal Road Landfill - 1023 Neal Road, Paradise (95969) 0.0540 PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1185
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 3 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

City of Sacramento
1,700,000 3.4547 (0.1190) $ 3.3597 $ 5,711,490
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - City of Sacramento Locations
170,000 0.0390 $ 6,630
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
North Area Fleet Maintenance Facility 918 Del Paso Road, Sacramento (95834) One – 2,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Meadowview Fleet Service - 2812 Meadowview Road, Sacramento (95832) One – 12,000 (BG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
South Corp. Yard - 5730 24th Street Bldg. 1, Sacramento (95822) Two – 12,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Kinney Police Facility - 3550 Marysville Blvd., Sacramento (95838) One – 12,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Rooney Police Substation - 5303 Franklin Blvd., Sacramento (95820) Two – 12,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Sutters Landing - 28th and A Street, Sacramento (95816) One – 2,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Engine House No. 1 - 624 Q Street, Sacramento (95811)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Richards Police Facility - 300 Richards Blvd., Sacramento (95811) One – 8,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Sacramento Marina - 270 Marina View Drive Sacramento (95818) One – 15,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Engine House No. 2 - 1229 I Street, Sacramento (95814)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Engine House No. 3 - 7208 W. Elkhorn Blvd., Sacramento (95837)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Water Dept. 35th Ave. Parking - 1395 35th Ave., Sacramento (95822) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
County of Sacramento
1,016,000 3.4547 (0.1190) $ 3.3357 $ 3,389,071
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - County of Sacramento Locations
101,600 0.0390 $ 3,962
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Bradshaw 9661 Conservation Road Sacramento, CA 95827 One – 20,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
North Area Transfer Station
4450 Roseville Road North Highlands, CA 95660 One – 6,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1186
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 4 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

North County Corporation Yard 5026 Don Julio Blvd.

Sacramento, CA 95842 One – 12,000 (BG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Kiefer Landfill 12701 Kiefer Blvd. Sacramento, CA 95683 One – 2,500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Regional Treatment Plant (SRWTP)
8521 Laguna Station Road Elk Grove, CA 95758 Two – 4,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Downtown Garage - 725 7th Street Sacramento, CA 95814 One – 20,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
North Garage - 5510 Garfield Avenue Sacramento, CA 95841 One – 6,000 (BG)
One – 15,000 (BG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
South Garage - 9250 Bond Road Elk Grove, CA 95624 Two – 10,000 (BG) PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Florin Garage - 7000 65th Street, Suite B Sacramento, CA 95823 One – 6,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Vineyard Surface Water Treatment Plant 10151 Florin Road Sacramento, CA 95829 One – 4,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Marconi Station (Scheduled to close late 2014) 2535 El Sutton Lane Sacramento, CA 95821 One – 6,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Sacramento Metropolitan Fire District
50,000 3.4547 (0.1190) $ 3.3597 $ 167,985
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Sacramento Metropolitan Fire District Locations 5,000 0.0390 $ 195
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Fleet - 4425 Dudley Blvd. McClellan, CA (95652) One – 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Logistics - 3012 Gold Canal Dr Rancho Cordova, CA (95670) One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 21 - 7641 Greenback Ln Citrus Heights CA (95610) One – 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 25 - 7352 Roseville Rd. Sacramento, CA (95842)
One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 32 - 8890 Roediger Lane Fair Oaks, CA (95628)
One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 50 - 8880 Gerber Rd Sacramento, CA (95828)
One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 55 - 7776 Excelsior Road Sacramento, CA (95829) One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1187
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 5 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Station 58 - 7250 Sloughouse Rd Elk Grove, CA
One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 106 - 2200 Park Towne Circle Sacramento, CA (95825) One – 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 109 - 5634 Robertson Ave Carmichael, CA (95608
One – 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 111 - 6609 Rio Linda Blvd Rio Linda, CA (95673) One – 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Los Rios Community College District
30,000 3.4547 (0.1190) $ 3.3597 $ 100,791
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Los Rios Community College District Locations 3,000 0.0390 $ 117
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
American River College - 4700 College Oak Dr., Sacramento (95841) One - 2,000 (BG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Cosumnes River College - 8401 Center Pkwy, Sacramento (95823) One - 2,000 (BG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Sacramento City College - 3835 Freeport Blvd., Sacramento (95822) One - 2,000 (BG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Suan Juan Water District
17,000 3.4547 (0.1190) $ 3.3597 $ 57,115
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - San Juan Water District Locations 1,700 0.0390 $ 66
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Corp. Yard - 9935 Auburn Folsom Rd., Granite Bay (95746)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Yuba City
5,000 3.4547 (0.1190) $ 3.4047 $ 17,024
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Yuba City Locations
500 0.0590 $ 30
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
1185 Market Street Yuba City, (95991)
One – 250 (AG)

0.0690
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
701 Northgate Drive Yuba City, (95991)
One – 250 (AG)

0.0690
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
302 Burns Drive Yuba City, (95991)
One – 250 (AG)

0.0690
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1188
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 6 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.
824 Clark Avenue Yuba City, (95991)
One – 250 (AG)

0.0690
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
City of Davis
98,000 3.4547 (0.1190) $ 3.3357 $ 326,899
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Davis Locations
9,800 0.0390 $ 382
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Fuel Facility - 1717 Fifth St., Davis (95616)
Two. – 10,000 (BG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
UC Davis
300,000 3.4547 (0.1190) $ 3.3357 $ 1,000,710
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - UC Davis Locations
30,000 0.0390 $ 1,170
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
University of California, Davis One Shields Avenue
Davis, CA (95616) One – 12,000 (BG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
SRCSD
48,400 3.4547 (0.1190) $ 3.3357 $ 161,448
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - SRCSD Locations
4,840 $ -
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
SRCSD - 8521 Laguna Station Rd., Elk Grove (95758)
One – 3,600 (AG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
North Tahoe Public Utilities District
16,000 3.4547 (0.1190) $ 3.3947 $ 54,315
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - SRCSD Locations
1,600 0.0690 $ 110
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
North Tahoe PUD - 875 National Ave, Tahoe Vista, CA 96148 One - 1,000 (AG)

0.0590
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
South Sutter Water District
9,000 3.4547 (0.1190) $ 3.3947 $ 30,552
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential -South Sutter Water District Locations 900 0.0490 $ 44
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1189
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 7 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Fuel Tank Station - 2464 Pacific Avenue, Trowbridge (95659) (AG)

0.0590
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
County of Placer
450,000 3.4547 (0.1190) $ 3.3847 $ 1,523,115
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - County of Placer PW Locations
45,000 3.4547 0.0390 $ 1,755
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Lincoln Corp. Yard - 401 Oak Tree Lane, Lincoln
Two – 1,000 (AG)
- 0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
County Service Station - 11448 F Ave., Auburn
Two – 8,000 (AG)
- 0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Foresthill Yard - 22700 Foresthill Road, Foresthill
One – 1,000 (AG)
- 0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Colfax Corp. Yard - 1133 South Auburn Road, Colfax
One – 1,000 (AG)
- 0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
CALFIRE/PCFD Alta Station - Corner of Bonny Nook & Ridge Road, Alta One – 250 (AG)

0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
CALFIRE/PCFD Sunset West - 1300 Athens Ave., Lincoln
One – 1,000 (AG)

0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
CALFIRE/PCFD Dry Creek - 8350 Cook Riolo Road, Roseville One – 500 (AG)

0.0490
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
City of Elk Grove
142,200 3.4547 (0.1190) $ 3.3357 $ 474,337
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - City of Elk Grove Locations
14,220 0.0390 $ 555
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Elk Grove Fleet Facility - Elk Grove, CA 95624
One. – 12,000 (AG)
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Town of Truckee
10,000 3.4547 (0.1190) $ 3.3997 $ 33,997
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Town of Truckee Locations
1,000 0.0490 $ 49
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Corp. Yard #1 - 10720 Riverview Dr., Truckee (96161)
One. – 2,000 (AG)

0.0640
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Public Service Center - Corp. Yard #2 10969 Stevens Lane, Truckee (96161) One – 6,000 AG)

0.0640
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
ATTACHMENT A 1190
SACOG

BULK GASOLINE, DIESEL FUEL, AND RELATED PRODUCTS

BID PRICING WORKSHEET
Attachment C
Bid No. 10271

Page 8 of 8 ends

Category A - Gasoline, Unleaded (87 Octane) Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT

WILL BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST

HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Cosumnes Community Services District
60,000 - (0.1190) $ (0.0950) $ (5,700)
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA
AB#32: $0.00298 // PER INVOICE: Regulatory
Compliance Fee: $15.75
Bobtail Differential - Cosumnes Community Services District 6,000 0.0390 $ 234
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 71 - 8760 Elk Grove Blvd, Elk Grove One - 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 72 - 10035 Atkins Dr, Elk Grove One - 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 74 - 6501 Laguna Park Dr, Elk Grove One - 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Station 45 - 229 5th St, Galt One - 500 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
Fleet - 10573 East Stockton Blvd, Elk Grove One - 1,000 (AG)

0.0240
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE:

Regulatory Compliance Fee: $15.75
PER GALLON: California Gas Excise Tax: $0.596 // Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Estimated Invoice Fee Total:

INVOICE TERMS: 1/2% Days Total Gallons 5,537,700 Admin Fee: $ 35,995.05 $ 18,385,200 ATTACHMENT A 1191
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

City of Roseville
503,000 3.4350 (0.0890) $ 3.3460 $ 1,683,038
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - City of Roseville Locations
50,300 0.0490 $ 2,465
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Corporate Yard - 2005 Hilltop Circle, Roseville (95747) Two - 10,000 (BG) PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Golf Course Maintenance Yard - Diamond Oaks Golf Course 349 Diamond Oaks Rd., Roseville One - 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Police/Fire Departments - 401 Oak Street, Roseville One - 2,000 (BG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Water Treatment Plant - 9342 Barton Road, Roseville One – 300 (AG) One – 50 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Dry Creek Wastewater Treatment Plant - 1800 Booth Road, Roseville Two – 500 AG) One – 10,000 (BG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Dual Purpose Pump Station - 1401 East Roseville Pkway, Roseville One – 2,000 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Westside Tank - 4501 Westpark Dr, Roseville One – 3,000 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Roseville Fire Station No. 2 - 1398 Junction Blvd., Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Fire Station No. 3 - 1300 Cirby Way, Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Fire Station No. 4 - 1900 Eureka Road, Roseville One – 1,000 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Fire Station No. 5 - 1565 Pleasant Grove, Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Roseville Fire Station No. 6 - 1430 E. Roseville Pkwy., Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Fire Station No. 7 - 911 Highland Point Drive, Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Fire Station No. 9 - 2451 Hayden Parkway Roseville One – 500 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Rocklin
10,000 3.4350 (0.0890) $ 3.3460 $ 33,460
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - Rocklin Locations
1,000 0.0490 $ 49
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Rocklin Corp. Yard - 4081 Alvis Ct., Rocklin (95677)
One – 12,000 (AG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Folsom
210,000 3.4350 (0.0890) $ 3.3700 $ 707,700
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 1 ends

ATTACHMENT A 1192
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Bobtail Differential - Folsom Locations
21,000 0.0490 $ 1,029
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Corporation Yard - 1300 Leidesdorff Street, Folsom (95630) One – 2,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Fire Department #35 (2 Section Tank) 535 Glenn Drive, Folsom (95630) One - 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Galt
5,000 3.4350 (0.0890) $ 3.3750 $ 16,875
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Galt Locations
500 0.0490 $ 25
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Corp. Yard Annex - 550 Elm Avenue, Galt (95632) One - 1,000 (AG)

0.0290
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SMUD
420,000 3.4350 (0.0890) $ 3.3850 $ 1,421,700
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - SMUD Locations
42,000 0.0490 $ 2,058
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Mobile Fuel Truck, ECOC 4401 Bradshaw Road Sacramento, CA 95827 (AG)

0.0390
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
U.S. Highway 40 Pollock Pines, CA 95726 (AG)

0.0640
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
74444 Ice House Road Riverton, CA 95726 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
City of Sacramento
20,000 3.4350 (0.0890) $ 3.3460 $ 66,920
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Sacramento Locations
2,000 0.0390 $ 78
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Area Fleet Maintenance Facility 918 Del Paso Road, Sacramento (95834) One – 15,000 (AG) PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Meadowview Fleet Service - 2812 Meadowview Road, Sacramento (95832) Two – 10,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
South Corp. Yard - 5730 24th Street Bldg. 1, Sacramento (95822) One – 12,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Kinney Police Facility - 3550 Marysville Blvd., Sacramento (95838) One – 12,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Sutters Landing - 28th and A Street, Sacramento (95816) One – 2,000 (AG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Engine House No. 1 - 624 Q Street, Sacramento (95811)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Engine House No. 2 - 1229 I Street, Sacramento (95814)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 2 ends

ATTACHMENT A 1193
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Water Dept. 35th Ave. Parking - 1395 35th Ave., Sacramento (95822)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
County of Sacramento
50,000 3.4350 (0.0890) $ 3.3460 $ 167,300
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - County of Sacramento Locations
5,000 0.0390 $ 195
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bradshaw 9661 Conservation Road Sacramento, CA 95827 Two – 12,000 (BG) PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Area Transfer Station - 4450 Roseville Road North Highlands, CA (95660) One – 20,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North County Corporation Yard - 5026 Don Julio Blvd. Sacramento, CA 95842 One – 12,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Regional Treatment Plant (SRWTP) - 8521 Laguna Station Road Elk Grove, CA 95758
One – 4,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Vineyard Surface Water Treatment Plant 10151 Florin Road Sacramento, CA 95829 One – 2,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Sacramento Metropolitan Fire District
260,000 - (0.0890) $ (0.0650) $ (16,900)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Sacramento Metropolitan Fire District Locations 26,000 0.0390 $ 1,014
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Fleet - 4425 Dudley Blvd. McClellan, CA (95652) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Logistics - 3012 Gold Canal Dr Rancho Cordova, CA (95670) One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 21 - 7641 Greenback Ln Citrus Heights CA (95610) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 23 - 6421 Greenback Lane Citrus Heights, CA (95621) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 22 - 6248 Nut Ave Orangevale, CA (95662)
One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 25 - 7352 Roseville Rd. Sacramento, CA (95842)
One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 26 - 8000 Palmerson Drive Antelope, CA (95842)
One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 29 - 8681 Greenback Ln Orangevale, CA (95662)
One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 32 - 8890 Roediger Lane Fair Oaks, CA (95628)
One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 41 - 6900 Thomas Dr N Highlands, CA (95660)
One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 50 - 8880 Gerber Rd Sacramento, CA (95828)
One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 55 - 7776 Excelsior Road Sacramento, CA (95829) One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 3 ends

ATTACHMENT A 1194
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Station 58 - 7250 Sloughouse Rd Elk Grove, CA
One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 65 - 11201 Coloma Rd Rancho Cordova, CA (95670) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 66 - 3180 Kilgore Rd Rancho Cordova, CA (95670) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 106 - 2200 Park Towne Circle Sacramento, CA (95825) One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 109 - 5634 Robertson Ave Carmichael, CA (95608
One – 1,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 111 - 6609 Rio Linda Blvd Rio Linda, CA (95673) One – 500 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Elk Grove Unifed School District
390,000 3.4350 (0.0890) $ 3.3460 $ 1,304,940
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Elk Grove Unified School District Locations 39,000 0.0390 $ 1,521
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
8421 Gerber Rd, Sacramento, (95828) Three - 10,000 (BG) PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
8800 Elk Grove Blvd, Elk Grove, (95624) One - 10,000 (BG) One - 5,000 (BG)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
San Juan Unified School Districit
200,000 3.4350 (0.0890) $ 3.3950 $ 679,000
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - San Juan Water District Locations 20,000 0.0390 $ 780
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Corp. Yard - 9935 Auburn Folsom Rd., Granite Bay (95746)

0.0490
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Yuba City
5,000 3.4350 (0.0890) $ 3.4150 $ 17,075
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Yuba City Locations
500 0.0590 $ 30
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
1185 Market Street Yuba City, (95991) One – 750 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
701 Northgate Drive Yuba City, (95991)
One – 750 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
302 Burns Drive Yuba City, (95991)
One – 750 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
824 Clark Avenue Yuba City, (95991)
One – 750 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
795 Lincoln Road Yuba City, (95991)
One – 1,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
150 Ohleyer Road Yuba City, (95993)
One – 1,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
2855 Butte House Road Yuba City, (95993)
One – 1,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 4 ends

ATTACHMENT A 1195
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

City of Davis
23,000 3.4350 (0.0890) $ 3.4050 $ 78,315
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Davis Locations
2,300 0.0390 $ 90
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Fuel Facility 1717 Fifth St., Davis (95616) One – 2,500 (BG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Placerville
4,400 3.4350 (0.0890) $ 3.3460 $ 14,722
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - City of Placerville Locations
440 0.0490 $ 22
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Elk Grove Fleet Facility - Elk Grove, CA 95624 One - 12,000 PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Tahoe Public Utilities District
11,000 3.4350 (0.0890) $ 3.4050 $ 37,455
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - SRCSD Locations
1,100 0.0690 $ 76
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Tahoe PUD - 875 National Ave, Tahoe Vista, CA 96148 One - (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SRCSD
7,500 3.4350 (0.0890) $ 3.3850 $ 25,388
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - SRCSD Locations
750 0.0490 $ 37
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SRCSD - 8521 Laguna Station Rd., Elk Grove (95758) One – 3,600 (AG)

0.0390
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Placer County Water Agency
50,437 3.4350 (0.0890) $ 3.4050 $ 171,738
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Placer County Water Agency Locations 5,044 0.0490 $ 247
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
PCWA Corp. Yard - 498 Maidu Dr., Auburn (95603) One – 1,000 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
PCWA Business Center Campus - 185 Ferguson Rd., Auburn (95603) One – 500 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
PCWA Foresthill Facility Center - 5825 Sunset Dr., Foresthill (95631) One – 1,000 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
PCWA Ralston Site 9600 Blacksmith Flat Rd., Foresthill (95631) One – 500 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
PCWA French Meadows Site
Northwest Side of Hell Hole Reservoir, Foresthill (95631) One – 2,000 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
County of Placer
292,000 3.4350 (0.0890) $ 3.4050 $ 994,260
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 5 ends

ATTACHMENT A 1196
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Bobtail Differential - County of Placer PW Locations
29,200 0.0490 $ 1,431
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Lincoln Corp. Yard - 401 Oak Tree Lane, Lincoln Two – 1,000 (AG)

0.0490
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Foresthill Yard - 22700 Foresthill Road, Foresthill
Two – 1,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Colfax Corp. Yard - 1133 South Auburn Road, Colfax
Two – 1,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Tahoe Corp. Yard - 2501 North Lake Blvd., Tahoe City
Two – 3,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Truckee Service Station - 910 Cabin Creek Road, Truckee One – 4,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SMD #1 - 11755 Joeger Road, Auburn
One –1,000 (AG)

0.0590
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Truckee Road Yard - 745 Cabin Creek Road, Truckee
One –6,000 (AG)

0.0690
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Town of Truckee
120,000 3.4350 (0.0890) $ 3.4100 $ 409,200
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Town of Truckee Locations
12,000 0.0490 $ 588
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Tahoe/Donner Yard 14528 Northwoods Blvd., Truckee (96161) One – 6,000 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Public Service Center - Corp. Yard #2 10969 Stevens Lane, Truckee (96161) Two – 7,000 AG)

0.0640
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
County of Butte
147,100 - (0.0890) $ (0.0400) $ (5,149)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - County of Butte Locations
14,710

0.0490
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Neal Road Landfill - 1023 Neal Road, Paradise (95969)
One – 1,200 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Public Works Corp Yard - 9 County Center Drive, Oroville (95965) One – 8,000 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Paradise Public Works Corp Yard - 5912 Almond Street, Paradise 95969 One – 1,000 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Citrus Heights Water District
6,600 - (0.0890) $ (0.0350) $ (231)
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - CHWD Locations
660 0.0490 $ 32
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 6 ends

ATTACHMENT A 1197
B - ULS Diesel #2
Category B - ULS Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST. ANNUAL
USAGE (gal)
INDICATE the SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR April 29th, 2019

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price Per
Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

Corp Yard - 6230 Greenback Lane, Citrus Heights
One – 1,000 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Estimated Invoice Fee Total:

PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
INVOICE TERMS:
1/2% 20 Days
2,735,037 Admin Fee:
$ 17,777.74
$ 7,823,918
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 7 ends

ATTACHMENT A 1198
C - Red Dye Diesel
Category C - Red-Dyed Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST.

ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK AVERAGE

PRICE REPORTED BY OPIS FOR
APRIL 29TH, 2019

BIDDER'S
MARGIN

DELIVERY
POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTI
AL
Estimated Price
Per Gallon
(excluding
taxes)
EXT PRICE (including
expected taxes)

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL BE

CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

County of Placer
22,000 3.4400 (0.0840) $ 3.415 $ 75,130
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - County of Placer
2,200 0.0399 $ 88
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Finance/Administration Bldg. (FAB) Dewitt Center 2950 Richardson Drive, Auburn
One – 1,500 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Building 210 – Dewitt Center 2819 Second St., Auburn
One – 50 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Auburn Main Jail and Kitchen-Dewitt Center
2775 Richardson Drive, Auburn
One – 500 AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Juvenile Detention – Dewitt Center 11280 B Avenue, Auburn One – 100 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bldg. 501 Communications/IT – Dewitt Center 11295 B Avenue, Auburn
One – 900 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee:

Health & Human Services Bio Lab – Dewitt
11475 C Avenue, Auburn
One – 200 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Auburn Justice Center (Main Unit) – Dewitt
2929 Richardson Drive, Auburn
Two – 1,400 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Auburn Justice Center (Small Unit) – Dewitt
2929 Richardson Drive, Auburn
One – 50 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Cirby Hills Facility 101 Cirby Hills Drive, Roseville One – 500 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
South Placer Justice Center Bldg. B
10810 Justice Center Drive, Roseville One – 400 (AG)

0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
South Placer Adult Correctional Facility 10801 Go For Broke Road, Roseville Three – 1,333 (AG) 0.0590
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
South Sutter Water District 4,300 3.4400 (0.0840) $ 3.415 $ 14,685 PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - South Sutter Water District Locations 430 0.0590 $ 25 AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee:

Fuel Tank Station - 2464 Pacific Avenue, Trowbridge (95659) 0.0590 PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SRCSD 60,000 3.4400 (0.0840) $ 3.405 $ 204,300
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - SRCSD Locations
6,000 0.0490 $ 294
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SRCSD - 8521 Laguna Station Rd., Elk Grove (95758) One – 4,500 (AG)

0.0490
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Roseville 30,000 3.4400 (0.0840) $ 3.395 $ 101,850 PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Roseville Locations
3,000 0.0390 $ 117
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Pleasant Grove Wastewater Treatment Plant - 5051 Westpark Dr, Roseville Two – 10,000 (AG)0.0390
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Power Plant - 2155 Nicoles Drive, Rocklin
Two – 300 (AG)

0.0390
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Roseville Energy Park - 5120 Phillip Rd, Roseville One – 1,500 (AG) One - 290 (AG) 0.0390
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Yuba-Sutter transit Authority 280,000 3.4400 (0.0840) $ 3.356 $ 939,680 PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - Yuba-Sutter Transit AuthorityLocations 28,000 0.0690 $ 1,932
PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Corp. Yard - 2100 B Street, Marysville (95901) One – 12,000 (AG) PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 1 ends

ATTACHMENT A 1199
C - Red Dye Diesel
Category C - Red-Dyed Diesel #2 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST.

ANNUAL
USAGE

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK AVERAGE

PRICE REPORTED BY OPIS FOR
APRIL 29TH, 2019

BIDDER'S
MARGIN

DELIVERY
POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTI
AL
Estimated Price
Per Gallon
(excluding
taxes)
EXT PRICE (including
expected taxes)

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL BE

CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

INVOICE TERMS:
1/2% 20 days PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Total Gallons: 396,300 Admin Fee: $ 2,575.95 $ 1,338,101 PER GALLON: Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 2 ends

ATTACHMENT A 1200
E - Ethanol E85
Category E - Ethanol E-85 Margin
Bulk Fuel Storage (#
of Tanks) - (Gallons)
EST.

ANNUAL
USAGE
INDICATE THE 15% CBOT & 85%
ETHANOL: SACRAMENTO

UNBRANDED DAILY RACK

AVERAGE PRICE REPORTED BY
OPIS FOR APRIL 29th, 2018

BIDDER'S
MARGIN

DELIVERY
POINT

DIFFERENTI
AL

BOBTAIL

DIFFEREN
TIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL BE CHARGED

ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

City of Sacramento 50,000 - $ - $ -
AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential -City of Sacramento Locations
5,000 $ -
PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Kinney Police Facility
3550 Marysville Blvd., Sacramento (95838) One – 5,000 (BG) PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Rooney Police Substation - 5303 Franklin Blvd., Sacramento (95820) Two – 3,000 (BG)
PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Richards Police Facility - 300 Richards Blvd., Sacramento (95811) One – 4,000 (AG)
PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Sacramento Marina 270 Marina View Drive Sacramento (95818) One – 4,000 (AG)
PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
SMUD 100,000 - $ - $ - INVOICE: Regulatory Compliance Fee: $15.75 Bobtail Differential - SMUDLocations 10,000 $ - INVOICE: Regulatory Compliance Fee: $15.75 Mobile Fuel Truck, ECOC 4401 Bradshaw Road Sacramento, CA 95827 XX - X,XXX (XX) PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
INVOICE TERMS: CATEGORY E TOTAL:

PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75
Total Gallons: 150,000 Admin Fee: $ 975.00 CATEGORY E TOTAL: $ - PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32: $0.00298 // PER INVOICE: Regulatory Compliance Fee: $15.75

Page 1 ends

ATTACHMENT A 1201
Category H - Cardlock

OIL SPECIFICATION UOM
EST. ANNUAL
USAGE
Bidder's Location
and Operating
Schedule
Voyager Comdata or
Wright Express
Credit Card
Compatibility?
(enter all
compatible times or
state "none")

INDICATE THE
UNLEADED (87):

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2019
INDACTE THE DIESEL:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS
FOR APRIL 29TH 2019

INDICATE THE DIESEL
#2 RED-DYED:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2018
INDICATE THE 15%
CBOT & 85% ETHANOL:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2018
Bidder's
Margin
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES,

AND TAXES THAT WILL BE CHARGED ON THE

PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE

TAXES/FEES WILL BE INVOICED (PER GALLON,
TRANSACTION, ETC.) as well as any other comments.
$ 3.4547 $ 3.4350 $ 3.4400 $ 3.4350
County of Sutter TOTAL
CARDS 270
Various
Diesel GAL
3,950 ocation Schedule YES 0.10 $ 3.535 $ 13,963
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Various
Unleaded GAL
132,550 ocation Schedule YES 0.10 $ 3.555 $ 471,175
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298 // PER INVOICE: Regulatory Compliance Fee:
$15.75
County of El Dorado TOTAL
CARDS 385
Various
Diesel GAL
15,729 ocation Schedule YES 0.10 $ 3.535 $ 55,602
PER GALLON: California Diesel Excise Tax:
$0.454 // Federal L.U.S.T. & Superfund
Tax: $0.00314 // CA AB#32: $0.00452 //
PER INVOICE: Regulatory Compliance Fee:
$15.75
Various
Unleaded GAL
182,732 ocation Schedule YES 0.10 $ 3.555 $ 649,557
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Various
Diesel #2 - Red-Dyed GAL
6,409 ocation Schedule YES 0.10 $ 3.540 $ 22,688
PER GALLON: Federal L.U.S.T. & Superfund Tax:
$0.00314 // CA AB#32: $0.00452 // PER INVOICE:

Regulatory Compliance Fee: $15.75
County of Yuba
TOTAL
CARDS 75
Various
Diesel GAL
800 ocation Schedule YES 0.10 $ 3.535 $ 2,828
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Various
Unleaded GAL
22,173 ocation Schedule YES 0.10 $ 3.555 $ 78,818
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298 // PER INVOICE: Regulatory Compliance Fee:
$15.75
County of Yolo
TOTAL
CARDS 385
Various
Diesel GAL
15,729 ocation Schedule YES 0.10 $ 3.535 $ 55,602
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
182,732 ocation Schedule YES 0.10 $ 3.555 $ 649,557
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
Various Diesel #2 - Red-Dyed GAL
6,409 ocation Schedule YES 0.10 $ 3.540 $ 22,688
PER GALLON: Federal L.U.S.T. & Superfund Tax:
$0.00314 // CA AB#32: $0.00452
County of Nevada TOTAL
CARDS 200
Various
Diesel GAL
89,000 ocation Schedule YES 0.10 $ 3.535 $ 314,615
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
163,000 ocation Schedule YES 0.10 $ 3.555 $ 579,416
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
County of Amador TOTAL
CARDS 200
Various
Diesel GAL
23,000 ocation Schedule YES 0.10 $ 3.535 $ 81,305
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
81,000 ocation Schedule YES 0.10 $ 3.555 $ 287,931
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
SMUD
TOTAL
CARDS 600
ATTACHMENT A 1202
Category H - Cardlock

OIL SPECIFICATION UOM
EST. ANNUAL
USAGE
Bidder's Location
and Operating
Schedule
Voyager Comdata or
Wright Express
Credit Card
Compatibility?
(enter all
compatible times or
state "none")

INDICATE THE
UNLEADED (87):

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2019
INDACTE THE DIESEL:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS
FOR APRIL 29TH 2019

INDICATE THE DIESEL
#2 RED-DYED:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2018
INDICATE THE 15%
CBOT & 85% ETHANOL:

SACRAMENTO

UNBRANDED DAILY

RACK AVERAGE PRICE

REPORTED BY OPIS FOR
APRIL 29th, 2018
Bidder's
Margin
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES,

AND TAXES THAT WILL BE CHARGED ON THE

PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE

TAXES/FEES WILL BE INVOICED (PER GALLON,
TRANSACTION, ETC.) as well as any other comments.
$ 3.4547 $ 3.4350 $ 3.4400 $ 3.4350
Various
Diesel GAL
60,000 ocation Schedule YES 0.10 $ 3.535 $ 212,100
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
210,000 ocation Schedule YES 0.10 $ 3.555 $ 746,487
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
Various E85 GAL
100,000 ocation Schedule YES 0.10 $ 3.535 $ 353,500
PER GALLON: Federal L.U.S.T & Superfund Tax: $0.00314
// CA AB#32: $0.00298
Town of Loomis TOTAL
CARDS
35 Various
Diesel GAL
3,000 ocation Schedule YES 0.10 $ 3.535 $ 10,605
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
5,000 ocation Schedule YES 0.10 $ 3.555 $ 17,774
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
Various Diesel #2 - Red-Dyed GAL
2,000 ocation Schedule YES 0.10 $ 3.540 $ 7,080
PER GALLON: Federal L.U.S.T. & Superfund Tax:
$0.00314 // CA AB#32: $0.00452
City of Placeville TOTAL
CARDS
49 Various
Unleaded GAL
26,500 ocation Schedule YES 0.10 $ 3.555 $ 94,200
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
City of Woodland TOTAL
CARDS
266
Various
Diesel GAL
20,000 ocation Schedule YES 0.10 $ 3.535 $ 70,700
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
80,000 ocation Schedule YES 0.10 $ 3.555 $ 284,376
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
Various Diesel #2 - Red-Dyed GAL
20,000 ocation Schedule YES 0.10 $ 3.540 $ 70,800
PER GALLON: Federal L.U.S.T. & Superfund Tax:
$0.00314 // CA AB#32: $0.00452
City of Lincoln TOTAL
CARDS
160
Various
Diesel GAL
30,000 ocation Schedule YES 0.10 $ 3.535 $ 106,050
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
40,000 ocation Schedule YES 0.10 $ 3.555 $ 142,188
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
San Juan Unified School District TOTAL
CARDS
159
Various
Diesel GAL
200,000 ocation Schedule YES 0.10 $ 3.535 $ 707,000
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
30,000 ocation Schedule YES 0.10 $ 3.555 $ 106,641
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298
City of Yuba City
TOTAL
CARDS
300
Various
Diesel GAL
10,000 ocation Schedule YES 0.10 $ 3.535 $ 35,350
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452
Various
Unleaded GAL
60,000 ocation Schedule YES 0.10 $ 3.555 $ 213,282
PER GALLON: California Gas Excise Tax: $0.596 //
Federal L.U.S.T & Superfund Tax: $0.00314 // CA AB#32:
$0.00298

INVOICE
TERMS:
1/2% 20 Days
Yes
Total Gallons: 390,619 Admin Fee: $ 2,539.02 $ 6,463,879 ATTACHMENT A 1203
Renewable Diesel Bulk Fuel Storage
(# of Tanks) -
(Gallons)
Est. Annual
Usage

INDICATE THE SACRAMENTO

UNBRANDED DAILY RACK
AVERAGE ULS DIESEL #2

PRICE REPORTED BY OPIS
FOR June 22, 2018.

