Agenda packet — City Council and Concurrent Authorities, April 15, 2025 (part 2 of 7)

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The anticipated Zone A-6 reserve balance as of June 30, 2025, is $1,061,608.32. The recommended reserve balance is $683,176.64. It is recommended that the actual assessment be increased by 9.99 percent to begin rebuilding the reserve balance. By increasing the assessment by 9.99 percent, $5,678.00 will be put back into the reserve balance. Any unexpended budgeted funds are returned to the Zone A-6 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $407.80/dueF. The proposed maximum FY 2025-26 assessment is $770.67/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without replenishing the reserve balance, the assessment would be $399.97 per dueF.

ZONE A-7, HUNTER RIDGE:

Zone A-7 is generally bound by March Lane, Blossom Ranch subdivision, the Calaveras River, and the Union Pacific Railroad tracks. Improvements maintained include the back-up walls, landscaping between the walls and the back of the sidewalk, and funding a proportionate share of the costs for S.L. Fong Park.

The assessment for this zone has a provision for an annual escalator. The escalator is the greater of three percent or the percentage increase of the local CPI. The local CPI increased 2.38 percent; therefore, the FY 2025-26 escalator applied to the maximum allowable assessment is 3.00 percent. The actual FY 2024-25 assessment was $125.90/dueF.

The anticipated Zone A-7 reserve balance as of June 30, 2025, is $357,263.17. The recommended reserve balance is $619,879.90. It is recommended that the FY 2025-26 actual assessment increase by 103.84 percent for FY 2025-26 and that there be a $83,310.80 appropriation from the reserve. The appropriation from the reserve is designed to mitigate too rapid an increase in the actual assessment, in FY 2025-26 the assessment will increase and begin to revert to a level that will fully fund budgeted expenditures and maintain and replenish the reserve. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone A-7 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $256.64/dueF. The proposed maximum FY 2025-26 assessment is $943.18/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $374.81 per dueF.

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ZONE A-10, CANNERY PARK:

Zone A-10 is generally bound by Eight Mile Road, State Route 99, La Morada and Villa Antinori Subdivisions, and the Union Pacific Railroad tracks. Improvements maintained include the back-up walls, landscaping between the walls and the back of the sidewalk, streetlights, and parks.

The anticipated Zone A-10 reserve balance as of June 30, 2025, is $338,513.34. The recommended reserve balance is $95,898.19. The proposed assessment has been maintained at a level necessary to fund the budgeted expenditures and maintain the current reserve and will be studied in FY 2026-27 to determine if it can be drawn from to reduce the annual assessment. It is recommended that FY 2024-25 assessment increase by 9.99 percent due to the financial impact of rapid inflation. This will be reevaluated when preparing the FY 2026-27 budget. The FY 2025-26 assessment will fully fund estimated expenditures and, due to the additional dueF added by new development, the reserve will be increased this fiscal year by approximately $38,336.68, thus the assessment role reflects a sharp increase in total assessment. Any unexpended budgeted funds are returned to the Zone A-10 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $210.24/dueF. The proposed maximum FY 2025-26 assessment is $502.95/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an addition to the reserve, the assessment would be $171.20 per dueF. This will be studied in FY 2026-27 once the new development maintenance costs have been realized.

ZONE B-1, WILLIAM LONG PARK:

Zone B-1 is located in the southerly portion of Weston Ranch generally bound by the PG&E easement, Henry Long Boulevard, McDougald Boulevard and French Camp Road, except the Manteca Unified School District high school site. This zone is for the maintenance of William Long Park, which is also located in the southerly portion of Weston Ranch.

There is a request for an appropriation of $47,286.00 from the reserve for continuing appropriations to balance the budget. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone B-1 account at the close of the fiscal year.

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The anticipated Zone B-1 reserve balance as of June 30, 2025, is $558,756.23. The recommended reserve balance is $398,996.51. When the assessment for Zone B-1 was originally approved, it did not include a provision for an annual escalator. The assessment cannot be increased without the affected property owners voting to approve the increase. Therefore, no change is proposed in the $84.00/dueF assessment for FY 2025-26. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $126.95 per dueF.

ZONE B-2, WESTON RANCH:

Zone B-2 is located west of Interstate 5, east of the San Joaquin River, and north of French Camp Road. This zone encompasses all of the Weston Ranch development.

Improvements maintained include the back-up walls, landscaping between the walls and back of sidewalk, the landscaping on the PG&E easement/greenbelt, and Paul E.

Weston Park.

There is a request for an appropriation of $810,430.60 from the reserve for continuing appropriations to balance the budget and accommodate contributing to the maintenance of Paul E. Weston Park. The amount remaining in the reserve after this requested appropriation is considered insufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone B-2 account at the close of the fiscal year.

When the assessment for Zone B-2 was originally approved, it did not include a provision for an annual escalator. The assessment cannot be increased without the affected property owners voting to approve the increase. Therefore, no change is proposed in the $117.82/dueF assessment for FY 2025-26. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $265.26 per dueF.

The anticipated Zone B-2 reserve balance as of June 30, 2025, is -$1,497,008.93. The recommended reserve balance is $4,442,009.01. Zone B-2 will require an appropriation from the reserve and general fund to cover contracted expenses, utilities, and administration even without budgeting for eventual, but unscheduled expenditures. This zone will require further analysis to determine whether it can continue to fund maintenance of all improvements for which it was formed and at the current service levels.

ZONE B-3, PAUL E. WESTON PARK:

Zone B-3 is located west of Interstate 5, east of the San Joaquin River, and generally north of William Long Boulevard. This zone is for the maintenance of the Paul E.

Weston Park.

When the assessment for Zone B-3 was originally approved, it did not include a provision for an annual escalator. The assessment cannot be increased without the

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affected property owners voting to approve the increase. Therefore, no change is proposed in the $24.00/dueF assessment for FY 2025-26. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $39.74 per dueF.

The anticipated Zone B-3 reserve balance as of June 30, 2025, is -$969,709.12. The recommended reserve balance is $811,123.72. The Zone requires an appropriation from the general fund of $75,027.14 to sustain it. Zone B-2 also funds a portion of Weston Park expenses. This zone will require further analysis to determine whether it can continue to fund maintenance of all improvements for which it was formed and at the current service levels.

ZONE B-4, HONORABLE SANDRA BUTLER SMITH NEIGHBORHOOD PARK:

Zone B-4 is located in the westerly portion of Weston Ranch and is generally bound by the San Joaquin River, French Camp Road, the PG&E Easement/Greenbelt, and William Moss Boulevard. This zone is for the maintenance of the Honorable Sandra Butler Smith Neighborhood Park.

The anticipated Zone B-4 reserve balance as of June 30, 2025, is $311,323.71. The recommended reserve balance is $300,262.77. It is recommended that FY 2025-26 assessment increase by 2.99 percent due to the financial impact of rapid inflation. This will be re-evaluated when preparing the FY 2026-27 budget. The FY 2025-26 assessment will nearly fund estimated expenditures with an appropriation from the reserve of $47,888.56. Any unexpended budgeted funds are returned to the Zone B-4 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $119.32/dueF. The proposed maximum FY 2025-26 assessment is $119.35/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures and contributing minimally to the reserve, the assessment would be $166.41/dueF.

ZONE B-5, WESTON RANCH – FRENCH CAMP ROAD FENCE:

Zone B-5 is located in the southwesterly portion of Weston Ranch and is generally bound by the San Joaquin River, Henry Long Boulevard, Alice McCuen Avenue, and French Camp Road. This zone is for the maintenance of approximately 6,700 lineal feet of masonry wall located on the south side of French Camp Road from Carolyn Weston Boulevard to EWS Woods Boulevard.

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The Zone B-5 has an anticipated reserve balance as of June 30, 2025, of $-82,053.84.

The recommended reserve balance is $330,784.54. This wall was constructed by the Weston Ranch development as a concession to the property owner to the south of French Camp Road for dedicating right-of-way to widen French Camp Road. When the property lying southerly of French Camp Road eventually develops, the fence system will no longer be necessary, and Zone B-5 can be closed. Assessment revenue funds replacements of damaged sections of the fence system. Until there is development to the south, it is recommended that the assessment be set to provide an amount for annual historical damage, which has been approximately $45,000, and not develop a reserve due to historical data that suggests additional funds are highly unlikely. Any potential overages will be funded from the general fund as there is no current significant reserve. Since it is not anticipated that the fence system will reach the end of its service life before development southerly of French Camp Road, there does not appear to be a need to build a replacement reserve to the recommended level. An annual budget of $45,000 for repairs, should be adequate to fund any damage. While there could be a catastrophic series of events that could cause over $45,000 in damage, damage of that magnitude has not occurred in the past.

The budget reflects a potential request for an appropriation of $61,493.80 from the general fund to balance the budget, however as noted above, this would only be in the event of an unlikely catastrophic series of events. The amount remaining in the reserve after this potential appropriation is considered insufficient to meet present obligations and would require the subsequent annual assessment to be increased to the maximum allowed to replenish the general fund and the Zone. Any unexpended budgeted funds are returned to the Zone B-5 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $104.88/dueF. The proposed maximum FY 2025-26 assessment is $226.18/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $213.72/dueF.

ZONE C-1, SPANOS PARK:

Zone C-1 is located east of Thornton Road and north of Bear Creek. Improvements maintained include the back-up walls, landscaping between the walls and curb, landscape medians, and fund a proportionate share of the costs for Vivian "Lady B" Baxter Park.

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There is a request for an appropriation of $30,700.56 from the reserve for continuing appropriations to balance the budget. The amount remaining in the reserve after this requested appropriation is not considered sufficient to meet future obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone C-1 account at the close of the fiscal year.

The anticipated reserve in Zone C-1 is not sufficient to continue appropriating funds at prior years’ levels as the zone has been insolvent for the past two years. To address the limited available revenue, wall repairs will no longer be funded. All walls are a development requirement and are constructed on private property. SMC Section

8.30.040.D obligates the property owner to repair any wall constructed as a condition of development. Reductions in frequency of landscape maintenance services will be evaluated along with a reduction in irrigation frequency. Zone C-1 also pays its proportionate share of the cost to maintain Baxter Park. Zone C-1 was originally formed, and budget set based on maintaining the only street landscaping installed with the development. Baxter Park maintenance costs were added to Zone C-1 in 1997 without an increase in the existing assessment. Annually increasing park maintenance costs are taking a larger percentage of the budget and requiring an ever-increasing appropriation from the reserve. For FY 2024-25, the estimated share is $24,400, which is approximately 33 percent of the revenue generated by Zone C-1. If reserve appropriations continue at past years' magnitude, Zone C-1 will be insolvent in 2 to 3 years. It is further recommended the proportionate share of Baxter Park costs, estimated at $24,400, be funded by the General Fund Account 4540-700-630006-100- 000-30-45-000-000-000-. Zone C-1 will be able to continue to fund scheduled maintenance of the development's street landscaping but will not be able to fund any enhancements or replacements without the property owners approving an increase in the assessment.

When the assessment for Zone C-1 was originally approved, it did not include a provision for an annual escalator. The assessment cannot be increased without the affected property owners voting to approve the increase. Therefore, no change is proposed in the $119.24/dueF assessment for FY 2025-26. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $172.08/dueF.

The anticipated Zone C-1 reserve balance as of June 30, 2025, is -$100,964.24. The recommended reserve balance is $1,465,760.95. Zone C-1 would require an appropriation from the general fund to cover contracted expenses, utilities, and administration, even without budgeting for eventual, but unscheduled expenditures.

This zone will require further analysis to determine whether it can continue to fund maintenance of all improvements for which it was formed and at the current service levels.

ZONE C-2, NORTH STOCKTON PROJECTS:

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Zone C-2 includes all of the Waterford Estates East and West, Beck Estates, Beck Ranch, Beck Farms, Elkhorn Country Club Estates, Silver Springs, and Gold Springs subdivisions in the northwesterly part of the City. The zone was formed to provide funds for the maintenance of masonry walls and landscaping, certain segments of the Pixley Slough bicycle/pedestrian path, and fund a proportionate share of the costs for Vivian "Lady B" Baxter Park.

The anticipated Zone C-2 reserve balance as of June 30, 2025, is $1,573,186.43. The recommended reserve balance is $634,305.59. It is recommended that FY 2025-26 assessment increase by 3.00 percent due to the financial impact of rapid inflation. This will be re-evaluated when preparing the FY 2025-26 budget. Any unexpended budgeted funds are returned to the Zone C-2 account at the close of the fiscal year.

Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be reduced.

The proposed actual FY 2025-26 assessment is $301.62/dueF. The proposed maximum FY 2025-26 assessment is $301.66/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures, the assessment would be $323.85 per dueF.

ZONE C-3, SPANOS PARK WEST:

Zone C-3 is located in the northwesterly portion of the City and is generally bound by Interstate 5, Bear Creek, the Westlake Villages development, and Eight Mile Road.

This zone was formed to provide funds for the maintenance of decorative concrete pavement, bicycle/pedestrian path along a portion of Bear Creek, and the maintenance of Michael Faklis and Iloilo Sister City Parks.

The anticipated Zone C-3 reserve balance as of June 30, 2025, is $1,116,209.65. The recommended reserve balance is $751,148.05. It is recommended that FY 2025-26 assessment increase by 44.98 percent due to the financial impact of rapid inflation. This will be re-evaluated when preparing the FY 2026-27 budget. It is recommended there be an appropriation of $133,598.88 from the reserve to moderate the increase. The amount remaining in the reserve after this requested appropriation is considered

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sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone C-3 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $259.74/dueF. The proposed maximum FY 2025-26 assessment is $259.76/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $329.98/dueF.

ZONE C-4, FAIRWAY GREENS:

Zone C-4 includes all of the Fairway Greens subdivision in the northwesterly part of the City. The zone was formed to provide funds for the maintenance of masonry walls and landscaping and to provide its proportionate share of costs to maintain any parks serving the subdivision or within the service area of the subdivision.

The anticipated Zone C-4 reserve balance as of June 30, 2025, is $155,093.64. The recommended reserve balance is $217,581.00. It is recommended that the FY 2025-26 actual assessment increase by 10.01 percent and that there be a $24,117.40 appropriation from the reserve to moderate in the increase. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone C-4 account at the close of the fiscal year.

Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $108.80/dueF. The proposed maximum FY 2025-26 assessment is $343.94/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $231.22/dueF.

ZONE C-6, WESTLAKE VILLAGES:

Zone C-6 is generally bound by Eight Mile Road, A.G. Spanos Park West subdivision, Bear Creek and Disappointment Slough, and Rio Blanco Road. Zone C-6 was formed to provide funds for the maintenance of public parks, a portion of the bicycle/pedestrian path on the Bear Creek levee, and public street lighting constructed within the Westlake Villages project.

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The anticipated Zone C-6 reserve balance as of June 30, 2025, is $337,629.02. The recommended reserve balance is $181,558.39. It is recommended that the FY 2025-26 actual assessment increase by 17.93 percent and begin rebuilding the reserve balance.

By increasing the actual assessment by 17.93 percent, $10.60 will be added into the reserve for the FY 2025-26. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone C-6 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $137.20/dueF. The proposed maximum FY 2025-26 assessment is $239.35/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. By setting the assessment to $137.20/dueF, this would fully fund the estimated FY 2025-26 expenditures while beginning to rebuild the reserve. This will be studied again in FY 2026-27 once the new development maintenance costs have been realized.

ZONE C-7 AND SUB-ZONE A, NORTH STOCKTON PROJECTS III:

North Stockton Projects III is generally bound by Eight Mile Road, Lower Sacramento Road, and the Union Pacific Railroad. Zone C-7 was formed to provide for the maintenance of Dorotha Pitts Park. Sub-Zone A was formed to provide for the maintenance of streetscaping, walls, and streetlights in the Northbrook subdivision.