BIDDER'S
MARGIN

DELIVERY POINT

DIFFERENTIAL

BOBTAIL

DIFFERENTIAL
Estimated Price
Per Gallon EXT PRICE

INDICATE ALL OF THE ADDITIONAL FEES, SURCHARGES, AND TAXES THAT WILL

BE CHARGED ON THE PARTICIPATING AGENCY'S INVOICES AND LIST HOW THE TAXES/FEES WILL BE INVOICED (PER GALLON, TRANSACTION, ETC.) as well as any other comments.

County of Sacramento 500,000

3.4350 (0.2290) $ 3.2500 $ 1,603,000
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - County of Sacramento Locations

0.0440
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bradshaw 9661 Conservation Road Sacramento, CA 95827 Two – 12,000 (BG) -
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Area Transfer Station 4450 Roseville Road North Highlands, CA 95660 One – 20,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Kiefer Landfill 12701 Kiefer Blvd. Sacramento, CA 95683 -
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North County Corporation Yard 5026 Don Julio Blvd. Sacramento, CA 95842 One – 12,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
City of Sacramento 560,000

3.4350 (0.2290) $ 3.2500 $ 1,795,360
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - City of Sacramento Locations

0.0440
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
North Area Fleet Maintenance Facility 918 Del Paso Road, Sacramento (95834) One – 15,000 (AG) -
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Meadowview Fleet Service 2812 Meadowview Road, Sacramento (95832) Two – 10,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
South Corp. Yard - 5730 24th Street Bldg. 1, Sacramento (95822) One – 12,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Kinney Police Facility - 3550 Marysville Blvd., Sacramento (95838) One – 12,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Sutters Landing - 28th and A Street, Sacramento (95816) One – 2,000 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Water Dept. 35th Ave. Parking
1395 35th Ave., Sacramento (95822)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SMUD 260,000
- (0.2290) $ (0.1850) $ (53,300)
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - SMUD Locations

0.0440
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Mobile Fuel Truck, ECOC 4401 Bradshaw Road Sacramento, CA 95827 One – 1,200 (AG)

0.0240
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
U.S. Highway 40 Pollock Pines, CA 95726 Two – 6,000 (BG)

0.0640
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
ATTACHMENT A 1204
74444 Ice House Road Riverton, CA 95726 One – 4,000 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
UC Davis 100,000

3.4350 (0.2290) $ 3.2060 $ 320,600
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - UC Davis Locations
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
University of California, Davis - One Shields Avenue Davis, CA (95616) One – 12,000 (BG)
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
County of San Joaquin 475,000

3.4350 (0.2290) $ 3.2060 $ 1,522,850
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Bobtail Differential - County of San Joaquin Locations
-
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Public Works - 1810 E Hazelton Ave, Stockton, (95205) One - 15,000 (BG) -
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Sheriff - 7000 Michael N Canlis Blvd, French Camp, (95231) One - 6,000 (BG)

0.0340
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Stockton Airport - 7422 S Lindbergh, Stockton, (95206)
One - 1,000 (AG) One
- 500 (AG)

0.0640
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Ag Center - 2101 E Earhart Ave, Stockton, (95206) One - 2,000 (AG)

0.0640
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
SJ General Hospital - 500 W Hospital Dr, French Camp, (95231) One - 500 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Micke Grove Park - 11793 N Micke Grove Rd, Lodi, (95240) One - 500 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Oak Grove Park - 4520 W 8 Mile Rd, Stockton, (95209) One - 500 (AG)

0.0740
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Cosumnes Community Services District 85,000
- (0.2290) $ (0.1850) $ (14,875)
PER GALLON: California Diesel Excise Tax: $0.454 //
Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32:
$0.00452 // PER INVOICE: Regulatory Compliance Fee:
$15.75
Bobtail Differential - CCSD Locations

0.0440
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 71 - 8760 Elk Grove Blvd, Elk Grove One - 1,000 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Station 72 - 10035 Atkins Dr, Elk Grove
One - 500 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
ATTACHMENT A 1205
Station 45 - 229 5th Street, Galt One - 500 (AG)

0.0540
PER GALLON: California Diesel Excise Tax: $0.454 // Federal L.U.S.T. & Superfund Tax: $0.00314 // CA AB#32: $0.00452 // PER INVOICE: Regulatory Compliance Fee: $15.75
Fleet - 10573 East Stockton Blvd, Elk Grove One - 500 (AG)

Total Gallons: 1,980,000 Admin Fee: $ 12,870.00 $ 1,828,575 ATTACHMENT A 1206
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT B
ATTACHMENT A 1207
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
ATTACHMENT A 1208
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT C
ATTACHMENT A 1209
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT D
.

ATTACHMENT A 1210
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT E

FORM OF PARTICIPATING AGENCY SUB AGREEMENT

JOINT FUEL PROCUREMENT

SUB-AGREEMENT
between
CONTRACTOR and PARTICIPATING AGENCY
This FUEL PROCUREMENT AGREEMENT (“Agreement”), is made and entered into on [Enter Effective Date of Agreement upon execution], by and between [PARTICIPATING AGENCY], [describe form of entity] (hereinafter “Participating Agency”), and HUNT & SONS LLC, a Delaware limited liability company (hereinafter “Contractor or “Consultant”).

RECITALS:

A. The Sacramento Area Council of Governments (“SACOG”) has entered into a Standard Agreement with the Contractor, dated [date entered upon execution of joint procurement agreement], to provide various forms of fuel products to certain participating SACOG member agencies and other eligible entities (the “SACOG Agreement”); and B. The Participating Agency desires to purchase fuel products from Contractor pursuant to the terms and conditions set forth below.

AGREEMENT:

NOW, THEREFORE, the parties agree as follows:

4. Insurance Requirements. Choose one of the following:

ATTACHMENT A 1211
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135
a. Contractor shall obtain and maintain the insurance required under section 15 of the SACOG Agreement and shall cause the Participating Agency to be named as additional insured thereunder.
b. [If the Participating Agency has different insurance requirements, they should be inserted here in place of the foregoing text.]

5. [Insert any other special terms and conditions]

6. The Participating Agency shall have the right to terminate this Agreement for any reason, with or without cause, at any time, by giving the Contractor fifteen (15) days written notice.

7. Project Manager:

The Participating Agency’s project manager for this Agreement is Project Manager unless Participating Agency otherwise informs Contractor. Any notice, report, or other communication required by this agreement shall be mailed by first-class mail to the Participating Agency Project Manager at the following address:

Project Manager, Title
Participating Agency
Address
Address
Telephone:

Email:

Contractor’s project manager for this Agreement is Brad McGhee. No substitution of Contractor’s project manager is permitted without the prior written agreement of Participating Agency, which agreement shall not be unreasonably withheld. Communication to Contractor required by this Agreement shall be mailed by first-class mail to:

Brad McGhee, Sales Manager
Hunt & Sons LLC
5725 Alder Avenue
Sacramento, CA 95829
Telephone: (209) 345-8062
Email: [email protected]
(Signature Page to Follow)
ATTACHMENT A 1212
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

IN WITNESS WHEREOF, THE PARTIES HAVE ENTERED INTO THIS AGREEMENT AS OF THE DATE HEREIN ABOVE APPEARING:
[PARTICIPATING AGENCY]:

NAME OF AUTHORIZED SIGNATORY
Title

HUNT & SONS LLC

BRAD MCGHEE
Sales Manager
ATTACHMENT A 1213
Contract #: CT250004
Funding Source: Local Agencies
Project Code: SAC135

EXHIBIT F

CERTIFICATION OF RESTRICTIONS ON LOBBYING
ATTACHMENT A 1214
5 (Rev. 9.30.22)

EXHIBIT B

INSURANCE REQUIREMENTS
City of Stockton's Insurance
Requirements
ATTACHMENT A 1215
REV 2024-03-25
Exhibit B:

Insurance Requirements
(Fuel Delivery Petroleum)
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor, his agents, representatives, employees, or subcontractors. With respect to General Liability, Errors & Omissions, Contractors Pollution Liability, and/or Asbestos Pollution Liability, coverage should be maintained for a minimum of five (5) years after contract completion.

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

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $5,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering any auto (Code 1), or if Contractor has no owned autos, hired (Code 8) and non-owned (Code 9) autos, with limit no less than $5,000,000 per accident for bodily injury and property damage.

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

4. Environmental Impairment/Contractors Pollution Liability, with limits no less than $5,000,000 per occurrence or claim, to include liability for Groundwater contamination, explosion, sudden and accidental and environmental cleanup, etc.

If the contractor maintains broader coverage and/or higher limits than the minimums shown above, the City of Stockton requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Stockton.

Self-Insured Retentions
ATTACHMENT A 1216
REV 2024-03-25
Self-insured retentions must be declared to and approved by the City of Stockton. The City of Stockton may require the Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City of Stockton. The CGL and any policies, including Excess liability policies, may not be subject to a self-insured retention (SIR) or deductible that exceeds $25,000 unless approved in writing by City of Stockton. Any and all deductibles and SIRs shall be the sole responsibility of Contractor or subcontractor who procured such insurance and shall not apply to the Indemnified Additional Insured Parties. City of Stockton may deduct from any amounts otherwise due Contractor to fund the SIR/deductible. Policies shall NOT contain any self-insured retention (SIR) provision that limits the satisfaction of the SIR to the Named Insured.

The policy must also provide that Defense costs, including the Allocated Loss Adjustment Expenses, will satisfy the SIR or deductible. City of Stockton reserves the right to obtain a copy of any policies and endorsements for verification.

Other Insurance Provisions
A. The General Liability, Automobile Liability, Contractors Pollution Liability, and/or Asbestos Pollution policies are to contain, or be endorsed to contain, the following provisions:

1. The City of Stockton, its officers, officials, employees, and volunteers are to be covered as additional insureds with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used). Additional insured Name of Organization shall read “City of Stockton, its officers, officials, employees, and volunteers.” Policy shall cover City of Stockton, its officers, officials, employees, and volunteers for all locations work is done under this contract.

2. For any claims related to this project, the Contractor’s insurance coverage shall be primary and non-contributory insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City of Stockton, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City of Stockton, its officers, officials, employees, agents, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it. This requirement shall also apply to any Excess or Umbrella liability policies. The City of Stockton does not accept endorsements limiting the Contractor’s insurance coverage to the sole negligence of the Named Insured.

ATTACHMENT A 1217
REV 2024-03-25

3. Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City of Stockton.

B. The Automobile Liability policy shall be endorsed to include Transportation Pollution Liability insurance, covering materials to be transported by Contractor pursuant to the contract. This coverage may also be provided on the Contractors Pollution Liability policy.

C. If General Liability, Contractors Pollution Liability and/or Asbestos Pollution Liability and/or Errors & Omissions coverages are written on a claims-made form:

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

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

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

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

5. If the services involve lead-based paint or asbestos identification / remediation, the Contractors Pollution Liability shall not contain lead-based paint or asbestos exclusions. If the services involve mold identification / remediation, the Contractors Pollution Liability shall not contain a mold exclusion and the definition of “Pollution” shall include microbial matter including mold.

Umbrella or Excess Policy
The Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply to a loss covered hereunder, shall be called upon to contribute to a loss until the Contractor’s primary and excess liability policies are exhausted.

ATTACHMENT A 1218
REV 2024-03-25
Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best rating of no less than A:VII if admitted in the State of California.

Verification of Coverage
Contractor shall furnish the City of Stockton with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements and copies of the Declarations & Endorsements pages are to be received and approved by the City of Stockton before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Stockton reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Waiver of Subrogation
Contractor hereby grants to City of Stockton a waiver of subrogation which any insurer may acquire against City of Stockton, its officers, officials, employees, and volunteers, from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation but this provision applies regardless of whether or not the City of Stockton has received a waiver of subrogation endorsement from the insurer. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Stockton for all work performed by the Contractor, its employees, agents, and subcontractors.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City of Stockton is an additional insured on insurance required from subcontractors. For CGL coverage subcontractors shall provide coverage with a format least as broad as CG 20 38 04 13.

Duration of Coverage
CGL & Excess liability policies for any construction related work, including, but not limited to, maintenance, service, or repair work, shall continue coverage for a minimum of 5 years for Completed Operations liability coverage. Such Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

ATTACHMENT A 1219
REV 2024-03-25
Special Risks or Circumstances
City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Certificate Holder Address
The address for mailing certificates, endorsements and notices shall be:

City of Stockton
Its Officers, Officials, Employees and Volunteers
400 E Main Street, 3rd Floor – HR
Stockton, CA 95202
ATTACHMENT A 1220
City of Stockton
Legislation Text
File #: 24-1173, Version: 1
ADOPTION OF PROPOSED REDLINE CHANGES TO CHAPTER 4.08 OF THE COUNCIL POLICY MANUAL

RECOMMENDATION
Staff recommends that the City Council adopt by resolution the proposed redline changes to Chapter

4.08 of the Council Policy Manual.

Summary
On October 23, 2024, the Council Legislation/Environmental Committee reviewed, provided direction, and forwarded a recommendation that Council adopt changes to Chapter 4.08 of the Council Policy Manual regarding censure. Those changes are now presented for the City Council’s consideration.

DISCUSSION
Background
In December 2023, the Legislation/Environmental Committee reviewed and discussed revisions to the entire council policy manual. On August 28, 2024, the Committee was presented with information regarding the Council Censure Policy in Chapter 4.08 and following review and discussion, the Committee directed staff to make the following changes:
· A notification period of 10-days.
· Ad Hoc makeup at the Mayor’s discretion.
· Add a reservation of rights clause.
· Revise the Policy section to a Purpose section with a broader statement of intent. · Add a willful, negligent, intentional requirement and remove good faith exception.

On October 23, 2024, these changes were presented to the Committee and a recommendation was forwarded to Council. Those changes are reflected in Attachment A as are general cleanup changes to reflect a clear process.

Present Situation
In accordance with Committee direction, staff presents proposed redline changes which reflect the Committee’s recommended changes to Council Policy Manual Chapter 4.08 for review and consideration.

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File #: 24-1173, Version: 1
Conclusion
Staff recommends that the City Council adopt by resolution the proposed redline changes to Chapter Policy 4.08 of the Council Policy Manual regarding censure.

FINANCIAL SUMMARY
There is no direct financial impact from approval of these changes Attachment A - Council Policy 4.08 (redline)
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ATTACHMENT A
CHAPTER 4.08

COUNCIL CENSURE
§ 4.08.010. PolicyPurpose.

The residents of Stockton are entitled to responsible, fair, honest, and ethical City government. It is the Policy of the Stockton City Council that all its members shall abide by federal and state law, the City Charter, City legislation, and City Council policies. Violation of such laws or policies can subject the City to liability, affect the City's budget, resources, plans and timelines, injure the good name of the City, and undermine the effectiveness of the City Council as a whole. Such conduct is deemed to be subject to City Council Censure.

The purpose of this Policy and Procedure for Censure of City Councilmembers is to establish a process for City Councilmembers to seek a censure determination as to another City Councilmember. For purposes of this Policy, the term “Councilmember” includes each individual Councilmember, the Vice-Mayor, and the Mayor of the City.

Censure is a formal resolution of the City Council officially reprimanding one of its members for negligently, intentionally, or willfully violating a law, regulation, City policy, or the City Code of Ethics, while serving as a City of Stockton Councilmember. A censure shall be considered an expression of disapproval by the City Council but carries no additional penalty or fine imposed by the City Council.

In lieu of or in addition to censure, the City Council shall retain the right to refer any matter or alleged misconduct to an appropriate regulatory or enforcement agency and/or to take any other action otherwise authorized by policy or law.
1) In order to deter violations of law and serious violations of adopted City policies, the City Council may take formal action against its members for such misconduct in the form of censure.
2) Censure is a formal Resolution of City Counsel reprimanding one of its own members for specified conduct, generally a violation of law or of City policy where the violation of policy is considered to be a serious offense.
3) Censure should not follow an occasional error in judgment, which occurs in good faith and is unintentional.
4) Censure carries no fine or suspension of the rights of the member as an elected official but a censure is a punitive action that serves as a punishment for wrongdoing. § 4.08.020. Procedures.
1) Any two City Councilmembers may initiate a censure process by jointly submitting a censure request to the City Clerk. The censure request shall be in writing, specify the name of the Councilmember sought to be censured, and specify the alleged misconduct for which censure is sought.
2) Within ten (10) days of receipt of the censure request, the City Clerk shall notify the 1223

ATTACHMENT A
Councilmember who is the subject of the requested censure, and the City Clerk shall provide that Councilmember with a copy of the written censure request. 1)3) The City Clerk shall thereafter place the censure request on the next regular City Council agenda for initial consideration of the censure request by the City Council at a City Council meeting occurring no later than sixty (60) days after receipt of the censure request. The initial consideration of the censure may be heard at either a regular or special City Council meeting.Any two members of the City Council may submit, in writing to the City Clerk, a complaint and request for a censure hearing concerning an alleged violation of law or serious violation of City policies by another member. The complaint shall provide specific allegations and any supporting evidence of specific conduct alleged to violate existing law or adopted City policies. The City Clerk shall place this matter on an agenda at a regular City Council meeting.
4) At that meeting, the Councilmembers who did not submit the complaint and the Councilmember who is not the subject of the censure complaint, may, by unanimous vote, direct that the censure hearing not move forwardproceed. Absent this unanimous vote, the censure hearing shall move forward.
5) If a censure hearing moves forward, the next step is the creation of a Council Ad Hoc committee. Otherwise, tThe Mayor shall appoint a Council Aad Hhoc committee to review the complaint as set forth in subsection 64 below. Councilmembers who made the complaint and the accused councilmember shall not serve on the ad hoc committee. If the Mayor filed or is the subject of the complaint, the Vice Mayor shall appoint a Council Ad Hoc Committee to review the complaint. If both the Mayor and Vice Mayor are unable to make the Ad Hoc Appointment, the Councilmember with the longest tenure who is not involved in the filing of the complaint and is not the subject of the complaint, may appoint a Council Ad Hoc Committee to review the complaint.In even numbered years, the ad hoc committee shall be the Mayor and two Councilmembers from Districts 2, 4, or 6. In odd numbered years, the ad hoc committee shall be the Mayor and two Councilmembers from Districts 1, 3, or 5. If the Mayor is either one of the Councilmembers who submitted the complaint or is the subject of the censure complaint, the Vice-Mayor shall serve on the committee and make the other appointment as provided above. If both the Mayor and the Vice-Mayor have submitted the complaint, the Councilmember with the longest tenure (and who is not the subject of the complaint) shall serve on the committee and make the appointment as provided above. If two or more Councilmembers have the same longest tenure, the Councilmembers shall draw straws as to who will serve on the committee and make the other appointment. The make up of the ad hoc committee as described above is the general rule; depending on which Councilmembers have made the complaint and/or which Councilmember is the subject of the complaint, the make up of the ad hoc committee is flexible.
2) A copy of the complaint and request for censure shall be provided to the accused Councilmember as soon as possible following receipt, but in no event less than 72 hours prior 1224
City of Stockton, CA
§ 4.08.020 § 4.08.030
to the meeting of the ad hoc committee at which the complaint and request for a censure hearing will be considered.
6) TheThe Ad Hoc committee may interview witnesses and review documents relevant to the censure request. The Ad Hoc committee may seek the reasonable assistance of City staff, including the City Clerk, City Manager, and City Attorney, and may contract with consultants and/or investigators to assist the ad hoc committee in its investigation, provided that such contracts are subject to approval of the City Manager and City Attorney, and the amount of the contract shall not exceed the contracting authority of the City Manager without City Council approval.
7) The Ad Hoc committee shall endeavor to complete its investigation within ninety (90) days of the establishment of the ad hoc committee, subject to reasonable extensions of time as the specific facts, circumstances, and investigation so warrant. 3) ad hoc committee shall review the allegations of the complaint, conduct whatever investigation into the allegations of the complaint is necessary, and At the end of its investigation, the Ad Hoc committee shall determine whether the facts support/do not support a censure hearing and prepare a report and recommendation on the complaint to the full City CouncilCouncil.
4) The ad hoc committee shall be staffed by the administrative support staff as may be necessary to assist in its investigation and report to the Council. 5)8) Upon completion of its review of the complaint and any investigation, the committee shall determine if, considering all the facts and evidence, there are reasonable grounds to believe or not believe that the alleged violation of law or serious violation of adopted City policy occurred. The Aad Hhoc committee report shall make a written report to the Council stateing the specific law or policy alleged to have been violated, and summarizeing the complaint, evidence, and the results of itsany additional investigation. The ad hoc committee shall also make a recommendation to the Council that the complaint is supported by sufficient evidence of a violation of law or serious violation of adopted City policy to warrant a censure hearing, or, alternatively, that the complaint is not supported by sufficient evidence of a violation of law or serious violation of adopted City policy to warrant a Council censure hearing. 9) If the ad hoc committee determines that the allegations are supported and a censure hearing is warranted, the committee shall direct the City Clerk to forward its report and recommendation to the entire City Council and set the matter for a public censure hearing before the City Council at the next available meeting date considering the due process requirements in Sections 11 and 12.
6)10) If the ad hoc committee concludes that the allegations are not supported and a censure hearing is not warranted, the ad hoc committee shall direct the City Clerk to forward the committee's report and recommendation to the entire City Council and no further action on the complaint will be taken. unless a City Council majority directs during Council Communications the matter to be placed on its agenda for further consideration. 7)11) If a public hearing is set before the City Council, prior to any formal action by the City Council to censure a member, therethe person against whom censure is sought is entitled to due process of law, which requires notice and, an opportunity to be heard, including the opportunity to refute evidence against him/her. The hearing shall take place before the Council makes a final determination.
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§ 4.08.020 § 4.08.030
8)12) The hearing shall be far enough in advance to give the member subject to censure adequate time to review the allegations and evidence against him or her and prepare a defense, but no longer than 30 days from the date of the ad hoc committee's recommendation. 9) At the hearing, the member shall be given an opportunity to be heard. 13) A City Council decision to censure requires the adoption of a Resolution withmaking appropriate findings. Findings must , be based on substantial evidence that the member has engaged in conduct that violates a law, regulation, City policy, or the City Code of Ethicsconstitutes a violation of law or a serious violation of an adopted City policy. 10)14) The issuance of aThe resolution of censure requires a majority vote must be affirmed by at least four affirmative votes oof the City Council. The accused Councilmember shall not participate in the City Council's deliberations after the public hearing is closed or in any vote by the City Council on the proposed censure.
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City of Stockton, CA
§ 4.08.030 § 4.08.080
§ 4.08.030. Responsibilities.

City Clerk: Submittal, notification, agenda scheduling, and other assistance as directed under the policy. Place allegations of policy violations on agenda for City Council meeting.

Mayor: Appoint a Council Aad Hhoc committee to review complaint.

City Councilmembers: Determine whether censure processhearing should proceed consistent with the policy. If the censure process moves forward, any selected councilmember must, serve on the Aad Hhoc committee to review the complaintcomplaint and make a recommendation. § 4.08.040. Relevant authority.

The authority for a City Council to censure one of its own members stems from State law.

Government Code Section 36813 provides for a legislative body to establish rules for the conduct of its proceedingsApproved by Resolution.
§ 4.08.050. Related administrative directive, city policy, city procedure.

None applicable.
§ 4.08.060. Related forms, documents, or links.

None applicable.
§ 4.08.070. Frequently asked questions.

None applicable.
§ 4.08.080. Update history.
12/17/13 - Adopted by Resolution No. 2013-12-17-1213
1/26/16 - Amended by Resolution No. 2016-01-26-1203
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Resolution No.

STOCKTON CITY COUNCIL
RESOLUTION ADOPTING REVISED CITY COUNCIL POLICY CHAPTER 4.08,

RELATING TO CENSURE
Chapter 4.08 of the Council Policy Manual addresses Council Censure; and In December 2023, the Legislation/Environmental Committee reviewed and discussed revisions to the entire council policy manual. Staff was directed to revise Section 4.06.010(2) regarding the use of electronic devices; and On August 28, 2024, the Committee was presented with information regarding the Council Censure Policy in Chapter 4.08 and following review and discussion, the Committee directed staff to make the following changes:
 A notification period of 10-days.
 Ad Hoc makeup at the Mayor’s discretion.
 Add a reservation of rights clause.
 Revise the Policy section to a Purpose section with a broader statement of intent.  Add a willful, negligent, intentional requirement and remove good faith exception On October 23, 2024, these changes were presented to the Council Legislation and Environmental Committee and a recommendation was forwarded to Council; and Those changes are presented for Council consideration and approval, now, therefore,

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

1. The City Council approves the revisions to City Council Policy 4.08, entitled “Council Censure” attached hereto as Exhibit 1 and incorporated by this reference. //
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2. The City Manager is hereby authorized to take appropriate and necessary actions to carry out the purpose and intent of this Resolution.

PASSED, APPROVED and ADOPTED: November 19, 2024 .

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

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
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EXHIBIT 1
CHAPTER 4.08

COUNCIL CENSURE
§ 4.08.010. Purpose.

In lieu of or in addition to censure, the City Council shall retain the right to refer any matter or alleged misconduct to an appropriate regulatory or enforcement agency and/or to take any other action otherwise authorized by policy or law.
§ 4.08.020. Procedures.
1) Any two City Councilmembers may initiate a censure process by jointly submitting a censure request to the City Clerk. The censure request shall be in writing, specify the name of the Councilmember sought to be censured, and specify the alleged misconduct for which censure is sought.
2) Within ten (10) days of receipt of the censure request, the City Clerk shall notify the Councilmember who is the subject of the requested censure, and the City Clerk shall provide that Councilmember with a copy of the written censure request. 3) The City Clerk shall thereafter place the censure request on the next regular City Council agenda for initial consideration of the censure request by the City Council at a City Council meeting occurring no later than sixty (60) days after receipt of the censure request. The initial consideration of the censure may be heard at either a regular or special City Council meeting. 4) At that meeting, the Councilmembers who did not submit the complaint and the Councilmember who is not the subject of the complaint, may by unanimous vote, direct that the censure hearing not move forward. Absent this unanimous vote, the censure hearing shall move forward.
5) If a censure hearing moves forward, the next step is the creation of a Council Ad Hoc committee. The Mayor shall appoint a Council Ad Hoc committee to review the complaint as set forth in subsection 6 below. Councilmembers who made the complaint and the accused 1230
EXHIBIT 1
councilmember shall not serve on the ad hoc committee. If the Mayor filed or is the subject of the complaint, the Vice Mayor shall appoint a Council Ad Hoc Committee to review the complaint. If both the Mayor and Vice Mayor are unable to make the Ad Hoc Appointment, the Councilmember with the longest tenure who is not involved in the filing of the complaint and is not the subject of the complaint, may appoint a Council Ad Hoc Committee to review the complaint.
6) The Ad Hoc committee may interview witnesses and review documents relevant to the censure request. The Ad Hoc committee may seek the reasonable assistance of City staff, including the City Clerk, City Manager, and City Attorney, and may contract with consultants and/or investigators to assist the ad hoc committee in its investigation, provided that such contracts are subject to approval of the City Manager and City Attorney, and the amount of the contract shall not exceed the contracting authority of the City Manager without City Council approval.
7) The Ad Hoc committee shall endeavor to complete its investigation within ninety (90) days of the establishment of the ad hoc committee, subject to reasonable extensions of time as the specific facts, circumstances, and investigation so warrant. 8) At the end of its investigation, the Ad Hoc committee shall determine whether the facts support/do not support a censure hearing and prepare a report and recommendation to the full City Council. The Ad Hoc committee report shall state the specific law or policy alleged to have been violated, summarize the complaint, evidence, and the results of its investigation. 9) If the ad hoc committee determines that the allegations are supported and a censure hearing is warranted, the committee shall direct the City Clerk to forward its report and recommendation to the entire City Council and set the matter for a public censure hearing before the City Council at the next available meeting date considering the due process requirements in Sections 11 and 12.
10) If the ad hoc committee concludes that the allegations are not supported and a censure hearing is not warranted, the ad hoc committee shall direct the City Clerk to forward the committee's report and recommendation to the entire City Council and no further action on the complaint will be taken.
11) If a public hearing is set before the City Council, the person against whom censure is sought is entitled to due process of law, which requires notice and an opportunity to be heard, including the opportunity to refute evidence against him/her. The hearing shall take place before the Council makes a final determination.
12) The hearing shall be far enough in advance to give the member subject to censure adequate time to review the allegations and evidence against him or her and prepare a defense, but no longer than 30 days from the date of the ad hoc committee's recommendation. 13) A City Council decision to censure requires the adoption of a Resolution with appropriate findings. Findings must be based on substantial evidence that the member has engaged in conduct that violates a law, regulation, City policy, or the City Code of Ethics. 14) The issuance of a resolution of censure requires a majority vote of the City Council. The accused Councilmember shall not participate in the City Council's deliberations after the public hearing is closed or in any vote by the City Council on the proposed censure. 1231
EXHIBIT 1
§ 4.08.030. Responsibilities.

City Clerk: Submittal, notification, agenda scheduling, and other assistance as directed under the policy.

Mayor: Appoint a Council Ad Hoc committee to review complaint.

City Councilmembers: Determine whether censure process should proceed consistent with the policy. If the censure process moves forward, any selected councilmember must serve on the Ad Hoc committee to review the complaint and make a recommendation. § 4.08.040. Relevant authority.

Approved by Resolution.
§ 4.08.050. Related administrative directive, city policy, city procedure.

None applicable.
§ 4.08.060. Related forms, documents, or links.

None applicable.
§ 4.08.070. Frequently asked questions.

None applicable.
§ 4.08.080. Update history.
12/17/13 - Adopted by Resolution No. 2013-12-17-1213
1/26/16 - Amended by Resolution No. 2016-01-26-1203
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City of Stockton
Legislation Text
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FOLLOW UP ON CAMPING REVISITED WORKSHOP: CRITICAL INFRASTRUCTURE

ORDINANCE UPDATE AND PROCLAMATION OF LOCAL EMERGENCY ON HOMELESSNESS

RECOMMENDATION
It is recommended that the City Council:

1. Review proposed changes to Chapter 8.100 of the Stockton Municipal Code relating to camping and the protection of critical infrastructure and consider the adoption of an ordinance reflecting desired revisions; and

2. Adopt a Resolution Proclaiming a Local Emergency on Homelessness.

It is also recommended that the City Council authorize the City Manager, or designee, to take necessary and appropriate actions to carry out the purpose and intent of this item.

Summary
On June 28, 2024, the Supreme Court reversed the ruling for Grants Pass v. Johnson and overturned Martin v. Boise, which prohibited criminal enforcement of camping regulations where the number of unhoused individuals exceeded the amount of practically available shelter beds. The City Council received two informational presentations regarding the impacts of this decision on July 3, 2024, and August 27, 2024.

During the August meeting, staff presented an overview of the Grants Pass regulations as compared to the City of Stockton Critical Infrastructure Ordinance and addressed potential changes to the Stockton Municipal Code, presented plans for implementation, enforcement, and enhanced clean up efforts, along with fiscal and operational impacts. A copy of the August presentation materials has been provided as Attachment A.

It is recommended that the City Council review the potential changes to Chapter 8.100 and consider the adoption of an ordinance reflecting some or all of those potential revisions. It is also recommended that the City Council adopt a Resolution Proclaiming a Local Emergency on Homelessness.

DISCUSSION
Background
The Ninth Circuit 2018 decision in Martin v. Boise held that the Eighth Amendment’s Cruel and Unusual Punishments Clause prohibited criminal enforcement of camping regulations where the City of Stockton Page 1 of 5 Printed on 11/14/2024
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Unusual Punishments Clause prohibited criminal enforcement of camping regulations where the number of unhoused individuals exceeded the amount of practically available shelter beds. While in a footnote of this opinion the court noted that it may be constitutionally permissible to enforce camping ordinances in limited circumstances to protect “particular locations,” like public rights of way or certain structures, in practice, cities within its jurisdiction were significantly limited in their ability to enforce camping regulations.

In 2022, the Stockton City Council adopted the Critical Infrastructure Ordinance, codified in Chapter

8.100 of the Stockton Municipal Code, which prohibited camping in particular locations where the City found that camping constituted a threat to public health, safety, and welfare. The ordinance was tailored to protect the City’s critical infrastructure while adhering to the restrictions of the Martin decision.

On June 28, 2024, the Supreme Court reversed the ruling for Grants Pass v. Johnson and overturned Martin v. Boise. In its decision, the Court recognized that policymakers need access to a variety of tools to address the complicated issues of housing and homelessness. Staff provided the City Council with a summary and review of the Grants Pass decision on July 3, 2024.

At the August 27, 2024, City Council Study Session, staff presented an overview of the Grants Pass regulations as compared to the City of Stockton Critical Infrastructure Ordinance and addressed potential changes to the Stockton Municipal Code and operations, considering the recent Supreme Court decision. On September 24, 2024, the San Joaquin County Board of Supervisors adopted an ordinance amending the County Code regarding prohibitions against camping on public property.

Present Situation
CRITICAL INFRASTRUCTURE ORDINANCE - SMC 8.100
Included as Attachment B to this report is a comparison chart outlining significant provisions of the Grants Pass regulations, the recent San Joaquin County ordinance, and the City of Stockton Critical Infrastructure Ordinance. Attachment C includes potential redline changes to the City of Stockton Critical Infrastructure Ordinance and Attachment C1 includes potential redline changes to the City of Stockton Critical Infrastructure List, explained more fully below.

Publicly Owned Property
Both the Grants Pass code and the San Joaquin County code include a provision that prohibits camping on publicly owned property. The City of Stockton does not currently incorporate this broad prohibition. Rather, as noted above, the Critical Infrastructure List provides a comprehensive list of properties where the City found that camping constituted a threat to public health, safety, and welfare.

For the Council’s consideration, Attachment B introduces language to prohibit camping on public property. Note that while the Grants Pass decision clearly overruled the Martin decision, it did not address this expansion.

Exclusion from Parks
The Grants Pass code includes a provision to exclude repeat offenders from city parks for 30 days.

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The Grants Pass code includes a provision to exclude repeat offenders from city parks for 30 days.

The Stockton Municipal Code does not currently have an exclusion provision. However, where appropriate, stay away orders are sought during criminal prosecution for code violations.

Attachment C introduces language to the Critical Infrastructure Ordinance (Section 8.100.070) that allows a Police Officer to issue a written exclusion order barring an individual from all City parks for a period of 30 days if within one-year the individual is issued 2 or more citations under the Critical Infrastructure Ordinance or violates any State law while at a City park.

An exclusion order would be subject to appeal in accordance with standard administrative hearing process and procedures under Chapter 1.44 of the Stockton Municipal Code. For other critical infrastructure locations, stay away orders could still be sought during criminal prosecution in accordance with current practices.

Findings and Purpose
If the Council is inclined to adopt the changes in Attachment B, the Findings and Purpose section of the ordinance (Section 8.100.010), should also be amended to reflect these changes as shown in Attachment C.

Attachment C1
The Critical Infrastructure Ordinance references and incorporates a Council approved and separately maintained Critical Infrastructure List, Attachment C1. This list includes two footnotes that were incorporated to address the restrictions of the Martin case.

The Critical Infrastructure Ordinance prohibits camping on or within 30 feet of critical infrastructure.

Footnote 1, however, permits camping within 30 feet of roads, sidewalks, and bike paths. Footnote 2 requires verification that shelter beds are available before the camping restrictions are enforced in City parks. This was specifically addressed and is no longer required as a result of the Grants Pass decision.

The removal of both footnotes will allow for broader enforcement consistent with the recent Supreme Court decision.

For the Council’s consideration, Attachment C1 provides redline changes to the City’s Critical Infrastructure List with both footnotes removed. Attachment C1 can be approved separately or with additional redline changes shown in Attachment C.

RESOLUTION PROCLAMING A LOCAL EMERGENCY ON HOMELESSNESS In August of 2018, the City of Stockton declared its first emergency related to addressing homelessness in Stockton. With Resolution 2018-08-21-1402-02 the City Council approved a Declaration of a Shelter Crisis in Stockon, in compliance with Government Code Section 8698.2, which enabled the City to participate in funding opportunities designed to support homelessness response efforts (Attachment D). At that time the Homeless Emergency Aid Program (HEAP) was provided by the State, to provide one-time funding to enable local governments to respond to homelessness. The San Joaquin County, as the administrative entity, was allocated the full City of Stockton Page 3 of 5 Printed on 11/14/2024
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$7,148,364 in HEAP funds for the San Joaquin area.

In August of 2023, the City ratified a second Proclamation of Local Emergency due to public health and safety related to unhoused individuals, under Resolution 2023-08-03-0401, provided as Attachment E. This resolution was enacted specifically to address the closure of the Stockton Shelter for the Homeless, providing the City Manager, acting as the Director of Emergency Services, the authority to make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by the emergency; obtain vital supplies, equipment, and other resources needed for the protection of life and property; and require emergency services of any City employee or officer; among other duties. As a result of these efforts, the City was able to successfully assume the expansion projects at the Shelter, as well as support the identification and transition to a new operator.

As noted above, on August 27, 2024, the City held a Special Council Workshop where staff was able to address anticipated impacts resulting from the June 2024 Grants Pass decision, in conjunction with the July 25th State Executive Order, N-1-24 (Attachment F), directing State officials to start removing homeless encampments from State land. In addition to discussing the City’s Critical Infrastructure Ordinance, staff provided background on City efforts to support clean-up activities, diversion, and enforcement.

Since the workshop, staff has been working on continuing with next steps. City staff have been participating in State sponsored workshops and collaborating with local partners to support the coordination of activities and efforts. Relevant construction projects continue to progress. And lastly, a resolution Proclaiming a Local Emergency on Homelessness has been drafted for consideration. This resolution incorporates the previous two, related, emergency actions and provides the City Manager, as the Director of Emergency Services, the ability to work with Federal, State, and Local partners to address the homelessness emergency. This proclamation also authorizes a budget appropriation from the General Fund Contingency to both Public Works and Stockton Police operating budgets to implement the tasks outlined in Attachment A.

City staff have also launched two procurement processes in support of activities responsive to this resolution.

First, PUR-25-010, Homeless Support Systems Staff Augmentation, is designed to provide additional subject matter expertise and additional resources as the City prepares to move forward with coordinating efforts outlined in the Regional Homeless Action Plan, adopted in March 2024 (Attachment G).

Secondly, staff has issued a Request for Statement of Qualifications (RFSQ), PUR-25-011, to find and qualify a Safe Camping & Parking Operator. The process is currently underway, staff is expected to finish the review by the end of the year. In addition, to Safe Camping and Parking staff has explored a Safe Sleeping option. Embedded within the proposed Resolution is the ability to create and offer Safe Sleeping Operator Permits for private landowners. This option has been successful in other communities and adds to the overall portfolio of possible services; as many individuals may be employed and have access to different hygiene related services but have temporarily lost access to housing. Offering safe, reliable and convenient places to park a car in the evening provides stability while individuals pursue resources. This option offers service orientated nonprofits and religious organizations a way to contribute to solving the homelessness problem and dual-purpose City of Stockton Page 4 of 5 Printed on 11/14/2024
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underutilized parking lots during evening hours.

Recommended Action
It is recommended that the City Council review the potential changes to Chapter 8.100 and consider the adoption of an ordinance reflecting some or all of those potential revisions.

It is also recommended the Council adopt the proposed Resolution Proclaiming a Local Emergency on Homelessness.

FINANCIAL SUMMARY
As presented during the Camping Revisited Council Workshop on August 27, 2024, the Public Works, Economic Development, and Police Departments estimate a potential cost of $2.5 million to support enhanced enforcement efforts, in alignment with expanding the City’s Critical Infrastructure Ordinance and responding to the Grants Pass and State Orders.

As presented at the Council Workshop, a one-time appropriation of $1,265,000 from the City’s General Fund Contingency to the Public Works operational budget is needed to support the installation of a transfer station at the City’ Corp Yard, provide support to our haulers transfer stations, add a position to support enhanced clean-up coordination, and provide any additional support through contracted services as necessary.

As presented at the work, a one-time appropriation of $460,000 from the City’s General Fund Contingency to the Police Department’s operation budget is needed to support additional staffing, over time, and expenses related to re-assigning existing staff, vehicles and equipment to support enhanced clean-up activity, and additional expenses related to creating and implementing expanded processes to address the potential influx of personal property and pets the City may encounter.

Lastly, and as previously presented, a one-time appropriation of $157,000 from the City’s General Fund Contingency to the Economic Development Department operating budget is needed to add one additional full time program manager to coordinate and oversee projects and activities related to homelessness.

Additional expenses will be planned for and presented for approval during the City’s annual budget process.

Attachment A - August 2024 Workshop Presentation Materials Attachment B - Grants Pass Comparison Chart
Attachment C - SMC 8.100 Potential Revisions (redline)
Attachment C1 - Critical Infrastructure List (redline)
Attachment D - Approved Resolution 2018-08-21-1402-02
Attachment E - Approved Resolution 2023-08-03-0104
Attachment F - State Order N-1-24
Attachment G - 2024 Regional Homeless Action Plan
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CAMPING
REVISITED:

CITY RESPONSE TO SUPREME COURT

DECISION & STATE ORDER
Tuesday, August 27, 2024
9:00 am to 12:00 pm
Civic Auditorium
ATTACHMENT A 1238
TODAY’S AGENDA
9:00 Mayor’s Welcome – Mayor Kevin J. Lincoln II
9:05 Public Comment
9:20 Introduction - Harry Black, City Manager
9:40 Discussion: City Ordinance - Taryn Jones, Asst. City Attorney 10:00 Implementation - Harry Black, City Manager
10:15 Enforcement - Chief McFadden, Police Department
10:40 Clean-up - Chad Reed, Public Works
11:00 Diversion - Carrie Wright, Economic Development
11:20 Next Steps – Harry Black, City Manager
11:30 Questions & Discussion
12:00 Adjournment
ATTACHMENT A 1239
Welcome &
Public Comment
Mayor Kevin J. Lincoln II
ATTACHMENT A 1240

INTRODUCTION
Harry Black, City Manager
ATTACHMENT A 1241

GRANTS PASS RULING
September 4, 2018 – Martin v. Boise
• The Supreme Court held that cities cannot enforce anti-camping ordinances if they do not have enough homeless shelter beds available for their homeless population. This ruling prohibits the criminal enforcement of camping regulations where the unhoused population exceeded the amount of practically available shelter beds.

June 28, 2024 – Grants Pass v. Johnson
• The Supreme Court reversed the ruling for Grants Pass vs. Johnson and overturned Martin v. Boise, allowing cities to enforce camping regulations even when the homeless population exceeds the number of practically available shelter beds.

July 25, 2024 – State Order
• Governor Newsom issued Executive Order N-1-24, directing state officials to start removing homeless encampments across the State, in general compliance with Caltrans policy 1001-R1, and encouraged “local governments to adopt policies consistent with Caltrans, and used all available resources […] to take action with the urgency this crisis demands to remove encampments from public spaces…” 5 ATTACHMENT A 1242
QUESTION:

WHAT SERVICES OR

POLICIES DO YOU THINK

WOULD BE EFFECTIVE

IN ADDRESSING

HOMELESSNESS IN SAN
JOAQUIN COUNTY?
6 Answered: 1,932
Skipped: 10
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1243
QUESTION:

HOW IMPORTANT IS IT

TO PROVIDE WRAP

AROUND SERVICES
(E.G., MENTAL HEALTH,

DRUG TREATMENT,

EMPLOYMENT

ASSISTANCE) FOR

UNSHELTERED
INDIVIDUALS?
7 Answered: 1,931
Skipped: 11
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1244
QUESTION:

DO YOU BELIEVE THAT

DRUG TESTING &

TREATMENT SHOULD

BE REQUIRED FOR

SHELTER, OR FOR

UNSHELTERED

INDIVIDUALS THAT

RECEIVE GOVERNMENT
ASSISTANCE?
8 Answered: 1,933
Skipped: 9
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1245
QUESTION:

HOW DO YOU FEEL

ABOUT THE CURRENT

ENFORCEMENT OF

ENCAMPMENTS IN SAN
JOAQUIN COUNTY?
9 Answered: 1,928
Skipped: 14
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1246
QUESTION:

THE SUPREME COURT

RECENTLY ISSUED A

RULING THAT ALLOWS

LOCAL JURISDICTIONS

MORE ABILITY TO

ENFORCE NO-CAMPING
RULES. HOW DO YOU

FEEL ABOUT THAT
DECISION?
10 Answered: 1,936
Skipped: 6
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1247
QUESTION:

DO YOU SUPPORT THE

CREATION OF

DESIGNATED SAFE

CAMPING & PARKING

LOCATIONS,

RESTRICTING PUBLIC
CAMPING IN NONDESIGNATED AREAS IN
SAN JOAQUIN COUNTY?
11 Answered: 1,933
Skipped: 9
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1248
QUESTION:

WHAT LEVEL OF

ENFORCEMENT DO YOU

THINK IS APPROPRIATE

FOR UNSHELTERED

ENCAMPMENTS

OUTSIDE OF

DESIGNATED SAFE
CAMPING LOCATIONS?
12 Answered: 1,914
Skipped: 28
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1249
QUESTION:

WHICH APPROACH DO

YOU BELIEVE IS MOST

EFFECTIVE IN SOLVING

THE HOMELESSNESS

PROBLEM IN SAN
JOAQUIN COUNTY?
13 Answered: 1,928
Skipped: 14
San Joaquin County Unsheltered Services and Policies Survey, as of 8/5/2024 ATTACHMENT A 1250
• Intergovernmental Cooperation &
Coordination
• Fiscal impacts on the City • Repurposing existing resources & personnel • New resources needed • Caltrans Labor Issues • Supply Chain & Labor Market Constraints • Leveraging Appropriate Non-Profit Partners • Accelerating Affordable & Workforce Housing Development
• Accelerating In/Outpatient Clinical Support • Identification & Acquisition of Programmable Real Estate
14 CHALLENGES
ATTACHMENT A 1251
15 DISCUSSION:

CITY ORDINANCE
Taryn Jones, Assistant City Attorney
ATTACHMENT A 1252
16 Grants Pass
• “No person may occupy a campsite in or upon any
sidewalk, street, alley, lane, public right of way,
park, bench, or any other publicly-owned
property or under any bridge or viaduct . . . .”
• 24 hour noticing requirement for removal of
property at campsite
• Civil citations for violations
• “An individual may be issued a written exclusion
order by a police officer of the Police Department
barring said individual from a City park for a period
of 30 days . . .”
City of Stockton
• Comprehensive list of critical infrastructure within
the City where camping is prohibited.
• 24 hour noticing requirement for removal of
property, unless there is an imminent threat to
public health and safety
• Criminal and civil penalties
• Stay aways not incorporated into municipal code
but can potentially be obtained during criminal
prosecution

ORDINANCE COMPARISON
ATTACHMENT A 1253
17 Removal of Footnotes in Attachment • Footnote 1, City Right-of-Way • With this exclusion, camping within 30 feet of this specific
critical infrastructure is
permitted
• Footnote 2, Parks • Requires verification of
available beds.
• No longer required under
Grants Pass

POTENTIAL MODIFICATIONS
ATTACHMENT A 1254
18 Addition of “any other publicly-owned property”
• Addition to or Replacement of Critical Infrastructure List • Considerations
• Findings and Purpose section of Critical Infrastructure Ordinance • Focus on health and safety for specific at-risk properties • New findings to address broad application to all public property • Dissent in Grants Pass
• Holding specific to the Eighth Amendment
• Does not prevent other challenges
POTENTIAL MODIFICATIONS (CONT.)
ATTACHMENT A 1255
19 Exclusions from Parks and other Critical Infrastructure “An individual may be issued a written exclusion
order by a police officer of the Police Department
barring said individual from a City park for a period of 30 days, if within a one-year period the individual:

A. Is issued two or more citations in the same City
park for violating regulations related to City park
properties, or
B. Is issued one or more citations for violating any
state law(s) while on City park property.

The foregoing exclusion order shall only apply to the
particular City park in which the offending conduct
under 6.46.350(A) or 6.46.350(B) occurred.”
• Grants Pass exclusion from City Parks where
multiple violations occur at the same location.
• City of Stockton has no exclusion language in its
ordinance at this time.
• Stay away orders can still be sought during criminal
prosecution for code violations.

POTENTIAL MODIFICATIONS (CONT.)
ATTACHMENT A 1256
20 IMPLEMENTATION
Harry Black, City Manager
ATTACHMENT A 1257

HOW WILL THE CITY
OPERATIONALIZE:

Diversion
21 Clean-Ups
Enforcement
ATTACHMENT A 1258
22 ENCAMPMENT

CLEAN-UP
Chad Reed, Director of Public Works
ATTACHMENT A 1259
23 EXISTING CLEAN-UP

EFFORTS
• City currently schedules 27 Large-scale clean-up events per year
• Weekly coordination meetings with Caltrans, SJ Behavioral Health, Stockton Police Department, and Public Works.
• Public Works Annual Fiscal Considerations:
2023 DATA
Cost Tonnage Annual number
of clean-ups
City Performed Largescale Clean-ups $ 163,000 1329 27
Contracted ServicesExcluding Parks $ 570,000 1484 871
Contracted ServicesSpecific to Parks $ 214,300 144
Totals $ 947,300 2813 1042
ATTACHMENT A 1260

ENHANCED CLEAN UP

EFFORTS
24 • Preparing for increased activity, SPD
and PW have started holding weekly
"Encampment Clean-up Coordination
Meetings" focused on regularly
dispatching smaller scale cleanup
efforts in identified areas.
• Additional efforts will not affect the
annually planned 27 Large-scale clean-
ups.
• Parks focused clean-ups.
• Opportunity to close efficiency gaps.

ATTACHMENT A 1261
25 EFFICIENCY GAPS:
• Stockton Recycling closed in April 2024.
• Crews currently driving to Lodi Transfer Station or Lovelace Transfer Station. 2023 Dumping Data (per clean up)
Number of
Trips
Est. Time to
Dump
Roundtrip
Time
Average
Miles to
Dump
Average
Tonnage
Collected
Location
City Performed Large-scale 25 5 20 5 1330 Weber/Filbert Transfer Station Totals 25 2 hrs 5 min 8.5 hrs 125 miles 49
Contracted Services- Excluding Parks 9 5 20 5 2457 (WO)Weber/Filbert Transfer Station Totals 9 45 min 3 hr 45 miles 3
2024 Dumping Data (Current)
Number of
Trips
Est. Time to
Dump
Roundtrip
Time
Average
Miles to
Dump
Average
Tonnage
Collected
Location
City Performed Large-scale 15 10 60 36 700 North County Recycling Center & Sanitary Landfill (Lodi, CA)
Totals 15 2.5 hrs * 15 hrs 540 miles * 37
Contracted Services- Excluding Parks 6 60 1.5 20 470 (WO) Lovelace Materials Recovery Facility and Transfer Station (Manteca, CA)
Totals 6 6 hrs 9 hrs 120 miles 1.6
* These numbers we updated by Public Works during the Study Session on 8/27/2024.

ATTACHMENT A 1262

ENHANCED CLEAN UP

EFFORTS
26 Fiscal Considerations needed to sustain
enhanced clean up efforts:

Fiscal Considerations
Initial Cost
Ongoing
Annual Fiscal
Needs
Installation of a "Transfer
Station" at Corp Yard $ 550,000
Waste Hauler Serving Transfer
Station $ 275,000 $ 275,000
Additional Position to Support
Ongoing Enhanced Clean-up
Services
$ 140,000 $ 140,000
Additional Funding Needed to
Support Contracted Services For
Enhanced Clean-up
$ 300,000 $ 300,000
Totals $ 1,265,000 $ 715,000
ATTACHMENT A 1263
27 DIVERSION
Carrie Wright
Director of Economic Development
ATTACHMENT A 1264

SHELTER/BED CAPACITY
• Shelter Capacity in the County has increased by
52% from 2019-2024.
• There are 1,869 homeless shelter and supportive
beds in the County.
• 25% (356) of shelter beds are typically available
(except for families) and 44% (158) of transitional
beds.
• 6,691 households stayed in Shelters in 2023 and
664 (9.4%) found Permanent Housing.
• Stockton Shelter beds will double by the end of
year 2024.
28 ATTACHMENT A 1265
29 SERVICE PROVIDERS
• Shelter
• St. Mary’s, Gospel, etc.
• 211
• CVLIHC
• Housing Authority - HASJC
• San Joaquin County
• HSA, BHS, Probation
• PREVAIL
• Children’s Home
• Community Medical Center

DIVERSION

SERVICES
Shelters
Probation
Transitional
Housing
Services
Medical &
Mental
Health
Services
Food
Distribution
Veteran
Services
Youth
Services
ATTACHMENT A 1266
30 PIPELINE PROJECT UPDATES • Navigation Center • $4.9 million invested • Completion – Fall 2024 • 90+ Beds • Pathways • $3.6 million invested • Completion – Winter 2024 • Beds – 220 units, 288 beds • Shelter at St. Mary’s • $5.63 million invested • Currently Operating • 209 beds • Homekey Project – Calaveras Quarters • $7.05 million invested • Completion – Winter 2024 • 68 units ATTACHMENT A 1267
31 PIPELINE PROJECTS, CONT.
• Villa d’Flore
• $6 million invested
• Completion – Summer 2024
• 12 units
• Satellite
• $4.3 million invested
• Completion – Next Year
• 31 Units
• Park Center
• $2.25 million invested
• Completion – Summer 2025
• 50 units
ATTACHMENT A 1268

PIPELINE QUEUE
• Positioning for Prop 1
• State to issue a “Homekey-like” competitive
NOFA
• To be successful, City will need to provide
match funding
• Property Acquisition
• Revisit Safe Camping & Parking Strategies
32 ATTACHMENT A 1269
33 ENFORCEMENT
Chief McFadden, Police Department
ATTACHMENT A 1270

EXISTING ENFORCEMENT
34 • Staff: • Current team includes 1 Sergeant and 4 Field Officers • Historic Encampment Locations: • Regularly monitored large encampments on a scheduled rotation
• Service requests for additional, smaller, locations are complaint driven
• Critical Infrastructure: • Parks: Enforcement requires verification of available beds at shelters
• Other City Facilities: Based on public health & safety • Pets & Property: • Minimal collection/storage of property. • Pets are allowed to stay with their owners , however, the Animal Shelter will take them, if surrendered.
• Citation and Arrests: • Only in conjunction with other violations • Fiscal Considerations: • Approx. $1.5M per year in staff time to support encampment clean up and enforcement efforts.

ATTACHMENT A 1271

ENHANCED ENFORCEMENT
35 • Increased Coordination: • Launch “Take Back our Parks” Campaign • Weekly meetings with Public Works to increase number of clean-ups
• Proactively increase service/response to
additional locations identified through
AskStockton, phone calls, etc.
• Prioritized by impact to the community and
critical infrastructure, and coordination of
resources needed
• Citation and Arrests: • Voluntary compliance is the goal, SPD does anticipate an increase in arrests related to
camping
• Education and coordination of wrap-around
services
• Coordinating with SJ Probation to identify
opportunities to expand services and provide
mutual support
ATTACHMENT A 1272
ENHANCED ENFORCEMENT, CONT.
36 • Pets & Property:
• SPD will need to purchase and maintain
storage containers to create storage lockers for
property
• Pets of individuals who are arrested will be
taken to the Animal Shelter
• Fiscal Considerations:
• Additional clean-up requires additional
staffing, doubling the team by re-assigning
existing staff:
• 1 Sergeant and 4 Field Officers - $1.37M
• Estimated Additional Overtime - $130,000
• Two additional patrol trucks - $230,000
• Storage of property - $50,000
• Increase expense to Animal Shelter – $50,000
ATTACHMENT A 1273
37 NEXT STEPS
Harry Black, City Manager
ATTACHMENT A 1274
Collaboration & Coordination
Take Back our Parks Begins
Followed by other Critical Infrastructure
Complete Navigation Center
Open Pathways Project
Council to declare Housing & Homelessness
Emergency
Real Estate Acquisition
Based on Council direction, City Manager’s Office
will prepare a communications plan to engage and
inform the community
Tasks
38 • Intergovernmental meetings with City Council,
County & Staff
• Collaborate with Community Based Service
Providers & Contractors
• Staff Coordination with SJ Cares
• Participating in the California Interagency
Council on Homelessness (Cal ICH) series of
webinars to better understand State direction
ATTACHMENT A 1275

FISCAL CONSIDERATIONS
39 1. Reprogramming Existing Staff reassigns 5 existing SPD positions to support Encampment
Enforcement efforts.

2. Public Works Existing Clean-Up includes services
annually budgeted to support 27 City coordinated
large scale clean-ups, additional contract services,
including parks.

3. Public Works Enhanced Efforts: One-Time includes
start-up expenses, establishing an on-site City
transfer station, support for our Hauler’s stations,
additional contract support & staff.

4. Public Works Enhanced: Ongoing includes the
expense associated with annual maintenance of all
Public Works Encampment Clean-Up efforts,
meaning new FY budget would be $1.7M, ongoing.

5. 1 Economic Development Program Manager FTE

6. Round 5 of Homeless, Housing & Assistance
Program, application and plan under review with
State Dept of Housing & Community Development.

Task
Current
Budget
Amended
Budget
External
Funds

ENFORCEMENT
Reprogramming Existing Staff (1) $1,370,000
Anticipated Overtime $130,000
Equipment $230,000
Storage of Property $50,000
Animal Shelter Resources $50,000

CLEAN UP
Existing Clean-Up Efforts (2) $947,300
Enhanced Clean-Up Efforts: One-Time (3) $1,265,000
Enhanced Clean-Up Efforts: Ongoing (4) $715,000

DIVERSION
Staff Expense (5) $156,493
HHAP 5 - NOFA (6) $7,000,000
TOTAL $2,317,300 $2,596,493 $7,000,000
ATTACHMENT A 1276
QUESTIONS?
ATTACHMENT A 1277

ATTACHMENT B
Comparison Chart

GRANTS PASS SAN JOAQUIN COUNTY CITY OF STOCKTON
“Camping” “[T]o set up or to remain in or at
a campsite.”
“‘Campsite’ means any place
where bedding, sleeping bag,
or other material used for
bedding purposes, or any stove
or fire is placed, established, or
maintained for the purpose of
maintaining a place to live,
whether or not such place
incorporates the use of any
tent, lean to, shack, or any
other structure, or any vehicle
or part thereof.”
“[D]oing any of the following beyond 60
consecutive minutes or within three
hundred (300) feet if any previous
stopping point in a twenty-four (24)
hour period:
(a) Erecting a tent or other form of
shelter for the purpose of
sleeping;
(b) Arranging bedding for the
purpose of sleeping; or
(c) Use of standing or parked
vehicle for the purpose of
sleeping.”
“[P]lace, pitch or occupy camp
facilities; to live temporarily in a camp
facility or outdoors; to use camp
paraphernalia.”
“‘Camp facilities’ include, but are not
limited to, tents, huts, vehicles,
vehicle camping outfits or temporary
shelter.”
“‘Camping paraphernalia’ includes
nut is not limited to, bedrolls,
tarpaulins, cots, beds, sleeping bags,
hammocks, cooking facilities, and
similar equipment.”
Prohibited
Locations
“No person may occupy a
campsite in or upon any
sidewalk, street, alley, lane,
public right of way, park, bench,
or any other publicly-owned
property or under any bridge
or viaduct . . . .”
“No person shall camp on any:
(a) Public road, or
(b) Public property under the
jurisdiction and/or responsibility of
the county. This section shall not
apply to county parks that are
specifically designated for camping.”
Comprehensive list of critical
infrastructure within the City where
camping is prohibited.

Notice 24 hour noticing requirement
for removal of property at
campsite.

No specific timeframe identified in
ordinance for abatement.
24 hour noticing requirement for
removal of property, unless there is
an imminent threat to public health
and safety.

Enforcement Civil citations for violations. Criminal enforcement. Criminal and civil penalties.

Stay Away “An individual may be issued a
written exclusion order by a
police officer of the Police
Department barring said
individual from a City park for a
period of 30 days . . .”
Not incorporated into ordinance. Not incorporated into municipal code but can potentially be obtained
during criminal prosecution.
1278
1 ATTACHMENT C
ORDINANCE NO.

AN ORDINANCE AMENDING TITLE 8, CHAPTER 8.110 OF THE STOCKTON

MUNICIPAL CODE RELATING TO CAMPING AND THE PROTECTION OF CRITICAL

INFRASTRUCTURE AND WILDFIRE RISK AREAS

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

SECTION I. AMENDMENT OF CODE
Title 8, Chapter 8.100, Section 8.100.010 of the Stockton Municipal Code is amended to read as follows:

8.100.010 Findings and purpose.

The City Council finds as follows: (1) a principal threat to the public health, safety, and welfare is the potential destruction of, damage to, or interference with, infrastructure that is critical to the provision of public services such as law enforcement, fire prevention, transportation, and utilities including communication, water, wastewater, stormwater, and waste disposal; (2) destruction of, damage to, or interference with, critical infrastructure and public property is caused by fire, contamination, obstructing access, or other causes; and (3) destruction of, damage to, or interference with, critical infrastructure and public property is often caused by persons whose activities are not permitted or authorized in, on, or near critical infrastructure.

The purpose of this chapter is to mitigate the threat of fire and other potential causes of destruction and damage to, and interference with, critical infrastructure, in order to protect the health, safety, and welfare of the public, by authorizing the removal of persons and their personal property in, on, or near critical infrastructure.

SECTION II. AMENDMENT OF CODE
Title 8, Chapter 8.100, Section 8.100.030 of the Stockton Municipal Code is amended to read as follows:

8.100.030 Prohibited activities.

A. It is unlawful and a public nuisance for any person to camp, occupy camp facilities, or use camp paraphernalia, or for a property owner to allow such activity to occur, at the following locations:

1. Critical infrastructure;

2. Within 30 feet of critical infrastructure;

3. Within 30 feet of the property line of any parcel enclosing critical infrastructure; 1279

ATTACHMENT C
2 4. Within 30 feet of a vehicular or pedestrian entrance or exit of critical infrastructure;

5. On those portions of a right-of-way that are required by local, State, or Federal law to be free of obstruction to first responders, including, but not limited to, members of law enforcement, fire prevention, or emergency medical services agencies; or

6. In a wildfire risk area; or.

7. Public property under the jurisdiction of the City that is not specifically designated for camping.

B. It is unlawful and a public nuisance for any person to store personal property, including camp facilities and camp paraphernalia, in the following locations without the written consent of the owner, except as otherwise provided by action of the City Council:

1. Critical infrastructure;

2. Within 30 feet of critical infrastructure;

3. Within 30 feet of the property line of any parcel enclosing critical infrastructure;

4. Within 30 feet of a vehicular or pedestrian entrance or exit of critical infrastructure;

6. Wildfire risk area; or.

7. Public property under the jurisdiction of the City that is not specifically designated for camping.

C. Nothing in this chapter is intended to prohibit or make unlawful the activities of an owner of private property or other lawful user of private property that are normally associated with and incidental to the lawful and authorized use of private property for residential or other purposes; and nothing is intended to prohibit or make unlawful the activities of a property owner or other lawful user if such activities are expressly authorized by the Stockton Development Code or other laws, ordinances, and regulations.

SECTION III. AMENDMENT OF CODE
Title 8, Chapter 8.100, Section 8.100.070 of the Stockton Municipal Code is added to 1280
3 ATTACHMENT C
read as follows:

8.100.070 Temporary exclusion from City parks.

A. An individual may be issued a written exclusion order by a Police Officer barring said individual from all City parks for a period of 30 days, if within a one-year period the individual:

1. Is issued two (2) or more citations for violating regulations under this Chapter at a City park; or

2. Is issued one (1) or more citations for violating any state law(s) while at a City park.

B. Any individual issued a written exclusion order may appeal the order within ten (10) calendar days from the date of the issuance in accordance with Chapter 1.44.

SECTION IV. CRITICAL INFRASTRUCTURE LIST
The City Council approves of the amended Critical Infrastructure List included as Attachment C1 to this ordinance. Properties and facilities on the Critical Infrastructure List shall be included in the definition of critical infrastructure for Chapter 8.100 of the Stockton Municipal Code.