The anticipated Zone C-7/7A reserve balance as of June 30, 2025, is $302,843.16. The recommended reserve balance is $1,010,680.89. It is recommended that FY 2025-26 assessment increase by 13.11 percent due to the financial impact of rapid inflation. This will be re-evaluated when preparing the FY 2026-27 budget. There is a request for $36,654.14 from Zone C-7 and a request for $46,398.54 from the Sub-Zone A reserve for continuing appropriations to modulate the annual increase. The assessment for the zone can be increased slowly in the coming years to fully fund the zone and sub-zone

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without drawing on the reserves. The amount remaining in the reserve after these requested appropriations is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone C-7 and Sub-Zone A accounts at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual Zone C-7 FY 2025-26 assessment is $267.18/dueF. The proposed actual Sub-Zone A FY 2025-26 assessment is $209.58/dueF. The proposed maximum Zone C-7 FY 2025-26 assessment is $267.20/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. The proposed maximum SubZone A FY 2025-26 assessment is $295.07/dueF, which is an increase 3.00 percent over the FY 2024-25 maximum assessment. If the assessments were set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessments for Zones C-7 and C-7 Sub-Zone A would be $314.35/dueF and $347.26/dueF, respectively.

ZONE D-1, BRIDGEPORT TRAILS:

Zone D-1 is located south of Charter Way, north of West Eighth Street, and east and west of Fresno Avenue. Improvements maintained include back-up walls and landscaping between the walls and back of sidewalk.

There is a request for an appropriation of $36,271.00 from the reserve for continuing appropriations to balance the budget. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone D-1 account at the close of the fiscal year.

The anticipated Zone D-1 reserve balance as of June 30, 2025, is $168,300.86. The recommended reserve balance is $289,109.51. When the assessment for Zone D-1 was originally approved, it did not include a provision for an annual escalator. The assessment cannot be increased without the affected property owners voting to approve the increase. Therefore, no change is proposed in the $85.00/dueF assessment for FY 2025-26. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $199.06/dueF.

ZONE D-3, BRIDGEPORT TRAILS UNIT 4 AND 5:

Zone D-3 is located south of Charter Way, north of West Eighth Street, and east and west of Fresno Avenue. This zone was formed to maintain the back-up walls and the landscaping between the walls, the back of sidewalk, and the landscaped buffer parcels.

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allowable assessment is 3.00 percent. The actual FY 2024-25 assessment was $271.00/dueF.

The anticipated Zone D-3 reserve balance as of June 30, 2025, is $168,300.86. The recommended reserve balance is $123,482.50. It is recommended that the assessments for Zone D-3 be increased due to rapid inflation. It is recommended there be an appropriation of $7,392.60 from the reserve to fully fund estimated costs and to moderate the increase. Any unexpended budgeted funds are returned to the Zone D-3 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $298.10/dueF. The proposed maximum FY 2025-26 assessment is $314.19/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $338.28/dueF.

ZONE D-4, CALAVERAS ESTATES:

Zone D-4 includes the new development lying generally north of Barrymore Street on the east and west sides of Alvarado Avenue. This zone was formed to maintain the wall between the subdivision and the railroad tracks, public street lighting, an access way to the Calaveras River at the northerly end of Alvarado Avenue, landscaping in the vicinity of Alvarado Avenue and Beeler Street and to develop a replacement reserve for the eventual replacement of the wall.

The anticipated Zone D-4 reserve balance as of June 30, 2025, is $131,148.42. The recommended reserve balance is $81,297.17. While the reserve exceeds the recommended reserve balance, the proposed FY 2025-26 assessment does not fully fund the estimated expenditures. There is a request for an appropriation of $36,355.28 from the reserve. This appropriation from the reserve is designed to bring the reserve balance to the target level within a couple years, at which point the assessment will revert to a level necessary to fund budgeted expenditures and maintain the reserve.

The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone D-4 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

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The proposed actual FY 2025-26 assessment is $149.18/dueF. The proposed maximum FY 2025-26 assessment is $1,496.71/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expendituress without an appropriation from the reserve, the assessment would be $385.25/dueF.

ZONE D-6, MOSS GARDEN:

Zone D-6 is located southeasterly of State Route 4/Charter Way and Fresno Avenue.

Improvements maintained or to be maintained include landscaping between the walls and curb, public street lighting, and funding its proportionate share of the cost to any park that serves the development or is within the service area of the development.

The anticipated Zone D-6 reserve balance as of June 30, 2025, is $113,089.86. The recommended reserve balance is $32,944.20. It is recommended that there be a $40,045.48 appropriation from the reserve, since the reserve exceeds the recommended reserve balance. Increasing the assessment by the CPI to offset rapid inflation, along with the appropriation from the reserve, is designed to bring the reserve closer to the target level within a few years at which time the assessment will revert to a level that will fully fund the budgeted expenditures and maintain the reserve. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone D-6 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $123.16/dueF. The proposed maximum FY 2025-26 assessment is $611.45/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $230.03/dueF.

ZONE E-1, LITTLE JOHN CREEK:

Zone E-1 is located north of Industrial Drive between Pock Lane and State Highway 99.

Improvements maintained or to be maintained include back-up walls, trees in tree wells, landscaping between the walls and the back of the sidewalk, the special bridge railing on the Pock Lane Bridge, and funding a proportionate share of the costs for Ernie Shropshire Park. This zone also contributes its proportionate share of costs for maintenance of the Stockton Airport Business Center storm drainage basin.

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The assessment approved when the Little John Creek Zone was originally formed was $59.68. In June of 2000, an increase to the assessment was approved to account for increased maintenance costs and to provide for park maintenance. That additional assessment amount was also approved with an annual escalator. The portion of the FY 2025-26 maximum allowable assessment for this zone that is over the original $59.68, $229.89, is subject to the escalator. The escalator is the greater of three percent or the percentage increase of the local CPI. The local CPI increased 2.38 percent; therefore, the FY 2025-26 escalator applied to the maximum allowable assessment is 3.00 percent. The actual FY 2024-25 assessment was $248.82/dueF.

The anticipated Zone E-1 reserve balance as of June 30, 2025, is $532,978.88. The recommended reserve balance is $324,519.76. It is recommended that FY 2025-26 assessment increase by 10.00 percent due to the financial impact of rapid inflation.

This will be re-evaluated when preparing the FY 2026-27 budget. It is recommended there be an appropriation of $26,871.00 from the reserve to bring the reserve closer to the target level. Any unexpended budgeted funds are returned to the Zone E-1 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

Zone E-1 will contribute its proportionate share of $5,842.00 to the Stockton Airport Business Center Storm Drain Basin Maintenance District for the maintenance costs of the Stockton Airport Business Center storm drain basin.

The proposed actual FY 2025-26 assessment is $273.70/dueF. The proposed maximum FY 2025-26 assessment is $289.56/dueF, which is a 3.00 percent increase in the park maintenance portion of the assessment over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures and reserve allocation, the assessment would be $307.71/dueF.

ZONE E-3, SEABREEZE:

Zone E-3 is generally located south of Industrial Drive and west of State Route 99, and at the northwesterly corner of Pock Lane and Industrial Drive. Improvements maintained or to be maintained include back-up walls, landscaping between the walls and the back of the sidewalk, a landscaped area under the PG&E power lines west of Pock Lane and funding a proportionate share of the costs for Ernie Shropshire Park.

This zone also contributes its share of the costs of maintenance of the Stockton Airport Business Center storm drainage basin.

ATTACHMENT C
159
The anticipated Zone E-3 reserve balance as of June 30, 2025, is $231,428.50. The recommended reserve balance is $413,678.66. It is recommended that FY 2025-26 assessment increase by 10.00 percent due to the financial impact of rapid inflation. This will be re-evaluated when preparing the FY 2026-27 budget. There is a request for an appropriation of $60,294.76 from the reserve for continuing appropriations to fully fund estimated costs. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. The appropriation will be reduced, and the assessment gradually increased over the next several years until the assessment fully funds maintenance expenses and provide for contributing to the reserve to fund replacement of long service life improvements. Any unexpended budgeted funds are returned to the Zone E-3 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

Zone E-3 will also contribute $2,426 to the Stockton Airport Business Center Storm Drain Basin Maintenance District for its proportionate share of the maintenance costs of the Stockton Airport Business Center storm drain basin.

The proposed actual FY 2025-26 assessment is $520.52/dueF. The proposed maximum FY 2025-26 assessment is $1,025.83/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $713.77/dueF.

ZONE E-4, OAKMORE MEADOWS:

Zone E-4 is generally bound by Alpine Avenue, the Union Pacific Railroad line, the Calaveras River, and Sanguinetti Lane. Improvements maintained or to be maintained include back-up walls, landscaping between the walls and the back of the sidewalk, and a future park.

The anticipated Zone E-4 reserve balance as of June 30, 2025, is $96,518.12. The recommended reserve balance is $417,156.95. It is recommended that there be a $69,781.24 appropriation from the reserve. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet present obligations and still provide for future contingencies, however in subsequent years increases should continue to rebuild the reserve to the proper level. Any unexpended budgeted funds are returned to the Zone E-4 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

Page 18 of 19 ends

ATTACHMENT C
160

Page 19 of 19 ends

The proposed actual FY 2025-26 assessment is $109.56/dueF. The proposed maximum FY 2025-26 assessment is $364.21/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $203.10/dueF.

ZONE E-5, RANCHO DEL SOL:

Zone E-5 is located on the east side of Airport Way and lies north and south of Duck Creek. Improvements maintained or to be maintained include back-up walls, landscaping between the walls and back of sidewalk, and landscaping and path along the northerly side of Duck Creek.

The anticipated Zone E-5 reserve balance as of June 30, 2025, is $302,258.05. The recommended reserve balance is $195,584.00. It is recommended there be an appropriation of $70,885.00 from the reserve. The appropriation in is designed to bring the reserve balance to the target level over the next few years at which time the assessment will revert to a level necessary to fund budgeted expenditures and maintain the reserve. The amount remaining in the reserve after this requested appropriation is considered sufficient to meet the present obligations and still provide for future contingencies. Any unexpended budgeted funds are returned to the Zone E-5 account at the close of the fiscal year. Based on current projections, and since the assessment for this zone can be increased, barring any catastrophic event it is not anticipated that the reserve will be depleted.

The proposed actual FY 2025-26 assessment is $166.50/dueF. The proposed maximum FY 2025-26 assessment is $632.01/dueF, which is an increase of 3.00 percent over the FY 2024-25 maximum assessment. If the assessment was set at a level that would fully fund the estimated FY 2025-26 expenditures without an appropriation from the reserve, the assessment would be $362.31/dueF.

ATTACHMENT C
161
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PRELIMINARILY APPROVE THE FISCAL YEAR 2025-26 STOCKTON CONSOLIDATED LANDSCAPE MAINTENANCE ASSESSMENT DISTRICT NO. 96-2 ANNUAL ENGINEER'S REPORT, PRELIMINARILY APPROVE THE PROPOSED FISCAL YEAR 2025-2026 BUDGET, AND SET A PUBLIC HEARING FOR JUNE 3, 2025
On February 26, 1996, the City Council of the City of Stockton adopted Resolution No. 96-0084, which formed the “Stockton Consolidated Landscape Maintenance Assessment District No. 96-2”, pursuant to the Landscaping and Lighting Act of 1972; and
The Engineer of Work has made and filed with the City Clerk the Annual Engineer's Report (the “Engineer’s Report”) for the district for Fiscal Year (FY) 2025-26 containing a full and detailed description of the improvements, the boundaries of the assessment district, the proposed budget for FY 2025-26, and the proposed assessments upon assessable lots and parcels of land within the assessment district necessary to provide funding for the landscaping, maintenance, inspection, repair, and replacement of improvements and other costs related to parks and other public improvements of benefit to property within the district; and
The City Council has duly considered said Engineer’s Report, and the assessments proposed for the maintenance of the improvements, and finds that the Engineer’s Report is sufficient and that neither said Engineer’s Report, nor any part thereof, requires modification in any respect; now, therefore,

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

1. The City Council finds that the Engineer’s Report generally describes the existing and proposed improvements and any substantial changes proposed to be made to existing improvements and indicates the general location of the district and a full and detailed description of the improvements, the boundaries of the assessment district and the zones therein, and the proposed assessments upon assessable lots and parcels of land within the district. The Engineer’s Report is on file with and can be viewed at the office of the City Clerk.

2. The Engineer’s Report for the maintenance of the improvements for FY 2025-26 is preliminarily approved and confirmed for the Stockton Consolidated Landscape Maintenance Assessment District No. 96-2. All of the assessments are within the assessment formula or range of assessments previously approved for the assessment district at the time it was established.
162

3. The City Council intends to levy and collect the assessments set forth in the Engineer’s Report.

4. Tuesday, June 3, 2025, at 5:30 p.m., or as soon thereafter as the matter can be heard, in the Council Chambers of City Hall, 425 North El Dorado Street, Stockton, California, is set as the date, time, and place when the City Council will conduct a public hearing to consider the final approval of the Annual Engineer’s Report and the levy and collection of assessments for FY 2025-26.

5. The City Clerk is authorized and directed to publish notice of this public hearing in a newspaper of local circulation, at least 10 days prior to said hearing date, by publishing this resolution as required by the Landscaping and Lighting Act of 1972 (Streets & Highways Code, §§ 22552 and 22553).

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
163
City of Stockton
Legislation Text
File #: 25-0335, Version: 1
PRELIMINARILY APPROVE THE 2025-26 ANNUAL ASSESSMENTS FOR INDUSTRIAL STORM DRAINAGE BASIN MAINTENANCE DISTRICTS AND ANNUAL ENGINEERS’ REPORT, THE PROPOSED FISCAL YEAR 2025-26 BUDGET, AND SET A PUBLIC HEARING FOR JUNE 3, 2025

RECOMMENDATION
It is recommended that the City Council adopt six (6) resolutions of intention to:

1. Preliminarily approve the Fiscal Year (FY) 2025-26 annual assessments for the six (6) Storm Drainage Basin Maintenance Districts proposed budgets.

2. Preliminarily approve and confirm the Engineer’s estimate of the itemized costs and expenses of the maintenance and incidental expenses contained in the proposed budget.

3. Approve setting a Public Hearing for June 3, 2025, for the following industrial storm drainage basin districts:
i. Western Pacific Industrial Park Storm Drainage Basin Maintenance District, Project Number 81-1 (Western Pacific)
ii. Charter Way Industrial Site Storm Drainage Basin Maintenance District, Project Number 86-4 (Charter Way)
iii. Arch Road Industrial Park Storm Drainage Basin Maintenance District, Project Number 84-2 (Arch Road)
iv. Airport Gateway Center Storm Drainage Basin Maintenance District, Project Number 96 -03 (Airport Gateway)
v. Stockton Airport Business Center Storm Drainage Basin Maintenance District, Project Number 84-1 (Stockton Airport)
vi. North Newcastle Storm Pump Station and Basin Maintenance District, Project Number 20-1 (North Newcastle)

4. Authorize the City Clerk to publish notice of the public hearing.

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

Summary
The Municipal Utilities Department (MUD) encompasses the Water, Wastewater, and Stormwater Utilities, which are regulated for the protection of public health and the environment and supported by user fees. The Stormwater Utility consists of 74 pump stations, over 600 miles of pipeline, and 22,500 drain inlets that route stormwater from city streets into local basins and waterways. Regular City of Stockton Page 1 of 6 Printed on 4/10/2025
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system maintenance is necessary to prevent flooding from storm runoff. The Stormwater Utility is also responsible for oversight and compliance with the City’s NPDES Municipal Separate Storm Sewer System permit, which requires extensive monitoring and public outreach programs to promote water quality in the Sacramento San Joaquin River Delta.