SECTION V. SEVERABILITY
If any section of this ordinance or the application thereof to any person or circumstance is held invalid, the invalidity shall not affect other provisions or applications of the act which can be given without the invalid provisions or application, and to this end the provisions of this act are severable.

SECTION VI. EFFECTIVE DATE
The Ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED: ___________________
EFFECTIVE: ___________________
__________________________
KEVIN J. LINCOLN, II
Mayor of the City of Stockton
ATTEST:
______________________________

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
1281
· Sanitary system access locations (e.g.,
manholes and lampholes)
· Bridges· Underpasses
· Water storage reservoirs, all equipment, and
sites· Intake pumping stations and pipes
· Fire stations andtraining facilities
· Delta Water Treatment Plant (entire site)
· North Stockton Pipeline Ammonia Facility· Pipes, valves, meters, vaults, hydrants, andappurtenances· Water sampling stations and associatedequipment· Well sites, all equipment, and tanks City of Stockton - Critical Infrastructure List
In addition to those properties and facilities already defined as critical infrastructure by Chapter 8.100 of the Stockton Municipal Code (SMC), the following properties and facilities are deemed critical infrastructure for purposes of that chapter:

Gathering Areas
· Parks2
· Sports fields and
· Bike paths complexes 1
· Storm and sanitary pump stations· Storm system access locations (e.g., catchbasins, manholes, lampholes) · Libraries
· City Hall
· Roads1
· Sidewalks1
Transportation Vulnerable Pop.
· Police stationsand trainingfacilities
· City Permit Center
Utilities Gov't Operations Public Safety
· Open storm conveyances (e.g., ditches, lakestructures, retentions, and detention basins) · Communitycenters
· Back-flow preventers, whether public or private· Groundwater Recharge Basin site, structure, and equipment· All discharge pipes, and associated appurtenances, into area waterways · All underground pipe systems (with the H2S levels in the collection systema match or cigarette dropped in a manhole could trigger an explosion).· All sewer system access (e.g., manholes, clean-outs, lampholes, etc.)· Regional Wastewater Control Facility· Sewer pump stations· All Water Division sites and property · Child Care Facilities (as defined inSMC § 16.240.020)· Schools and Colleges (as"Academic Schools" are defined inSMC § 16.240.020) 1 SMC section 8.100.030(A)(2)-(4) and (B)(2)-(4) do not apply.2 If there is no shelter space available in the City then for that particular day and the next day, SMC section 8.100.030 shall not be enforceable at parks with respect to the following: bedroll, cot, sleeping bag, and personal property (but not other camp facilities or camp paraphernalia), all occupying no greater than 75 square feet measured from the center of the primary living space, but not within 30 feet of any playground, restroom, or picnic shelter. All other restrictions apply.Footnotes:
· Stockton CivicAuditorium
· Parking lots
ATTACHMENT C1
1282
ATTACHMENT D 1283
ATTACHMENT D 1284

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C ATTACHMENT E 1294

EXECUTIVE DEPARTMENT

STATE OF CALIFORNIA
EXECUTIVE ORDER N-1-24
WHEREAS California is experiencing a homelessness crisis decades in the making, with over 180,000 people estimated to have experienced homelessness on any given night in 2023, including 123,000 people who experienced unsheltered homelessness, living in tents, trailers, and vehicles across the state; and
WHEREAS within the first year of my Administration I fast-tracked the development of shelter through Executive Order N-23-20, which directed departments to assess and facilitate the use of available state land and resources for short-term emergency homeless shelters; and WHEREAS since the beginning of my Administration, the State has made unprecedented investments to address the homelessness crisis head on, investing more than $24 billion across multiple state agencies and departments, including $4.85 billion in flexible funding to local jurisdictions to prevent and reduce homelessness through Homeless Housing, Assistance and Prevention grants, $1 billion in Encampment Resolution Funding to assist local jurisdictions in providing services and supports to people living in encampments, and $3.3 billion to rapidly expand housing for persons experiencing homelessness through Homekey; and
WHEREAS the State has redoubled its commitment to holding local jurisdictions accountable to reduce homelessness, including by strengthening and enforcing requirements that local jurisdictions plan for their fair share of housing and by conditioning state homelessness funding on rigorous reporting and measurable performance metrics; and
WHEREAS it is imperative to act with urgency to address dangerous encampments, which subject unsheltered individuals living in them to extreme weather, fires, predatory and criminal activity, and widespread substance use, harming their health, safety, and well-being, and which also threaten the safety and viability of nearby businesses and neighborhoods and undermine the cleanliness and usability of parks, water supplies, and other public resources; and
WHEREAS while every jurisdiction must do more to address encampments, state and local agencies taking proactive steps to remove encampments have been stymied in those efforts by lawsuits and injunctions, leaving officials without the tools or guidance necessary to address the crisis on their streets; and WHEREAS in September 2023, I called on the United States Supreme Court to grant review in City of Grants Pass v. Johnson to clarify that state and local officials can take reasonable actions to resolve encampments while respecting the humanity of all Californians; and
WHEREAS in June 2024 the Supreme Court overturned Ninth Circuit Court of Appeals precedent that restricted the government’s authority to enforce laws regulating encampments, recognizing that jurisdictions may tailor their enforcement practices to reflect policy-driven approaches to addressing homelessness; and
WHEREAS with the threat of these types of injunctions removed, there is no longer any barrier to local governments utilizing the substantial resources ATTACHMENT F 1295
provided by the State, in tandem with federal and local resources, to address encampments with both urgency and humanity, or excuse for not doing so; and WHEREAS guidelines that prioritize offers of shelter and services as a first step to resolving any encampment best respect the dignity of every Californian and provide meaningful paths to ending homelessness; and WHEREAS the California Interagency Council on Homelessness leads California’s efforts to prevent and end homelessness; and WHEREAS the California Department of Transportation maintains a policy directive that prioritizes removal of encampments that pose threats to life, health, and safety, while partnering with local governments and nonprofit providers to facilitate offers of shelter and supportive services in advance of a removal; and
WHEREAS the California Department of Transportation has, since July 2021, removed 11,188 encampments and 248,275 cubic yards of debris from these encampments along the state rights of way.

NOW, THEREFORE, I, GAVIN NEWSOM, Governor of the State of California, in accordance with the authority vested in me by the State Constitution and statutes of the State of California, do hereby issue the following Order to become effective immediately:

IT IS HEREBY ORDERED THAT:
1) Agencies and departments subject to my authority shall adopt policies, generally consistent with California Department of Transportation’s Maintenance Policy Directive 1001-R1, to address encampments on state property, including through partnerships with other state and local agencies, and shall prioritize efforts to address encampments consistent with such policy. Such policies shall include the following:
a. Whenever feasible, site assessment in advance of removal operations to determine whether an encampment poses an
imminent threat to life, health, safety or infrastructure such that exigent circumstances require immediate removal of the
encampment.
b. Where exigent circumstances exist, as much advance notice to vacate as reasonable under the circumstances.
c. Where no exigent circumstances exist, posting of a notice to vacate at the site at least 48 hours prior to initiating removal. d. Contacting of service providers to request outreach services for persons experiencing homelessness at the encampment.
e. Collection, labeling, and storage for at least 60 days of personal property collected at the removal site that is not a health or safety hazard.
2) All departments and agencies not under my authority are requested to adopt policies consistent with the guidelines in Paragraph 1. 3) Local governments are encouraged to adopt policies consistent with this Order and to use all available resources and infrastructure, ATTACHMENT F 1296
including resources provided by the State’s historic investments in housing and intervention programs where appropriate and available, to take action with the urgency this crisis demands to humanely remove encampments from public spaces, prioritizing those encampments that most threaten the life, health, and safety of those in and around them. 4) The California Interagency Council on Homelessness shall develop guidance and provide technical assistance consistent with this Order for local governments to follow in implementing their local homelessness programs.

IT IS FURTHER ORDERED that, as soon as hereafter possible, this Order be filed in the Office of the Secretary of State and that widespread publicity and notice be given of this Order.

This Order is not intended to, and does not, create any rights or benefits, substantive or procedural, enforceable at law or in equity, against the State of California, its agencies, departments, entities, officers, employees, or any other person.

IN WITNESS WHEREOF I have
hereunto set my hand and caused
the Great Seal of the State of
California to be affixed this 25th day
of July.
_____________________________

GAVIN NEWSOM
Governor of California
ATTEST:
_____________________________
SHIRLEY N. WEBER, Ph.D.

Secretary of State
ATTACHMENT F 1297
ATTACHMENT G 1298

CONTENTS
I. Glossary of Terms ................................................................................................................ 2 II. Executive Summary.............................................................................................................. 5 III. Introduction .......................................................................................................................12 Purpose of the Action Plan......................................................................................................12 Guiding Vision........................................................................................................................12 Regional Goals.......................................................................................................................13 Mission and Values ................................................................................................................13 Research Methods .................................................................................................................13 Limitations.............................................................................................................................14 Report Structure ....................................................................................................................14 IV. Landscape Analysis............................................................................................................15 Background ...........................................................................................................................15 Regional Homelessness.........................................................................................................15 The San Joaquin CoC..............................................................................................................16 Partnership Model..................................................................................................................16 Partner Roles and Responsibilities..........................................................................................17 Current Use of Funds .............................................................................................................18 Program and Service Utilization ..............................................................................................22 V. System Performance Measures ..........................................................................................25 People Experiencing Homelessness .......................................................................................25 People Living Unsheltered in San Joaquin County....................................................................26 Racial and Ethnic Disparities by Performance Measures..........................................................27 Gender Disparities by Performance Measures.........................................................................31 VI. Key Findings.......................................................................................................................32 Community Service Needs .....................................................................................................32 Strengths ...............................................................................................................................38 Challenges ............................................................................................................................40 VII. Application Tables..............................................................................................................45 Roles and Responsibilities (Table 2.1).....................................................................................45 Key Actions to Improve Performance (Table 2.2)......................................................................49 Equity Improvement Plan (Table 2.3).......................................................................................52 Improving Exits from Institutions (Table 2.4) ............................................................................52 ATTACHMENT G 1299
VIII. Strategic Approach.............................................................................................................54 Coordinated Use of Leveraged Resources (Table 2.5) ..............................................................55 IX. Key Activities: Project Summaries .......................................................................................56 Strengthen the Foundational Aspects of the SJCoC................................................................. 56 Develop Regional Practice Expectations .................................................................................61 Refine Procurement, Contracting, and Monitoring ...................................................................62 Improve Data Quality and Data Systems .................................................................................62 Invest in Staff, Training and Expertise ......................................................................................63 Improve Coordination of Services ...........................................................................................64 X. Funding and Implementation PLan......................................................................................67 Connections to Benefit Program (Table 2.6) ............................................................................67 HHAP-5 Funding Priorities (Table 3.0)......................................................................................67 Benchmarks of Success .........................................................................................................69 Declarations ..........................................................................................................................70 XI. References ........................................................................................................................71 XII. Appendices........................................................................................................................72 A. Key Stakeholder Interview Participants & Protocol
B. List of Public Meetings and Workshops
C. List of Planning Stakeholders
D. Meeting Presentations
E. Community Survey Findings
F. Memorandum of Understanding
ATTACHMENT G 1300
I. GLOSSARY OF TERMS
211 211 is a three-digit phone number that provides access to a wide range of community services.

ArcGIS Geographic Information System
ARPA American Rescue Plan Act
BHS Behavioral Health Services
BIPOC Black, Indigenous, and People of Color
Block Grant Funds A type of federal grant provides state or local governments with a broad range of discretion over how the funds are allocated within a specific program area.

CAL-ICH California Interagency Council on Homelessness
CAO County Administer Office
CARE Program A homeless outreach co-response model pairing first responders with health and behavioral health professionals and people with lived experience.

CBO Community-Based Organizations
CDBG Community Development Block Grant
CDCR California Department of Corrections and Reentry
CES Coordinated Entry System
CoC Continuum of Care - Continuums of Care exist across the nation and are the designated recipients of certain federal homeless funds.

CoC Program Competition Process The competitive process through which funding is allocated to Continuum of Care (CoC) organizations by the U.S.

Department of Housing and Urban Development (HUD).

Collaborative Applicant The County of San Joaquin is defined as the Collaborative Applicant for HHAP 5, referring to the entity designated by the U.S. Department of Housing and Urban Development
(HUD) to submit a single application for Continuum of Care (CoC) funding on behalf of the entire homeless services system in a particular geographic area.

Collaborative Applicant Agreement A formal document that outlines the roles, responsibilities, and obligations of the entity designated as the Collaborative Applicant within a Continuum of Care (CoC) homeless
services system.

Congregate Housing Programs Shared living arrangements where individuals or families reside in a communal setting while having access to
supportive services.

Continuum of Care (CoC) A comprehensive approach to addressing homelessness within a community or region.

Coordinated Entry A centralized system designed to streamline and coordinate access to homeless services and resources for individuals and families experiencing homelessness.

COS City of Stockton
COVID-19 Coronavirus Disease 2019
CY Calendar Year
DCDC Delta Community Developers Corporation
ATTACHMENT G 1301
DV Domestic Violence
ECM Engagement, Case Management
ESG Emergency Solutions Grant
ESRI Environmental Systems Research Institute
EUCs Eligible Use Categories
FY Fiscal Year
Governance Charter A formal document that outlines the structure, responsibilities, and operating procedures of a governing body or organization.

HACSJ Housing Authority of San Joaquin County
HCS Healthcare Services
HDIS California's Homeless Data Integration System
HHAP Homeless Housing Assistance and Prevention
HHD Regional Homeless Housing Development
HIC Housing Inventory Count
High-Barrier Shelter A type of homeless shelter that imposes requirements or conditions for individuals seeking accommodation.

HIPAA Health Insurance Portability and Accountability Act HIV/AIDS Human Immunodeficiency Virus/ Acquired
Immunodeficiency Syndrome
HMIS Homeless Management Information System
HOME Funds Home Investment Partnership Program
Homekey California state grant program aimed at addressing homelessness and providing housing solutions during the COVID-19 pandemic.

Housing Density Refers to the number of housing units or people living within a given area of land.

HPSJ Health Plan of San Joaquin
HSA Human Services Agency
HUD Housing and Urban Development
Interim Housing Also known as transitional housing, providing temporary shelter and support services for individuals or families experiencing homelessness.

Landscape Analysis The process of assessing and evaluating the features, characteristics, and dynamics of a particular geographical area or system.

LGBTQIA+ Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, Intersex, Asexual and other terms
Low-Barrier Shelter A type of homeless shelter that aims to provide accommodation to individuals experiencing homelessness
with minimal barriers to entry.

Lx A person from Latin American origin or descent.

Medi-Cal California's Medicaid Health Care Program
MCPs Managed Care Plans
MHSA Medical Health Services Act
MOU Memorandum of Understanding
ATTACHMENT G 1302
N Total number of individuals
N/A Not Applicable
NAACP National Association for the Advancement of Colored People
NOFA Notice of Funding Available
PATH Projects for Assistance in Transition from Homelessness Permanent Housing Long-term, stable housing solutions for individuals or families experiencing homelessness.

Permanent Supportive Housing (PSH) A housing intervention model designed to provide stable and affordable housing coupled with supportive services for individuals or families experiencing chronic homelessness, particularly those with disabilities or other complex needs.

PIT Point in Time - Annual PIT Counts are conducted across the nation, using a census model, to count homeless
individuals.

PLEE People with Lived Expertise and Experience
PLHA Funds Permanent Local Housing Allocation Program (state funding)
PTSD Post-Traumatic Stress Disorder
Region SJCoC’s HUD designated region is San Joaquin County RHNA Residential Housing Needs Allocation
RRH Rapid Rehousing
San Joaquin Council of Governments
(SJCOG)
San Joaquin County's regional transportation planning
agency.

SJC San Joaquin County
SJCHSA San Joaquin County Human Services Agency
SJCoC San Joaquin Continuum of Care
SMI Serious Mental Illnesses
STAND Stocktonians Taking Action to Neutralize Drugs
SUD Substance Use Disorders
TAY Transition Age Youth
Unincorporated Areas Regions within the county's jurisdiction that are not governed by any specific municipal government or
incorporated municipality.

UOP University of the Pacific
WKSHP Workshop
WPC Whole Person Care
ATTACHMENT G 1303
II. EXECUTIVE SUMMARY
Purpose: Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care (SJCoC) commit to working jointly in a coordinated, regional fashion to make homelessness rare, brief, and non-recurring.

Intent: Through this Action Plan, the three partners express their intentions and the planned strategies to address homelessness through the articulation of specific roles and responsibilities, actions, and funding plans.

Invitation: The Cities of Lathrop, Lodi, Manteca, Ripon, and Tracy are hereby invited to adopt this Action Plan and join this partnership. As independent public entities, the San Joaquin County Office of Education, the Housing Authority of the County of San Joaquin, and the San Joaquin Council of Governments are also invited to join the partners in the work expressed within this Action Plan.

Key Findings: The region is well positioned to address homelessness, and significant achievements have been accomplished in the past few years, including a 40% increase in emergency shelter beds and approximately 180 new units of housing intended for homeless persons, developed or in construction, with more pending. However, significant work remains in the areas of increasing transitions to housing, especially for people with specialized and acute needs such as substance use disorders and in reducing duplications in services. Overcoming barriers and challenges will require a stronger emphasis on housing navigation and supportive services for people to maintain in placements successfully. Accordingly, this will require the three partners to ensure funds are allocated towards priorities, contracts are managed to ensure investments are leading to the desired results, and that contracted support, or technical assistance is available to continuum partners around operational issues, including data management, evaluation, training, and communications.

Roles and Responsibilities: The County of San Joaquin, in its role as the Collaborative Applicant, has the primary and lead agency responsibilities for operating the continuum. This means having the staff expertise and capacity to manage and coordinate the approximately $30 million in direct regional funds allocated annually to address homelessness and complete the reports, plans, evaluations, and monitoring required under federal and state regulations and in accordance with local needs and priorities. The leadership role of the Collaborative Applicant in leveraging the additional $100 million that passes through other public agencies for collaborative and assigned purposes is also essential.

The County of San Joaquin, in its role as the recipient of state and federal health, safety, and entitlement program funds, has an obligation through its Departmental Leadership to align and leverage all available funding to the purposes of this Action Plan and as permitted under regulation. The San Joaquin County Human Services Agency (HSA), Probation Department, and Behavioral Health Services (BHS) are called to participate in regular SJCoC Board of Directors meetings, and to work with the Collaborative Applicant and other public agencies on the continued and strategic blending and braiding of efforts. Specifically, it is anticipated that:
 HSA will help ensure that homeless program partners across the region have the tools and communication pathways to link clients to eligible public assistance effectively;  Probation will help ensure that there is a coordinated and regional approach to outreach to unsheltered persons, using a co-responder model (the joint engagement of emergency services personnel, health/behavioral health professionals, and people with lived expertise and experience); and,
 BHS will help ensure that sufficient and consistent treatment support is available to sustain housing placements according to assessed needs, to obtain the highest level of self-sufficiency.

ATTACHMENT G 1304
The City of Stockton, in its role as the largest of the five incorporated cities, has the primary responsibility of working with municipal partners on crafting a shared approach to engaging and organizing their local communities. This includes developing a shared approach to homeless outreach and engagement, emergency sheltering, and the development of affordable housing suitable for people experiencing homelessness. It also includes developing program partner expectations around suitable competencies and ensuring local community partners, including people with lived expertise and experiences in homelessness, receive information, training, and capacity-building assistance as needed to improve the delivery of services.

The San Joaquin Continuum of Care (SJCoC), through its elected Board and broader General Membership, is responsible for the general oversight and stewardship of effort. The Board is responsible for monitoring the performance of its Collaborative Applicant in discharging its duties. Additionally, the Board is responsible for engaging and sustaining the broader General Membership of homeless service practitioners, community members, people with lived expertise and experience, and responsible professionals in informed dialogue and discussion about needs and opportunities to strengthen the homeless continuum of care.

The Collaborative Applicant looks to the guiding principles and directives of the SJCoC, applicable regulations, local priorities, and best practices in the dischargement of its operational management of required activities, including the procurement and operations of a functional Homeless Management Information System (HMIS) and Coordinated Entry System, overseeing the federal CoC Program Competition process, and the general operations of the continuum including establishing standards, monitoring subrecipients, and conducting regular evaluations of the system as a whole to assess housing and service needs.

Performance Measures: Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to the following regional and system-wide performance measures, as articulated in federal and state regulations, to assess homeless housing and service needs:

Homeless Housing
 Number of people accessing homeless services.
 Number of unsheltered homeless.
 Number of first-time homeless.

Service Needs
 Number of people successfully placed in interim or permanent housing from a street outreach or engagement program.
 Number of people exiting homelessness into permanent housing.  Average length of time homeless people experience homelessness.  Percent of people returning to homelessness after a placement.  Percent of people who make improvements in self-sufficiency, following placements, by severity of need.

And to measure and track the extent to which these measures are having equitable results across race/ethnicity, gender, age, vulnerabilities, and disability status as tracked by HUD for people with HIV/AIDS, chronic health conditions, substance use disorders, and serious mental illnesses.

Contract Management: Through this Action Plan, partners agree to embed within all contracts issued for direct program service activities, provisions to track effort (work conducted), fidelity (adherence to practice standards), and outcomes (the extent to which performance measures are being achieved, including equity) by January 2025.

ATTACHMENT G 1305
Key Actions: Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to undertake the following key actions to achieve regional and coordinated programmatic and systemic objectives.

By June 30, 2024:

1. Outsource, or otherwise assign to neutral third parties, the 2024 CoC Program Competition Process.

2. Develop a regional and coordinated list of homeless housing pipeline projects with quantifiable criteria such as units, feasibility, and funding plan, including other leveraged resources such as tax credits or supportive housing vouchers.

3. Confirm partner agreements to address key actions and assign additional tasks and activities.

Determine staff duties or procurement needs and assign the Collaborative Applicant to begin solicitations for technical assistance. Review Action Plan with County Counsel and other jurisdictions.

By September 30, 2024:

4. Revise the Collaborative Applicant Agreement to address identified deficiencies in roles and responsibilities and incorporate new local and state expectations.

5. Update the Governing Charter and Bylaws to address identified deficiencies in the Conflict-ofInterest Policies.

6. Update the Governance Charter and Bylaws to expand participation on the SJCoC Board, including fixed seats for city staff and department leaders and for more people with lived experiences in homelessness, including homeless youth and other populations overrepresented in homelessness.

7. Conduct the HUD-mandated review and updates to the SJCoC Board Nomination Process in accordance with regulations.

By December 31, 2024:

8. Update the SJCoC website. Release regular communications for community stakeholders and partners.

9. Standardize the procurement process for (unobligated) HHAP-4 and HHAP-5 sub-grantee awards.  Develop a shared approach to measuring and prioritizing organizational capacity to address disparities as a component of application review.
 Develop shared contractor reporting requirements for demonstrating effort, fidelity, and outcomes, by program type.
 Develop shared contractor expectations for staff training, qualifications, and use of HMIS or CES to complete program activities.
 Release joint or aligned NOFAs and create a joint County/City review process using neutral third parties to reduce applicant burden.

10. Complete a comprehensive review of existing information systems to determine where they are working to enhance client-level coordination and collaboration, program management and monitoring, and system-wide assessments of performance measures, as well as where there are deficiencies based on regulations and Action Plan needs. Use recommendations to drive system improvements and increase validity and confidence in HMIS data.

11. Update and revise the Coordinated Entry System prioritization process. Prepare guidance and convene regional trainings to ensure consistent and effective use of the CES, including standardized assessment tools to triage needs and referrals.

ATTACHMENT G 1306
 Update procedures to prioritize people who have primarily been living unsheltered for the duration of their most recent episode of homelessness, regardless of occasional use of shelter services or recent linkage pending placement. (In accordance with Encampment Resolution Fund Initiative.)

12. Develop a regional CARE model. Create a regional co-response model and routine practices for coordinating activities across jurisdictions and departments. Develop regional practices and training protocols for teams.

13. Create a practice kit for housing navigators. Articulate best practices and expectations for local program partners. Create uniform expectations and protocols for housing navigators to ensure clients are document-ready and eligible for a range of public benefits and housing support services, including rapid re-housing rental assistance vouchers.

By June 30, 2025:

14. Complete a system-wide assessment of homeless housing and service needs as indicated by the selected performance measures and other key indicators. The assessment must include all relevant Federal and State initiatives, including but not limited to the CoC Program Competition, Emergency Solutions Grant (ESG), HHAP, and Homekey projects and activities.

15. Create regional screening and referral protocols to escalate case management and treatment for individuals likely to have serious mental illnesses or other disabling conditions that require specialty interventions. Disseminate model and train program partners responsible for hospital discharge, jail release, and street outreach.

16. Develop a housing-focused shelter model. Standardize expectations for housing navigation and case management within interim housing programs. Standardize practices for other services and supports, including substance use treatment, medication monitoring, counseling services, peer support, and legal advocacy services. Embed the model into the procurement process.

17. Develop regional Rapid-Rehousing funding and practice expectations. Clarify the allocation and monitoring of funds for eligible purposes associated with short-term rental assistance and support for homeless individuals vs. people at risk of homelessness. Clarify expectations for wrap-around support services, case management and rapid re-housing. Clarify rules and policies for landlord incentives. Develop a regional tracking system for accounting and monitoring purposes. Embed the model within any procurement processes.

18. Develop practice guidelines for other innovative and creative housing solutions, including master leasing and landlord incentives.

By December 31, 2025:

19. Develop shared accounting and contract monitoring protocols to prevent service duplication between the County of San Joaquin and City of Stockton-funded projects.

20. Provide routine updates to the SJCoC Board regarding the obligation and use of CoC Program Competition, Emergency Solutions Grant (ESG), HHAP, and Homekey program funds.

21. Provide routine updates to the SJCoC Board regarding unique clients served, by demographics, service utilization, and costs per client by service activity.

The Action Plan narrative contains the intent and justifications for the planned key actions in Sections V., VI., and VII.

The application includes Tables 2.2, 2.3, and 2.4, which further list key actions with timelines, funding sources, and responsibilities.

ATTACHMENT G 1307
Fund Allocations: Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to the collective allocation of Homeless Housing Assistance and Prevention (HHAP) Round 5 funds as follows:

Proposed Eligible Uses Proposed County /
SJCoC Allocations
Proposed City of
Stockton Allocations
Permanent Housing At least 30% Up to 45%
Interim Housing – Shelter Operations At least 30% At least 30% Street Outreach and Service Coordination Up to 10% No funds allocated Systems Support Up to 20% At least 14%
Administration (7%) / HMIS (1%) 8% 8%
Total $6,914,426 $7,153,179
10% Youth Set-aside $ 691,443 $715,318
The Action Plan below includes further details articulating allocations by eligible use categories.

The partners further agree that unobligated HHAP Round 3 and Round 4 funds will also be released under the vision and spirit of this Action Plan and as promised under their respective and approved funding applications to the California Interagency Council on Homelessness (Cal-ICH).

The partners acknowledge the imperative of obligating the remainder of the County’s HHAP Round 3 funds by May 31, 2024, and through this Action Plan, state an intent to obligate funds as necessary for (a) systems support activities including Collaborative Applicant staffing and/or technical assistance needs as outlined in this Action Plan and to support the Key Actions described above; and (b) existing programs that are showing significant progress in using funds as planned to achieve goals and are at risk of stopping activities before other funds can be secured.

The Collaborative Applicant will make funding recommendations for unobligated County HHAP-3 funds and bring them to the SJCoC Board of Directors for discussion at the regularly scheduled Board meeting in April 2024 and ratification at the May 2024 SJCoC Board Meeting.

Authority for this Action Plan: This was developed under the collaborative management of the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care. An independent consulting firm was contracted through a public purchase solicitation to conduct the public planning process, which included three public meetings and engaged a range of experts and subject matter professionals, including:
 People with lived experience of homelessness
 Youth with lived experience of homelessness
 Persons of populations overrepresented in homelessness  Local departmental leaders (County)
 Staff from local municipalities (other smaller jurisdictions)  Homeless service and housing providers
 Medi-Cal managed care plan partners
 Street medicine providers and other outreach partners ATTACHMENT G 1308
The planning process also included a community survey, key informant interviews, strategy workshops, discussion groups, and analysis of expenditures and funded activities. The SJCoC Board reviewed and vetted all Planning Activities, and a shared management team of the three partners monitored them weekly.

Action Plan Term: This Action Plan will be implemented under a joint Memorandum of Understanding (MOU), which shall be entered into following plan review and acceptance by the SJCoC Board of Directors, the Stockton City Council, and the San Joaquin County Board of Supervisors, as of March 27, 2024, and continued until its termination on June 30, 2028, or modified or renewed.

Further evidence and details in support of this Action Plan are contained in the full Action Plan narrative.

ATTACHMENT G 1309
ATTACHMENT G 1310
III. INTRODUCTION
Purpose of the Action Plan
San Joaquin County, the City of Stockton, and the San Joaquin Continuum of Care (SJCoC) work jointly to promote the coordinated and impactful delivery of homelessness supports and services across the full continuum of care. Through this Action Plan, the three partners commit to a coordinated regional approach to making homelessness rare, brief, and non-recurring.

This plan’s purpose is to lay out how the region will build, deploy, sustain, and strengthen actions across the full array of homelessness programs and resources, leveraging federal, state, and local investments. It builds upon and continues the vision and legacy of the community’s first strategic plan, A Community Response to Ending Homelessness. Five years later, it is time to update and advance our regional efforts and chart a continued path forward. We invite other local jurisdictions and community partners to join us.

Guiding Vision
Jointly, partners recognize the need for, and are committed to, fostering collaboration to further:
 A formal coordinated system that functions throughout the region,  A focus on solutions that can be measured and impactful, and Significant investment in housing-focused services that increase successful transitions to long-term permanent housing.

This Action Plan is guided by the following vision statement, as developed through the 2019 community planning process:

We envision a future in which homelessness in San Joaquin County will be rare, brief, and nonrecurring, supported by a robust homeless crisis response system. People experiencing homelessness will be empowered through a responsive, nimble, housingfocused system that provides effective, supportive, and humane services and housing, efficiently leveraging public and private resources.

This plan articulates regional actions to promote this vision, which are intended to:
 Increase coordination, strengthen cross-system partnerships, and improve the quality and use of data;
 Maximize the effective use of resources to support improved implementation and outcomes at every point along the continuum of care;
 Address disparities that underlie inequitable provision of services and outcomes for Black, Native and Indigenous, Latinx, Asian, Pacific Islanders, and other sub-populations disproportionately impacted by homelessness; and
Expand access to housing and supports delivered in a low-barrier, trauma-informed, and culturally responsive manner.

ATTACHMENT G 1311
Regional Goals
Goal 1: Establish a Coordinated and Engaged Regional System of Care.

Develop a fully coordinated and transparent system that can help obtain greater funding, identify shared priorities, and establish a formal coordinated entry system to identify, assess, and connect individuals to housing and services.

Goal 2: Increase Access and Reduce Barriers to Homeless Crisis Response Systems.

Engage unsheltered individuals, provide safe places to stay at night, and connect people to public benefits, services, and housing opportunities.

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

Invest in the creation, rehabilitation, and expansion of affordable housing options; and provide the support and tools necessary for people to maintain their housing and optimize their self-sufficiency successfully.

Mission and Values
The SJCoC provides leadership and effective stewardship of resources and facilitates community planning, design, and implementation of programs critical to preventing and ending homelessness in San Joaquin County.
 Our core values are collaboration, communication, and transparency.  We are committed to evidence-based programming and data-driven initiatives.

Research Methods
Rane Community Development led research activities for this 2024 Regional Homeless Action Plan. The mixed-method approach combined qualitative research, consisting of interviews, public meetings, focus groups, and a survey of community sentiments, with statistical analysis of various financial and programmatic data.

Key aspects of the research included:
 A thorough review of each entity’s financial resources, expenditures, and specific use of funds;  Quantitative analyses of data from the State of California’s Homeless Data Integration System (HDIS), the U.S. Housing and Urban Development’s (HUD’s) Homeless Management of Information System (HMIS), the SJCoC’s Point-in-Time (PIT) count, and local Housing Inventory Counts (HICs);  Systematic reviews of relevant reports and plans, including the 2022 San Joaquin County Cost of Homelessness Survey Summary Report (Amoroso-Pohl, 2023) and the Community Survey on Homelessness Needs & Resources Report. Shelter Health and Safety Project (Kiss, 2020), A Portrait of the Valley: San Joaquin Valley Human Development Report (Lewis, 2023), 2023 San Joaquin Continuum of Care Point in Time Count Local Report (Mendelson & Singh, 2023), The San Joaquin County Unsheltered Encampment Outreach Study (Birtwhistle, et al., 2023); ATTACHMENT G 1312
 Collection and analysis of qualitative data obtained through interviews, focus groups, and workshops/public forums, all conducted to gather input from stakeholders, including individuals with lived experience in homelessness and people working to address homelessness and/or serve people experiencing homelessness (conducted January-February 2024 - Please see Appendix A for a comprehensive list of qualitative data collection events and participants);  Observation of PIT count interviews of ten people with lived experience (conducted on February 28, 2024, at St. Mary’s Community Services); and
 Analysis of a local community online survey regarding priorities for the elimination of disparity in homelessness across the region (conducted in February 2024, with 33 respondents, 67% of whom worked or volunteered at a homeless-serving organization or agency).

Information from the sources listed above informs the priorities and strategies described in this plan. The variety of datasets and analyses enable triangulation to ensure a comprehensive assessment of the region’s needs, strengths, and opportunities regarding homelessness.

Limitations
While every effort has been made to ensure that the analyses informing this plan are sound, the authors must acknowledge a few limitations, resulting from data that are incomplete and/or contain inaccuracies. For example, certain inconsistencies suggest that some of the HMIS data are not fully representative of activities that have taken place or the demographics of those served. The financial data was acquired from agency funders over two weeks and may include unintended revenue or expenditure inaccuracies due to the extremely brief reporting span. All expenditures were classified within Eligible Use Categories (ECUs) by financial and analytic staff and, due to the potential for overlapping uses, are subject to classification bias.

To mitigate inaccuracies, multiple team members monitored datasets and classification decisions.

Report Structure
This Introduction (Section I) is followed by a Landscape Analysis (Section II). The Regional Overview includes an overview of the region and its homeless systems, a description and demographic breakdown of the population experiencing homelessness in the region, disparities in experiences and outcomes, and an exploration of expenditures and utilization, including duplications and gaps.

Section III covers Key Findings from the various analyses, including community service needs, strengths, and challenges. Section IV details Recommendations deriving from the analyses, which center coordination and service delivery, land use and development, unsheltered outreach and encampment site coordination, interim housing, permanent housing development, performance measurement, racial and gender equity, housing linkages for people exiting institutions, and strategies to leverage resources to maximum effect.

Section V covers Implementation. Specifically, this section will lay out roles and responsibilities, system performance measures, and actions to improve performance, address equity, and reduce exits to homelessness from institutions. Section VI covers the Funding Recommendations, including suggestions for upcoming State Homeless Housing Assistance and Prevention programming allocations.

In the Appendices, readers will find a list of stakeholders involved in public discussions and workshops, copies of meeting presentations, and literature references.

ATTACHMENT G 1313
IV. LANDSCAPE ANALYSIS
Background
Located due east of the Bay Area, in the heart of California’s Central Valley, the San Joaquin region (the region) encompasses 1,426 square miles and has a population of approximately 800,000. Within the region are the City of Stockton, with a population of 320,000, and several smaller cities (Tracy, population: 89,000; Manteca, population: 77,000; Lodi, population: 65,000; Lathrop, population: 23,000; Ripon, population:
17,000; and Escalon, population: 7,200). The remaining approximately 200,000 county residents live in rural and unincorporated areas.

The California Department of Finance estimates the region will experience a 25% population explosion from 2020-2060 (State of CA Dept. of Finance, 2020). This substantial growth rate will require a corresponding expansion of infrastructure, including affordable housing and support for un-housed and under-housed populations. In recent years, the region has experienced significant population growth without a sufficient increase in housing, which has significantly driven up the cost of housing and exacerbated homelessness and housing insecurity.

Regional Homelessness
Homelessness figures for the region are available for 2016 through 2020 (HUD Exchange, 2022) and 2022 (Cheshire & Mendelson, 2022).[1] These data, displayed below in Chart 1, show that the total number of people experiencing homelessness in general, chronic homelessness, and unsheltered homelessness rose precipitously between 2018 and 2019 and have remained high. While some decreases were measured in 2022 for homelessness and unsheltered homelessness, chronic homelessness has continued to increase steadily. Furthermore, the proportion of homeless individuals who are unsheltered, which saw a peak in 2017 and 2018 at 30%, dropped to 21% in 2022.

Notably, the 2022 PIT count found that 77% of homeless in the region became homeless while living in San Joaquin County, suggesting that housing and economic conditions within the region are pushing individuals and families into a state of poverty, housing insecurity, and desperation. Indeed, vacancy rates within the multi-family housing sector are currently very low (less than 2% for affordable housing stock), and even the waiting lists for subsidized housing in San Joaquin County are closed. [1] The 2024 PIT count had been conducted, but data were not available at the time that this plan was written.

ATTACHMENT G 1314
The San Joaquin CoC
The San Joaquin Continuum of Care (SJCoC) is tasked with providing leadership and effective resource stewardship, as well as facilitating community planning, design, and implementation of programs critical to ending homelessness in San Joaquin County. The values driving the SJCoC are collaboration, communication, and transparency, along with a commitment to evidence-based programming and datadriven initiatives.

The SJCoC includes all the services homeless people need along the full spectrum of homelessness, ranging from outreach and engagement to emergency shelter to transitional housing to permanent supportive housing or affordable housing. It is designed to ensure and coordinate support at each point along the spectrum of homelessness.

Partnership Model
The SJCoC is tasked through federal and state regulations to:
 Promote a community-wide commitment and approach to preventing and ending homelessness.  Disburse funding to rapidly re-house homeless individuals and families.  Promote access to and effective use of mainstream programs (such as Housing Choice Vouchers, Food stamps, and other public benefit programs).
 Optimize self-sufficiency among individuals and families experiencing homelessness.

The SJCoC comprises diverse partners working jointly and collaboratively to prevent and end homelessness.

Organizationally, the SJCoC is guided by a governing Board of Directors. Governing Board members are nominated through an annual “open call” to solicit interested parties to serve on the Board. The board roster is fluid and responsive to the needs of the community, but it will generally have a minimum of 11 board members and a maximum of 21. At least one, ideally more, Persons with Lived Expertise and Experience (PLEE) in homelessness serve on the Board.

The goal of the San Joaquin CoC is to improve and support a comprehensive coordinated homeless housing and services delivery system operated by the community by bringing together stakeholders. The San Joaquin CoC supports stakeholders throughout the San Joaquin County region to assist homeless persons in making the transition from homelessness to independent or supportive permanent housing, accessing education, health, and mental health services, employment training, and life skills development. We are dedicated to the development and implementation of strategies to create permanent solutions to homelessness in our community.

ATTACHMENT G 1315
Board members generally represent a rich array of professional and service interests and, at a minimum, include people who are themselves or provide services to the specialty sub-populations that comprise the homeless community. This includes but is not limited to, partners that work with or provide services to, homeless youth, veterans, people fleeing domestic violence, people with HIV/AIDS, people with mental health and substance use conditions, and those who are chronically homeless.

Additionally, the SJCoC is supported and informed by
numerous community members and professionals who
participate in twice-annual “general membership”
meetings, serve on various committees, and serve as the heart and soul of the SJCoC. Made up of retired people, business leaders, program staff, members of faith
communities, and people who have experienced
homelessness, the membership provides unflagging
support to our community during bi-annual point-in-time count activities, fundraising events, and other calls to action. During the COVID-19 pandemic shutdowns of
2020, members rallied to ensure that everyone
experiencing homelessness had adequate food, hygiene
supplies, and information about the health risks to keep themselves safe. For this planning effort, the general
membership attended public meetings, participated in
focus groups, responded to a community survey, and
provided as-needed information and ideas to the
planning team on a near-constant basis.

Anchoring the SJCoC is its partnership with San Joaquin County to serve as its Collaborative Applicant and fiscal sponsor to receive and manage federal and state entitlement grant funds, including the federal CoC Program Competition funds and State of California Homeless Housing Assistance and Prevention Funds.

Complimenting San Joaquin County’s role as the Collaborative Applicant, the four largest municipalities in the region are all deeply engaged with SJCoC, with staff either serving as Board members, heading up various committees and task forces, or participating in regular conversations through the SJCoC and within their communities to shape the narrative and opportunities to prevent and end homelessness.

Partner Roles and Responsibilities
Across the nation, CoCs are charged with developing and maintaining a continuum of programmatic services, supports, and housing opportunities necessary to prevent and end homelessness.  Outreach, engagement, and rapid linkages to
services to prevent unsheltered homelessness,
whereby people are living in places not intended
for habitation, such as a vehicle or tent;
 Interim, temporary, and transitional housing
programs as necessary to provide immediate
sheltering for individuals and rapidly connect
them to long-term services and permanent
housing opportunities; and,
Planning and Coordination:
 Homeless Outreach
 Interim Housing
 Homeless Housing
 Land Use and Development
ATTACHMENT G 1316
 Permanent housing for those exiting homelessness or those at immediate risk of becoming homeless through rent assistance and wrap-around support services to help clients maintain housing and optimize their self-sufficiency.

In California, CoCs are also enjoined to actively plan and advocate for new affordable housing opportunities for
homeless individuals. This includes reviewing and
prioritizing potential sites and projects for new
developments and providing informed and coordinated
input to local planning departments.

CoCs are also responsible for ensuring that programs
work as intended to achieve desired results and operate as part of a coordinated and regional system of care.

At a minimum, this means that programs are using
resources wisely, delivering effective and culturally
responsive services, working in a coordinated fashion,
and sharing metrics and information to enhance service
delivery and leverage additional resources.

Locally, the SJCoC is aided in these endeavors by strong partnerships and coordination with San Joaquin County and the City of Stockton, who also receive direct state and federal grant allocations to address homelessness. Jointly, these three partners have entered a regional and coordinated
compact through a Memorandum of Understanding (MOU) to
work in concert to achieve regional aims. The SJCoC, The County of San Joaquin, and the City of Stockton are joined in this partnership by the support and assistance of the City of Lodi, the City of Manteca, the City of Tracy, the Housing Authority of the County of San Joaquin, Health Plan of San Joaquin, Health Net, and the County Departments of Behavioral Health Services, Public Health, and Probation all of whom jointly and collaboratively contributed to this Action Plan.

Subsequent sections of this report include further details about all three partners' specific roles and responsibilities for implementing this Action Plan.

Current Use of Funds
This Action Plan aims to strengthen the collaborative and regional approach to ending homelessness. To this end, the Action Planning process followed State of California guidance, and considers a total approach that combines all available federal and state funds, designated for addressing homelessness, which are received and managed through local jurisdictions including the SJCoC.

The revenue and expenditure analysis below, is based upon budget information received from the Cities of Lodi, Manteca, Stockton, and Tracy and from the County of San Joaquin’s Neighborhood Preservation Unit which manages the tasks of the Collaborative Applicant and manages all other Federal and State affordable housing and homeless related program grants. Additional information was received from Managed Care Plan partners, San Joaquin County Behavioral Health, and Whole Person Care Programs.

Additional Responsibilities:
 Grant and Fiscal Management
 Data Management and Facilitating
Information Sharing
 Evaluating Performance and Equity
Measures
 Building Local Capacity (with a focus
on emerging PLEE, BIPOC, and
LGBTQIA+
 Land Use and Development
Key Partners to this Action Plan
 San Joaquin County (SJC)
 City of Stockton (CoS)
 San Joaquin Continuum of Care
(SJCoC)
ATTACHMENT G 1317
REVENUES AND EXPENDITURES: FISCAL YEAR 2022 – 2023
Across the four municipal partners, the County of San Joaquin and SJCoC, the region reportedly received over $43 million in FY 2022-2023 in state and federal funding to address homelessness.

Additionally, County Health and Behavioral Health programs received separate allocations to provide outreach and engagement services, street medicine, addiction and mental health treatment services, and to provide case management and housing to people with serious mental illnesses. Hospitals and public health plans for medical care and treatment absorb an additional sum. All told, the region spends between $130,000,000 to $160,000,000 annually on addressing homelessness, according to the 2022 Cost of Homelessness Report by the University of Pacific’s Center for Business and Policy Research.

Most of the funding received, and re-distributed into the region, was through federal grants, although some cities made allocations from their general fund balance.

Of the funds received in FY 2022-2023, State HHAP funds accounted for the largest share, followed by federal CoC Program competition funds. In total, 49% of all funding was from federal sources, 44% from state Lodi $2,484,965
(6%)
SJC-NP
$22,879,637 (52%)
Stockton
$13,452,716 (31%)
Tracy $4,811,388
(11%) Revenue by Funding
Agency, FY22-23
Total reported revenue:
$43,452,739
ATTACHMENT G 1318
sources, and 7% were local allocations. Of the funds received, about $20 million can be considered “ongoing annual allocations,” primarily federal funds.

However, of the long-term ongoing funds, only HUD’s CoC Program Competition funds and Emergency Solutions Grant (ESG) funds ($6.5 million and $700,000, respectively) are specifically intended for homeless services and support. Other funds such as HOME and PLHA funds are intended for affordable housing projects which may have the benefit of increasing the housing supply. Community Development Block Grant (CDBG) program funds may be used for a range of community benefit programs, including programs that offer case management, food and nutrition, and other supportive services that may or may not have homeless individuals and households as intended program recipients.

Of the $43 million received in FY 2022-2023, collectively, the SJCoC, the County of San Joaquin, and the Cities spent or re-allocated nearly $34 million during this same period. Notably, the City of Stockton allocated more funds than were received in 2022-23, likely due to disbursements of prior year allocations. In general, the City of Stockton is expending resources at a somewhat faster pace than the County of San Joaquin/SJCoC’s combined allocations.

Table 4: Total Revenue and Expenditures, FY22-23
Stockton SJC Tracy Lodi Healthnet Total
All Revenue $13,452,716 $22,879,637 $4,811,388 $2,484,965 Not Reported $43,452,739 All
Expenditures
$14,155,012 $11,171,693 $4,626,561 $2,309,454 $1,550,135 $33,812,856 Revenue Minus
Expenditures
($702,296) $11,707,944 $184,827 $171,511 N/A $3,501,234 Revenue
Remaining (%)
-5% 51% 4% 7% N/A 9%
Consistent with prior regional planning, the greatest proportion of funds were allocated to the construction of new permanent and interim housing projects, which jointly accounted for 57% of all homeless spending in FY 2022-2023 ($18.7 million).

Table 5: Expenditures by Strategy/Allowable Use, FY22-23 Strategy / Allowable Use Sum of Expenditures
Permanent Housing $17,400,746
Capital for Permanent Housing $10,845,886
Rapid Rehousing $1,592,403
Prevention and Diversion $4,404,623
Services and Subsidies for Permanent Housing $557,834
Interim Housing $11,202,981
Operating Subsidies for Interim Housing $2,342,720
Renovations and Upgrades $979,666
Delivery of New Interim Housing $7,880,595
Service Provision and System Support $3,396,365
Street Outreach $1,969,858
Service Coordination $661,041
System Support $765,467
Administration $1,812,764
Grand Total $33,812,856
ATTACHMENT G 1319
In summary, looking at all revenues and expenditures, spending in FY 2022-23 was responsive to prior regional planning with expenditures allocated as follows:
• Permanent Housing: 52%
• Interim Housing: 33%
• Services and Coordination: 10%
• Administrative Costs: 5%
Across the top ten agencies receiving funding allocations through the SJCoC, County, and local municipalities the first nine largest allocations were for the provision or development of permanent housing:

Table 6: Top Agencies Allocated Funding by SJCoC, County, and Local Municipalities, FY22-23 Agency Total Expenditures
Housing Authority (DCDC) $7,133,136.00
Central Valley Housing $5,424,993.01
Tracy Navigation Center $4,610,802.10
Visionary Home Builders $3,109,652.73
Stockton Navigation Center $2,106,388.49
Lodi Navigation Center $2,009,725.12
Children's Home of Stockton $1,313,137.39
Lutheran Social Services $859,554.01
STAND $856,531.41
St. Mary's Community Services $767,600.06

HHAP REVENUES AND EXPENDITURES (ALL ROUNDS)
Looking forward, an additional $26 million in one-time HHAP Round 4 and Round 5 funds are coming into the region and an additional $9 million of HHAP Round 3 funds was unexpended as of December 31, 2023, suggesting that a total of $35 million in state HHAP funds needs to be expended over the next four years.

Importantly, allocations must be spent on schedule to prevent reversion to the state’s general fund.

HHAP Program Spending Deadlines:
 HHAP-1: by 6/30/25
 HHAP-2: by 6/30/26
 HHAP-3: by 6/30/26
 HHAP-4: expend (50%) of initial by 5/31/25 and remainder by 6/30/2027.  HHAP-5: expend (50%) of initial by 6/30/26 and remainder by 6/30/2028.

ATTACHMENT G 1320
To date, program expenditures have been slower than anticipated due to numerous compounding challenges, including:

Influx of One-time Funds: In addition to the State’s HHAP allocations, new one-time American Rescue Plan Act (ARPA) funds were also required to be spent down along specific timeframes. In general, community partners were encouraged to draw down from ARPA related contracts prior to HHAP related contracts.  Contracting Processes: Fair and transparent public purchases take time. Other aspects of contracting, including scope refinements and approvals, also contribute to delays in getting contracts executed in a timely manner. County/SJCoC HHAP-3 contracts were just completed recently, in Fall 2023.
 Construction Delays: Supply chain logistics has been a hurdle. More critically, any capital development project comes with its own timing challenges associated with securing additional financing, approvals, and permits. In the case of the Stockton Navigation Center, permits were required from the Federal Department of Transportation to build underneath Interstate 5.

Program and Service Utilization

DATA DASHBOARD
Table 7: Utilization Data from San Joaquin CoC Data Dashboard (August 2022) Engaged by Project Type: 04/01/2021 - 06/30/2022
Individuals
(N = 11,866)
Households
(N = 8,311)
Emergency Shelters 7,730 4,956
Permanent Housing with Services 39 39
Permanent Supported Housing
(for people with disabling conditions)
732 547
Rapid Re-Housing 1,930 841
Street Outreach 4,056 3,931
Transitional Housing 535 451
ATTACHMENT G 1321
According to data from the HMIS data dashboard, nearly 12,000 individuals accessed homeless services in San Joaquin County during the 15-month period between April 2021 and June 2022. For all persons active in the HMIS system, 14,659 case management encounters were recorded, or approximately 1.2 case management sessions per person or 1.8 per household served. Despite case management sessions being the most frequent type of service, data entry was sporadic across programs. While some programs appear diligent about recording case management activities, others, particularly interim housing programs, were less inclined to report these types of activities.

Other data regarding program utilization appear more reliable. All told, 732 individuals in 547 households received permanent supportive housing. An additional 39 households benefitted from permanent housing and did not require long-term supportive services, consistent with a disabling condition. Enrollments (predetermined eligibility) into rapid re-housing were also robust, with 1,930 individuals from 841 households qualifying for rapid rehousing (RRH) assistance and services. Typically, RRH program recipients will receive case management and housing navigation services. Those that can find housing are provided with short-term rental assistance. During the first part of the reporting period, an average of about 50 households entered a new RRH situation each month. Later data show that the figure drops to an average of 33 households entering RRH programs each month. Additional data is forthcoming and will provide information if the dip in placements was an abnormality or a sign of more concerning trends.

HOUSING INVENTORY COUNT
Table 8: Utilization Data from Housing Inventory Count (November 2023) Housing/Program Type Capacity
(# of Beds)
Occupancy Occupancy
Rate
# and % of Sites Operating
Under-Capacity
Emergency Shelters 1,311 892 68.0% 26 out of 42 = 62%
Transitional Housing 326 170 52.1% 12 out of 15 = 80%
Other Permanent Housing 530 408 77.0% 2 out of 3 = 67%
Permanent Supportive
Housing 752 650 86.4% 5 out of 7 = 71%
Rapid Re-Housing 381 381 100.0% 0 out of 19 = 0%
Total (All Types) 3,300 2,501 75.8% 45 out of 86 = 52%
At the request of the planning team, the HMIS lead agency prepared a “proxy” housing inventory count for one night in November to provide an informal snapshot of interim and permanent housing utilization. The chart above shows overall occupancy rates for different types of interim and permanent housing. Further analysis of the HIC data revealed the following findings:
 There are eighty-five separate programs, providing 3,300 different interim, transitional, and permanent housing options.
 Occupancy rates were highest for units dedicated for short-term RRH placements (100%)  Family shelters had lower occupancy rates than non-family shelters. This is expected, as family shelters tend to have more “beds” per unit than is necessarily needed at that moment (e.g., the unit has a rated capacity of five beds, but the family size is three).  Emergency shelters designed for individuals had higher occupancy rates (83%) than when aggregated together with family-serving programs.
 Utilization rates were lowest for transitional housing (52%) and voucher-based programs (65%).  Transitional housing programs with the lowest occupancy rates typically had more barriers to entry (e.g., sobriety or faith requirements).

ATTACHMENT G 1322
FISCAL YEAR 2022-2023: EXPENDITURES BY PROGRAM UTILIZATION About one-third of the expenditures made by the contributing program partners in FY 2022-2023 were allocated to programs intended to have direct client benefit. The chart below shows the average per-person program cost/benefit:
 Engaged in a permanent housing program: $1,410.00
 Engaged in an interim housing program: $225.00
 Receiving street outreach or other case management: $84.00 Persons who receive the greatest benefit from public resources are those at risk of homelessness, who received, on average, $2,747.00 per person, likely rental assistance, or other subsidies to remain housed.

This data shows that the region’s most resource intensive intervention is in preventing new incidents of homelessness.

ATTACHMENT G 1323
V. SYSTEM PERFORMANCE MEASURES
People Experiencing Homelessness
According to the most recent report generated by the San Joaquin CoC Homeless Management Information System (HMIS) and released by the state's Homeless Data Information System (HDIS), the number of unduplicated individuals receiving homeless services is 11,722.

This figure, along with figures for the number of people experiencing homelessness for the first time and the percentage of people returning to homelessness within six months of exiting permanent housing, is down slightly from 2022 figures (See Table 1). Approximately 53% of individuals in the HMIS data report experiencing homelessness for the first time, suggesting that the problem of homelessness is continuing to grow in the San Joaquin region.

Table 1: System Performance Measures
Measure CY 2020 CY 2021 CY 2022 7/1/22-6/30/23

1.a. Number of persons experiencing homelessness
in HMIS
9,421 8,931 11,977 11,722

1.b. Estimated number of people experiencing
unsheltered homelessness on the SJCoC PIT count
1,558 - 1,355 1,355

2. Number of people accessing services who are
experiencing homelessness for the first time
4,715 4,348 6,485 6,211

3. Number of people exiting homelessness into
permanent housing
977 913 1,273 1,169

4. Average length of time (in days) that people were
enrolled in non-residential or short-term programs
without securing long-term housing
73 85 72 76

5. Percent of people who return to homelessness
within 6 months of exiting homelessness response
system to permanent housing
6% 12% 19% 11%

6. Number of people with successful placements
from street outreach (temporary or permanent)
4* 2* 3* 6*
* Low numbers likely a result of insufficient data entry practices Table 2, on the following page, lists the individuals in the HMIS system according to specific characteristics, including gender, family structure, and key vulnerabilities.

ATTACHMENT G 1324
Table 2a: Individuals Served by Key Characteristics
Gender / Household Composition Number Proportion of Total Man/Boy 6,372 55%
Woman/Girl 5,316 45%
Transgender 18 0.2%
Single adults without children 6,445 52%
People in families with at least 1 child 5,492 44%
People in households with only children 469 4%
Table 2b: Individuals Served by Vulnerabilities
Additional Vulnerabilities Number Note
Adults with SUD 1,339 Percentages are not
calculated.

The high number of children
served by the homeless
system would skew a
proportional analysis.

Adults with SMI 1,182
Veterans 463
Adults fleeing Domestic Violence (DV) 337
Parenting Youth 249

People Living Unsheltered in San Joaquin County
Point in Time (PIT) homeless count data from 2022 (HUD 2022), which is the latest data available at the time of this plan, show sheltering variations:
 Sheltering by the presence of children in the household The majority (75%) of people living in households without children (single adults) were unsheltered, vs. all (100%) people in households with at least one adult and child (families) were in emergency shelters or transitional housing.
 Sheltering status of unaccompanied youth
Nearly the same proportion of unaccompanied youth were sheltered (54%) and unsheltered (46%) (n=72).

ATTACHMENT G 1325
 Sheltering by status of people with behavioral health conditions A large majority (73%) of people with chronic substance abuse issues were unsheltered (n=602), and a very large majority (79%) of people with serious mental illness were unsheltered (n=567).  Sheltering status of other vulnerable populations
All (100%) people known to have HIV/AIDS were sheltered (n=10); most (67%) people fleeing domestic violence were sheltered (n=32); and most veterans (71%) were unsheltered (n=127).

Findings from the Unsheltered Encampment Outreach Study researched and published by the United Way of San Joaquin County provide insights into the personal situations and challenges that may have contributed to the experience of homelessness.

Data highlights from the study show that among those living unsheltered:
 33% did not graduate from high school.
 37% reported that "job loss/income reduction" contributed to their homelessness.  64% indicated that losing employment or housing was part of what contributed to them becoming homeless.
 44% reported being prevented from working because of a disability.

Consistent with state and national trends, the vast proportion of people experiencing homelessness in San Joaquin County, sheltered or unsheltered, are from San Joaquin County.

Racial and Ethnic Disparities by Performance Measures
For the purposes of running an analysis of racial and ethnic disparities, some re-coding of the traditional census designations was conducted to construct a more consolidated set of categories. These consolidated categories grouped all Asian-identified, Black-identified, Native American/Alaska Native-identified, and Polynesian/Pacific Islander-identified in those self-same designations, irrespective of Hispanic identification. People who indicated they were of Hispanic ethnicity were grouped into the Latina/o/x category (Lx) if they were also white, Multi-Ethnic, or Unknown. The category of White comprised people who were white-identified and not of Hispanic ethnicity.

HMIS TOPLINE BY RACE/ETHNICITY:

The HMIS data report lists a series of figures and outcomes broken down by the recoded race/ethnicity categories in Table 3. Please note that the data for Measure 1.b., Unsheltered Count from PIT, was not provided in a way that enabled analysis using the race/ethnicity categories, so that measure is not listed below.

ATTACHMENT G 1326
Table 3: HMIS Topline Measures
Measure 1a:

Number of
people
accessing
services who are
experiencing
homelessness
Measure 2:

Number of
people
accessing
services who are
experiencing
homelessness
for the first
time
Measure 3:

Number of
people exiting
homelessness
into permanent
housing
Measure 4:

Average length of
time (in days)
Measure 5:

Percent of people
who return to
homelessness
within 6 months
of exiting
homelessness to
permanent
housing
Asian (all) 317 205 35 59 11%
Black (all) 3,556 1,824 411 79 13%
Latinx (combo) 4,067 2,222 385 67 10%
Multi (non-Lx) 453 261 56 73 13%
Native American/
Alaska Native (all) 204 92 18 79 20%
Polynesian/Pacific
Islander (all) 116 59 *** 96 0%
Unknown (non-Lx) 96 81 *** 34 0%
White (non-Lx) 2,805 1,397 231 91 10%
COUNTY POPULATION COMPARISON:

The HMIS data show some disproportionality between the racial and ethnic composition of county residents versus the composition of people accessing services who are experiencing homelessness. As shown in Chart 2, relative to their representation in the community, Black residents are highly over-represented in the HMIS data, Asian residents are highly under-represented and white and Latinx residents are slightly underrepresented.

UNSHELTERED HOMELESSNESS:

Certain racial/ethnic groups are overrepresented among the unsheltered homeless. For this measure, because PIT count data were not provided according to the previously described racial/ethnic groups, this analysis considers data from the San Joaquin County Unsheltered Encampment Outreach Study (Birtwhistle, et al., 2023). For comparison purposes, Chart 3 shows the racial/ethnic breakdowns of people surveyed in the Unsheltered Encampment Study with both county and HMIS racial/ethnic breakdowns. As evident in the chart, among unsheltered homeless, Asian residents are substantially underrepresented, Black residents are highly overrepresented, Indigenous peoples (both American Indian/Alaska Native and Polynesian) are highly ATTACHMENT G 1327
overrepresented, and Multi-Ethnic people are somewhat overrepresented. Curiously, while white residents are slightly underrepresented among people in the HMIS, they are highly overrepresented among the unsheltered vis-a-vis their representation in the county.

FIRST TIME HOMELESSNESS:

Among all individuals represented in the HMIS data, the proportion experiencing homelessness for the first time is 53%. As Chart 4 shows, when disaggregated by race/ethnicity, differential rates of first-time homelessness become evident. The three groups with a higher-than-average proportion experiencing homelessness for the first time were Asian, Multi-Ethnic, and those whose race/ethnicity was Unknown.

EXITS TO PERMANENT HOUSING:

Among all individuals in the HMIS data, the overall proportion exiting into permanent housing was 10%.

Disaggregation by race/ethnicity shows that Asian, Black, and Multi-Ethnic individuals had higher rates of obtaining permanent housing, while Native American, Latinx, and White individuals had lower-than-average rates. Data were not reported for Polynesian/Pacific Islander individuals and those of unknown race/ethnicity.

ATTACHMENT G 1328
LENGTH OF TIME HOMELESS:

Overall, the average length of time that people spent enrolled in street outreach, emergency shelter, transitional housing, safe haven projects, and time prior to move-in for persons enrolled in rapid rehousing and permanent housing projects was 76 days. A few racial/ethnic groups had higher-than-average numbers of days in known homelessness, including Polynesian/Pacific Islander, White, Native American, and Black.

Groups with less-than-average lengths of time in known homelessness included Multi-Ethnic, Latinx, Asian, and those of Unknown race/ethnicity.

RETURNS TO HOMELESSNESS:

The HMIS data show that overall, 11% of individuals who exit homelessness to permanent housing return to homelessness within six months. The analysis by race/ethnicity shows that people who are Native American/Alaska Native have a much higher rate than average (20%). Multi-Ethnic and Black individuals have slightly higher-than-average rates of return to homelessness, and White and Latinx people have close to average rates. The rates for people of Unknown race/ethnicity and Polynesian/Pacific Islander individuals were listed as zero.

ATTACHMENT G 1329
Gender Disparities by Performance Measures
INCREASE IN FEMALE HOMELESSNESS:

The current HMIS 511 data for the San Joaquin region show that 45.6% of people in the HMIS system are female. This compares to 41% in 2015(HUD Exchange, 2015). This increase is consistent with a statewide trend measured by the U.S. Department of Housing and Urban Development (HUD). Over the past eight years (as of December 2023), there has been an increase of more than 50% in the number of women experiencing homelessness in California -- many of these women face additional vulnerabilities associated with pregnancy, parenthood, and domestic violence (McClure, 2023).

DIFFERENTIAL OUTCOMES BY GENDER:

The HMIS data show that men/boys, comprising 54.4% of all individuals in the system, were more likely to be unsheltered and return to homelessness, and were less likely to exit to permanent housing, as compared to women/girls in the system (See Chart 8).

ADDITIONAL GENDER DIFFERENCES:

Males and females in the HMIS system had moderately different rates of first-time homelessness (51% and 55%, respectively), although the small number of transgender individuals had a substantially higher rate (67%). The average length of time (in days) that people were known to be homeless, as documented within the SJCoC's HMIS, differed by gender, with men showing 84 days, women showing 66 days, and transgender individuals showing 133 days.

ATTACHMENT G 1330
VI. KEY FINDINGS
Community Service Needs
 Accessible / Responsive / Non-Duplicative Services
 Housing Navigation
 Affordable Housing
 Housing for Vulnerable Populations
 Culturally Responsive Services

ACCESSIBLE / RESPONSIVE / NON-DUPLICATIVE SERVICES
The mixed methods analysis points to a need for a robust system to assess individual needs and place people accordingly. This will require enhanced coordination and collaboration among community partners, emphasizing the importance of honest and open conversations among service providers.

Stakeholders reported in interviews that the services for people experiencing homelessness are fragmented and not easily accessed. The Community Survey revealed coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) as the top priority for addressing homelessness in the San Joaquin region. In workshops and interviews, stakeholders asserted that while the issues and challenges that homeless individuals are experiencing are interconnected, the services that could help them are disconnected. As a result, a person seeking support will need to access multiple agencies, undergo repetitive intakes, and still not be guaranteed to receive the support they need.