In addition, the Stormwater Utility manages a number of Consolidated Storm Drain Maintenance Districts and Storm Drainage Basin Districts throughout the City. These Storm Drainage Maintenance Assessment Special Districts were formed pursuant to State law and the Stockton Improvement Procedure Code. The Districts provide for the maintenance and operation of capital improvements that impart a special benefit to a designated area, including stormwater quality treatment and flood control.

These Special Districts require an annual Engineer’s Report to identify the budgets, changes to boundaries and assessments for each parcel contained within each District. The budgets for each District include engineering fees for the preparation of the annual Engineer’s Report and tax rolls; attorney’s fees; estimated costs of maintenance work to the device(s); City administrative costs; County costs to collect the assessments on the tax rolls; replacement reserve costs; and contingency fees. City administrative costs include staff salary expenses to oversee the annual Engineer’s Report and tax rolls, maintenance service contracts, coordinate device inspections, and maintenance schedules, as well as District finances management. The assessments are approved through a public hearing process.

If approved, this action will preliminarily approve the Annual Engineers’ Reports and the FY 2025-26 budgets for the six (6) Storm Drainage Basin Maintenance Districts and set a Public Hearing date for June 3, 2025.

The FY 2025-26 assessments are not proposed to change for three (3) of the basins, Arch Road, Charter Way, and Western Pacific Districts, and will remain the same amount as FY 2024-25. The remaining three (3) Districts, Airport Gateway Center, North Newcastle, and Stockton Airport Business Center are subject to an annual Cost-of-Living Adjustment.

Annual approval of the budgets and Engineers’ Reports is required by the Municipal Improvement Act of 1913 and the Stockton Improvement Code, Part V. A copy of the FY 2025-26 Annual Engineers’ Report is on file in the Office of the City Clerk and can also be found on the City of Stockton website at the following link: www.stocktonca.gov/stormwater <http://www.stocktonca.gov/stormwater>.

DISCUSSION
Background
The City Council, in accordance with Resolutions 85-0416, 86-1059, 88-0492, 88-0552, 99-0400, and 2020-12-15-1501, authorized the formation of six (6) storm drainage basin maintenance districts. All six (6) storm drainage basins are industrial areas of Stockton. Attachment A is a map showing the location of each basin. Attachment B contains the budgets for each district. As a condition of their subdivision agreements, each developer was required to form a maintenance district to provide ongoing maintenance of the basins after construction was complete and the basins were turned over to the City. The formation of these districts was based on the provisions of the Municipal Improvement Act of 1913 (Act) and the Stockton Improvement Code (Stockton Code). The Act and City of Stockton Page 2 of 6 Printed on 4/10/2025
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the Stockton Code contain provisions for the City to form assessment districts for the maintenance and operation of improvements that impart a special benefit to an area.

The purpose of these districts is to provide funding for the operations and maintenance of the storm drainage basins. The maintenance includes spraying of weeds, rodent control, maintenance of fences, removal of debris/trash, and general upkeep of the basin. The original Engineers’ Reports, which were approved by the landowners at the time of formation of each District, detail how the City can legally calculate the annual assessments. The original Engineers’ Report for the Arch Road, Charter Way, and Western Pacific Districts did not allow for a Cost-of-Living Adjustment to be applied to increase the maximum allowable assessment over the years. Thus, these three (3) basins will remain at the maximum allowable assessment.

The Stockton Airport Business Center District was similarly established, but parcels were annexed to the District in FY 2004-05. The annexed parcels of this District are subject to a Cost-of-Living Adjustment. The Stockton Airport Gateway District was established in 1999. All parcels in this District are subject to a Cost-of-Living Adjustment. Any changes to the formulas for the calculation of any of these assessments are subject to a vote by the impacted parcel owners as required by California Constitution Article 13(D) Section 6, commonly known as Proposition 218. Approved by taxpayers in 1996, Proposition 218 amended the California Constitution to require that property owners and tenants that pay for property related services directly to a public agency receive ample notice and have an opportunity to weigh in on the adoption of new or increased property related fees. The law provides that property owners subject to the assessment have an opportunity to weigh in on the adoption of each proposed annual assessment via a public hearing held by the City Council.

Present Situation
Attachment B provides a summary of the proposed FY 2025-26 budget and assessments for each district. Western Pacific Industrial Park, Charter Way Industrial Site, Arch Road Industrial Park, and Stockton Airport Business Center are the only districts of the FY 2025-26 assessments where the budget exceeds the established Maximum Annual Allowable Assessments contained in the original Engineers’ Reports that were approved by landowner ballots or written consent of the landowners and approved by the Council as part of the district formation proceedings. The proposed budgets for the districts include engineering fees, attorney fees, estimated pond (basin) maintenance work, City of Stockton administration costs and contingency.

By approving the six (6) resolutions of intention, the City Council will:

1. Provide preliminary approval of the budgets for the maintenance of the improvements for the above listed maintenance districts for FY 2025-26;

2. Set the date of June 3, 2025, for the respective public hearing for the final approval of the proposed budgets for all the districts; and

3. Direct that a public notice be published in The Record at least ten (10) days before the hearing date.

The proposed FY 2025-26 annual and maximum assessments for the Western Pacific Industrial Park, Charter Way Industrial Site, and Arch Road Industrial Park Districts remain at the same level as City of Stockton Page 3 of 6 Printed on 4/10/2025
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the FY 2024-25 annual assessments due to no annual increases allowed within the original Engineer’s Report approved by the landowners.

Operational costs of the three (3) basin districts referenced as Western Pacific Industrial Park, Charter Way Industrial Site, and Arch Road Industrial Park are not projected to exceed their maximum allowable assessments in FY 2025-26 based on the contracted costs for preparation of the Engineers’ Report and maintenance of the district. Staff recommend approving the full operational budget. The FY 2024-25 Actual Assessments, FY 2025-26 Proposed Assessments, FY 2025-26 Proposed Amount to Transfer from Fund Balance, FY 2025-26 Operational Budgets, FY 2025-26 Projected Fund Balances, and FY 2025-26 Maximum Allowable Assessments are as follows:

District FY 2024-25
Actual
Assessment
FY 2025-26
Proposed
Assessment
FY 2025-26
Proposed
Amount to
Transfer from
Fund Balance
to
Expenditure
Account
FY 2025-26
Operational
Expenditure
Budget
FY 2025-26
Projected
Fund Balance
FY 2025-26
Maximum
Allowable
Assessment
Western
Pacific
Industrial
Park
$17,319.58 $17,319.58 $0.00 $17,319.58 $663,831.12 $17,320.00 Charter
Way
Industrial
Site
$12,999.98 $12,999.98 $0.00 $12,999.98 $111,367.29 $13,000.00 Arch
Road
Industrial
Park
$17,372.44 $17,372.44 $0.00 $17,372.44 $108,393.74 $17,373.00 The Engineers’ Report for the Airport Gateway Center District, and the applicable parcels in the Stockton Airport Business Center District and North Newcastle District contain provisions for an annual Cost-of-Living Adjustment. Each year, the maximum annual assessments are increased in an amount equal to the greater of either 3.0 percent or the annual increase as shown in the Local Consumer Price Index (CPI) for the San Francisco-Oakland-San Jose All Items, All Urban Users, as published by the Bureau of Labor Statistics for a similar period.

For the calendar year 2024, the annual increase is approximately 2.38 percent. For FY 2025-26, the

3.0 percent adjustment has been applied to the calculation of the total maximum allowable assessment and the actual assessment for Airport Gateway Center, and the annexed portions of the Stockton Airport Business Center Districts and North Newcastle District. Proposition 218 provides the latitude to approve the maximum allowable assessment, if warranted, based on estimated expenditures, or if estimated expenditures do not justify the maximum to collect a lesser amount.

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Staff recommend that the City Council approve the increase in the maximum allowable assessment and the increase in the actual assessment that will set the base for upcoming fiscal year calculations.

Staff also recommend approving the full operational budget and the transfer of funds needed from reserve balance to cover the gap in expenses in the Stockton Airport Business Center. Sufficient fund balance exists in reserve to pay for the gap in costs not covered by the new assessment. The FY 2024-25 Actual Assessments, FY 2025-26 Proposed Assessments, FY 2025-26 Proposed Amount to Transfer from Fund Balance, FY 2025-26 Operational Budgets, FY 2025-26 Projected Fund Balances, and FY 2025-26 Maximum Allowable Assessments are as follows:

Administrative and operational costs for the maintenance of the Stockton Airport Business Center basin are offset with transfers from the Little John Creek Landscape Maintenance District No. 94-1 and Seabreeze Landscape Maintenance District No. 96-2 ($6,626.00 and $2,753.00, respectively), as the basin landscaping is provided for in those districts. Due to these contributions, $9,379.00 will be deposited back into the reserve.

Fund balances are for infrastructure replacement accounts to fund construction of new facilities at the end of their operational life.

The tax rolls submitted for collection show the approved maximum assessment as well as the actual amount that will be submitted for collection on the San Joaquin County property taxes.

FINANCIAL SUMMARY
The City makes no financial contribution to any of the Districts. All fees, costs, and expenses incurred will be payable solely from the proceeds of the annual assessments to be levied and collected on the San Joaquin County tax roll, or from each District’s reserve funds. The use of the funds collected within the various districts is restricted by Proposition 218 to pay only the expenses related to the maintenance and operation of the specific storm drainage basin for which they were collected.

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The funds collected from the property owners of a district can only be used for the work on the basin in that district as it imparts special benefit restricted to the properties of that district. District funds are segregated and cannot be used to operate, maintain, or support the activities of the stormwater or any other utility at large.

This action has no impact on the General Fund or any other unrestricted funds.

Attachment A - Storm Drainage Basin Districts Map
Attachment B - Budgets for Each District
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·|}þ4
·|}þ99
·|}þ4

CHARTER WAY

INDUSTRIAL PARK

ARCH ROAD

INDUSTRIAL PARK

WESTERN PACIFIC

INDUSTRIAL PARK

AIRPORT

GATEWAY

STOCKTON AIRPORT

BUSINESS CENTER

NORTH NEWCASTLE
Legend
City Limits
County Pockets

MUNICIPAL UTILITIES

DEPARTMENT

STORM DRAINAGE BASIN

MAINTENANCE DISTRICTS
0 0.125
®0.25 0.5 Miles
!"#$5

ATTACHMENT A
170
Dept./Div. 270-003 270-004 270-005 270-006 270-007 270-054 Object
Code Ref.

Western
Pacific Charter Way Airport Gateway Arch Road
Stockton
Airport
Business
Center
North
Newcastle
Beginning Fund Balance-FY2025-26 (FY 24-25 Yr End) a. 63,831.12 $ 11,367.29 $ 376,806.63 $ 108,393.74 $ 304,222.53 $ 166,554.03 $ Operational Costs: Inspection, Maintenance & Graffiti Control 630013 b. 7,642.00 $ 4,541.00 $ 17,613.96 $ 7,856.00 $ 2,307.04 $ 54,056.16 $ Total Operational Costs - - - - Administrative Costs: Publicity and Advertising 630008 c. 85.00 $ 85.00 $ 99.44 $ 85.00 $ 99.44 $ 79.56 $ Attorney's Fees 630021 d. 1,432.00 $ 1,433.00 $ 1,808.42 $ 1,433.00 $ 1,772.12 $ 877.88 $ Processing Fees (County) 630020 e. 105.00 $ 9.00 $ 112.32 $ 165.00 $ 155.64 $ 140.42 $ Annual Engineer's Report 630003 f. 2,326.00 $ 1,313.00 $ 4,107.36 $ 2,119.00 $ 2,529.48 $ 3,581.78 $ Professional Services 630006 - - - - - 3,511.56 $ City Administration 670002 g. 3,500.00 $ 3,500.00 $ 4,682.10 $ 3,500.00 $ 5,852.64 $ 5,852.64 $ Total Administrative Costs $ 6,340.00 7,448.00 $ 10,809.64 $ 7,302.00 $ 10,409.32 $ 14,043.84 $ Contingency 670008 $ 2,118.98 2,229.58 $ 5,259.62 $ 2,214.44 $ 2,714.60 $ 6,761.06 $ Replacement Reserve 670008 h. - - - - - - Total Operation/Admin/Contigency/Replacement $ 12,999.98 17,319.58 $ 33,683.22 $ 17,372.44 $ 15,430.96 $ 74,861.06 $ Revenues: Current Year Assessments 442030 17,319.58 $ 12,999.98 $ 33,683.22 $ 17,372.44 $ 15,430.96 $ 74,861.06 $ Transfers: Transfer From Fund Balance i. - - - - Transfer In from Little John Creek Landscape Maintenance District No. 94-1 Transfer In from Seabreeze Landscape Maintenance District No. 96-2Total Revenues/Transfers $ 12,999.98 17,319.58 $ 33,683.22 $ 17,372.44 $ 24,809.96 $ 74,861.06 $ Projected Fiscal Year 2025-26 Operating Fund Balance $ 11,367.29 63,831.12 $ 376,806.63 $ 108,393.74 $ 313,601.53 $ 166,554.03 $ Maximum Allowable Assessment - 3.00% 17,320.00 $ 13,000.00 $ 125,947.29 $ 17,373.00 $ 45,314.29 $ 91,510.88 $ Does not allow for assessment % change
Does not allow for assessment % change
Does not allow for assessment % change
500001 k. - - - - 2,753.00 $ -
6522-000-XXXXXX-270-XXX-30-65-000-000-
500001 j. -

ATTACHMENT B
- - - 6,626.00 $ -
171
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE STOCKTON AIRPORT BUSINESS CENTER STORM DRAINAGE BASIN MAINTENANCE DISTRICT’S

PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE
ENGINEER’S ESTIMATE CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 88-0552, adopted August 22, 1988, ordered the annual levy of assessments for the maintenance of the storm basin in the above district, as described in and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and
The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $15,430.96 for the ensuing Fiscal Year (FY), of which $15,430.96 is to be funded from the proposed assessment, and $9,379.00 added into fund balance, due to $9,379.00 being funded by contributions from the following assessment districts: Little John Creek LMD No. 94-1: $6,626.00; Seabreeze LMD No. 96-2: $2,753.00. The proposed budget has been presented to this City Council for consideration; and The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

2. The Engineer’s estimate of the itemized and total costs and expenses of the maintenance and of the incidental expenses in connection therewith, contained in the proposed budget be, and each of them are, hereby, preliminarily, approved, and confirmed.

3. Tuesday, June 3, 2025, at 5:30 p.m., in the regular meeting place of the 172
City Council, Council Chamber, City Hall, Stockton, California, is appointed and fixed as the time and place when and where the City Council will consider and finally act upon the proposed budget, provided that the City Council may change such time to a later time as it shall determine.

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, notice of the preliminary approval of the proposed budget, which notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700 is the local department designated by this Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CPC, CPMC
City Clerk of the City of Stockton
173
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE AIRPORT GATEWAY CENTER STORM DRAINAGE BASIN MAINTENANCE DISTRICT’S PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE ENGINEERS’ ESTIMATE

CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 99-0400, adopted August 24, 1999, ordered the formation of a maintenance district designated as “Airport Gateway Center Storm Drainage Basin Maintenance District”, as described in and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $33,683.22 for the ensuing Fiscal Year (FY), which has been presented to this City Council for consideration; and
The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

2. The Engineers’ estimate of the itemized and total costs and expenses of the maintenance and of the incidental expenses in connection therewith, contained in the proposed budget be, and each of them are, hereby, preliminarily, approved, and confirmed.