One direct service provider explained:

While calling 211 could theoretically be a way for homeless people to access care more seamlessly, few people experiencing homelessness can take advantage of this resource. Many do not have a phone to make the call in the first place, and if they do have a phone, it is seldom charged. Some may make the call with the assistance of an outreach worker, but in most cases, they must leave a message and wait for a callback, and without a phone, they have no ability to receive that return call.

Some of the barriers to effective communication and collaboration result from agencies and actors not being aware of one another and the array of resources that exist in the region; some arise from obstacles like restricted access to client information when entities do not have HIPAA clearance, and others still occur because funded agencies are not making optimal use of the HMIS system. With a more effective Coordinated Entry System, which makes better use of the HMIS, providers could coordinate case management efforts, reduce duplication, and capture basic intake information (reducing the need for repeat intakes). “
It’s an onion… and you’re trying to isolate each layer, but it’s not you; you can’t. For an individual to be able to be successful, you have to be able to transition to mental health treatment, substance abuse treatment, housing, health services, [and] all of these services are siloed; they are all separate. So, the individual has to go somewhere, then go somewhere else, and go through the whole process at a different physical location: one for substance abuse and another intake process at a different location. Everything is so siloed, and I get it because funding is separate, but it discourages people from accessing services.” ATTACHMENT G 1331
More than one stakeholder indicated that there is a need for one-stop shops, where people experiencing homelessness can seamlessly access services and supports that correspond to the complex needs experienced by this population. Under one roof, or even as a mobile event, individuals and families could navigate resources and access immediate help, including medical care, legal services, mental health care, veterans' programs, substance abuse treatment, disability program enrollment, childcare, hygienic products, emergency shelter, housing applications, and more.

HOUSING NAVIGATION
The analysis points to a need for affordable permanent housing in the region. The lack of affordable housing poses a significant challenge, rendering housing vouchers ineffective if suitable properties are inaccessible.

To address housing needs sustainably, stakeholders emphasized that long-term low-income housing solutions should be prioritized over short-term temporary shelters.

Furthermore, stakeholder input raised the need for improved housing navigation to help homeless individuals and families identify the potential housing resources among the few that do exist. The region’s HMIS data show that around 90% of people in temporary shelters exit either to other temporary programs or unknown destinations, rather than permanent housing programs. Building up skilled housing navigation could help remedy this situation.

Current housing navigation services are insufficient and not guided by pre-established standards. Housing navigation should be readily available to all shelter residents and should constitute support with housing applications as well as the more nuanced work of brokering relationships among clients, engaging with landlords, putting clients on the Coordinated Entry list, and providing specialized case management plans that set people up for successful and sustained permanent housing.

Finally, stakeholder input underscored the need to increase awareness and access to housing resources for vulnerable populations to ensure equitable access to available services and support. They pointed to a need to equip the region with a continuum of low-barrier housing options to serve those with consistently less positive housing and provide creative housing options for individuals with extensive needs, beyond traditional shelters.

AFFORDABLE HOUSING
The dearth of affordable housing is a major contributing factor to homelessness in the San Joaquin region.

Stakeholders recognize that the shortage of housing leads to shelter-hopping among the homeless, which further destabilizes people’s lives. They also indicate that high barriers to entry into affordable housing
frustrate efforts to find permanent housing for people
experiencing homelessness, especially those in key
vulnerable populations. Many voiced concerns that
there is insufficient support to ensure that once
engaged in affordable housing, people will not return
to homelessness.

Below are key findings from the multi-method
analysis:

RESOLVE BOTTLENECKS: Bottlenecks in the
permanent housing process, such as limited availability of affordable housing units or bureaucratic obstacles, hinder progress, exacerbate homelessness in San Joaquin County, and highlight the need for more affordable housing options and streamlined housing placement processes. “We need to remove the barriers to housing
navigation. There are too many inefficiencies
within our current programs. We must improve
coordination, implement streamlined
processes, enhance communication, and
generally act with a sense of urgency to
provide successful housing exits.”
Participant, Key Stakeholder Interviews
ATTACHMENT G 1332
HOUSING CONSTRUCTION RATE: Independent analyses of the region’s homeless issues and stakeholder input indicate that the housing construction rate has been inadequate to mitigate rising prices or meet demand. Specifically, the 2014 County’s Residential Housing Needs Allocation (RHNA) Plan called for 40,360 new units to be constructed in San Joaquin County between 2014 and 2023 (San Joaquin Council of Governments, 2014). The San Joaquin Council of Government's public data dashboard estimates a shortfall of 23,400 units on that initial promise (San Joaquin Council of Governments, 2022). The current RHNA plan adds to the total construction need, calling for 52,719 new units, including 21,637 very low and low-income housing units (San Joaquin Council of Governments, 2022a). The insufficiency was not lost on stakeholders – in nearly every interview and public input forum, the need to build additional affordable housing was specifically named. The region’s projected population growth is likely to exacerbate further the affordable housing shortage, which in turn would lead to more homelessness, shelter-hopping, disparities among vulnerable populations, and returns to homelessness after achieving permanent placement.

COORDINATION & ACCOUNTABILITY: Stakeholders expressed a desire to develop a unified vision and strategy for promoting self-sustainability among homeless individuals in permanent affordable housing, ensuring coordinated efforts and resources in San Joaquin County. To this end, the SJCoC must facilitate more rigorous accountability structures, enhance communication channels, and foster alignment and collaboration among stakeholders to address permanent housing needs for the homeless in San Joaquin County effectively.

PROMOTING SELF-SUFFICIENCY: It is difficult to equip individuals with the necessary resources and support to ensure self-sustainability and prevent returns to homelessness—most require some skill-building, education, and employment support to promote long-term independence. For higher-need populations, affordable housing must be accompanied by ongoing and comprehensive behavioral health care to maintain stability and avoid falling back into homelessness. Offering services such as counseling, skill-building workshops, employment assistance, and case management can enhance the success of individuals with mild to moderate needs.

ADDRESSING DISPARITY: Stakeholders pointed out insufficient programs focused on specialized support for populations experiencing disparities. This lack of targeted programs perpetuates barriers to permanent housing access and promotes disparate retention rates. The HMIS data show very clearly that Black residents are highly over-represented among the homeless in the San Joaquin region, and that certain populations are less likely to move into and sustain permanent housing (e.g., men, people with serious mental illness (SMI), people with substance use disorders (SUD), youth, and people who are transgender).

Customized outreach and support can help remedy these disparities in permanent housing outcomes.

HOUSING FOR VULNERABLE POPULATIONS
HMIS data provide outcomes for key populations experiencing specific circumstances and vulnerabilities, including:
 People with SMI (serious mental illness)
 People with SUD (substance use disorders)
 Youth facing housing challenges
 Transitional-age youth (TAY) transitioning out of foster care  People fleeing domestic violence
 Veterans
Stakeholder engagement and a review of relevant reports indicate specialized needs among individuals exiting jails and prisons, and people leaving hospitals and behavioral health facilities, although outcomes in the HMIS data analyzed for this plan were not broken down based on these characteristics.

ATTACHMENT G 1333
Chart 12 lays out the differential rates of placement in permanent housing according to key client characteristics, including the aforementioned categories available in the HMIS data, as well as gender and family structure. This chart demonstrates that some populations have higher rates of exit to permanent housing than others. The existence of specialized programming for veterans, for example, enables a higher rate for this sub-population. Parenting youth, families in general, adults fleeing domestic violence (DV), and women tend to have overall higher rates of placement in permanent housing. By contrast, being male, transgender, young, and single are associated with lower rates of placement. Also of note are the low rates among adults with SMI and those with SUD. There was no data available for people with HIV/AIDS on this outcome.

Chart 13 below shows the differential rates of return to homelessness (within six months of placement in permanent housing) according to these same client characteristics. Once again, adults with SUD, who had the lowest rate of placement, also have the highest rate of return to homelessness. Having HIV/AIDS, being a youth, and having an SMI are also associated with higher-than-average return to homelessness rates.

Interestingly, while veterans had the highest rate for permanent housing placement, they also have a higherthan-average rate of returning to homelessness after placement, suggesting that veterans' housing programs might benefit from additional support for clients (perhaps trauma or PTSD-specific). Consistent with the permanent housing placement data above, the return to homelessness data show that people in families, parenting youth, women, and adults fleeing DV fare better than singles, men, and youth on their own. There were no data available for transgender individuals on this outcome.

ATTACHMENT G 1334
Community survey results provide a view on what some stakeholders believe to be priorities for addressing the specific needs of individuals leaving hospitals and jails into homelessness, and those of both youth and older adults.

When prompted to consider the complexities of serving people leaving jail into homelessness, respondents identified the following as the top priorities:
 Coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) (61%)
 Outreach to unsheltered and/or vulnerable people exiting hospitals or jails (58%)  Delivery of mental health treatment (30%)
Stakeholder input confirms that poor cross-agency coordination leads to gaps in service and challenges in placing individuals leaving jail, particularly those who do not qualify for limited specialized programs for individuals with disabilities or medical needs. They also indicate that the small number of low-barrier shelter beds in the region also hinders the easy placement of people leaving jail.

Improved cross-agency coordination and increased outreach also stood out in survey responses for how to support better outcomes for people leaving hospitals. Respondents felt increased permanent supportive housing with intensive case management should be prioritized for this population, as well:
 Coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) (61%)
 Access to permanent supportive housing (with intensive case management) (52%)  Outreach to unsheltered and/or vulnerable people exiting hospitals or jails (45%) Stakeholder input pointed to the lack of discharge planning and cross-agency coordination for those leaving hospitals, naming the need for direct linkages to services and shelter at the moment of release.

In response to data showing poor outcomes among youth along the homeless continuum of care, survey respondents identified a range of priorities without much consensus. The top four are provided below, and while none show a majority of responses, the array demonstrates an appreciation that when youth are experiencing homelessness, their needs are usually complex and multi-faceted.

ATTACHMENT G 1335
 Access to permanent supportive housing (with intensive case management) (48%)  Coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) (36%)
 Delivery of mental health treatment (36%)
 Access to safe low-barrier shelter beds (no drug testing or other requirements for shelter) (33%) There was more consensus among survey respondents when it came to contemplating how to best serve older adults experiencing homelessness who identified the following top three priorities, focused very clearly on permanent housing and prevention strategies:
 Access to permanent housing or rental assistance (with modest case management) (70%)  Prevention activities (emergency rent assistance, eviction protection) (61%)  Access to permanent supportive housing (with intensive case management) (52%) Stakeholder input lent insights as to the challenges facing homeless individuals with SUD and SMI:
 People with SUD have few options, either for temporary shelter or permanent housing. A true housing-first approach requires accessible low-barrier shelter, navigation, and program options that do not pre-suppose sobriety or recovery.
 There is insufficient support for individuals exiting behavioral health facilities, including a lack of beds, alternative housing options, affordable housing, staffing, case management, medical support, and basic essentials.
 There is an overlap between people with SMI and those with SUD, as some people with SMI selfmedicate in the absence of adequate psychiatric care. The exclusion of people with SUD from programs (that require drug tests) may, therefore, also affect the outcomes of people with SMI.  People with SMI need ongoing treatment irrespective of their housing situation (or lack thereof), including free medication, psychiatric care, and medication management.

CULTURALLY RESPONSIVE SERVICES
When prompted to reflect upon what the highest priorities should be in addressing homelessness among Black residents of the San Joaquin region, whose representation among the homeless and unsheltered homeless are so disproportionate relative to their representation in the county, Community Survey respondents identified the following:
 Outreach to unsheltered and/or vulnerable people exiting hospitals or jails (45.5%)  Access to permanent supportive housing (with intensive case management) (42.4%)  Coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) (42.4%)
In their comments, some respondents noted that intergenerational practices excluding Black people from housing and economic opportunities have long-term repercussions. Respondents also called for cultural responsiveness and implicit bias training for staff working within the continuum of care. Approximately 76% of respondents agreed that cultural responsiveness training should be tied to funding for homeless services, to improve service delivery based on race, gender, and other vulnerable categories, and 55% of respondents felt that the allocation of funds for homeless services should prioritize organizations that are led by people of color or have a proven record of serving people of color effectively.

ATTACHMENT G 1336
When asked to identify priorities for meeting the needs of the ever-increasing number of women experiencing homelessness, survey respondents indicated the following as their top three areas:
 Delivery of mental health treatment (51.5%)
 Access to permanent supportive housing (with intensive case management) (42.4%)  Delivery of substance abuse treatment (39.39%)
In their comments, several respondents named the importance of recognizing the specialized needs of homeless women, including that they may be escaping domestic violence, may have experienced complex trauma, are vulnerable to sexual violence living on the streets, and may have children in tow.

Invited to identify priority areas for addressing homelessness among men, who are more likely to be unsheltered, less likely to transition into permanent housing from shelters, and more likely to return to homelessness within six months of obtaining permanent housing, respondents selected the following three solutions most frequently:
 Access to permanent supportive housing (with intensive case management) (54.55%)  Delivery of mental health treatment (51.52%)
 Outreach to unsheltered and/or vulnerable people exiting hospitals or jails (45.45%) Some respondents pointed out that relative to women, men are often less connected to family members whom they can call when they find themselves without housing. Others pointed out that men are more likely to be in the criminal justice system. When they exit from these settings, there are few safety nets to catch them – stakeholder interviews confirmed this, indicating that while there are some specialized programs for people with a disability or medical need, many leave the jail unhoused and ineligible for many local shelter programs. Housing outcomes for men may also be affected by fears that homeless men will engage in fights in congregate housing programs.

The three most common priorities identified by survey respondents for addressing the needs of transgender people experiencing homelessness, who are less likely to exit to permanent housing, were:
 Coordination across agencies (criminal justice, behavioral health, hospitals, housing resources, domestic violence programs, etc.) (51.5%)
 Delivery of mental health treatment (45.5%)
 Access to permanent supportive housing (with intensive case management) (42.4%) Several respondents indicated the importance of recognizing the trauma that many transgender people have endured and named the importance of supporting agencies and services that have specific competence in serving LGBTQIA+ community members. Some also indicated that transgender people may need privacy to feel safe in shelters, which are often divided based on binary gender definitions. Some expressed concern that faith-based shelters and providers would not be sufficiently accepting of transgender individuals seeking services and support.

Strengths
The multi-method analysis indicated that the San Joaquin region has many strengths, including a robust service sector, engaged partners who share a vision for addressing homelessness, and innovation in using resources from various sources.

ATTACHMENT G 1337

ROBUST SERVICE SECTOR
Many public agencies, community-based organizations (CBOs), and faith-based groups play roles in addressing homelessness within the region. Some providers offer specialized services (for example, County Behavioral Health, the Veterans Administration, and CBOs focused on domestic violence) to help ensure services are tailored to clients’ unique circumstances. Connection and coordination among entities often function well, with cross referrals among shelters and programs facilitating effective service delivery. The engagement of community partners is seen as a significant asset and strength in addressing homelessness, with successful programs and partnerships contributing to supportive care for individuals living on the street and advocating for realistic solutions.

ENGAGED PARTNERS WITH SHARED VISION
Agencies working on homelessness unanimously demonstrated a shared desire for an honest assessment of the current state. Stakeholders were willing to discuss and take a frank look at areas that need improvement, including the historical disinvestment in affordable housing and the current over-reliance on shelters as temporary solutions. This understanding of the historical context provides a foundation for addressing the root causes of homelessness and implementing sustainable long-term solutions. It was also clear that entities across the regional service sector were open to adopting best practices and innovative approaches to addressing homelessness, including considering the potential replication of successful models delivered in adjacent areas.

Stakeholders consistently expressed a need for a unified vision for improved cross-agency coordination, bold leadership, and measurable, outcomes-focused implementation. They demonstrated a high consensus on the goal of expanding permanent housing situations while still acknowledging that immediate shelter is essential. Importantly, there was recognition that more support for the San Joaquin Continuum of Care (SJCoC) and increased transparency and trust in financial practices could yield better results. This shared ground indicates exciting potential for the region to move forward.

INNOVATIVE LEVERAGING OF RESOURCES:

Another clear strength in the region is the creative and innovative use of resources, drawing from a variety of sources. For example, general funds from county and city budgets are applied toward homeless outreach initiatives, enabling more extensive and sustainable support programs. Collaboration and cross-referral among public health agencies, Whole Person Care, County Behavioral Health, and other community partners can allow a client to benefit from multiple funding streams – this is recognized as essential for effective outreach and triaging. Furthermore, the implementation of incentives within managed care plans was identified as a strength -- these incentives encourage providers to offer tailored services and support to homeless individuals, ensuring more effective outreach and comprehensive care.

POSITIVE IMPACTS:

The strengths of the region and its commitment to addressing homelessness have led to strong successes over the last few years, particularly as it pertains to new developments.  40% increase in emergency shelter capacity
 180 new affordable housing units
o Harmony Homes
o Sutter Commons
o Town Center Studios
o Turnpike Commons
o Victory Gardens
o Crossways Residence
o Sonora Square
ATTACHMENT G 1338
 Additional projects pending:
o Tracy Navigation Center expansion
o St. Mary’s Navigation Center expansion
o St. Mary’s Pathways Modular Community
Challenges

COC GOVERNANCE
While there were many strengths that stakeholders pointed to, there were also several challenges, some of which centered around SJCoC governance. Inefficiencies along the continuum of housing, including limitations of existing programs, gaps, and duplication of efforts, were sometimes framed as a failure of governance. Furthermore, governance dynamics stood out as something that sometimes interferes with effective SJCoC governance. Specifically, stakeholders conveyed that some of the differing opinions about the SJCoC's role hamper governance, as does the influence of personal agendas and potential conflicts of interest within SJCoC governance dynamics. Addressing these challenges will require a comprehensive approach focused on improving coordination, redefining roles, enhancing transparency, and fostering collaboration among stakeholders.

Regional Coordination, Oversight, and Accountability: The challenges with regional coordination, oversight, and accountability regarding homelessness in the region are multifaceted and encompass various themes, including a need for stronger leadership that sets clear expectations, political dynamics, and poor transparency and trust.

Expectations vs. Reality: There is a prevailing
perception that leadership does not set clear
expectations. For example, while strategic and Homeless Housing Assistance Program (HHAP) plans emphasize
low-barrier solutions, implementation is challenging.

Additionally, there is a pressing need for the construction of permanent housing, but funded projects are not
materializing due to a shortage of developers. This
discrepancy between the public narrative and the reality of what is being accomplished leads to mistrust and friction, hindering effective regional coordination.

Political Barriers and Conflicting Objectives: Political dynamics, particularly at the county level, create barriers to effective action. Conflicting objectives among SJCoC entities like cities and counties further complicate regional coordination and oversight. These dynamics lead to ineffective communication among critical entities, which results in fragmented services, duplication, and a lack of collective action. This breakdown in communication severely impacts regional coordination and oversight efforts.

Financial Challenges and Transparency Concern: Intense competition for resources, restrictions imposed by policymakers, and a lack of transparency contribute to perceived conflicts of interest and generalized mistrust. These issues further impede regional oversight and accountability.

Addressing these challenges will necessitate a comprehensive approach to improve coordination, redefine roles, and enhance transparency and accountability. Efforts to streamline communication, address housing needs, and strengthen partnerships with hospitals and community-based organizations are essential for improving the regional response to homelessness.
“We need a leader who will oversee
centralized efforts to address homelessness
in San Joaquin County – a leader capable of
bringing together all stakeholders to foster
collaboration and move the needle.”
Participant, Key Stakeholder Interviews
ATTACHMENT G 1339
REGIONAL DATA MANAGEMENT: HMIS / CES
The HMIS has great potential to enhance the region’s Coordinated Entry System, but current practices prevent this.

Data Consistency and Management: There appears to be a lack of consistency in data entry and management across different parts of the sector. Additionally, it seems individuals and agencies may not be operating with the same definitions and terminology when entering data into HMIS. Furthermore, some stakeholders complained about the tediousness of needing to re-enter data, suggesting that people may need additional training on how to use the system more efficiently and/or that data-sharing agreements could be revisited to ease the burden of re-entering data. This underscores the need for improved training for HMIS users, including a unified language and clarification of parameters to ensure accurate and standardized reporting.

Real-Time Use of Data: Stakeholders reported that the HMIS does not reflect real-time updates. They are not able to trust that the data in the HMIS are up to date, which hinders the system's effectiveness in informing decision-making processes. For example, without real-time bed count data, the HMIS cannot serve as an effective tool in Coordinated Entry, which weakens the system’s ability to respond promptly and effectively to the homeless population's needs and results in poor resource management.

Transparency and Conflicts of Interest: Concerns were raised regarding transparency and potential conflicts of interest in managing and utilizing data within the HMIS and Coordinated Entry System.

These challenges underscore the importance of implementing additional training in data entry and data management for providers, enhancing monitoring and coaching to promote consistent data entry practices, and fostering collaboration and transparency within regional data systems. Addressing these challenges is vital to improving the effectiveness of the Coordinated Entry System and outcomes for the homeless population.

REGIONAL MONITORING OF PERFORMANCE MEASURES
The problems with using HMIS lead to performance monitoring challenges. Without reliable data, the SJCoC, partner agencies, and the community cannot recognize the impact that the work is having.

COMPREHENSIVE USE OF HMIS
A review of HMIS data revealed that parts of the data system are not fully utilized. For example, there are no data entered for San Joaquin under the category of outreach resulting in shelter placement (corresponding to HHAP Measure 6), despite stakeholder input verifying that this is occurring regularly. Therefore, there is a need to investigate further if other HMIS features or fields are not being properly utilized and strategize accordingly.

CAPACITY BUILDING FOR STANDARDIZED DATA PRACTICES
The aim is to leverage the use of the HMIS toward an improved regional Coordinated Entry System. However, without standardized practices for monitoring the quality and consistency of data entry practices, measures of progress and impact are unreliable. Input from stakeholders made it clear that some organizations will require capacity building to implement sophisticated data monitoring systems. Capacity building can establish clear and common definitions, emphasize the importance of accurate data maintenance, demonstrate the ways that data can be used for reporting and program improvement, and illustrate the need for transparency.

ATTACHMENT G 1340

DATA SHARING AGREEMENTS
Collaboration and data sharing among stakeholders should also be revisited – while there are concerns about data ownership, confidentiality, and competition for funding, partners can establish agreements that conform to HIPAA while minimizing duplication and enabling providers to support individuals already in the system. An outreach worker explained the need and the feasibility of more generous and flexible data-sharing arrangements:

These challenges underscore the need for improvements in data management practices, communication strategies, resource allocation, capacity building, and collaboration efforts to enhance the effectiveness of performance monitoring in addressing homelessness. Limited financial and human resources have impeded efforts to establish robust data monitoring systems; increased investment in infrastructure, technology, and staff training may be necessary to achieve the required level of data tracking.

REGIONAL PLANNING FOR LAND USE AND HOUSING
The challenges in regional planning for land use and housing encompass managing housing density, ensuring regulatory consistency, balancing rural-urban development, protecting high-resource areas, aligning housing density with transit infrastructure, and addressing disparities among marginalized communities.

Housing Density Management: The challenge of
managing housing density is a persistent and prominent
theme that arises in discussing regional land use. As the region’s population continues to grow, it is important to build infrastructure with the capacity to support an
increasing populace, and the community must figure
out how to incorporate high-density housing into its
plans. Stakeholders suggest that task forces be formed
to analyze zoning regulations and infrastructure
requirements for sustainable housing density.

Consistency In Permits and Restrictions: Ensuring consistency in permit processes and regulations across different cities and unincorporated areas in the region is crucial for streamlined development regulatory consistency. This requires high collaboration among departments to minimize barriers, confusion, and needless land use and housing development delays.

Rural-Urban Development Balance: Stakeholders, particularly those supporting homeless populations outside the region's most populous city, emphasized the need to balance development efforts between rural and urban areas. Data-driven decision-making can help ensure the needs of both rural and urban communities are met effectively.

Protection of High-Resource Areas: Some stakeholders highlighted the need to identify and protect highresource areas through land conservation and ensure that land use and housing development decisions are “We must be proactive in planning for the
projected growth of the San Joaquin Valley in
the next five years, with many people moving
from the Bay Area and the East Bay to find
more affordable Housing.”
Participant, Key Stakeholder Interviews
“For field teams to be on the release of information at the county level is key. I’ve seen it in other counties…[where] everyone was on the [HIPAA] release of information because we didn’t want barriers, even on the phone. There still had to be encryption, but it lowered the fence…It’s beneficial for our clients – if anyone has a resource, we should know about each other. It’s all connected:
substance abuse, mental health, criminal justice, homelessness…There needs to be a feedback loop among providers.”
ATTACHMENT G 1341
made sustainably and ecologically responsible. Collaboration with relevant departments and agencies is necessary to designate and protect these areas effectively.

Transit Infrastructure and Housing Density: Balancing housing density with transit infrastructure development is crucial for efficient urban planning. The Transportation Department plays a key role in coordinating these efforts.

Disproportionalities in Homelessness: Addressing the highly disproportionate rate of homelessness among Black community members is a critical challenge that arises in connection with every form of support along the continuum of care. Within regional planning for land use and housing, this theme underscores the need for targeted strategies to address systemic inequalities and provide equitable access to housing and supportive services for marginalized communities. To remedy the disparate rate at which Black residents experience homelessness in the region, their rate of achieving successful outcomes must not simply be commensurate to that of their non-Black peers – to effect equity, Black clients’ “risk” of positive outcome must be equal to their risk, relative to other residents, of experiencing homelessness in the first place.

Planning for land use and housing is one of the many critical areas where strategies may be designed with the express intent of reversing these disparities.

These challenges necessitate collaborative efforts and strategic planning involving various departments and stakeholders to achieve equitable and sustainable urban development.

ATTACHMENT G 1342
ATTACHMENT G 1343
VII. APPLICATION TABLES
Roles and Responsibilities (Table 2.1)

OUTREACH
San Joaquin County, the City of Stockton, and the SJCoC will work together to ensure that outreach efforts enact and sustain a co-responder outreach model (the joint engagement of emergency services personnel, health/behavioral health professionals, and people with lived expertise and experience) wherein law enforcement agencies employ best practices in homeless outreach, focused on connecting individuals with supports (rather than arrest and other forms of enforcement). San Joaquin County, through its departments, will oversee the coordination and implementation of this model throughout the region. The City of Stockton will facilitate conversations as needed with counterparts in the City of Lodi, the City of Manteca, and the City of Tracy to educate and garner support for the implementation of this best practice. The SJCoC will ensure that people with lived experience and expertise in homelessness will remain central to the implementation of the model and that deliverables are met and measured accurately.

Participating
Jurisdictions
Role(s) and Responsibilities in Outreach and Site Coordination San Joaquin
County
• Is responsible, through Probation, for ensuring the replication of a co-responder outreach model wherein law enforcement agencies employ best practices in homeless outreach, focused on connecting individuals with supports (rather than arrest and other forms of enforcement);
• Is responsible, through BHS, for ensuring that there is sufficient staffing to ensure access to field-based (mobile) mental health assessments and that all assigned mental health /community health outreach workers have sufficient training and capacity to link homeless individuals to needed behavioral health service. • Is responsible, through Whole Person Care, for creating a regional screening and referral pathway (triage tool) to escalate case management and treatment for individuals likely to have serious mental illnesses or other disabling conditions.

SJCoC • Is responsible for centering people with lived expertise and experience as influential members of SJCoC, alongside homeless service practitioners, community members, and responsible professionals in seeking and implementing opportunities to strengthen outreach and site coordination.

City of Stockton • Is responsible for working with leaders across all San Joaquin municipalities (and unincorporated areas) to promote a co-responder outreach model (the joint engagement of emergency services personnel, health/behavioral health professionals and people with lived expertise and experience) wherein law enforcement agencies employ best practices in homeless outreach, focused on connecting individuals with supports (rather than arrest and other forms of enforcement)

LAND USE AND DEVELOPMENT
Continued coordination among jurisdictions, departments, agencies, and the community is vital to effectively use available land to combat homelessness in the region surrounding the City of Stockton.

Collaboration between the City of Stockton and neighboring cities like Tracy, alongside adherence to state and federal directives, is key for comprehensive land use planning. Priorities include pro-housing designations, homelessness mitigation, density promotion in transit corridors, and adaptive reuse of commercial spaces. In San Joaquin County, coordinated efforts among community departments are crucial for sustainable and equitable development, focusing on common issues and leveraging expertise.

Collaboration between the City of Stockton and San Joaquin County is essential, emphasizing themes like collaboration, process streamlining, density optimization, and high-resource area protection. By incorporating these recommendations and fostering collaboration among stakeholders, the region can ATTACHMENT G 1344
create inclusive, sustainable communities that enhance residents' quality of life while supporting economic growth.

Participating
Jurisdictions
Role(s) and Responsibilities in Land Use and Development San Joaquin County
(Neighborhood
Preservation
Department and
Collaborative Applicant)
• Is responsible to align and leverage all available funding to the purposes of the Action Plan, including developing a regional list of homeless housing pipeline projects.
• Is responsible for facilitating grant and tax credit applications for eligible applicants.
• Is responsible to align federal HOME and CDBG funding opportunities towards affordable housing (particularly in high resource areas) and community improvement projects (particularly in low resource areas).

SJCoC • Is responsible to focus public awareness and education initiatives to address misconceptions and foster community support. Provide education resources to enhance understanding of homelessness issues. Provide support at public hearings regarding land use to ensure community engagement. • Is responsible for supporting and coordinating needs assessments to identify gaps and allocate resources effectively. Encourage developers to invest in the county and promote development initiatives.
• Is responsible to implement targeted services for the homeless population and work with development teams on creating service-rich and sustainable housing opportunities.

City of Stockton • Is responsible for creating a positive and receptive affordable housing landscape. Prioritize creating a pro-housing environment and offering more housing options for homeless individuals. Emphasize density-oriented development over transit considerations. Explore adaptive housing approaches tailored to the homeless population. Integrate commercial multi-family housing. • Is responsible to collaborate with municipal partners to craft a shared approach for engaging and organizing local communities, including developing strategies for homeless outreach, emergency sheltering, and affordable housing development. Collaborate with different departments and neighboring cities to identify high-resource areas for housing solutions.
• Is responsible to align federal HOME and CDBG funding opportunities towards affordable housing (particularly in high resource areas) and community improvement projects (particularly in low resource areas).

Other County and City
Departments:

Planning / Community
Development
• Is responsible to create local policies that emphasize housing density to maximize available space, identify and prioritize high-resource areas for housing solutions, explore the integration of commercial multi-family housing and adaptive solutions and remove barriers to development, particularly for affordable housing projects.
• Is responsible to facilitate opportunities for cross-jurisdictional collaboration on land use and development of projects to house homeless individuals. Ensure consistency in permits and restrictions to streamline development. • Is responsible to tailor approaches to suit the unique challenges of rural and urban areas.

DEVELOPMENT OF INTERIM AND PERMANENT HOUSING OPTIONS
Interim and permanent housing initiatives in the City of Stockton and San Joaquin County involve collaboration among city governments, service providers, faith-based organizations, and funders to address ATTACHMENT G 1345
homelessness. Key themes such as funding, accountability, partnerships, and sustainability guide these efforts, aiming to provide holistic support to homeless individuals and families. Strategies in San Joaquin County prioritize behavioral and public health support, county coordination, neighborhood preservation, and housing sustainability.

The SJCoC focuses on standardized policies and a low-barrier approach, enhancing collaboration with local decision-makers. This coordinated effort involves various stakeholders and emphasizes sustainability, selective support, effective assessment, and reporting. Priority initiatives within this strategy area include:
 Create a housing-focus framework.
 Create uniform policies for rapid rehousing programs.  Create protocols for innovative housing solutions, including master leasing or landlord incentives.

The Interim and Permanent Housing Program relies on collaboration among property management, developers, managed care providers, and human services agencies to address housing needs effectively.

Continued coordination, advocacy, and support are essential for program success.

Participating
Jurisdictions
Role(s) and Responsibilities in Development of Interim and Permanent Housing Options
San Joaquin County • Is responsible for promoting housing focused shelters and transitional housing programs and permanent housing solutions with wrap-around case management, treatments, and other behavioral interventions.
• Is responsible for facilitating the collaboration among stakeholders and serves as the collaborative applicant.
• Is responsible for integrating county human and behavioral health services into major shelters.
• Is responsible for formulating policies, aligning, and leveraging funding, conduct comprehensive reviews of existing information systems, and allocating Homeless Housing Assistance and Prevention (HHAP) Round 5 funds according to agreed-upon categories.