3. Tuesday, June 3, 2025, 5:30 p.m., in the regular meeting place of the City Council, Council Chamber, City Hall, Stockton, California, is appointed and fixed as the time and place when and where the City Council will consider and finally act upon the proposed budget, provided that the City Council may change such time to a later time as it shall determine.
174

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, notice of the preliminary approval of the proposed budget, which notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700 is the local department designated by this City Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CPC, CPMC
City Clerk of the City of Stockton
175
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE ARCH ROAD INDUSTRIAL PARK STORM DRAINAGE BASIN MAINTENANCE DISTRICT’S PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE ENGINEERS’ ESTIMATE

CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 88-0492, adopted July 25, 1988, ordered the formation of a maintenance district designated as “Arch Road Industrial Park Storm Drainage Basin Maintenance District”, as described in, and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and
The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $17,372.44 for the ensuing Fiscal Year (FY), which has been presented to this City Council for consideration; and
The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

3. Tuesday, June 3, 2025 at 5:30 p.m., in the regular meeting place of the City Council, Council Chamber, City Hall, Stockton, California, is appointed and fixed as the time and place when and where the City Council will consider and finally act upon the proposed budget, provided that the City Council may change such time to a later time as it shall determine. 176

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, Notice of the preliminary approval of the proposed budget, which Notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700 is the local department and person designated by this City Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CPC, CPMC
City Clerk of the City of Stockton
177
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE CHARTER WAY INDUSTRIAL SITE STORM DRAINAGE BASIN MAINTENANCE DISTRICT’S PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE ENGINEER’S

ESTIMATE CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 1059, adopted July 28, 1986, ordered the formation of a maintenance district designated as “Charter Way Industrial Site Storm Drainage Basin Maintenance District”, as described in, and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and
The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $12,999.98 for the ensuing Fiscal Year (FY), which has been presented to this City Council for consideration; and
The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

3. Tuesday, June 3, 2025, at 5:30 p.m., in the regular meeting place of the City Council, Council Chamber, City Hall, Stockton, California, is appointed and fixed as the time and place when and where the City Council will consider and finally act upon the proposed budget, provided that the Council may change such time to a later time as it shall determine.
178

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, notice of the preliminary approval of the proposed budget, which notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700, is the local department and person designated by this Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
179
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE NORTH NEWCASTLE STORM DRAINAGE BASIN ASSESSMENT DISTRICT’S PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE ENGINEERS’ ESTIMATE

CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 2020-12-15-1501, adopted December 15, 2020, ordered the formation of a maintenance district designated as “North Newcastle Storm Pump Station and Basin Assessment District”, as described in and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $74,861.06 for the ensuing Fiscal Year (FY), which has been presented to this City Council for consideration; and
The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

3. Tuesday, June 3 , 2025, 5:30 p.m., in the regular meeting place of the City Council, Council Chamber, City Hall, Stockton, California, is appointed and fixed as the time and place when and where the City Council will consider and finally act upon the proposed budget, provided that the City Council may change such time to a later time as 180
it shall determine.

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, notice of the preliminary approval of the proposed budget, which notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700 is the local department designated by this City Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED ___April 15, 2025______.

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
181
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION OF INTENTION TO PROVIDE PRELIMINARY APPROVAL OF THE FISCAL YEAR 2025-26 ANNUAL ASSESSMENTS FOR THE WESTERN PACIFIC INDUSTRIAL PARK STORM DRAINAGE BASIN MAINTENANCE DISTRICT’S

PROPOSED BUDGET, PRELIMINARILY APPROVE AND CONFIRM THE
ENGINEER’S ESTIMATE CONTAINED IN THE PROPOSED BUDGET, AND SET A PUBLIC HEARING ON JUNE 3, 2025
The Stockton City Council, pursuant to proceedings under its Resolution of Intention No. 85-0416, adopted July 1, 1985, ordered the formation of a maintenance district designated as “Western Pacific Industrial Park Storm Drainage Basin Maintenance District,” as described in and in accordance with such Resolution on file in the office of the City Clerk of said City, reference to which is hereby made for further particulars; and referred the maintenance of the improvements to the Engineer of Work of the City for the preparation of a proposed budget to be filed with the City Clerk, showing the anticipated annual cost of the maintenance of the improvements; and The Engineer of Work has made and filed with the City Clerk a proposed budget in the net sum of $17,319.58 for the ensuing Fiscal Year (FY), which has been presented to this Council for consideration; and
The City Council has duly considered the proposed budget, and the assessments proposed for the maintenance of the improvements, and finds that the proposed budget is sufficient, and that neither the budget, nor any part thereof, requires or should be modified in any respect; now, therefore,

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

1. The proposed budget for the maintenance of the improvements for FY 2025-26 is hereby, preliminarily, approved, and confirmed.

4. That the City Clerk shall publish twice in The Record, a newspaper of general circulation, at least ten (10) days before the hearing date, notice of the preliminary approval of the proposed budget, which notice shall contain: A statement of the time, place, and purpose of the hearing on the proposed budget; a statement of the total estimated cost of the annual maintenance of the improvements; a reference to the report on file in the Office of the City Clerk, which shows the amount, as shown by the proposed budget, to be assessed against each parcel in the district; a statement that any person interested may file a protest in writing as provided in the Stockton Improvement Procedure Code; and that the Municipal Utilities Department, Telephone (209) 937-8700, is the local department designated by this Council to answer inquiries regarding the proposed budget and protest proceedings.

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

PASSED, APPROVED, and ADOPTED April 15, 2025__ .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
183
City of Stockton
Legislation Text
File #: 25-0366, Version: 1
THIRD AMENDMENT TO THE 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 revised 2025 Concurrent City Council/Successor Agency/Stockton Public Financing Authority/Stockton Parking Authority Meeting Calendar.

Summary
The third amendment to the 2025 meeting calendar is being proposed to add additional City Council Meetings on April 29, 2025, July 29, 2025, and August 12, 2025, and replace the scheduled City Council Meetings on June 24, 2025, with June 17, 2025, and August 19, 2025, with August 26, 2025.

DISCUSSION
Background
By Motion 2024-11-19-1216, the Stockton City Council approved the 2025 Concurrent City Council/Successor Agency/Stockton Public Financing Authority/Stockton Parking Authority Meeting Calendar. After its approval, staff was informed of a scheduling conflict regarding the January 28, 2025, meeting. A subsequent calendar amendment to address the January conflict was approved by Motion 2024-12-10-0608. This second amendment to the 2025 meeting calendar was approved in February by Motion 2025-02-04-1205 to address scheduling the Annual Strategic Planning Workshop.

The third amendment to the 2025 meeting calendar is being proposed to add additional City Council Meetings on April 29, 2025, July 29, 2025, and August 12, 2025, and replace the scheduled City Council Meetings on June 24, 2025, with June 17, 2025, and August 19, 2025, with August 26, 2025.

FINANCIAL SUMMARY
The direct financial impact is approximately $39,000 to the City with this action.

Attachment A - 2025 Stockton City Council Meeting Calendar (3rd Amendment) City of Stockton Page 1 of 1 Printed on 4/10/2025
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DRAFT

ATTACHMENT A
185
City of Stockton
Legislation Text
File #: 25-0393, Version: 1
ADOPT A RESOLUTION TO AUTHORIZE THE APPROPRIATION OF $1,000,000 FROM FY 2023- 24 YEAR-END DISCRETIONARY FUNDS FOR COUNCIL PRIORITY PROJECTS

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

1. Allocate and appropriate $850,000 of discretionary Council Priority Project funds as recommended by the Budget/Finance/Economic Development Committee on February 19, 2025, for the Neighborhood Traffic Calming Program (NTMP), Project No. WT16008.

2. Allocate and appropriate $150,000 of discretionary Council Priority Project funds as recommended by the Budget/Finance/Economic Development Committee on February 19, 2025, for the Gospel Center Rescue Mission Incorporated, a 501(c)(3) organization.

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

Summary
At the Council meeting on December 3, 2024, the City Council discussed Agenda Item 15.4 - Accept the Fiscal Year 2023-24 Fourth Quarter Budget Status Update, Authorize Budget Amendments, and Make Allocations to General Fund Reserves. As part of the resolution, the Council authorized the appropriation of $3,000,000 in Council Priority Project Funds and recommended that the specific projects be determined by the Budget/Finance/Economic Development Committee. At the Council meeting on February 4, 2025, with Resolution 2025-02-04-12-13, the City Council approved Agenda Item 12.13 Adopt a Resolution to Authorize Appropriation of $2,000,000 to Light Up Stockton Project.

At the Budget/Finance/Economic Development Committee meeting on February 19, 2025, the committee members prioritized the Neighborhood Traffic Management Program (NTMP) and requested an update for the City Street Re-striping Program. The Committee also prioritized funding to the Gospel Center Rescue Mission Incorporated in the amount of $150,000, with the intent to be brought forward for full City Council consideration.

It is recommended that Council adopt a resolution authorizing the transfer of $850,000 from City Council discretionary funds to the Neighborhood Traffic Management Program (NTMP), Project No.

WT16008, and $150,000 to the Gospel Center Rescue Mission Incorporated, a 501(c)(3) organization.

City of Stockton Page 1 of 3 Printed on 4/10/2025
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File #: 25-0393, Version: 1

DISCUSSION
Background
The City of Stockton developed the NTMP to address safety, noise, and quality of life issues caused by vehicle traffic on neighborhood streets. The program offers a formal process for implementing traffic calming measures and includes a toolbox of potential solutions. Traffic calming is primarily used on local residential, commercial, and minor collector streets, aiming to reduce traffic speed and improve safety. For arterial roads, non-physical measures like signal timing are used instead.

City Street Re-striping is the process of repainting or updating the lane markings, crosswalks, and other pavement markings on roadways. This maintenance work ensures that traffic flow is properly managed, improves safety for pedestrians and drivers, and complies with updated traffic regulations.

Re-striping may also be done to accommodate changes in traffic patterns, road construction, or to enhance visibility, especially in areas with high traffic volume or frequent accidents.

The Budget Committee members recommended allocating $150,000 to the Gospel Center Rescue Mission to address their funding shortfall. In 2024, Gospel Center Rescue Mission requested assistance with their funding gap. Their request was denied.

Present Situation
The NTMP aims to reduce traffic issues like speeding and cut-through traffic, making neighborhoods safer and more comfortable. The main goal is to improve safety and quality of life by reducing the impacts of speeding, cut-through traffic, and careless driving. These goals will be achieved through engineering solutions, resident education, targeted police enforcement, and the involvement of residents and city staff in identifying and addressing traffic problems. The NTMP process involves identifying traffic problems in neighborhoods and developing appropriate solutions. The City also includes traffic calming in the design of new neighborhoods to prevent future issues. NTMP anticipates construction for Fiscal Year 2025-26 (Attachment A), and reflects eight locations currently in design phase. The NTMP is organized by the number on the waitlist, quadrant of the city, neighborhood name, district, application date, and the number of collisions since the application date (Attachment A).

Council requested an update on the current locations for the City Street Re-striping Program.

Attachment B identifies streets anticipating construction for Fiscal Year 2025-26 in current design phase and provides a project list for construction in Summer 2025. The City Re-striping Program (Attachment B) is categorized by location, district, stripping legends total square feet, and stripping lane line total lineal feet.

The Gospel Center Rescue Mission Incorporated, founded in 1940, is a Christian nonprofit organization dedicated to serving the homeless and addicted population of San Joaquin County, California. Operating out of Stockton, it provides eight programs to help over 1,000 individuals daily, including men, women, and children. The mission focuses on long-term recovery, offering support through addiction treatment, medical care, and spiritual guidance. The Budget Committee is recommending allocating $150,000 to assist with their funding shortfall.

City of Stockton Page 2 of 3 Printed on 4/10/2025
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File #: 25-0393, Version: 1

FINANCIAL SUMMARY
On December 3, 2024, with Resolution 2024-12-03-1504, the City Council approved the appropriation of $3,000,000 in FY 2023-24 Year-End Discretionary Funds to support Council Priority Projects. On February 4, 2025, the City Council approved the transfer of $2,000,000 to the Light Up Stockton Project with Resolution 2025-02-04-12-13.

According to the recommendations from the Budget/Finance/Economic Development Committee on the remaining $1,000,000 in Council Priority Project funds. Authorize the transfer of $850,000 from the City Council Discretionary funds to the Neighborhood Traffic Management Program (NTMP), Project No. WT16008. Authorize the transfer of $150,000 from the City Council Discretionary funds to the Gospel Center Rescue Mission Incorporated, a 501(c)(3) organization to assist with their funding shortfall. An agreement with the Gospel Center Rescue Mission Incorporated for the use of the funds will be presented to Council for approval at a future date., .

Attachment A - NTMP Waitlist By District
Attachment B - City Street Re-striping Program
City of Stockton Page 3 of 3 Printed on 4/10/2025
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No. on Waitlist Quadrant Neighborhood Name District Application No. of Collisions Since Application Date
49 Northeast Quadrant Kentfield 2 2 7/7/2014 378
49 Northwest Quadrant Swain Oaks Manor-Longview 3 8/6/2012 190 49 Southwest Quadrant Avondale 4 1/27/2014 60
49 Southeast Quadrant Fair Oaks Tract 2 5 1/15/2016 743 50 Northeast Quadrant Pacific Oaks-Edan 3 8/5/2014 278
50 Northwest Quadrant Venetian Gardens-Grouse Run 3 9/10/2012 107 50 Southeast Quadrant Sunnyside Addition 2 5 3/7/2016 211 50 Southwest Quadrant Weston Ranch-Alcira Nunez 6 1/28/2014 68 Total Locations: 8 Total Collisions: 2,035
No. on Waitlist Quadrant Neighborhood Name District Application No. of Collisions Since Application Date
51 Northeast Quadrant Hammertown 2 4/7/2015 593
51 Northwest Quadrant Venetian Gardens 2 3 5/23/2013 101 51 Southeast Quadrant Merryvale 5 6/7/2016 576
51 Southwest Quadrant Weston Ranch-Wiliam Moss 6 8/15/2014 58 52 Northeast Quadrant Riverbend-Water Mill 2 6/22/2015 121 52 Northwest Quadrant Colonial Estates-Chatsworth 3 6/12/2013 76 52 Southwest Quadrant West of Center-Poplar 5 9/23/2014 417 52 Southeast Quadrant Homequest 6 1/4/2017 139
53 Northwest Quadrant LVW Swain Rd 3 11/21/2013 95
53 Southwest Quadrant Bridgeport Trails 5 9/24/2014 184 Total Locations: 10 Total Collisions: 2,360
No. on Waitlist Quadrant Neighborhood Name District Application No. of Collisions Since Application Date
54 Southeast Quadrant East of Center - Sutter 5 8/9/2017 1,116 58 Northeast Quadrant Weberstown 1 4 2/4/2019 752
49 Southeast Quadrant Fair Oaks Tract 2 5 1/15/2016 743 51 Northeast Quadrant Hammertown 2 4/7/2015 593
51 Southeast Quadrant Merryvale 5 6/7/2016 576
56 Southeast Quadrant Homestead - Main Street 5 10/24/2017 516 52 Southwest Quadrant West of Center-Poplar 5 9/23/2014 417 59 Southwest Quadrant Buena Vida Manor 5 6/30/2016 394
54 Northeast Quadrant Stonehaven Manor 2 3 4/21/2016 384 49 Northeast Quadrant Kentfield 2 2 7/7/2014 378
Total Locations: 10 Total Collisions: 5,869
NTMP
Next Locations Based On Waitlist
NTMP
In Design - Anticipated Construction FY 25/26
NTMP
Highest Accident Count Per. Location

ATTACHMENT A
189
Neighborhood Name Application
No. of Collisions
Since Application
Date
Neighborhood Name Application
No. of Collisions
Since Application
Date
Spanos Park-Iron Canyon So 12/10/2015 171 Kentfield 2 7/7/2014 378 Royal Oaks 2 8/4/2017 159 Normany Province-Fleury 4/20/2017 305 Spanos Park-Scott Creek 4/18/2016 157 Villa Dorado 2 10/20/2015 183 Waterford Estates #2 4/13/2015 136 Hammertown-Murray 4/20/2017 88 Stonewood Estates 2- Unit 1 1/4/2021 72 Normandy Village 2 7/28/2021 88 Le Baron Estates 2 6/20/2017 67 Riverbend 2 8/25/2020 72 San Ramon Terrace 2 9/6/2023 64 Holiday Park 2 9/12/2023 23 Country Greens 10/8/2018 62 Hatch Ranch 1/29/2020 17
Stonewood Estates-Unit 6 6/14/2016 58 Morada West 9/25/2023 15 Fairway Greens 4/13/2015 56 Panella Park 9/12/2023 10
Villa Antinori 8/25/2020 46 Hammertown 4/7/2015 593
Oak Shores 10/6/2015 45 Riverbend-Water Mill 6/22/2015 121 Spanos Park West 12 6/11/2021 38 Total: 12 1,893
Waterford Estates East 7/2/2019 23
Larchmont-Parkside 5/6/2014 18
Northbrook Elkhorn Reorganization 11/1/2019 12
Stonewood Estates 2 7/19/2024 -
Total: 17 1,184
Neighborhood Name Application
No. of Collisions
Since Application
Date
Neighborhood Name Application
No. of Collisions
Since Application
Date
Swain Oaks Manor-Longview 8/6/2012 190 Avondale 1/27/2014 60 Stonehaven Manor 2 4/21/2016 384 Weberstown 1 2/4/2019 752 Colonial West 2 5/29/2018 273 Calaveras Estates 2 6/15/2021 349 Pacific Oaks-Edan 8/5/2014 278 Yosemite Terrace 2 3/7/2017 207 Knoles Annex 5/23/2017 124 Louis Park Terrace 2 3/11/2015 161 Venetian Gardens-Grouse Run 9/10/2012 107 Northern Addition 2 9/5/2023 41 Sussex Gardens 6/30/2014 104 Meadows 9/12/2023 9
LVW Swain Rd 11/21/2013 95 Total: 7 1,579
LVW North Shore 12/10/2014 71
Twin Creeks Estates-2 4/26/2017 65
Quail Lakes-Passero 5/24/2017 60
Campus Village 2 1/8/2019 57
Colonial Estates North 2 5/13/2019 38
Venetian Gardens 2 5/23/2013 101
Colonial Estates-Chatsworth 6/12/2013 76
Total: 15 2,023
Neighborhood Name Application
No. of Collisions
Since Application
Date
Neighborhood Name Application
No. of Collisions
Since Application
Date
Fair Oaks Tract 2 1/15/2016 743 Weston Ranch-Alcira Nunez 1/28/2014 68 Sunnyside Addition 2 3/7/2016 211 Weston Ranch-Wiliam Moss 8/15/2014 58 East of Center - Sutter 8/9/2017 1,116 Corona Park 2 10/5/2015 162 Merryvale 6/7/2016 576 Weston Ranch-McDougald 1/20/2016 139 Homestead - Main Street 10/24/2017 516 Weston Ranch-Klemeyer 2 10/20/2015 129 Buena Vida Manor 6/30/2016 394 Homestead - Sierra Vista 3/8/2022 86 East of Center - Church 3/8/2022 332 Weston Ranch-Brodie 10/26/2015 72 Eastwood Park 6/20/2017 300 Weston Ranch Crestmore 2 9/30/2020 67 Bridgeport Trails 9/24/2014 184 Homequest 1/4/2017 139
Lever Village 2 - Van Buskirk 12/7/2020 109 Weston Ranch Latigo 2 9/30/2020 51 Boggs Tract-Ventura 5/29/2018 71 Weston Ranch-Moorcroft 7/13/2017 48 Golden Terrace 2 7/2/2019 62 Little Johns Creek -Tecumseh 9/12/2017 21 S of Mormon Channel-South Sutter 8/31/2023 62 Nightingale Manor 2 7/19/2024 6 Elm Tract 7/19/2024 22 Total: 13 1,046
Sunset Estates 2/6/2025 -
West of Center-Poplar 9/23/2014 417
Total: 16 5,115
DISTRICT 5 DISTRICT 6
NTMP
By District
DISTRICT 1 DISTRICT 2
DISTRICT 3 DISTRICT 4

ATTACHMENT A
190
No. Street Name Begin Location End Location District Striping Legends Total Square Feet
Striping Lane Line
Total Lineal Feet
1 Eight Mile Rd 1,320 ft West of
Westlake Drive
872 ft East of Trinity
Parkway 1 1,700 24,200
2 Eight Mile Rd Davis Road
Lower Sacramento
Road 1 700 14,700
3 Maranatha Drive Morada Lane Hammer Lane 2 500 15,700
4 Meadow Avenue Alexandria Place Andrea Avenue 3 700 2,000 5 MacDuff Avenue Thornton Road Kiltie Way 3 1,100 2,050 6 Pershing Avenue Benjamin Holt Drive Meadow Avenue 4 1,100 7,700 7 Pershing Avenue March Lane Calaveras River 4 1,700 9,400 8 Hunter Street Main Street Market Stret 5 100 100
9 Market Street Commerce Street Airport Way 5 400 3,950 10 Mosswood Avenue Lincoln Street El Dorado Street 6 800 - 11 McDougald Blvd Carolyn Weston Blvd French Camp Road 6 1,600 5,500 Total Locations: 11 Total Striping: 10,400 85,300
No. Street Name Begin Location End Location District Striping Legends Total Square Feet
Striping Lane Line
Total Lineal Feet
1 Davis Road Eight Mile Road Bear Creek 1 1,700 15,600
2 Lower Sacramento
Road Eight Mile Road Marlette Road 1 1,050 7,500
3 Inspiration Drive Glacier Point Dr 99 Frontage Road
West 2 500 15,700
4 Lincoln Road Caran Avenue El Dorado Street 3 1,800 7,700 5 Rose Marie Lane Mcgaw Street Pacific Avenue 4 900 6,500 6 Brookside Road Highway 5 Pacific Aenue 4 1,050 19,300 7 Washington Street Center Street Stanislaus Street 5 1,650 3,200 8 Lafayette Street El Dorado Street Airport Way 5 2,300 5,200 9 Lincoln Street Mosswood Avenue Charter Way 6 2,300 5,100 10 Arch Airport Road Frank West Circle Performance Drive 6 - 10,800 Total Locations: 10 Total Striping: 13,250 96,600
City Street Re-striping Program
In Design - Anticipated Construction FY 25/26
City Street Re-striping Program
Current Project - Anticipated Construction Summer 2025

ATTACHMENT B
191
Resolution No.

STOCKTON CITY COUNCIL
RESOLUTION AUTHORIZING THE APPROPRIATION OF $1,000,000 FROM FY 2023- 24 YEAR-END DISCRETIONARY FUNDS FOR COUNCIL PRIORITY PROJECTS The City of Stockton developed the Neighborhood Traffic Calming Program to address safety, noise, and quality of life issues caused by vehicle traffic on neighborhood streets. The program offers a formal process for implementing traffic calming measures and includes a toolbox of potential solutions; and
The Neighborhood Traffic Calming Program, Project No. WT16008, anticipates construction for Fiscal Year 2025-26, and reflects eight locations currently in design phase, to address traffic areas across the City; and
The Gospel Center Rescue Mission Incorporated, a 501(c)(3) organization located in Stockton, California, is dedicated to serving the homeless and addicted population of San Joaquin County. The mission focuses on long-term recovery, offering support through addiction treatment, medical care, and spiritual guidance; now, therefore,

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

1. Authorize the transfer of $850,000 from the City Council Discretionary funds to the Neighborhood Traffic Calming Program (NTMP), Project No. WT16008.

2. Authorize the transfer of $150,000 from the City Council Discretionary funds to the Gospel Center Rescue Mission Incorporated, a 501(c)(3) organization to assist in their funding shortfall. An agreement with Gospel Center Rescue Mission Incorporated will be executed with Council approval at a future date.

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

PASSED, APPROVED, and ADOPTED April 15, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
192

COUNCIL PRIORITY PROJECT

FUNDING
Fiscal Year 2023-24 Year-End Funds
City Council Meeting
April 15, 2025
Agenda Item 15.1
193

COUNCIL PRIORITY PROJECTS
Fiscal Year 2023-24 Year-End Funds

RECOMMENDATION

1. Neighborhood Traffic Calming Program (NTMP)
I. Authorize the transfer of $850,000 from the City Council Discretionary Funds
a. Refer to Attachment A

2. Gospel Center Rescue Mission Incorporated
a. Authorize the transfer of $150,000 from the City Council Discretionary Fund
194

ATTACHMENT A
195

ATTACHMENT A
196

ATTACHMENT A
197

ATTACHMENT B
198

ATTACHMENT B
199
Questions?
200
City of Stockton
Legislation Text
File #: 25-0453, Version: 1

PRESENTATION AND DISCUSSION ON FIRE PROTECTION AT THE PORT OF STOCKTON

RECOMMENDATION
Presentation and discussion from the Stockton Fire Department regarding fire protection at the Port of Stockton.

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Exploring Jurisidiction, Impact, and Solutions
City Council Meeting
April 15, 2025
Agenda Item 15.2
Presented by: Chief Richard Edwards
Stockton Fire Department

FIRE PROTECTION

SERVICES GAP

AT THE PORT OF

STOCKTON
202
Purpose
No Payment for
Fire Services
Legal & Historical
Background
Impact on the
City of Stockton
Policy & Funding
Options
203
Overview of the City & Port
Port: Independent special district
Governed by a Board of Commissioners
Major economic hub
Port lies within City boundaries,
not City jurisdiction
204
Overview of the City & Port
Port of Stockton Board of Commissioners
Stephen Griffen
Chair
David B. Atwater
Vice Chair
Anthony Barkett
Commissioner
Michael Patrick Duffy
Commissioner
Allen Sawyer
Commissioner
Margaret Shea Stephens
Commissioner
William R. Trezza
Commissioner 205
California Ports
City Departments Special Districts
206
Legal Framework
Independent legal entity
Not subject to City taxation
Exploring obligations for the City to provide
services without a contract
No formal service agreement in place
207
Historical Context
City began providing fire services due to
proximity and need
Port operations grew in scale and complexity
No formal service agreement in place
Past discussions lacked resolution
208
Operational Impact
High risk calls at the Port
(hazmat, industrial, maritime, large fires)
Specialized training and equipment required
All costs borne by City of Stockton
Fire personnel exposed to unique risks
Company 14
Company 13
Company 7
Company 11
Company 10
Company 4
Company 6
Company 12
Company 5
Company 1
Company 2
Company 3
Company 9
Port of
Stockton
209
100% of costs funded by City taxpayers
0% of revenue from the Port for the fire services
Inequity in resource allocation
Fiscal Burden
210
Limited fire department
resources
Residents / Taxpayers
Increased demand without
added resources
Firefighters
Seeking equity and
sustainability
City of Stockton
Focused on autonomy and
economical role
Port of Stockton
Stakeholders Perspectives
211
Policy Options
Negotiate a service contract
Implement a cost-sharing model
Establish a Joint Powers Authority (JPA)
Advocate for state-level policy reform
212
Recommendations & Next Steps
Form a
Stakeholder Task
Force
Conduct cost, fire
station, and
staffing analysis
Initiate formal
negotiations with
the Port
Explore funding
or grant
opportunities
213
Unfunded fire services to the Port
are unsustainable
Risk and cost will continue to rise
Fair and equitable solutions are necessary
Collaboration is key to moving forward
Conclusion
214
QUESTIONS?
215
City of Stockton
Legislation Text
File #: 25-0454, Version: 1

PRESENTATION AND DISCUSSION ON FIRE HYDRANTS AND AIR QUALITY NOTIFICATION FOLLOWING THE MOST RECENT 3-ALARM FIRE

RECOMMENDATION
Presentation and discussion by the Stockton Fire Department.

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City of Stockton
Fire Department
Municipal Utilities
Department
Fire Hydrant Readiness
Stockton City Council
April 15, 2025
Agenda Item No. 15.3
217
Presented by: Deputy Chief Brandon Doolan
Stockton Fire Department
CITY OF STOCKTON’S

COMMUNITY WIDE

EMERGENCY & URGENT

NOTIFICATION SYSTEMS
218
1 AM Thursday Morning
219
220
Documented Calls for Smoke
on E. Ninth Street
21:58
on Belleview Avenue
22:44
on E. Eleventh Street
22:48
221
Emergency Notifications
Procedures
Field Incident Commanders or
Emergency Operations Center
craft and convey specific
messaging to San Joaquin
Office of Emergency Services
(SJOES).

Incident Commander or
designee will provide
media with information and
any directions.
222
SJ OES Emergency Messaging
Tools
Wireless Emergency Alerts
Emergency Alerting System
Everbridge
223
Wireless Emergency Alerts (WEA)
Very loud alerting that comes across individual cell
phones in a given area
Provides a text message and unique vibration to each
cell phone
Limited to 360 characters on 4 and 5G Networks

NOT SUBSCRIPTION BASED
224
WEAs Used For:

National Alerts
Imminent Threat Alerts
Public Safety Alerts *
AMBER Alerts
Opt-in-Testing *
225
Emergency Alert System
National public warning system utilizes Television, Radio, and Satellite audio providers to push notifications out based on local emergencies.

May only be used by State and designated local authorities.

Commonly heard as “This is a test of the local emergency broadcast system” on TV or the radio.
226
Everbridge
Community notification system that requires individuals to register their phone number and email through SJReady.org portal Administrators can push out important information and actions to be taken to each cell phone and email that’s subscribed to the notification system
Can feed the same messaging into WEA and various social media accounts with the push of a button
227
All Notifications Provide:

Direction back to local PIO or social media site(s)
for additional information
General location of the incident
Instructions on what to do next
Nature of the incident
228
Moving Forward…
Fire Department has submitted a budget request for
Genasys notification platform.

Initiate notifications including WEA & EAS through
SJ OES for fires that are especially hazardous in nature.