SJCoC • Is responsible for promoting interim and permanent housing options, establishing best practices and guidelines, and offering technical assistance to higher barrier shelters and sober living environments.
• Is responsible for attending local council meetings to advocate for homelessness solutions and ensuring effective communication of pertinent information. • Is responsible for overseeing the general oversight and stewardship of the homeless service continuum, ensuring that all partners are developing and delivering interim and permanent housing as planned.

City of Stockton • Is responsible for allocating funding and issuing NOFAs for the development and/or operation of interim and permanent housing options to combat homelessness. • Is responsible for collaborating with shelters, law enforcement agencies, and other partners to enhance homeless outreach teams’ ability to engage with and link to emergency sheltering or other housing solutions. As well as monitoring contracts to ensure expectations are being met.
• Is responsible for addressing concerns about shelter effectiveness, shelter-hopping behavior, and high barriers to entry through contracting and performance-based evaluations.

Other County
Departments:

Behavioral Health
Services
Whole Person Care
Public Assistance
• Is responsible for ensuring housing sustainability for people with SMI/SUD through treatment, case management, and assistance with independent living skills as needed.
• Is responsible for verifying eligibility for clients enrolled in Medi-Cal to ensure continued capacity to receive benefits, supporting housing stability efforts.

ATTACHMENT G 1346

COORDINATION AND CONNECTION TO SERVICE DELIVERY
All participating jurisdictions in the region are working to establish a coordinated framework to provide a full array of services, including interim and permanent housing solutions, to people experiencing or at risk of homelessness. This effort involves creating standard operating procedures (SOPs) to ensure uniformity and efficiency in service delivery, establishing shared data and contract standards among entities like the City of Stockton and San Joaquin County, and designating positions for effective collaboration between county and city entities. By synthesizing feedback, grouping information, and standardizing procedures, data, and responsibilities, these coordinated efforts aim to enhance collaboration and improve outcomes for the community, effectively delivering quality services to those in need.

Participating
Jurisdictions
Role(s) and Responsibilities in connection to Service Delivery San Joaquin
County
• Is responsible for developing protocols and managing data sharing requirements across relevant providers and partners, to streamline collaboration. • Is responsible for revamping standard operating procedures and data sharing agreements for the Homeless Management of Information System (HMIS) among providers and partners throughout the region, including:
o Reviewing all program specific data points and ensuring that there are specific and uniform definitions for services that overlap between two or more programs.
o Developing and communicating coordinated and aligned contracting agreements and performance monitoring expectations regarding the use of HMIS by funded sub-recipients (including Invoice Specifications); o Facilitating homeless service provider access to the HMIS system, allowing them to track activities and effort by program staff and determine whether activities are leading to desired outcomes.
o Establishing programmatic rules and expectations regarding the Release of Information and the use of HMIS for case coordination; and o Supporting SJCoC in producing annual program evaluations based on the evidence of effort, impact, and timeliness of activities as measured in aggregate through HMIS, confirmed through independent monitoring and analysis Enhance.
• Is responsible for issuing and managing contract standards among the City of Stockton, San Joaquin County, and other relevant entities.

CoC • Is responsible for, in partnership with San Joaquin County and County Counsel, renegotiating the Collaborative Applicant Agreement and updating SJCOC’s Governance Charter and HMIS/CES Lead Agency Agreements to meet new federal guidance, align with state regulations, and achieve local expectations (including capacity to use the HMIS as a component of sub-grantee performance monitoring). • Is responsible for reviewing the current Board composition and updating the nomination and selection process, specifically to ensure the voice of people with lived experience and expertise in homelessness.
• Is responsible for reviewing community input and re-examining its committee structure: The SJCoC will develop a Finance and Performance Review committee and reimage the purpose and need for the following committees: Coordinated Entry System Committee, Data and HMIS Committee, Education and Membership Committee, Resource Development Committee, and the System Performance and Evaluation Committee.

City of Stockton • Is supporting the SJCoC and San Joaquin County, in partnership with County Counsel, and with guidance from the assigned HUD CoC Technical Assistance representative, to update the Governing Charter and by-laws with new sections, consistent with federal and state regulations and best practices addressing Conflict-of Interest Policy, Committee Structure, Board Composition with fixed representative seats, and Board Member Recruitment to Engage and Sustain PLEE.

ATTACHMENT G 1347
• Is committed to working with the County to develop standardized and aligned processes for procurement, contract monitoring, and accounting to facilitate shared performance monitoring.

Managed Care
Plans
• The Health Plan of San Joaquin (HPSJ), in partnership with HealthNet, will deliver service coordination and data management initiatives.

Key Actions to Improve Performance (Table 2.2)
Measure 1a: The number of people accessing services who are experiencing homelessness.

Measure
11,722
Across the four years from 2020 to 2023, efforts were made to monitor Measure 1a: the number of people accessing services while experiencing homelessness. In 2020, this count began at 9,421 individuals.

However, the subsequent year saw a 5% decrease, bringing the countdown to 8,931 individuals in 2021.

There was a significant upsurge in 2022 with a change in how the state decided to better measure and count data, resulting in a 34% increase from the previous year, raising the count to 11,977 individuals.

Thinking of this as a “new baseline,” 2023 shows a slight decrease of 2% from 2022, resulting in a count of 11,722 individuals.

Key Actions Measuring Success of Action
Revise the Collaborative Applicant Agreement Task Complete as Scoped Standardize procurement process Task Completed as Scoped Revise the Coordinated Entry System prioritization
process
CES updated as scoped. Integrated to HMIS.

Advocate for funding and approvals to develop new
housing.

Projects are approved and funded
Measure 1b: The number of unsheltered homeless in the SJCoC’s Point-in-Time Count (on a single day) Measure
1,355
From 2020 to 2023, there has been a consistent effort to measure the number of people experiencing unsheltered homelessness in the SJCoC's Point-in-Time Count on a single day, designated as Measure 1b. In 2020, the count stood at 1,558 individuals, but unfortunately, there was no data available for the subsequent year, 2021. However, in 2022, there was a notable 13% decrease from the baseline of 2020, bringing the count down to 1,355 individuals.

Key Actions Measuring Success of Action
Develop and replicate the CARE model Program implementation.

Program adoption, officers trained, partnerships formed.

Link street medicine Teams to CARE Program Implementation Create a regional screening and referral protocols Triage tool and referral protocols established for field use, hospital discharge and jail releases.

Invest in the operations of existing low barrier and
housing focused interim housing programs, including
support services
Shelter utilization rates increase.

Shelter exits are more consistently tracked.

Measure 2: The number of people accessing services who are experiencing homelessness for the first time.

Measure
6,211
ATTACHMENT G 1348
Over the course of four years, from 2020 to 2023, efforts have been made to track the number of individuals accessing services who are experiencing homelessness for the first time. In 2020, this count began at 4,715 individuals. The following year, there was a notable decrease of 7%, bringing the count down to 4,348 individuals.

Again, with a change in methodology to better capture information, numbers jumped significantly in 2022, raising the count to 6,485 individuals and establishing a “new baseline.” In 2023, there was a 4% decrease from 2022, resulting in a count of 6,211 individuals.

Key Actions Measuring Success of Action
Develop regional Rapid Re-housing Strategy People with RRH vouchers obtain housing within 70 days.

Invest in RRH Prevention strategies People who receive a subsidy remain housed at 90 and 180 days.

Measure 3: The number of people exiting homelessness into permanent housing.

Measure
1,169
Over the course of four years, from 2020 to 2023, significant fluctuations have occurred in the number of individuals exiting homelessness into permanent housing. In 2020, the count stood at 977 individuals. The following year saw a slight decrease of 6%, bringing the count to 913 individuals. However, in 2022, there was a 39% increase from the previous year, with the count rising to 1,273 individuals. 2023, saw an 8% decrease in placements from 2022, bringing the count down to 1,169 individuals, or about 10%. Fluctuations in housing availability are the largest contributing factor (supply) to the variation rather than changes in the need for placement (demand).

Key Actions Measuring Success of Action
Develop Housing-focused shelter model Interim Housing Programs have trained housing navigators.

Invest in the operations of existing low barrier and
housing focused interim housing progs, including housing navigation / CM staff.

Shelter placement rates increase
Invest in Permanent Housing Acquisition, Construction,
and ongoing operating subsidies and services
Additional Units approved and funded for development.

Additional $45 million leveraged.

Target goal = 100
Measure 4: The number of days people remain homeless.

Measure
76 Over four years, from 2020 to 2023, there have been small fluctuations in the length of time people remain homeless before receiving a placement. Annual averages range from a low of 72 days to a high of 85 days. In general, this data point is a poor measure of the length of time people remain homeless because data is only analyzed for the small proportion of people who are known to have received housing (10%) and does not calculate the length of time homeless for the remaining 90% of individuals and families who either continue to be homeless or have been “lost” to system partners with unknown outcomes. This data will become more relevant with updates to the HMIS system and a new focus on housing navigation within emergency shelter programs. These strategies will improve the validity of the data.

ATTACHMENT G 1349
Key Actions Measuring Success of Action
Develop regional CARE model Program implementation
Invest in the operations of existing low barrier and
housing focused interim housing programs including
housing navigation & support services
Shelter placement rates increase
Develop regional Rapid Re-housing Strategy People with RRH vouchers obtain housing within 70 days.

Invest in RRH Prevention strategies People who receive a subsidy remain housed at 90 and 180 days.

Measure 5: The percent of people who return to homelessness within six months of exiting the homelessness response system to permanent housing.

Measure
11%
Over the four years from 2020 to 2023, there have been small fluctuations in the length of time people remain homeless prior to receiving a placement. Annual averages range from a low of 6% days to a high of 19% days.

Key Actions Measuring Success of Action
Increase investments in Permanent Housing Solutions
(case management services)
Sufficient services (experienced and capable staff) are available.

Return rates decrease to 6%
Develop guidance and expectations.

Monitor Contracts.

Ratio of clients to staff
Utilization: Case Management per client.

Utilization: Cost per Client.

Assess by: Mean, Mode, Quartile
Measure 6: The number of people with successful placements from street outreach projects.

Measure
6 In general, this data point is a poor measure of the work of outreach workers to successfully place individuals and families in interim and permanent housing programs. This data will become more relevant with updates to the HMIS system and enhanced coordination between outreach and shelter partners under the CARES model. These strategies will improve the validity of the data.

Key Actions Measuring Success of Action
Review of existing information systems Outreach Elements Added Update HMIS data elements and permissions Provide access to shelter bed counts / openings on an asneeded basis for field staff.

Geo-code activities.

Upload data from mobile app.

Develop regional CARE model Reduce duplication of service. Coordinate service delivery. Outreach activities entered into HMIS.

ESRI dashboard model adopted using ArcGIS
Create a regional screening and referral protocols Triage tool and referral protocols established for field use.

ATTACHMENT G 1350
Equity Improvement Plan (Table 2.3)
Key Action(s) the Region Will Take to Ensure Racial and Gender Equity in Service Delivery.

Key Actions(s)
Update the Governance Charter and Bylaws
Revise SJCoC Board Nomination Process
Update HMIS to Data Elements
Standardize Procurement Process
Key Action(s) the Region Will Take to Ensure Racial and Gender Equity in Housing Placements.

Key Actions(s)
Assess homeless housing and service needs
Update CES prioritization process
Update Rapid Re-housing Protocols
Key Action(s) the Region Will Take to Ensure Racial and Gender Equity in Housing Retention.

Key Actions(s)
Invest in housing support services
Monitor contracts for performance
Key Action(s) the Region Will Take to Change Procurement or Other Means to Affirm Equitable Access to Housing and Services for Overrepresented Groups Among People Experiencing Homelessness in the Region.

Key Actions(s)
Develop shared approach to measuring and prioritizing organizational capacity to address disparities as a component of application review
Develop shared contractor expectations for staff training, qualifications Create joint County/City review process using neutral third parties Develop shared accounting and contract monitoring protocols Regularly measure unique clients served, by demographics, service utilization, and costs per client by service activity Conduct annual system reviews to determine change over time related to overrepresentation of Black / African American individuals and families as a proportion of those experiencing homelessness and as a proportion of those experiencing homelessness for the first time.

Improving Exits from Institutions (Table 2.4)
Key Action(s) to Reduce the Number of People Experiencing Homelessness upon Exiting a Jail.

Key Actions(s)
Implementing a voluntary re-entry program within a live-in complex.

Desired Result: Diminishing recidivism and homelessness while enhancing self-sufficiency.

Designating specialized HSA Staff to address the public benefit needs of homeless individuals transitioning from jails and prisons.

ATTACHMENT G 1351
Desired Result: Ensure expertise in maintaining benefits.

Initiating changes in pre-release and release practices.

Desired Result: Generating effective measures that eliminate or minimize obstacles to coordination, resulting in streamlined linkages to services and improved outcomes.

Key Action(s) to Reduce the Number of People Experiencing Homelessness upon Exiting a Prison.

Key Actions(s)
Expanding transitional housing services inclusive of mental health support, life skills training, and housing assistance.

Desired Result: Fostering stability and ultimately facilitating the transition to permanent housing as a long-term objective.

Implementing job training initiatives complemented by supportive services and educational programs.

Desired Result: Achievement of stable employment for participants leads to a decrease in recidivism rates.

Key Action(s) to Reduce the Number of People Experiencing Homelessness upon Exiting a Hospital.

Key Action, Lead and Collaborating Entities
Update HMIS processes, data values, and permissions to create unified criteria and enhance collaboration between hospitals and shelters.

Desired Result: Facilitating a seamless transition and warm handoff process between hospitals and shelters for individuals in need.

Implementation of a uniform (shared) communication tool.

Desired Result: enables real-time access to bed availability, facilitating efficient resource management.

Key Action(s) to Reduce the Number of People Experiencing Homelessness upon Exiting Other Institutional Settings (such as Foster Care, Behavioral Health Facilities, etc. as applicable in the region).

Institutional Setting Key Action(s)
Behavioral Health Facilities Create incentives for landlords and ensure completion of coursework with tenants for application processes.

Desired result is to establish a 24/7 on-call service to support both clients and landlords effectively.

Behavioral Health Facilities Conducting regular check-ins with collaborating agencies and establishing a shared data system to better support our clients.

Desired result: Encompass expanding our workforce, providing education opportunities, and enhancing engagement and outreach with colleges and vocational studies.

Behavioral Health Facilities Invest in wrap around case management and support services for people in permanent housing.

Desired Outcomes: Streamline strategies and establish a common flow to assessment levels, ensuring referrals to and support services are centralized into a one-stop system for enhanced accessibility and efficiency.

ATTACHMENT G 1352
VIII. STRATEGIC APPROACH
To date, the regional partnership has made important and meaningful progress in addressing homelessness.

Through focused efforts, the region has accomplished the following:
40% increase in emergency shelter capacity.
 180 new units of affordable homeless housing.
 2% decrease in people using homeless services.
 13% decrease in unsheltered homelessness.
 4% decrease in first-time homelessness.

However, significant work remains.
 There are acute disparities in who becomes homeless, with African Americans accounting for 31% of all homeless individuals despite representing 10% of the population.  Only 10% of homeless individuals are successfully placed into permanent housing.  According to the data, there are almost no linkages from outreach to placement (though questions have been raised about the validity of this data).
 There are rising numbers of people who are over 55 experiencing homelessness (20%)  Homeless individuals with substance use disorders are the least likely to become housed. People with mental illnesses are also finding greater than average difficulty in finding housing.

Further, as described in the key findings above, there are complex systems barriers that are impeding progress, including:
 Lack of effective regional planning for homeless housing.  Inefficient stewardship of resources.
 Inconsistent and invalid data.
 Stand-alone and outdated data systems do not do enough to foster collaboration and linkage between programs, make planning difficult, and limit contract monitoring.  Management and governance structure that is no longer responsive to system needs.

Systems Change Projects Program Investments
Strengthen foundational aspects of SJCoC Support targeted outreach and case management for vulnerable and underserved populations
Develop regional practice expectations Support low-barrier emergency shelters adopting housing focused approaches
Refine the procurement, contracting, and monitoring
processes Expand Rapid Rehousing program for unsheltered individuals Improve data quality, data systems, and data analysis to improve decision-making
Expand the supply of permanent housing for homeless
individuals and families.

Invest in staff, training, and expertise (including PLEE) to grow and strengthen the continuum
Improve Coordination of Services
ATTACHMENT G 1353
Coordinated Use of Leveraged Resources (Table 2.5)
Funding Program Coordinated Use of Funds Est. Budget
T.B.D.

Homeless Housing Development (Acquisition and Development) Homekey Funds are received from state and federal sources and administered by the County, the City of
Stockton, and Behavioral Health Services. To the
extent possible funds are braided together to
secure sufficient local match to apply for loans or
other financing. More regional coordination is
needed.

Pending
HOME Investment Partnership
Permanent Local Housing Allocation
HHAP
Local Governments City Grants
Other Permanent Housing Solutions – including RRH
CoC Program Competition Funds Funds are allocated to sustain people currently in permanent supportive housing and to provide new
RRH vouchers and case management services as
feasible.

Emergency Solutions Grant
MHSA
HHAP
Interim Housing
Emergency Solutions Grant Funds are allocated for low-barrier shelter operations. Moving forward, more resources will
be dedicated to housing navigators and case
management through HHAP and enhanced care
management (ECM) services under local managed
care plan partners.

HHAP
Local Governments City Grants
Managed Care Plans Billable Services
Outreach and Service Coordination
Public Safety Realignment Probation will manage the coordination of behavioral health, street medicine teams and
others for most outreach efforts in coordination
with local law enforcement agencies, and with
some reimbursements through ECM billable
services.

HHAP will fill gaps by funding targeted outreach
and service coordination for youth and other
vulnerable populations.

TBD
Local Governments Varies

MHSA / PATH
Managed Care Pans Billable Services
HHAP
Systems Support
Local Governments Local governments provide small, and one- time grants to CBOs for local capacity building
projects.

Varies
HHAP HHAP system support funds will be used to hire
staff or procure technical assistance to: develop
regional practice guidance, assess, and revamp
data systems, train program partners, create and
manage content for a website to disseminate
information and coordinate activities, and
evaluate system performance.

ATTACHMENT G 1354
IX. KEY ACTIVITIES: PROJECT SUMMARIES
Strengthen the Foundational Aspects of the SJCoC
The SJCoC incorporated as a mechanism to receive about $6.5 million annually in HUD Continuum of Care Program Competition and Planning grant funds annually. Since then, an increasing proportion of residents have been living unhoused or teetering on the brink of homelessness. However, as homelessness has worsened, (particularly in California, which accounts for 28% of all people experiencing homelessness in the nation) and more people are living unsheltered (68% of homeless in California), in conditions not humane or fit for human habitation, new funds and guidance are being directed at communities to address homelessness1
.

The SJCoC’s Governance Charter was first created in 2013 and reimagined in 2018; while minor updates have occurred, the Charter is largely the same as conceived in 2018. Consistent with the discussion above, the Governance Charter should be updated to reflect broader expectations beyond the management of the CoC Program Competition, including alignment with State regulations and local priorities.

Stakeholders and community feedback suggest improving coordination and collaboration is the highest priority for the SJCoC and its partners. As a first step, it is important to reframe the SJCoC’s role as one that is actively involved in creating and implementing regional strategies and having a measurable impact on reducing homelessness as it is experienced in San Joaquin County today.

More broadly, the CoC is designed to promote community-wide planning and strategic use of resources to address homelessness; improve coordination and integration with mainstream resources and other programs targeted to people experiencing homelessness; improve data collection and performance measurement; and allow each community to tailor its program to the particular strengths and challenges within that community2 .

Activities:

1. Revise the Collaborative Applicant Agreement to address identified deficiencies in roles and responsibilities and incorporate new local and state expectations.

2. Update the Governing Charter and Bylaws to address identified deficiencies in the Conflict-ofInterest Policies.

3. Update the Governance Charter and Bylaws to expand participation on the SJCoC Board, including fixed seats for city staff and department leaders and for more people with lived experiences in homelessness, including homeless youth and other populations overrepresented in homelessness.

Conduct the HUD-mandated review and updates to the SJCoC Board nomination process in accordance with regulations.

4. Revisit the committee structure within the Governance Charter to address purpose and conflicts.

5. Update the SJCoC Website
1 US Department of Housing and Urban Development, 2023 Annual Homelessness Assessment Report to Congress. 2 US Department of Housing and Urban Development, 2012 Program Guidance: Establishing and Operating a Continuum of Care.

ATTACHMENT G 1355

COLLABORATIVE APPLICANT AGREEMENT
As a first step, the Collaborative Applicant Agreement will be updated to clarify the roles and responsibilities of the County and articulate the appropriate responsibilities of the SJCoC Board to oversee the work of the Collaborative Applicant. Tasks and activities best completed by dedicated staff members are conducted by County personnel or their contracted agents as the Collaborative Applicant.

The Collaborative Applicant Agreement will be updated to articulate responsibility for tasks associated with clearly:
 Procuring funding from all eligible state and federal sources.  Accounting and managing the allocation of funds to sub-recipients.  Contract and performance management of sub-recipients, including a regular independent systemwide program evaluation that includes progress in achieving equity-driven performance measures.  Administering the CoC Program Competition Process with fidelity to HUD regulations and intent.  Enabling data collection and information sharing consistent with federal and state requirements and local priorities.
 Communicating needs, strategies, performance, and impact to the public.

CONFLICT OF INTEREST
HUD has released new conflict of interest guidance for review and incorporation into the Governance Charter as applicable. Pertinent to this Action Plan is the commitment to more transparency and clarity in matters pertaining to:
 Defining actual and perceived conflicts of interest.
 Clarifying allowable benefits from gifts or gratuities.  Procedures for disclosing conflicts of interest annually and as they arise.  Recusal procedures for discussions, votes, and rank and review processes.  Policies to ensure transparency and awareness of conflict-of-interest processes.  Procedures for intentional or unintentional violations of the policies.

The SJCoC Board, in partnership with the Collaborative Applicant and other stakeholders, should review and make recommendations on updated Conflict-of-Interest policies within the Governance Charter as soon as possible and bring these back to the general membership for consideration.

BOARD COMPOSITION
HUD requires that CoCs review, update, and approve the selection process for CoC Board members at least once every five years. This action is overdue.

The SJCoC Governance Charter currently calls for a minimum of 13 board members and a maximum of 21.

Currently, 11 active Board members are listed as attending SJCoC meetings. The immediate recruitment of new members is required.

Currently, the SJCoC Governance Charter does not clearly indicate the required Board members. HUD regulations for CoC Board composition requires:
 One homeless or formerly homeless individual is to serve on the CoC board, though more are preferred. Homeless individuals are those that have been homeless within the past seven years.

ATTACHMENT G 1356
 Representatives of the relevant organizations and projects serving homeless subpopulations.

And indicates that:
 One board member may represent the interests of more than one homeless subpopulation.  HMIS lead agencies, Collaborative applicant staff, etc., are not mandated board members.  State and Federal regulations and guidance suggest that some consideration of BIPOC, LGBTQIA+, mobility limitations/disability inclusion, and Youth representation is allowable.

The SJCoC will work with community partners to review the current Board composition and update the nomination and selection process. Overall best practices suggest that there should be a balance between professionals working in systems that interact with the homeless response system and providers representing grant sub-recipients. Too many grant sub-recipients on the Board can jeopardize the capacity of the Board to have a discussion without breaking quorum through recusals.

Nearby Stanislaus County and Houston, Texas CoCs provide good examples of additional best practices for Board composition. These regions assign fixed representative seats to their CoC Boards. This helps engage high-level participation on their CoCs by local municipalities and public agencies. Local city governments and County agencies have pledged to support ongoing CoC efforts in San Joaquin County. It is recommended that fixed seats be allocated to the City Manager’s Office in each City for the designation of a CoC Board Member. Further, the Directors of the Public Agencies representing Behavioral Health Services, Human Services Agency, Probation, Public Health, and the local Housing Authority should be given discretion in appointing themselves or a high-level member of their leadership team to the SJCoC Board.

COMMITTEE STRUCTURE
Community stakeholders encouraged a re-conceiving of the committee structure to meet emerging community needs. Several committees currently detailed in the charter are inactive, others have outdated descriptions that no longer match needs, and others are missing, needed, or operating in a de facto fashion without formalization. Overall, stakeholders suggested fewer committees and more dedicated staff time to complete critical operational tasks.

The following changes to the committee structure are indicated:

EXECUTIVE COMMITTEE: An executive committee meets on a de facto basis to plan CoC Board meeting agendas and other matters. There is also an ad-hoc nominating committee and a strategic planning committee dedicated to steering SJCoC’s responses to local needs and opportunities. The tasks of these three committees need to be more transparent and potentially combined. The written procedures for releasing and communicating the annual “Open Invitation for New SJCoC Board Members” (the recruitment and nomination process) require updates.
3 Current CoC Board members and non-board members must
participate in the development of processes and application review procedures, as well as ensuring PLEE, BIPOC, and LGBTQ+ representation. Finally, the Executive Committee should review agreements and contracts for services (such as the Collaborative Applicant, HMIS, and CES Lead Agency Agreements) annually and make recommendations to the Board for any updates to enhance performance or otherwise better meet the needs of the time.

FINANCE AND PERFORMANCE COMMITTEE: Overall, one of the greatest challenges of the SJCoC is the lack of alignment between fund allocation and performance review. Most SJCoC Board members were unaware of the total amount of funds managed on their behalf through the Collaborative Applicant, the status of grant 3 US Department of Housing and Urban Development, FY 2023 CoC Application Detailed Instructions, See Question 1B-2 Open Invitation for New Members.

ATTACHMENT G 1357
awards and expenditures, or the extent to which impact is being realized through investments. While it is the Collaborative Applicant’s role to serve as the fiscal agent and accountant for the funds, that does not preclude the Board’s responsibility for monitoring and managing financial resources. In furtherance of federal and state guidance, collective stewardship is needed for major regional investments that pass through the SJCoC, the County, and the City of Stockton, which explicitly come with guidance to use in a coordinated and collaborative fashion to address homelessness. Finally, there is too little quantitative information about the impact achieved by contractors in meeting their fair share goals of state and federal performance measures.

The Finance and Performance Committee should review sub-recipient agreements and contracts on an annual basis to ensure that funds are being expended as anticipated, goals are being met, and impact is being achieved. This committee, at a minimum, should include joint City and County representation, excludes contracted sub-recipients, and consider joint review of HHAP funding allocations to ensure appropriate coordination and utilization of resources.

Additional tasks could include reviewing and updating the annual HUD CoC Program Competition scoring rubric and evaluating local projects. As with all committees, participation by additional community members, including PLEE, BIPOC, and LGBTQIA+ representatives, is required.

INITIAL STANDING COMMITTEES: The SJCoC Board, jointly and with community input, will discuss and reimagine the purpose and need for the following committees:
o Coordinated Entry System Committee
o Data and HMIS Committee
o Education and Membership Committee
o Resource Development Committee
o System Performance and Evaluation Committee
Two of the committees, EDUCATION AND MEMBERSHIP and RESOURCE DEVELOPMENT, are functionally inactive. Review tasks to determine if any remain necessary and reassigned.

The SYSTEM PERFORMANCE AND EVALUATION COMMITTEE serves a HUD-required purpose of preparing the application for the CoC Program Funds. However, moving forward, and for the next CoC Program Application:
o More clarity is in the Collaborative Applicant Agreement concerning staff roles and responsibilities vs. the oversight or support roles of the (volunteer) Board members with respect to the design and implementation of the collaborative planning process, the development of funding priorities for the region, and the application itself. o Board members who are current or potential sub-recipients of CoC program competition funds should recuse themselves from any Board or Committee discussions or votes.

More work is necessary to strengthen the HMIS/DATA COMMITTEE and the CES COMMITTEE.

Stakeholders repeatedly expressed concerns about the capacity and use of the two information systems. Specifically, stakeholders expressed concerns that after several years of implementation efforts, the CES software system still cannot pull information directly from the HMIS software system, resulting in duplication of effort and missed opportunities for improved coordination.

Additional concerns include:

ATTACHMENT G 1358
o Data Validity. The HMIS system contains too many errors or missing information to accurately inform decision-making. For example, the state HDIS data reports almost no work completed in one performance measure.
o Data Quality. The HMIS system has too many user-defined options, making data aggregation for performance monitoring challenging. Further, some organizations simply do not enter critical information without consequences.
o Access to Information. Partners need real-time access to information to improve linkage and referrals to resources, reduce duplicative case management activities, and prevent missed placement opportunities. Specific and useful data-sharing agreements (within the allowable use framework) are needed between program partners and clients who have signed a release of information.

Board members and other stakeholders have indicated that the work needed to strengthen the HMIS and CES systems is likely beyond the scope of their respective committees. The region needs a more thorough assessment and some of the work of the two committees should be combined and managed by paid staff or experienced information technology consultants. Resources for this timelimited project are available through HHAP-5 funding for systems support activities.

OTHER COMMITTEES: There are currently regular meetings of Outreach Committees, a Housing Committee, a Shelter Committee, and the Youth Action Board. The greatest challenge of these committees is the lack of robust participation and overburdensome tasks. Despite the heroic efforts of the volunteer Board and community members of the committees, much work remains. Dedicated staff time will be assigned to committee efforts by the Collaborative Applicant or leveraged through additional county or city partners.

Additional recommendations to strengthen services are in Section VI, below.

UPDATE THE SJCOC WEBSITE
The SJCoC’s website requires significant attention. A new website and communication plan are needed, along with dedicated personnel to keep content updated and stakeholders engaged. HHAP funds will be used to hire or contract a person or entity to manage the SJCoC website, social media postings, and communications to ensure ongoing transparency of activities and compliance with regulations and keep the public informed of local needs, opportunities, and resources.

ATTACHMENT G 1359
Develop Regional Practice Expectations
ACTIVITIES:

1. Outsource, or otherwise assign to neutral third parties, the 2024 CoC Program Competition Process.

2. Develop a regional and coordinated list of homeless housing pipeline projects.

3. Develop regional Rapid-Rehousing funding and practice expectations.

4. Develop protocols for landlord incentives. Provide a template for master-lease projects.

COC PROGRAM COMPETITION
There are currently insufficient Members of the SJCoC Board with the time and capacity to manage the CoC Program Competition Process who are free of any perceptions of conflict of interest. Board members have raised this concern with the Collaborative Applicant, and steps are being taken to shift responsibility to neutral parties. Guidance regarding the management of the process will be received through the HUD Technical Assistance Team and help inform processes moving forward.

REGIONAL HOMELESS HOUSING COORDINATION
The San Joaquin region needs a comprehensive and coordinated strategy for developing new homeless housing units. Clarity on the criteria for HACSJ to prioritize and assign project-based housing vouchers is also needed. Long-term agreement, understanding, and alignment on available sites and locally available funds across all jurisdictions and partners will streamline the development approach. Enhanced partnership between the County, Cities interested in promoting affordable housing, and the Housing Authority is recommended to create a Regional Homeless Housing Development (RHHD) Plan. Core elements will include:
o List of pipeline projects and/or available land
o HACSJ’s strategy for allocation of project-based housing vouchers. o Coordinated project monitoring and program oversight.

RAPID REHOUSING PRACTICES
Develop regional Rapid-Rehousing funding and practice expectations. Clarify the allocation and monitoring of funds for eligible purposes associated with short-term rental assistance and support for homeless individuals vs. people at risk of homelessness. Clarify expectations for wrap-around support services and case management. Clarify rules and policies for landlord incentives. Develop a regional tracking system for accounting and monitoring purposes. Embed model within the procurement process.

CREATIVE HOUSING SOLUTIONS
Develop practice guidelines for other innovative and creative housing solutions, including master leasing and landlord incentives. Innovative solutions are needed to rapidly scale up the housing supply without the time constraints of acquisition and construction. Landlord incentives and master leasing can be wise investments – if implemented consistently in the region. Shared criteria for considering locations and units are needed to ensure consistency across jurisdictions. More coordination would be advantageous and potentially lead to a regional leasing strategy. Landlord incentives are another place where greater transparency between partners is beneficial. The primary purpose of a landlord incentive is to encourage “new” landlords to work with housing navigators. More coordination is required to ensure landlords and property management companies are not receiving multiple incentives from different programs.