Explore Nixle Notifications similar to Stockton Police
Department’s Watch Commander daily report.
229
Current State of Stockton’s
Fire Hydrants
Presenter:

Travis Small
Deputy Director of Water Resources
230
Municipal Utilities Department (MUD)
Department Description
Water Utility
• Treat & deliver high-quality drinking water
to the community
Wastewater Utility
• Collect, treat and recover wastewater for
the greater Stockton area
Stormwater Utility
• Collect & discharge surface runoff in City to
rivers and local flood basins
231
City of Stockton Water Service Areas
• MUD serves North and South
Stockton
• California Water Service
Company Serves Central
Stockton
• City of Stockton retains
ownership of fire hydrants in
Cal-Water Service Area
232
Water Production Facilities
• North Stockton – 75 Million Gallons Per Day (MGD) Capacity ⚬ Delta Water Treatment Plant – 30 MGD
⚬ North Stockton Wells – 20 MGD
⚬ Stockton East Water District Water Treatment Plant – 65 MGD ￭ 25 MGD to North Service Area
⚬ Maximum Day Demand in North Service Area is approximately 40 MGD • South Stockton – 18 MGD Capacity
⚬ South Stockton Wells – 8 MGD
⚬ Stockton East Water District Water Treatment Plant – 65 MGD ￭ 10 MGD to South Service Area
⚬ Maximum Day Demand in South Service Area is approximately 10 MGD • Central Stockton (CAL-WATER) – 64 MGD Capacity
⚬ Cal-Water Wells – 33.7 MGD
⚬ Stockton East Water District Water Treatment Plant – 65 MGD ￭ 30 MGD to Cal-Water Service Area
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Water Storage for Fire Suppression
• Citywide Storage – 54.8 Million Gallons (83 Olympic Pools) • North Stockton – 40 Million Gallons of Storage ⚬ Nearly 20 Million Gallons of Storage from 5 storage reservoirs and 1 Clearwell at the Delta Water Treatment Plant.
⚬ 20 Million Gallon Clearwell at the Stockton East Water Treatment Plant (SEWD WTP) • South Stockton – 26 Million Gallons of Storage ⚬ 6 Million Gallons of storage at the Weston Reservoir
⚬ 20 Million Gallon Clearwell at the SEWD WTP
• Central Stockton (CAL-WATER) – 28.8 Million Gallons of Storage ⚬ 8.8 Million Gallons of Storage throughout Cal-Water Service Area
⚬ 20 Million Gallon Clearwell at the SEWD WTP
234
Booster Pump Facilities - Fire Suppression
• North Stockton – 27,000 Gallons Per Minute (GPM) Fire Flow Boosters
⚬ 9,000 GPM Capacity from Northwest Reservoir
⚬ 9,000 GPM Capacity from 14-Mile Reservoir
⚬ 9,000 GPM Capacity from Delta Water Treatment Plant
• South Stockton – 9,000 GPM Fire Flow Boosters
⚬ 9,000 GPM Capacity from Weston Ranch Reservoir
• Central Stockton (CAL-WATER) – 14,115 GPM from Booster Pumps at Storage Facilities
• Note: Additional Capacity is Available from Wells and the Water Treatment Plants.
235
System Monitoring
• All Production Facilities in the North and South Service Areas have real time 24-hour monitoring through MUD’s
SCADA System.
⚬ SCADA = Supervisory Control and Data Acquisition
⚬ Monitor for Pressure, Production, and Water Quality
Parameters
⚬ SCADA system sends out alarms for conditions such as
bad water quality, pump failures, and high and low levels of storage reservoirs.
⚬ Monitoring Equipment is located at Wells, Reservoirs, Booster Pumps and Water Treatment Plants.
⚬ Allows for Remote Operation • Cal-Water has similar capabilities. 236
Fire Hydrant Statistics • Total Fire Hydrants in the City: 9,000 ⚬ City Owned hydrants – 7,500
￭ Each hydrant is inspected annually
⚬ Private Fire Hydrants – 1,500
￭ Hydrants located on private property which
require annual inspection to maintain annual
operating permit
• Current Nonoperational Fire Hydrants: 20
• 99.7% of all public hydrants are operable
• Recycling Fire had 2 Public Hydrants and 1 Private
Hydrant that was inoperable during the Fire.
⚬ A 4th hydrant broke in the open position
• Estimated # of Fire Hydrants Over the Age of 50:
⚬ 2453
⚬ The oldest hydrants generally occur in Central
Stockton (Cal-Water)
237
Two types of
Hydrants
found in
various makes
238
Failures may result from:
• Damaged hydrant valves and connections
• Broken water mains
• Greater demand than the system can provide
239
Damage is usually due to overuse and vehicles
240
Homeless Shelter and Mormon Slough
241
Identifying
Inoperable
Hydrants
242
Annual Inspections
Fire Department has a contract with Xylem Dewatering Solutions ⚬ Conduct annual inspections for all public hydrants in October ⚬ Full report provided to fire 30 days later- forwarded to MUD All hydrants on private property must have hydrant inspection done as a condition of obtaining an annual operating permit 243
Inspection Process
Operate all
moving parts
including caps
and valves
Visual
inspection to
identify missing
or worn parts,
graffiti, need for
paint
Verify location
in GIS mapping
systems

FLOW TESTING
is very limited
244
Who Is Responsible?
• City Manager placed hydrant maintenance under MUD in FY 2008/09. ⚬ Pre-2008/9 Funding from General Fund + Billing to Small County Pocket Districts. ⚬ Post 2008/9 Funding from Water Fund + Billing to Small County Pocket Districts. ￭ Severely limited on what can be funded from Water Fund in Cal Water Service Area due to Proposition 218.
￭ $80,000 per year for emergency repair (4 Hydrant Replacements). ￭ $90,000 per year for hydrant materials and supplies. • Fire Department staff must notify MUD anytime they discover a problem with a fire hydrant. Usually conveyed through the Emergency Dispatch Center. • Stockton Municipal Code 13.04.110(E),13.28.030(B), and CA Penal Code 594 give the Police authority to cite or arrest vandals and obstructionists. 245
Infrastructure & Public Safety Are Top Priorities
• Direct staff to prepare a report to council to repair 20 inoperable hydrants at a cost estimate of $400K (rough estimate of $20k/hydrant) • Water Enterprise can pay for hydrants in the North and South Service areas • Cal-Water Service Area the Water Enterprise Fund cannot be used due to Proposition 218. (General Fund?) • Work with SPD’s Strategic Community Officers to address illegal Fire Hydrant usage in known hotspots. • Weekly updates between MUD and FIRE to identify hotspots, repaired, and inoperable hydrants. • Daily report out to suppression staff regarding hydrant status throughout town 246
Long Term Solutions for Obsolete Fire Hydrants
• Turn Ownership of Fire Hydrants over to the Water Purveyors ⚬ Cal-Water owns and maintains Fire Hydrants in Central Stockton ⚬ City of Stockton MUD owns and maintains Fire Hydrants in North and South Stockton
⚬ City Fire Department continues with yearly audit and meets with water purveyors to address broken/damaged hydrants
• Water Purveyors have a responsibility to provide fire hydrants in their distribution systems. • Water Main Replacement Programs such as identified in the City's Water Master Plan and the Current Cal-Water Main Replacement Program include the replacement and addition of Fire Hydrants.
247
Public Reporting of Fire Hydrant Tampering or Use
Utilize Ask Stockton to report tampering
24-Hour Hotline to Report: 209-937-8341
Add language to City website regarding how to report tampering Utilize current work order system for documentation that specifies hydrant tampering in the work order
248
Questions??
249
City of Stockton
Legislation Text
File #: 25-0447, Version: 1
PUBLIC HEARING REGARDING AN EXTENSION OF URGENCY ORDINANCE NO. 2025-03-04- 1504 WHICH ADOPTED FINDINGS AND ESTABLISHED A TEMPORARY MORATORIUM ON THE

ESTABLISHMENT OF NEW, AND RELOCATION OR PHYSICAL EXPANSION OF EXISTING,

TOBACCO RETAIL BUSINESSES, ALSO KNOWN AS SMOKE SHOPS

RECOMMENDATION
It is recommended that the City Council adopt an urgency ordinance, pursuant to California Government Code Section 65858, to:

1. Extend Urgency Ordinance No. 2025-03-04-1504, which established a temporary moratorium on the establishment of new, and relocation or physical expansion of existing, tobacco retail businesses, also known as smoke shops, for a period of up to 10 months and 15 days, based on current findings and continued threat to public health, safety, and welfare;

2. Find that the approval of licenses for additional tobacco retailers, or expansion/relocation of existing retailers, would be inconsistent with the City’s ongoing efforts to study and potentially revise its regulatory framework; and

3. Direct staff to continue preparing permanent regulatory amendments regarding the licensing, land-use impacts, and enforcement of tobacco retail businesses within the City.

4. Authorize the City Manager, or designee, to take all appropriate and necessary actions to carry out the purpose and intent of the ordinance.

Summary
This report recommends the City Council adopt an urgency ordinance to extend the temporary moratorium previously established by Urgency Ordinance No. 2025-03-04-1504, which restricts the establishment of new, and relocation or physical expansion of existing, tobacco retail businesses, also known as smoke shops, within the City of Stockton.

The initial 45-day moratorium is set to expire on April 18, 2025, and the City finds that a current and immediate threat to public health, safety, and welfare persists. This extension, authorized pursuant to Government Code Section 65858, will allow the City additional time to complete its analysis and consider comprehensive updates to licensing, land use, and public safety regulations related to tobacco retailers.

The proliferation of tobacco and vape retailers, particularly near sensitive receptors such as schools and youth-serving facilities, raises serious concerns regarding youth access, neighborhood compatibility, and regulatory inconsistencies. Absent this extension, new applications or modifications to existing businesses may undermine the City's ability to effectively regulate this industry.

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Staff will continue evaluating potential land-use controls and policy mechanisms to address community concerns and promote consistency with the City's public health goals.

DISCUSSION
Background
On March 4, 2025, the City Council adopted Urgency Ordinance No. 2025-03-04-1504, establishing a temporary 45-day moratorium on the establishment of new, and relocation or physical expansion of existing, tobacco retail businesses, commonly known as smoke shops, within the City of Stockton.

The urgency ordinance was adopted pursuant to Government Code Section 65858, in response to the increasing concentration and proliferation of tobacco and vape retailers in specific neighborhoods, particularly in proximity to schools, parks, and youth-serving facilities.

The initial moratorium was enacted to provide the City with sufficient time to assess the potential adverse impacts of these businesses on public health, safety, youth exposure, land use compatibility, and neighborhood character. Since adoption, staff has initiated a review of relevant licensing, land use, and enforcement regulations; however, additional time is required to complete a thorough analysis and prepare potential amendments to the Stockton Municipal Code.

The City continues to receive inquiries and applications related to new and modified tobacco retail operations. Without an extension of the moratorium, there is a risk that new establishments may be approved in locations that conflict with the City Council’s stated public health and land use objectives.

Present Situation
The urgency ordinance adopted on March 4, 2025, is set to expire on April 18, 2025. Staff recommends the City Council adopt a 10-month and 15-day extension, the maximum allowed under Government Code Section 65858(a), to allow for the completion of necessary research, community engagement, interdepartmental coordination, and preparation of permanent regulatory changes.

The continued rise in smoke shop applications, particularly those offering flavored tobacco and vaping products that disproportionately appeal to youth, has prompted heightened concern from community members, neighborhood groups, and public health advocates. Recent data and anecdotal reports from school administrators and neighborhood leaders suggest a correlation between the presence of tobacco retailers and increased youth access to such products.

Many existing retailers are clustered in low-income and underserved communities, raising environmental justice and equity concerns about disproportionate health impacts. Additionally, issues such as inadequate separation between smoke shops and sensitive uses (e.g., schools, daycare centers), inadequate operational standards, and limited enforcement tools have made it clear that a more robust policy framework is needed.

Without this extension, the City could be forced to consider or approve additional applications under the current code, thereby undermining its ability to develop thoughtful, balanced, and communityinformed regulations.

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File #: 25-0447, Version: 1
Findings and Justification for the Moratorium Extension Pursuant to Government Code Section 65858, it is requested that the City Council find:

1. There is a current and immediate threat to the public health, safety, or welfare due to the proliferation of tobacco retail businesses, particularly in areas with high youth populations and vulnerable communities.

2. The continued establishment, relocation, or expansion of these businesses would be inconsistent with and conflict with the City’s efforts to adopt and implement reasonable regulations intended to protect the public from negative health outcomes, land use incompatibility, and neighborhood degradation.

3. The current licensing regulations do not adequately address the density, proximity to sensitive uses, or operational impacts of tobacco retailers, leaving the City ill-equipped to evaluate new proposals in a manner consistent with its public health goals.

4. City staff are actively studying the impacts of tobacco retail businesses and preparing proposed amendments to the Stockton Municipal Code to address community concerns and strengthen enforcement. Additional time is necessary to complete this work.

5. The moratorium is temporary in nature and limited in scope, targeting only the establishment, relocation, or physical expansion of tobacco retail businesses.

Public notice was published in the Stockton Record on Friday, April 4, 2025.

Therefore, staff recommends that the City Council adopt these findings and extend the moratorium for a period of 10 months and 15 days to preserve the status quo while staff completes its regulatory review and the Council considers permanent policy changes.

FINANCIAL SUMMARY
Adoption of the recommended action is not expected to have a negative fiscal impact at this time.

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ORDINANCE NO. ________________

AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF STOCKTON, CALIFORNIA, EXTENDING URGENCY ORDINANCE NO. 2025-03-04-1504 ADOPTING FINDINGS AND ESTABLISHING A

TEMPORARY MORATORIUM ON THE ESTABLISHMENT OF NEW AND RELOCATION OR PHYSICAL

EXPANSION OF EXISTING TOBACCO RETAILER BUSINESSES, ALSO KNOWN AS SMOKE SHOPS,

WITHIN THE CITY OF STOCKTON
The City of Stockton (“City”) is a municipal corporation duly organized as a Charter City under the constitution and laws of the State of California; and
The City Council has broad discretion pursuant to Article III, Section 300 of the City Charter; California Constitution Article IX, Section 5; and the general laws of the state, including, but not limited to, the California Planning and Zoning Law (Gov. Code section 65000 et seq.), to legislate for public purposed and for the general welfare, including, but not limited to, matters of public health and safety; and The City protects the public health, safety, and welfare of the community through numerous avenues, including by establishing and enforcing zoning, licensing, and health and safety regulations on specified commercial activities; and
Government Code section 65858, subdivision (a) provides that the legislative body of a city may, to protect the public safety, health, and welfare, adopt as an urgency measure an interim ordinance prohibiting any uses that may be in conflict with a contemplated general plan, specific plan, or zoning proposal the City Council is considering or studying or intends to study; and
Government Code section 36937 authorizes the City Council to adopt an urgency ordinance for the immediate preservation of the public peace, health, or safety; and Government Code section 65858, subsection (a) provides that to protect against any current and immediate threats to public health, safety, or welfare, the City Council may adopt, as an urgency measure, an interim ordinance prohibiting any uses that may be in conflict with a general plan, specific plan, or zoning proposal that the City plans to study; and
On March 4, 2025, the City Council adopted the underlying Urgency Ordinance no. 2025-03-04-1504.