ATTACHMENT G 1360
Refine Procurement, Contracting, and Monitoring
ACTIVITIES:

1. Standardize procurement process for HHAP-4 and HHAP-5 sub-grantee awards.  Develop a shared approach to measuring and prioritizing organizational capacity to address disparities as a component of application review.
 Develop shared contractor reporting requirements for demonstrating effort, fidelity, and outcomes, by program type.
 Develop shared contractor expectations for staff training, qualifications, and use of HMIS or CES to complete program activities.
 Release joint NOFA’s and create joint County/City review process using neutral third parties to reduce applicant burden.

2. Develop shared accounting and contract monitoring protocols to prevent service duplication between the County of San Joaquin and City of Stockton-funded projects.  Make allocations contingent upon achieving desired impacts.  Invest in external evaluation and independent performance monitoring.

3. Provide routine updates to the SJCoC Board regarding the obligation and use of CoC Program Competition, Emergency Solutions Grant (ESG), HHAP, and Homekey program funds.

4. Provide routine updates to the SJCoC Board regarding unique clients served, by demographics, service utilization, and costs per client by service activity.

Improve Data Quality and Data Systems
ACTIONS:

1. Develop a Uniform Approach to Data Collection Grounded in HMIS

2. Establish Consistent Measures for Similar Programs.

Increasingly, community stakeholders are calling for an overhaul of the way in which we collect, compile, and use data to inform decision-making. While there is overall satisfaction with the HMIS software program as relates to the recording of day-to-day program activities, there is growing concern about the capacity of the data system to aggregate information across types of programs and activities, produce regular and accurate standardized reports to inform in-the-field decision making, and provide program monitoring information that is responsive to new performance metrics. A qualified, independent assessment of system performance and opportunities is needed.

Further recommendations include:
o Reviewing all program-specific data points and ensuring that there are specific and uniform definitions for services that overlap between two or more programs. o SJCoC, the County, and the City should have coordinated and aligned contracting agreements and performance monitoring expectations regarding the use of HMIS by funded sub-recipients. Invoices for services should clearly demonstrate services completed (amount of work) and impact achieved (by assigned performance measures).

ATTACHMENT G 1361
o Homeless service providers should have access to a working and functional HMIS system that allows them to track activities and efforts by program staff and determine whether activities are leading to desired outcomes.
o Programmatic rules and expectations regarding the Release of Information and the use of HMIS for case coordination should be regularly monitored through data validity checks. o Annual program evaluations should be partially based on the evidence of effort, impact, and timeliness of activities as measured in aggregate through HMIS. Independent monitoring and analysis should be able to confirm reports and validate the completeness of data for both HUD reporting and program evaluation purposes.

Invest in Staff, Training and Expertise
A focus group was held on February 26, 2024, with the Re-Invent South Stockton and the Housing Justice Coalition to explore issues, root causes, and ramifications of disproportionate rates of Black and African American people experiencing homelessness or becoming newly homeless. Focus group participants shared thoughts and experiences pertaining to finding and maintaining housing in San Joaquin County. Among the root causes raised were the historic consequences of bank-backed redlining and disinvestments in Black and African American communities.

Stakeholders provided thoughtful suggestions on how SJCoC and its funding partners can work to overcome the harms of prior generations.

Culturally competent and effective service delivery is critical. Stakeholders were clear that the demographic characteristics of service providers are less important than the demonstrated competencies of highly qualified, professional providers. That said, service provider partners need to be diligent in working with a range of individuals, especially those who are most likely to be experiencing homelessness. Echoing the sentiment of a youth focus group conducted in the prior year, discussion group members talked about experiences of feeling judged or questioned by service providers based on dress, expression, or “attitude.” One young person reminded the group: “Of course, we are late, unorganized, dressed differently, and disrespectful - we are teenagers. That is essentially the definition of being a teenager. People who choose to work with teenagers should be prepared to work with teenagers. And like them.” More evidence-based practices training is needed across the field. All training should additionally include discussions of cultural expectations and trauma-informed service delivery to help service providers recognize and overcome unintentional bias. Contracting and performance monitoring will be updated to address expectations.

ATTACHMENT G 1362
Improve Coordination of Services
The SJCoC and its regional partners are committed to preventing and ending homelessness. Locally, there is a strong will and interest in reducing the number of families, veterans, people who are ill, escaping domestic violence, or otherwise suffering from multiple hardships who are living unaided, on the streets, and in hidden alleys, freeway underpasses, and drainage basins. Following concerns about the lack of housing options, the second greatest comment heard through the planning process was a plea to improve coordination of services and reduce duplication of effort. Stakeholders discussed the need for strong leadership and staff support to coordinate efforts between program partners. Two critical areas of practice improvement are discussed below.

COORDINATE OUTREACH EFFORTS
Support and partnership are requested of the San Joaquin County Probation Department to continue creating stronger and more effective coordination between emergency responders and service providers.

Versions of police-supported homeless outreach teams exist within each municipal region. Work is needed to ensure that best practices are being followed to decrease the sudden and unplanned displacement of unsheltered homeless individuals. Encampment sweeps, while popular for “clearing an area,” have farreaching negative consequences that worsen the problem of homelessness by the (unintentional) destruction of important documents and records necessary for program enrollment or housing, misplacement/loss of medications or other assisted mobility devices, exacerbation of trauma and grief over loss of sentimental personal possessions or removal of pets, and decreased trust and faith in homeless service partners to assist people in overcoming homelessness.

San Joaquin County has selected the CARES Program model for coordinated street outreach and encampment engagement. Adapted from Stanislaus County, the CARES Program is rooted in best practices for mobile co-responder teams. Mobile co-responder teams bring a coordinated and collaborative approach to homeless outreach activities, often involving a range of partners, including street medicine providers, behavioral health professionals, and specially trained local law enforcement officers. Officers engaged in coresponding programs typically receive intensive training in community policing strategies, which include recognizing trauma, problem resolution, and de-escalation. Rather than a “mop and sweep” model, mobile co-response teams engage in long-term case management and support to move people from the streets and into services and housing programs.

To this model, the Probation Department can bring regional leadership and coordination, reduce duplication of effort, and enhance the training and protocols used by local law enforcement agencies in responding to situations involving people who are homeless. San Joaquin County Probation Department is one of the first in the State to implement a graduated rewards approach, evidence-based programming, and assessmentguided case management. Having county-wide jurisdiction and pre-existing relationships with local municipal agencies means the Probation Department is well-situated to work with local departments on enhanced practices and protocols. The Probation Department Training Division can also provide assigned community police officers training on motivational interviewing and effective practices for encouraging and supporting behavioral change.

Ongoing staff and programmatic support work includes:
 Coordinate outreach activities to reduce duplication of effort.  Ensure case coordination through the monitoring of HMIS activities.  Create uniform co-response strategies in partnership with local municipalities and existing homeless outreach teams.
 Facilitate regional discussion.

ATTACHMENT G 1363

HOUSING NAVIGATION
Support and partnership are requested of the San Joaquin County Human Services Agency (SJCHSA) to continue creating stronger and more effective coordination between eligibility workers and housing navigation teams to create housing-focused shelter programs.

Successful housing navigation is rooted in documentation and eligibility for public benefit programs. SJCHSA public assistance workers play a pivotal role in compiling documentation and ensuring eligibility. Over the years, SJCHSA has developed streamlined procedures for ensuring benefits are processed and approved in a timely manner to address critical safety net needs.

Ongoing staff and programmatic support work includes:

 Create uniform expectations and protocols for housing navigators to ensure clients are documentready and eligible for a range of public benefits and housing support services, including rapid rehousing rental assistance vouchers.  Enhance coordination and communication between outreach workers, housing navigators, and public social services teams.
 Provide feedback following any assessments of the community queue to measure whether this strategy is meeting the desired result of qualifying more individuals and families for housing support services and rapidly moving them into housing.
 Facilitate regional discussions on strategies to improve eligibility and document readiness for permanent housing.

SYSTEM SUPPORT PROJECTS TO BE COMPLETED THROUGH ALL AVAILABLE HHAP FUNDING The County, SJCoC, and the City agree to the following Key Actions for improving the operational performance and impact of state and regional funds allocated to the region for preventing and addressing homelessness. These operational change activities are largely derived from key informant interviews, survey suggestions, and the strategy and planning sessions held during the four planning workshops. These sessions largely focused on the question of how we can, as a region, advance our work and meet our performance goals. Strategy sessions focused less on “what is needed” and more on “how to get there.” Overwhelmingly, responses focused on strategies to improve coordination and collaboration, reduce unnecessary duplication of services, and develop better protocols for “doing the work.” Currently, too much of the work is “everyone’s job,” meaning the collective responsibility of the SJCoC. Moving forward, and through updates to the Collaborative Applicant Agreement and Governing Charter, more responsibilities can be shifted to paid County, City, or partner staff and TA providers (such as external evaluators). Unspent HHAP-3, HHAP-4, and upcoming HHAP-5 funds will be leveraged to create a stronger and more effective foundation to manage and coordinate activities at the client and program levels.

Further details about the Workshops, including participants, presentations, and activities, are included in the Appendix.

CORE PROJECTS

1. Strengthen foundational aspects of the SJCoC, to address deficiencies in (1) Board composition and nomination process; (2) Conflict of Interest; (3) CoC Program Competition scoring, solicitation, and review process; (4) Coordination on land use and development; (5) Financial and programmatic accountability and monitoring; and (6) Transparency / public communications.

2. Complete a comprehensive review of existing information systems to determine where they are working to enhance client-level coordination and collaboration, program management and ATTACHMENT G 1364
monitoring, and system-wide assessments of performance measures, as well as where there are deficiencies based on regulations and Action Plan needs. Use recommendations to drive HMIS system improvements.

3. Complete a system-wide assessment of homeless housing and service needs as indicated by the selected performance measures and other key indicators. The System-wide assessment must include all relevant Federal and State initiatives, including but not limited to the CoC Program Competition, Emergency Solutions Grant (ESG), HHAP, and Homekey projects and activities.

4. Update and revise the Coordinated Entry System prioritization process. Prepare guidance and convene regional trainings to ensure consistent and effective use of the CES, including standardized assessment tools to triage needs and referrals.
o Update procedures to prioritize people who have primarily been living unsheltered for the duration of their most recent episode of homelessness, regardless of occasional use of shelter services or recent linkage pending placement. (In accordance with Encampment Resolution Fund Initiative.)

5. Develop a regional CARE model. Create a regional co-response model and routine practices for coordinating activities across jurisdictions and departments. Develop regional practices and training protocols for teams.

6. Create regional screening and referral protocols to escalate case management and treatment for individuals likely to have serious mental illnesses or other disabling conditions that require specialty interventions. Disseminate model and train program partners responsible for hospital discharge, jail release, and street outreach.

7. Develop a Housing-focused shelter model. Standardize expectations for housing navigation and case management within interim housing programs. Standardize practices for other services and supports, including substance use treatment, medication monitoring, counseling services, peer support, and legal advocacy services. Embed the model into the procurement process.

8. Create a practice kit for housing navigators. Articulate best practices and expectations for local program partners. Create uniform expectations and protocols for housing navigators to ensure clients are document-ready and eligible for a range of public benefits and housing support services, including rapid re-housing rental assistance vouchers.

9. Fund program staff and experts to complete and implement work as planned.

ATTACHMENT G 1365
X. FUNDING AND IMPLEMENTATION PLAN
Regionally, strong partnerships with managed care plan partners and the County’s Human Services Agency are a pivotal component of the implementation plan. Managed Care Plan partners were deeply invested into the local planning process, with leadership attending all public meetings and workshop discussions.

Similarly, SJCHSA has committed to senior leadership support and thought partnerships with the SJCoC and other local partners to refine linkages to eligible federal, state, and local benefit programs.

Connections to Benefit Program (Table 2.6)
Connections to Benefit Programs
CalWORKS
San Joaquin County Human Services Agency
(SJCHSA) is an integral and engaged partner.

Moving forward,
o HSA will assign / designate an SJCHSA
representative to the SJCoC Board.
o Facilitate regional discussions on strategies
to improve eligibility and document readiness
for permanent housing
CalFresh

SSI / SSP
IHSS
APS
Child Welfare
Child Care
Med-Cal
Enhanced Care Management Benefits
Managed care plan partners are actively
working with homeless service providers to
expand the provider network of entities
capable of billing CalAIM for enhanced care
management and community supports.

HHAP-5 Funding Priorities (Table 3.0)
Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to the collective allocation of Homeless Housing Assistance and Prevention (HHAP) Round 5 funds:

Proposed Allocations Proposed County /
SJCoC Allocations
Proposed City of
Stockton Allocations
Permanent Housing At least 30% Up to 45%
Interim Housing – Shelter Operations At least 30% At least 30% Street Outreach and Service Coordination Up to 10% No funds allocated Systems Support Up to 20% At least 14%
Administration (7%) / HMIS (1%) 8% 8%
Total $6,914,426 $7,153,179
10% Youth Set-aside $ 691,443 $715,318
Budget details refined prior to application submission. See final application documents. Following application submission, budgets may be refined with Cal-ICH approval.

ATTACHMENT G 1366
HHAP ROUND 5 FUNDING PRIORITIES
 Expand the supply of permanent housing for homeless individuals and families.  Expand the provision of treatment services and program supports for those receiving housing, including RRH vouchers and other short-term assistance to stabilize more people in their homes.  Support low-barrier, housing-focused shelter programs with housing navigation and on-site treatment and case management services for those who seek additional support.  Support targeted outreach and case management for vulnerable and underserved populations (e.g., youth, victims of domestic violence, etc.) who may not otherwise be the beneficiaries of outreach efforts, intensive case management, or other homeless supports.

SYSTEM SUPPORT AND COORDINATION PRIORITIES
 Improve HMIS data quality, data systems, and data analysis to improve decision-making.  Update CES processes to streamline Rapid Rehousing program supports for unsheltered individuals exiting encampments.
 Invest in staff, training, and expertise (including PLEE) to grow and strengthen the Continuum of Care, including updates to the Collaborative Applicant Agreement and Governance Charter.

HHAP-5 LOGIC MODEL
Objective (Mandated
Performance Measures)
Action (Recommended Areas of
Program Funding)
Action (Recommended Areas of
System Support Activities)
• Increase the number of people
exiting homelessness into
permanent housing.
• Reduce the average length of time
people experience homelessness.
• Reduce percent of people returning
to housing after placement.

Permanent Housing
Invest in Permanent Housing Solutions.

Invest in actions to increase supply of
short and long-term supportive housing,
including warp-around support services.

Strengthen Continuum of Care.
• Collaborative Applicant
Agreement
• Governance Charter
Strengthen data collection, data
validity, and monitoring.
• Assess and strengthen HMIS
system and operations.
• Develop aligned analysis and
joint contract monitoring.

Strengthen linkages to permanent
housing and other long-term supports
services.
• Update CES to align with new
state regulations.
• Develop regional practice
models, and train accordingly
and in partnership with County
systems.

Measure and work towards equitable
outcomes.
• Use trauma informed and
culturally responsive practices.
• Ensure transparency of
systems and information.
• Conduct regional assessments
and evaluation.
• Reduce the number of people
experiencing unsheltered
homelessness.
• Increase linkages to programs from
street outreach programs.

Shelter
Invest in housing focused shelter
operations, including housing navigation
services and other wrap-around services.
• Reduce the number of people
accessing homeless services.
• Reduce the number of people
experiencing first-time
homelessness.

Outreach / Prevention
Invest in early identification, prevention,
and diversion programs for vulnerable
persons and those over-represented in
the homeless population. (e.g., youth,
people fleeing domestic violence, and
Black/African American community
members).

ATTACHMENT G 1367
Benchmarks of Success
As the City and Collaborative Applicant consider releasing funds for major project activities, the following benchmarks are key measures of success in accordance with HHAP-5 application requirements and indicators discussed during planning workshops.

ADDRESSING RACIAL AND ETHNIC DISPARITIES
 Reduce rates of Black / African Americans experiencing homelessness (31%), such that rates are more consistent with their proportion of the general population (7%).

Reduce rates of Black / African Americans experiencing first-time homelessness (30%), such that rates are more consistent with their proportion of the general population (7%).  Increase the rates for Polynesians and other Pacific Islanders (2%) and Native Americans (2%) to obtain housing after being homeless, such that there is parity with others (10%).  Reduce the length of time Polynesians and other Pacific Islanders (100 days), White people (91 days), and Native Americans (88 days) experience homelessness such that there is parity with others (76 days).

INTERIM HOUSING AND HOUSING NAVIGATION
 Shelter utilization increases as a measure of % of the time the shelter is at or above 80% capacity. (For non-specialty shelter programs such as recuperative care or domestic violence shelters)  Shelter exits are more consistently tracked; an exit is recorded for at least 50% of clients.  Unique count of people using shelters and duration of use.  Utilization of on-site services by demographics.
 Shelter stays can be analyzed using variables including length of time enrolled, number of stays during enrollment, number of services during enrollment, type of exit, and location of exit (if known), and cross-tabulated by demographic characteristics.

PERMANENT HOUSING AND HOUSING STABILIZATION
 Unique count of people accepted for a rapid re-housing voucher and duration to placement in a housing unit. The benchmark of success is for average wait time drops to less than 70 days to placement following issuance of voucher. The average length of time people remain homeless prior to placement is 76 days.
 Unique count of clients in housing program by type (RRH, Supported Housing, Other Housing).

Monthly count of new admissions and exits. The ratio of clients to assigned program staff.

Utilization of services, cost per client, and services received per client. Assessed by mean, mode, and quartile, and cross-tabulated by demographic characteristics.  Unique count of clients who return to homelessness after placement. The goal is to achieve 6% or less.

ATTACHMENT G 1368
Declarations

2.7 MEMORANDUM OF UNDERSTANDING
A copy of the MOU is in the Appendix for review.

2.8 APPLICATION DEVELOPMENT PROCESS
Public Meetings convened for the HHAP-5 Planning process.

MEETING DATE PURPOSE

1. January 11, 2024 Review and launch planning process. Solicit input to strengthen community engagement.

2. February 8, 2024 Review performance measures, equity assessment, and other key findings. Solicit input
on funding priorities and additional research,
including partner engagement.

3. March 7, 2024 Review recommendations for funding and system improvements. Receive approval to
incorporate recommendations into the Plan and
Application as Actions through HHAP funding.

Public Plan Review.

MEETING DATE PUBLIC MEETING

1. March 14, 2024 SJ CoC Board Meeting

2. March 19, 2024 Stockton City Council Meeting

3. March 26, 2024 San Joaquin County Board of Supervisors Meeting
ATTACHMENT G 1369
XI. REFERENCES
Amoroso-Pohl, M., McCarty, S., & Pogue, T.E. (2023). 2022 San Joaquin County Costs of Homelessness Survey Summary Report. Stockton, CA: University of the Pacific Center for Business and Policy Research. https://drive.google.com/file/d/1KztSqrNEy2ZVuf0MHzj0uGe4_8MIH4Qb/view Birtwhistle, K., Haynes, N., Rane, K., Balderama, A., & Waldron, S. (2023). Unsheltered Encampment Outreach Study: San Joaquin County Unsheltered Outreach Survey Findings, Results, and Recommendations. Stockton, CA: San Joaquin Community Data Co-op & United Way of San Joaquin County. https://unitedwaysjc.org/sites/unitedwaysjc/files/2023-05/Unsheltered_v8_web.pdf Cheshire, A. & Mendelson, B. (2022). San Joaquin Continuum of Care Report on the Point in Time Count of the Sheltered and Unsheltered Homeless. Stockton, CA: San Joaquin County Homeless Initiatives & Central Valley Low Income Housing Corporation. http://www.sanjoaquincoc.org/wp-content/uploads/2022/06/PIT-Count-Report-2022-FINAL.pdf HDIS Data Dashboard. (2023). Homeless Data Integration System. Sacramento, CA:

California Business, Consumer Services and Housing Agency, California Interagency Council on Homelessness. https://public.tableau.com/app/profile/california.business.consumer.services.and.housing.agency/viz/Overall_CAExperiencingHom elessness_V1_8-7_22_22/CAExperiencingHomelessness
HUD Exchange (2015). HUD 2015 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations. Washington D.C.: US Department of Housing and Urban Development. https://files.hudexchange.info/reports/published/CoC_PopSub_CoC_CA-511-2015_CA_2015.pdf HUD Exchange. (2022). CoC Performance Profile CA-511. Stockton, CA: Stockton/San Joaquin County CoC. Washington D.C.: US Department of Housing and Urban Development. https://files.hudexchange.info/reports/published/CoC_Perf_CoC_CA-511-2020_CA_2020.pdf HUD Exchange. (2022b). CoC Dash CA-511. Stockton, CA: Stockton/San Joaquin County CoC. https://files.hudexchange.info/reports/published/CoC_Dash_CoC_CA-511-2022_CA_2022.pdf Kiss, M.E. (2020). Community Survey on Homeless Needs & Resources. Statesboro, GA:

Resource Development Group. https://drive.google.com/file/d/124nX9jWjpPxOuLnyRH9NzMYGhJ-SFlpQ/view Lewis, K. (2023). A Portrait of the Valley: San Joaquin Valley Human Development Report 2023. New York, NY: Measure of America, Social Science Research Council. https://drive.google.com/file/d/139gtSqu6wgOx5MJssJD3QigvIBAOY-Pp/view McClure, S. (2023). Homelessness Spikes Among California Women. The Guardian, September 21, 2023. https://www.theguardian.com/us-news/2023/dec/21/california-women-unhoused-domestic-violencepregnant-mothers Mendelson, J. & Singh, S. (2023). San Joaquin Continuum of Care Report on the Point in Time Count of Sheltered Homeless. Stockton, CA: Central Valley Low Income Housing Corp. https://drive.google.com/file/d/1zIxmf18- 7q-y1NxSP8KwAM-Nm6gnR-dC/view
State of California Department of Finance. (2020). P-2: County Population Projections (2020-2060). Sacramento, CA: State of California Department of Finance. https://dof.ca.gov/forecasting/demographics/projections/ San Joaquin Council of Governments. (2014). Residential Housing Needs Allocation (RHNA) Plan 2014-2023. Stockton, CA: San Joaquin Council of Governments. https://www.sjcog.org/DocumentCenter/View/805/Regional-Housing-Needs-Plan-Adopted-8-28-14?bidId=#page=6 San Joaquin Council of Governments (2022). Housing Gap Data Dashboard. https://public.tableau.com/app/profile/joe.benapfl/viz/HousingGap_1/Dashboard1 San Joaquin Council of Governments. (2022a). Residential Housing Needs Allocation (RHNA) Plan 2023-2031. Stockton, CA: San Joaquin Council of Governments. https://www.sjcog.org/DocumentCenter/View/7407/2022-SJCOG-RHNP_Adopted-Sep-2022_Oct22 U.S. Department of Housing and Urban Development. (2012). Program guidance: Establishing and operating a continuum of care.

U.S. Department of Housing and Urban Development. (2023). Annual Homelessness Assessment Report to Congress.

ATTACHMENT G 1370
XII. APPENDICES
A. Key Stakeholder Interview Participants & Protocol
Seventeen key stakeholder interviews were conducted in the spring of 2024 to delve into the workings and shortcomings of homeless services in San Joaquin County. These interviews aimed to gather insights and recommendations from subject-matter experts to address homelessness effectively.

B. List of Public Meetings and Workshops
Three public meetings and four workshops were facilitated by Rane Community Development, engaging regional subject matter experts to explore current conditions, roles, responsibilities, and recommendations outlined in the HHAP 5 template. These sessions provided valuable input for shaping strategies to combat homelessness.

C. List of Planning Stakeholders
Appendix C compiles a roster of subject-matter experts involved in the HHAP 5 process, contributing through public meetings, workshops, or both. Their expertise and insights enriched the planning process.

D. Meeting Presentations
All presentations from the public meetings and workshops are cataloged in Appendix D. These presentations offer detailed insights and discussions on various aspects of homelessness, providing valuable context for understanding the challenges and solutions discussed during the sessions.

E. Community Survey Findings
Appendix E presents the findings from a community survey distributed in late February 2024.

Approximately 33 respondents contributed their perspectives, offering statistical insights and thematic analysis into community perceptions and needs regarding homelessness.

F. Memorandum of Understanding
The Memorandum of Understanding (MOU) outlines the agreement between the City of Stockton Economic Development Department, San Joaquin County, and the Stockton/San Joaquin Homeless Continuum of Care CA-511. This document delineates collaborative efforts and responsibilities among these entities to address homelessness comprehensively.

ATTACHMENT G 1371
Appendix A: Interview Participants & Protocol
List of Individuals Interviewed
Name Agency
Veilka Guarascio City of Manteca
John Narvaez Salvation Army Hope Harbor
Petra Linden St. Mary's Dining Room
Britton Kimball Gospel Center Rescue Mission
Jennifer Spruill SJC Behavioral Health Services
John Sisneroz SJ Health
Jessica Velez Red Rabbit Advocacy
Hector Jaimes Familiar Faces (Program of Tracy Police)
Asst. Sheriff Mike Tibon Sheriff's Office
Mirriam Lyell Public Defender's Office
Mark Yost County Office of Education
Greg Diederich Health Care Services Agency
Chris Woods Human Services Agency
Sam Kaisch Human Services Agency
Steve Jackson Probation Department
LaTosha Waldon Stanislaus County
Midori Lichtwardt City of Tracy
RC Thompson Reinvent South Stockton Coalition
Interview Protocol

1. Could you please describe your role in terms of homelessness in the region?

2. What programs and services currently exist to prevent and address homelessness in San Joaquin County?

3. What is currently working well in terms of types of service activities and coordination?

4. What is not working as well in this landscape of services? Where are the gaps, duplication of efforts, or lack of coordination?

5. What are the priority needs in terms of the full continuum of care?

6. What do you see on the horizon? Are there any specific causes for optimism?

7. What are your recommendations to strengthen the homelessness system of care?

8. What pitfalls or challenges should we be mindful of, systemically and programmatically? ATTACHMENT G 1372
Appendix B: List of Public Meetings and Workshops
Public Meetings

1. January 11, Public Meeting #1: CoC Board Meeting via Zoom, which included a public planning discussion on HHAP 5. The goal is to review the planning requirements and proposed planning process and gather input and support from SJCoC and community members for the HHAP 5 application.

2. February 8, Public Meeting #2: CoC Board Meeting, which included a public planning discussion on HHAP 5. System Performance Measures and Improvement Plan Discussion. Held at the Cesar Chavez Central Library, 605 N El Dorado St, Stockton, CA 95202, Meeting Room.

3. March 7, Public Meeting #3: CoC General Membership Meeting, which accepted the plan detailed in this report, and commensurate By-Law and Charter changes in alignment with the HHAP-5 requirements and the Action Plan. Held at City of Tracy Council Chambers, City Hall, 333 Civic Center Plaza, Tracy, CA. 95376.

Workshops

1. January 22, Workshop #1: Table 2.1 Participating Jurisdictions’ Roles and Responsibilities. Held at the Public Health Department, 1601 E Hazelton Ave, Stockton, CA 95205, Conference Rooms 145 A&B.

2. January 30, Workshop #2: Table 2.2 System Performance Measures and Improvement Plan Discussion. Held at the Public Health Department, 1601 E Hazelton Ave, Stockton, CA 95205, Conference Rooms 145 A&B.

3. February 12, Workshop #3: Table 2.4 Plan to Reduce the Number of People Experiencing Homelessness Upon Exiting an Institutional Settings Discussion. Held at the Health Plan of San Joaquin, 7751 S Manthey Rd, French Camp, CA 9523, Conference Room.

4. February 26, Workshop #4: Coordinated Approach, Funding Plan, and Other Agreements Held at the Public Health Department, 1601 E Hazelton Ave, Stockton, CA 95205, Conference Rooms 145 A&B.

ATTACHMENT G 1373
Appendix C: List of Planning Stakeholders Name Title Agency/Dept P. MTG 1 P.MTG
2 P.MTG
3 WKSHP 1 WKSHP 2 WKSHP 3 WKSHP 4
Alana
Moreno
Emergency Food
Bank
x
Alejandra
Navarro
Youth Program
Supervisor
Community
Partnerships for
Families
x
Alexander
Nunez
Emergency Food
Bank
x
Augustine
Navarro
Emergency Food
Bank
x x x
Ayesha
Nic-Gongora
TPD/Familiar Faces X
Betty Wilson Business Council
SJC
x
Brandi
Hopkins
Assistant County
Administrator
SJC/ CAO x x x x
Brenda Sison Housing Navigator Catholic Charities x
Brian
McDonald
Interim Public Works
Director
City of Tracy x
Britton
Kimball
COO Gospel Center
Rescue Mission
x x
Carissa
Lucas
Public Information
Officer
City of Tracy x x x
Carrie
Grover
Executive Director Tracy Community
Center
x
Carrie Wright Economic Development
Manager
COS x x x
Caryn
Romero
TAY Program Director Aspiranet x
Casey
Armstrong
Turning Point
Community
Programs
x
Cheryl
Fowler
First 5 SJC – HAS x
Chris Woods HSA Director SJC x x
Christina
Noble
Catholic Charities x
Christian
Valeros
Lodi Police
Department
x
Courtney
Wood
x
David
Tolliver
Deputy Director of
Operations
SJC/ Public Works x
Dave Madura Executive Director Gospel Center
Rescue Mission
x
Dezarae
Quilantang
First 5 SJC, HSA x
Oeun Prak Assistant Director HACSJ x x x
Dawn
McLeish
Deputy Director HSA x x
D’Andre
Davie
NAACP, Stockton x
ATTACHMENT G 1374
Eliana Argeta Regional Program
Manager
Health Netxx
Flor Robles Administrative
Technician HSD
City of Tracyxx
Gina Calder Chief of Staff Board of
Supervisors
xxx
Gurman
Singh
Staffer Rep. Josh Harder’s
Office, 9th District
x
Greg
Diederich
HSC Director SJC/ HCSHxxxxx
Harlin Smith Shelter Specialist Prevailx
Hector
James
Familiar Faces
Jayson Burk SJ S/Ox
Jeff Sabin Deputy Director BHSx
Jennifer
Rhyne
Neighborhood Services
Manager
City of Lodixxxx
Jennifer
Spruill
Chief Mental Health
Clinician
SJC/ BHSxxxxx
Jenny
Rodriguez
Community Medical
Centers & Care Link
x
Jessica Quan Director of Occupancy &
Housing Compliance
HACSJxxxx
Jessica Velez CEO Red Rabbit
Advocacy
x
John Della
Monica
Community
Development
City of Lodixxx
John Narvaez Director, Lodi Hope
Harbor Shelter
Salvation Armyx
Jory
Gwasdoff
Executive Director Family Promise of
San Joaquin County
x
Juan
Gonzales
City of Stocktonx
Julisa
Villalobos
City of Stocktonx
Kate
Hutchinson
Lutheran Social
Services
x
Kelly Vega Program Assistant Catholic Charitiesx
Kendra
Kaiserman
Gospel Center
Rescue Mission
x
Kia Phillips Insight Housingx
Kim De La
Cruz
Captain Sheriff's Officexxx
Kimberly
Murdaugh
Interim Assistant City
Manager
City of Tracyx
Krista Fiser SJCOC Chair SJCOC/ Prevailxxxxxxx
Kristen
Birtwhistle
President & CEO United Way of San
Joaquin County
xx
Lakisha
Holton
Correctional Health
Admin
SJSOx
Latonya
Jackson
Community
Partnerships for
Families
x
Leanna Buck Crisis/ Peer Counselor Prevailxxxx
ATTACHMENT G 1375
Lizeth
Granados
Chief Executive Officer HPSJxxxx
Luis Ayala Salvation Armyx
Ahmad Majid Concrete
Development
x
Maria
Rodriguez
West Carex
Matt Garber Assistant Director SJC/ COCxxxxxx
Melanie
Estarziau
Homeless Strategic
Initiatives Manager
COSxxxxxxx
Michael
Tibon
Asst. Sheriff SJSOx
Mayra Garcia Insight Housingx
Muay
Saechao
Children’s Home of
Stockton
x
Natascha
Garcia
Administrator of
Homeless Initiatives
HCSxxxxxx
Nicole
Goehring
x
Niyati Reddy Director of Special
Projects, Operations
Health Plan of San
Joaquin
x
Paul Canepa SJ County Supervisor SJC Board of
Supervisors
xx
Perry Shelta
Jr.

City Council and Concurrent AuthoritiesNovember 19, 2024

City Council and Concurrent Authorities
November 19, 2024