That Ordinance expires on April 18, 2025, which is 45 days after March 4, 2025; and California Government Code section 65858, subsection (a) provides that, after notice pursuant to Government Code section 65090 and public hearing, the City Council may extend Urgency Ordinance no. 2025- 03-04-1504 for ten (10) months and fifteen (15) days and subsequently extend Urgency Ordinance no. 2025-03- 04-1504 for one (1) year. Pursuant to Government Code section 65858, any extension requires a four-fifths vote for adoption and no more than two (2) extensions may be adopted; and Pursuant to California Government Code section 65858, subsection (d), ten (10) days prior to any extension of Urgency Ordinance no. 2025-03-04-1504, the City Council shall issue a report describing the measures taken to alleviate the conditions that led to the adoption of that ordinance; and On April 1, 2025, the City issued a report pursuant to California Government Code section 65858, subsection (d), describing the measures taken to alleviate the conditions which led to the adoption of Urgency Ordinance no. 2025-03-04-1504; and
Based on the April 1, 2025, report and recommendations therein, as well as the findings contained herein, the City Council deems it necessary to extend Urgency Ordinance no. 2025-03-04-1504 by the allowed ten (10) months and fifteen (15) days; and
253

This Ordinance is an extension of Urgency Ordinance no. 2025-03-04-1504, adopted pursuant to the authority granted to the City by Government Code section 65858, subsection (a), and is for the immediate preservation of the public health, safety, and welfare based on the City’s determination that the following facts and conditions still exist and constitute a current and immediate threat to the public health, safety, or welfare:

The City has seen a proliferation of tobacco retailer businesses, also known as smoke shops, within the City; and
There are currently 163 tobacco retailer businesses, 78 of which are identified as smoke shops who had an active business license in the City of Stockton. Staff and the Stockton Police Department do not currently know the number of additional establishments operating without a business license in the City; and
The City is concerned about this recent proliferation of tobacco retailer businesses, locations of tobacco retailer businesses, the harmful effects of tobacco and other products sold at these establishments containing industrial hemp on the health, safety, and welfare of City residents and especially youth; and
Tobacco retailer businesses have also been a source of unlawful activities in the City, which, if not curtailed present an immediate threat to the public health, safety, and welfare; and Tobacco retailer businesses can be a target for theft and vandalism, as well as may be affiliated with the sale of illegal cannabis products and drug paraphernalia that encourage illegal activity; and
Within the last year, the Stockton Police Department conducted inspection at various tobacco retailers throughout the City and found evidence of and confiscated illegal tobacco products including flavored tobacco, found evidence of cannabis-infused items, and illegal gambling; and On November 8, 2022, California voters upheld the state law (“SB 793”) prohibiting a tobacco retailer, or any of the tobacco retailer’s agents or employees, from selling, offering for sale, or processing with the intent to sell or offer for sale, most flavored tobacco products including flavored e-cigarettes and menthol cigarettes, as well as tobacco product flavor enhancers in retail locations; and
On October 7, 2023, Governor Gavin Newsom signed into law AB 935, strengthening the enforcement of the flavored tobacco retail law and broadening the definition of retail locations; and
Cities still retain the authority to draft and enforce local flavored tobacco bans for products; and On September 23, 2024, the California Department of Public Health (“CDPH”) promulgated emergency regulations related to industrial hemp and the threat to public health, safety, and welfare, particularly to minors; and
The CDPH regulations come after California Governor Gavin Newsom directed the CDPH to draft emergency regulations, citing the increasing amounts of safety concerns from the adverse health effects of intoxicating hemp food and beverage products; and The emergency regulations aim to combat help products containing tetrahydrocannabinol (“THC”) that skirt the age and sale restrictions that have been placed on recreational marijuana sold through licensed and regulated dispensaries; and
Hemp products have been found to be sold in tobacco retailer businesses, or smoke shops, with marketing aimed toward children featuring colorful packaging designs and sweet candy flavors; and
254

As currently defined under state law, “industrial hemp” is permitted to contain a delta-9 THC concentration of no more than 0.3 percent on a dry weight basis; however, the emergency regulations prohibit industrial hemp final form food and beverage products, specifically, from containing any detectible level of THC; and
The emergency regulations expand on the number of psychoactive cannabinoids that will need to be undetectable in industrial hemp final form products, including edibles such as gummies, other candies and drinks as well as restricting serving sizes such products contain to five servings or fewer and limiting sales of the products to consumers who are at least 21 years of age; and Aside from new regulations related to hemp, many state laws have been adopted, which acknowledge the public health impacts of tobacco, especially flavored tobacco products, and specifically its effect on minors. For example, state law prohibits public school students from smoking or using tobacco products while on campus, while attending school-sponsored activities, or while under the supervision or control of school district employees. State law also prohibits smoking in playgrounds. State law also prohibits smoking within twenty (20) feet of the main entrances and exits of public buildings; and
Efforts by other jurisdictions to crack down on these businesses with increased enforcement and tough regulations, are indicative of both the need for more stringent regulations and the type of violations and activities the Stockton Police Department is likely to encounter as it increases its own efforts.

Based on the foregoing, the City Council, pursuant to Government Code section 65858, finds that the establishment of new, and relocation or physical expansion of existing, tobacco retailer businesses would pose a current and immediate threat to the public health, safety, or welfare, and that the extension of Urgency Ordinance no. 2025-03-04-1504 imposing the temporary moratorium is necessary; and The City Council finds the extension of Urgency Ordinance no. 2025-03-04-1504 is a matter of City-wide importance, is a reasonable and necessary measure designed for the immediate preservation and protection of the public health, safety, or welfare of the community, and is in accord with the public purposes and provisions of applicable state and local laws and requirements.

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

SECTION 1. Recitals
The above recitals are true and correct and are hereby adopted as the City Council’s findings.

SECTION 2. Purpose and Activity.

In the interest of protecting the health, safety, and welfare of the residents in the City of Stockton, it is the purpose and intent of this Ordinance to place a temporary moratorium on the issuance of any new permit, license, or other entitlement for any tobacco retailer business in the City of Stockton. This includes any new permit, license, or other entitlement for the relocation or physical expansion of existing business falling under the definition of tobacco retailer as defined under this Ordinance. The City Council has the authority to adopt this Ordinance pursuant to California Government Code section 65858 as an urgency measure prohibiting any use that may be in conflict with a contemplated general plan, specific plan, or zoning proposal that the City is considering or studying.

SECTION 3. Findings.

The City Council hereby finds and determines that Tobacco Retailer Businesses constitute an immediate threat to the public health, safety, and welfare. The approval of additional entitlements for Tobacco Retailer Businesses and approval of the relocation or physical expansion of existing Tobacco Retailer Businesses under the City’s current regulations will further threaten the public health, safety, and welfare. The adoption of this Ordinance extending Urgency Ordinance no. 2025-03-04-1504 is therefore necessary for the immediate 255

protection of public health, safety, and welfare. The above recitals are incorporated herein by reference as true and correct and as the City Council’s findings.

SECTION 4. Definitions.

A. “Person” means and includes any individual, partnership, cooperative association, private corporation, personal representative, receiver, trustee, assignee, or other legal entity.

B. “Tobacco Paraphernalia” means any item designed or marketed for the consumption, use, or preparation of a tobacco product.

C. “Tobacco Product” means: (1) any product containing, made, or derived from tobacco or nicotine that is intended for human consumption, whether smoked, heated, chewed, absorbed, dissolved, inhaled, snorted, sniffed, aerosolized, vaporized, or ingested by any other means, including, but not limited to, cigarettes, cigars, little cigars, chewing tobacco, pipe tobacco, bidis, kreteks, snuff, e-liquids, or vape juice; (2) any device or component, part, or accessory that delivers nicotine alone or combined with other substances to the person using the device, including, but not limited, to electronic cigarette (or "ecigarette"), electronic cigar (or "e-cigar''), electronic pipe (or "e-pipe"), vape pen, electronic hookah (or "e-hookah"), cigars, or pipes, whether or not the device or component is sold separately. "Tobacco product" does not include any product that has been approved by the United States Food and Drug Administration for use as a tobacco cessation product where such product is marketed and sold solely for such an approved purpose.

D. “Tobacco Retailer Business” means any person who sells, offers for sale, exchanges, or offers to exchange for any form of consideration, tobacco, tobacco products, or tobacco paraphernalia without regard to the quantity sold, offered for sale, exchanged, or offered for exchange.

SECTION 5. Moratorium Imposed.

A. Scope. In accordance with the authority granted the City of Stockton under Article XI, Sections 5 and 7 of the California Constitution and California Government Code section 65858, from and after the effective date of this Ordinance, no license, permit, or other entitlement for use, including, but not limited to, the issuance of a business license, building permit, conditional use permit, or other land use approval, shall be approved or issued by the City for the establishment, relocation or physical expansion of a Tobacco Retailer Business. Additionally, the establishment, relocation, or physical expansion of the Tobacco Retailer Business is hereby expressly prohibited in all areas and zoning districts of the City.

B. Exceptions. This Ordinance shall not prohibit the renewal of a business license for an existing Tobacco Retailer Business, provided that the renewal seeks to maintain the business without physical expansion and in its current location, and the Tobacco Retailer Business is operating in a manner, and housed within a building, which complies with all City, State, Federal, or otherwise applicable, codes, rules, regulations, or laws.

SECTION 6. Violation.

Except as otherwise permitted under this Ordinance, the establishment, relocation, or physical expansion of a Tobacco Retailer Business within the limits of the City is declared to be a public nuisance. Violations of this Ordinance may be enforced by any applicable laws or ordinances, including, but not limited to, injunctions or administrative or criminal penalties under the Stockton Municipal Code.

SECTION 7. Term of Ordinance.

This Ordinance shall be in effect from the date of adoption for a period of ten (10) months and fifteen (15) days, and will expire on March 2, 2026, unless it is further extended pursuant to California Government Code section 65858 or other applicable law, as approved by the City Council.

SECTION 8. Environmental Review / California Environmental Quality Act (CEQA). 256
This Ordinance is intended to preserve the status quo, and it will not cause a direct physical change in the environment, nor a reasonably foreseeable indirect physical change in the environment. The enactment of this Ordinance, therefore, does not constitute the approval of a project under the California Environmental Quality Act (“CEQA”), and it is exempt from CEQA.

SECTION 9. Report.

The Interim City Manager is authorized and directed to prepare the report required by California Government Code section 65858, subsection (d), describing the measures taken to alleviate the condition which led to the adoption of this Ordinance. The report shall be presented to the City Counsel no later than ten (10) days before the earliest of either: (1) the expiration of this Ordinance; or (2) the adoption of an additional extension.

SECTION 10. Severability.

If any provision of this Ordinance or the application thereof to any person or circumstance is held to be invalid, such invalidity shall not affect other provisions or applications of the Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. This City Council hereby declares that it would have adopted this Ordinance irrespective of the invalidity of any particular portion thereof and intends that the invalid portions be severed, and the balance of the Ordinance be enforced.

SECTION 11. Effective Date and Publication.

This Ordinance, passed by at least a four-fifths vote of the City Council following a public hearing, is declared to be an interim Urgency Ordinance for preserving the public health, safety, and welfare and shall take effect and be enforced immediately upon adoption pursuant to Government Code section 36937.

PASSED and ADOPTED this 15th day of April, 2025 by the following vote:

AYES:

NOES:

ABSENT:
______________________________

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:
______________________________

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
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Request for Extension of Urgency
Ordinance no. 2025-03-04-1504
Stockton City Council Meeting
April 15, 2025
Item 16.1
258
Background
Per City Council Direction:

The City Attorney’s Office, Police Department, Administrative Services, and Community Development Department convened to address the ongoing health and safety concerns caused by:  Proliferation of tobacco retailers and smoke shops  Illegal businesses operating as smoke shops Staff collaborated to identify key updates needed in the current Tobacco Ordinance. 259
Core Considerations Under Review
Licensing & Fees  Review and revise current application fees  Introduce an annual retail tobacco license fee  Amend SMC 5.104.040 to require a Safety and Security Plan as part of the application Definitions & Land Use  Provide clear definitions distinguishing between: o Pure smoke shops o Retailers with ancillary tobacco sales  Reevaluate minimum distance requirements (currently 600 ft)  Consider new distance requirements ranging from 1,000 ft to 2,500 ft  Establish separate distance requirements for smoke shops vs. retailers with ancillary sales 260
Core Considerations Under Review
Review and Update current enforcement program
• Compliance Check and Monitoring
o Annual compliance check
o 3 month recheck for violators
o Code enforcement efforts to inspect for window / door covering violations Update penalties for violations • Penalties are applicable to Owner / Operator • Selling Flavored Tobacco o 1st offense - $2,500
o 2nd offense - 15-day suspension of license to sell
o 3rd offense - License may be put up for revocation
• Selling to minors
o 1st violation - 30-day suspension of license to sell
o 2nd violation - 60-day suspension of license to sell
o 3rd violation - License may be put up for revocation
261
Core Considerations Under Review
Licensing Caps and Additional Review Areas  Evaluate establishing a cap on the number of smoke shops  Map and document smoke shop locations by district  Analyze legal implications of a cap  Study other jurisdictions with similar policies
Conditional Use Permits (CUP)  Consider requiring a CUP or land use permit  Review impacts of CUP requirements  Benchmark against other cities’ ordinances and procedures Coordination with County
 Coordinate with County staff to ensure consistency in policy and enforcement 262
Summary and Recommendation
Summary
• Staff continues to explore comprehensive regulatory options, including strategies adopted by other jurisdictions, to preserve the public peace, health, safety, and general welfare of the Stockton community.

Recommendation
Adopt the extension of Urgency Ordinance No. 2025-03-04-1504, including:  Findings and a temporary moratorium on the establishment, relocation, or expansion of tobacco retail businesses (smoke shops) within Stockton.
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City of Stockton
Legislation Text
File #: 25-0106, Version: 1
PUBLIC HEARING TO APPROVE AND ADOPT THE 2025-2029 CONSOLIDATED PLAN, 2025- 2026 ANNUAL ACTION PLAN, COMMUNITY PARTICIPATION PLAN, LANGUAGE ACCESS PLAN, AND SECTION 3 PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT, HOME

INVESTMENT PARTNERSHIPS, AND EMERGENCY SOLUTIONS GRANTS PROGRAMS

RECOMMENDATION
It is recommended that after the public hearing, the City Council adopt a resolution to:

1. Approve and adopt the 2025-2029 Consolidated Plan (Con Plan) for the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grants (ESG) Programs;

2. Approve and adopt the Community Participation Plan, Language Access Plan, and Section 3 Plan;

3. Approve and adopt the 2025-2026 Annual Action Plan (Action Plan) with the estimated Sources and Uses of Funds for the CDBG, HOME, and ESG Programs awarded by the U.S.

Housing and Urban Development Department (HUD), authorizing proportional adjustments to funding amounts based on the final HUD allocations;

4. Authorize the City Manager, or designee, to coordinate final revisions to the Con Plan and Action Plan to ensure that approved activities and all public comments received during the 30- day public comment period are included in the final Con Plan and Action Plan; and

5. Authorize the City Manager, or designee, to execute all documents and forward them to HUD, execute contracts with subrecipients, and to take whatever actions are necessary and appropriate to carry out the purpose and intent of the resolution.

Summary
The U.S. Department of Housing and Urban Development (HUD) requires that jurisdictions prepare a Five-Year Consolidated Plan (Con Plan) every five years to receive federal Community Development Block Grant (CDBG), Home Investment Partnerships (HOME), and Emergency Solutions Grants (ESG) Program funding.

The purpose of the Con Plan is to create a five-year strategic plan that assesses affordable housing, community development needs, and market conditions with the goal of providing decent, affordable housing, a suitable living environment, and expanded economic opportunities for persons of low- to moderate-income.

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The Annual Action Plan (Action Plan) is the one-year plan that outlines how the City of Stockton will use HUD funding to address the priority needs and goals identified in the Con Plan. To participate in the CDBG, ESG, and HOME programs, federal statutes also require the creation of a Community Participation Plan, Language Access Plan, and Section 3 Plan.

As part of this process, the City Council must hold a public hearing to solicit comments regarding the priority needs, goals, and objectives of the proposed 2025-2029 Con Plan and the proposed activities and resources in the 2025-2026 AAP.

DISCUSSION
Background
The City of Stockton is designated as an entitlement community, enabling the receipt of federal CDBG, ESG, and HOME funds. As part of the process, HUD requires local jurisdictions to prepare a five-year Con Plan. The Con Plan identifies the priority needs within a community through outreach and market analysis, and establishes the goals and objectives that the jurisdiction will seek to accomplish during the five years using HUD funding. The Con Plan provides an assessment of local housing and community development needs, an analysis of current housing conditions, and a fiveyear strategy for addressing the identified needs. The last Con Plan was adopted in 2020 and informed the framework for Stockton’s proposed 2025-2029 Consolidated Plan, with the needs assessment data, market analysis, and priorities updated to reflect current conditions.

In preparation for developing the 2025-2029 Consolidated Plan, the City published a Request for Proposals (RFP) to identify and select a qualified firm to assist in the development of the Consolidated Plan and all associated tasks and plans. Grow America was selected as the top proponent and awarded the agreement in July 2024 by City Council (Attachment A - Approved Motion 2024-07-09-1207). The agreement with Grow America includes consulting services to develop all necessary plans and support any associated activities related to such plans.

COMMUNITY PARTICIPATION PLAN (CPP)
In accordance with HUD regulations (24 CFR 91.105), jurisdictions are required to adopt a Citizen Participation Plan that sets forth policies and procedures to engage the community in the development, implementation, and evaluation of HUD programs. The City’s current Citizen Participation Plan, now referred to as the Community Participation Plan, was first adopted in 1995 (Attachment B - Resolution No. 95-0199) and most recently revised in 2016 (Attachment C - 2016 Citizen Participation Plan).

LANGUAGE ACCESS PLAN (LAP)
In accordance with federal, state, and local law, specifically Executive Order 13166, HUD Limited English Proficiency (LEP) Guidance, and section 7290 et seq. of the California Government Code (the “Dymally-Alatorre Bilingual Services Act”), the City is required to establish effective guidelines for staff when providing services to or interact with persons with Limited English Proficiency (LEP) to ensure all persons have meaningful access to HUD programs and activities. Although Executive Order 13166 was recently rescinded by Executive Order 14224, removing the requirement to develop a Language Access Plan (LAP), one has been prepared for the City of Stockton’s HUD-funded programs.

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SECTION 3 PLAN
In accordance with the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u) and regulated by the provisions of 24 CFR Part 75, the City is required to adopt a Section 3 Plan which ensures that, to the greatest extent feasible, jobs and economic opportunities generated by HUDfunded projects are provided to low-income persons, particularly those receiving housing assistance, and businesses that employ them.
2025-2029 CONSOLIDATED PLAN
The Consolidated Plan (Con Plan) sets forth the high-level goals and strategies related to the City’s entitlement funds (CDBG, HOME, and ESG) over a five-year period.

The following is an overview of each of the funding sources and a summary of program parameters.

Community Development Block Grant Program (CDBG)
CDBG is a flexible program that provides communities funding to address a wide range of unique community development needs that benefit low-income residents. Cities with more than 50,000 people and counties with a population of more than 200,000 are eligible to receive this funding from the federal government.

Each year, HUD determines the CDBG allocation using a formula that considers the total population, the number of persons in poverty, housing overcrowding, and the age of the housing stock within the jurisdiction.

CDBG funds are used for a wide range of activities, including but not limited to:
· Rehabilitation of residential and commercial property · Demolition
· Public facilities and infrastructure improvements
· Economic development
· Public services (up to 15% annually)
The primary eligibility requirement for each activity is that it must benefit low-income persons. HUD defines low-income as a household that is at or below 80% of the area median income (AMI), which in Stockton as of April 2024 is an annual income of $77,100 for a family of four.

A jurisdiction may spend up to 20% of its CDBG entitlement and program income on administrative costs, which are the costs associated with daily operations, such as staff costs, to administer programs, materials and supplies, training, and consultant services. CDBG Program Delivery includes costs attributed directly to projects, as well as project delivery hard costs, such as obtaining title reports and appraisals.

HOME Investment Partnership Program (HOME)
HOME funds must be used by local governments to create affordable housing for low-income households. HOME funds are awarded annually as formula grants to participating jurisdictions. The program allows states and local governments to use HOME funds to issue grants, direct loans, loan guarantees, or other forms of credit enhancement to eligible housing developers, as well as to offer City of Stockton Page 3 of 10 Printed on 4/10/2025
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homebuyer programs, homeowner rehabilitation programs, rental housing programs, and tenantbased rental assistance. The incomes of households benefitting from HOME funds must not exceed 80% of the AMI.

HUD regulations require that 15% of the City's HOME allocation be reserved for Community Housing Development Organizations (CHDO), which are community-based organizations that develop affordable housing.

A jurisdiction may spend up to 10% of its HOME entitlement and program income on administrative costs. Housing Program Delivery includes costs attributed to specific housing projects.

Emergency Solutions Grants Program (ESG)
The City uses ESG program funds to provide grant funding to local service providers to operate emergency shelters, provide homeless services, homeless prevention, rapid rehousing programs, and street outreach services. Funds may also be used for implementation of the required Homeless Management Information System (HMIS) and for administrative activities.

The emphasis of the ESG program is to help people regain stability with placement in permanent housing after experiencing a housing crisis and/or homelessness; therefore, HUD limits the amount of a jurisdiction's ESG grant that can be used for assistance to emergency shelters and street outreach to not more than 60%.

A jurisdiction may spend up to 7.5% of its ESG entitlement on administrative costs.

The draft Con Plan will cover fiscal years 2025-2026 through 2029-2030 and includes several components, including:
· Evaluation of demographic and housing trends;
· Identification of community needs over the next five years, with a focus on the needs and areas of low- and moderate-income persons;
· Strategies to address the City’s housing, public service, public infrastructure, and economic development needs; and
· Goals, metrics, and estimated funding amounts for various types of activities. 2025-2026 ANNUAL ACTION PLAN
To receive annual federal entitlement funds (CDBG, HOME, and ESG), HUD requires jurisdictions to prepare an Action Plan for each respective program year. The 2025-2026 Action Plan represents Year One of the 2025-2029 Consolidated Plan and identifies the specific projects and activities that the City will fund during the year to help accomplish the goals established in the City’s Five-Year Consolidated Plan. All proposed projects and activities were established to align with the City’s established goals and existing plans, HUD requirements, and best practices.

Community Input
The process of developing the Con Plan, Action Plan, and associated documents began in September 2024 with the deployment of a multi-pronged approach to seek and obtain meaningful feedback from members of the public, local agencies, and service providers. The community outreach and community participation process started in October 2024 and included a mix of inperson and online community meetings, a community needs survey, focus groups, consultations, and City of Stockton Page 4 of 10 Printed on 4/10/2025
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public meetings. This process was conducted in adherence to HUD’s Citizen Participation requirements.

A community needs survey (survey) was published on October 23, 2024 and was available online through January 17, 2025. The survey was available in paper format and online in both English and Spanish, with an interface that was easily accessible with a desktop, tablet, and mobile device. The survey was advertised on the City’s website; social media platforms; EDD mailing lists; listed on promotional flyers; posted in local community center bulletin boards; and presented at public meetings, stakeholder meetings, and focus groups. Staff also attended 13 existing community events and hosted an informational booth to share the Con Plan efforts, survey, and public meeting dates.

As a result of the outreach, staff received 609 survey responses.

During the outreach period, staff held seven public meetings to share the eligible uses of CDBG, HOME, and ESG funds; a poll on attendees’ top community concerns; a short discussion of local data on housing, economic development, and homelessness; and an opportunity for questions and answers. A public meeting was held in-person in each district and a virtual option was available to the public:
· November 6, 2024, at Weston Ranch Branch Library (Council District 6) · November 7, 2024, at Seifert Community Center (Council District 3) · November 13, 2024, at Oak Park Senior Center (Council District 4) · November 14, 2024, at McNair High School (Council District 1) · November 20, 2024, at Van Buskirk Community Center (Council District 5) · December 4, 2024, at Arnold Rue Community Center (Council District 2) · December 11, 2024, Virtual (City-wide)
Lastly, during the outreach period, one-on-one stakeholder consultations with local and regional service providers were conducted. Focus groups were held with affordable housing, homelessness services, economic development, and public service providers to gain insight into the needs of the local stakeholders and their client communities. The information gathered was used to help inform the goals and priorities of the Con Plan.

Present Situation
2025-2029 CONSOLIDATED PLAN
Through the planning process and with the insight provided by the survey, stakeholder meetings, focus groups, and public outreach, the City has identified four priority needs, six associated goals, and one additional goal to support all needs. These priorities and goals are outlined below, and were framed to address the community needs conveyed by the community during public outreach (Attachment D - Draft 2025-2029 Consolidated Plan).

Priority Needs and Goals

1. Increase and Preserve Affordable Housing Opportunities Associated Goal 1: Development & Rehabilitate Affordable Housing Units

2. Reduce Homelessness
Associated Goal 2: Provide Funding for Service Providers to Prevent & Reduce Homelessness
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3. Resilient & Healthy Communities
Associated Goal 3: Resilient Infrastructure & Public Facilities Associated Goal 4: Healthy Neighborhoods & Residents

4. Strengthen Local Economy
Associated Goal 5: Support Businesses
Associated Goal 6: Increase Access to Economic Opportunity Goal Supporting All Needs: Compliance
Within each associated goal, the Con Plan outlines the outcomes that the City will plan to achieve over the five-year period. For example, Goal 1 seeks to construct 250 new multifamily rental units, facilitate the acquisition of 25 units, rehabilitate 155 multifamily rental units, and rehabilitate 25 owner -occupied housing units.

An entirely new goal framework for the 2025-2029 Consolidated Plan is the inclusion of Goal 3:

Resilient Infrastructure & Public Facilities. This goal was established to enable CDBG funds to be deployed to address infrastructure and public facilities’ needs, such as curb, gutter, and sidewalk installation, environmental cleanups, and other eligible activities to benefit low-income residents and neighborhoods.
2025-2026 ANNUAL ACTION PLAN
Based on the community’s feedback and the City’s current efforts, the 2025-2026 Action Plan proposes the following activities, projects, and programs to achieve the goals identified in the Con Plan (Attachment E - Draft 2025-2026 Annual Action Plan).

Goal 1 - Develop & Rehabilitate Affordable Housing Units: Programs to help preserve, improve, and expand the supply of decent affordable housing for lower-income households include the SingleFamily Home Loan Repair Program, Emergency Home Repair Program, and the annual CDBG Housing Loan Program. These efforts, which are funded by CDBG and HOME, aim to support the preservation by providing financial assistance to low-income single-family homeowners and to support the development of new affordable housing units by providing needed gap funding to affordable housing developers.

Goal 2 - Provide Services to Prevent & Reduce Homelessness: Efforts to provide housing and supportive services for the City’s homeless population including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention, are funded through the annual Public Services Notice of Funding of Availability (NOFA). The 2025-2026 NOFA received 15 CDBG applications and 8 ESG applications and were subject to a two-tiered review process for eligibility (Attachment F - CDBG / ESG Applications and Recommendations):

1. A technical review and risk assessment where a staff committee reviewed all applications to determine compliance with stringent HUD regulations including consideration of the following:
conflict of interest within the organization, applicant staff experience with HUD/federal grants, organization audits and findings, grant match or leverage, current organizational policies and procedures, fiscal operations with internal controls, separation of duties, and past performance with City HUD grants. Of the 15 CDBG applicants, 5 applications were deemed eligible for the next level of review and of the 8 ESG applications, 4 were deemed eligible for the next level of review.

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2. The second tier consisted of the scoring of eligible applications by an EDD staff subcommittee using an intricate and objective scoring system. Scoring of the application focused on areas such as project design, project budget, organization experience and capacity, past performance and general compliance (for returning applicants), alignment with local and City Plans, and collaboration with local service providers. Scoring results were then presented to the Community Development Committee (CDC) during a public meeting on February 19, 2025, where the eligible applicants that met the NOFA scoring threshold provided a presentation to the CDC. The CDC then scored each applicant’s presentation and had the ability to modify EDD staff committee scoring as outlined in the NOFA guidelines. Final scoring results and funding recommendations were presented to the CDC on March 26, 2025 and are included in the 2025-2026 Annual Action Plan Sources and Uses.

Goal 3 - Resilient Infrastructure & Public Facilities: Prioritizing the maintenance and improvements of publicly owned facilities and infrastructure, such as neighborhood parks, community centers, streets, sidewalks, ADA accessibility, and other assets that serve low-income residents is a goal. During the 2025-2026 program year, EDD staff will work with Public Works (PW) Department staff on the use of up to $1 million of CDBG funding to address infrastructure improvements, including but not limited to curbs, gutters, sidewalks, and/or antiquated water and sewer lines in eligible low-income residential areas of the City.

Goal 4 - Healthy Neighborhoods & Residents: Ensures the provision of high-quality public services to support community development, including activities for fair housing services and other activities.

During the 2025-2026 NOFA process, staff followed the two-tiered review process to identify a series of public service providers to allocate CDBG funds. The organizations recommended for CDBG Public Services grant awards include the Emergency Food Bank of Stockton, Children’s Home of Stockton, Bread of Life, Tuleburg Press, and Friends Outside. The organizations recommended for ESG homeless services funding include Central Valley Low Income Housing Corporation (CVLIHC) and PREVAIL.

Goal 5 - Support Businesses: Programs that promote economic development activities by assisting and retaining small businesses include the Commercial Façade Improvement Forgivable Loan and Stocked Full of Produce Grant Programs. These programs provide financial assistance in revitalizing blighted commercial spaces for retail businesses and small grants for local neighborhood markets to provide access to healthy food.

Goal 6 - Increase Access to Economic Opportunity: Efforts that prioritize and expand business readiness programs targeting low-income persons, including low-income youth, disabled persons, and homeless person. Partner with local business service providers to implement workshops, technical assistance, and other eligible activities to support micro-enterprises and aspiring entrepreneurs.

Using award amounts from the previous program year as a projected award amount for FY 2025- 2026, the City is expected to receive approximately $3,240,738 in CDBG funds, $1,393,227 in HOME funds, and $283,046 in ESG funds. Final award amounts and distribution among the different projects/activities in this Action Plan’s sources and uses will be increased or decreased upon HUD’s official announcement of FY 2025-2026 program year allocations (Attachment G - 2025-2026 Sources and Uses).

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COMMUNITY PARTICIPATION PLAN (CPP)
Staff has updated the existing Community Participation Plan, formally known as the Citizen Participation Plan according to HUD, with the following modifications:
· Integrated Language Access Plan requirements
· Updated definition of “substantial amendment” for Consolidated Plan and Annual Action Plans Specifically, the draft CPP states that a substantial amendment to an Annual Action Plan shall include “changes to the funding distribution method, or the reallocation of funds between eligible project activities included in the approved Annual Action Plan, which exceeds 25 percent of the City’s annual entitlement.” The current Citizen Participation Plan previously allowed for a reallocation of up to 5% of the City’s annual entitlement. The change allowing a reallocation of up to 25% provides the City with greater flexibility to adapt to changing conditions in the community, ensuring the project delivery can continue without undergoing a 30-day public comment period. The end goal is to assist with the City’s compliance with HUD’s annual expenditure deadline and threshold.

No change was made to the length of public review periods, noticing of the availability of documents, or the time and place of public hearings (Attachment H - Draft Community Participation Plan).

LANGUAGE ACCESS PLAN (LAP)
Consistent with federal requirements, a four-factor analysis was used to determine the appropriate language assistance services to ensure that persons considered LEP have access to HUD-funded programs. The four-factor analysis assessed:

1. The number or proportion of LEP individuals in the eligible service population.

2. The frequency LEP individuals encounter the program.

3. The nature and importance of the program, activity, or service provided by EDD to LEP individuals.

4. The resources available to assist LEP individuals.

Based on data from the U.S. Census Bureau’s 2023 American Community Survey (ACS), it was found that the top language group of LEP households was Spanish with 6.8% of Stockton households.

Pursuant to the draft LAP, staff has implemented and will continue to implement the following actions to provide resources for LEP individuals:
· Hiring and training bilingual staff.
· Offer interpretation services over the phone at no cost to LEP individuals when necessary. · Utilize written translation services to produce materials in Spanish, including vital program documents.
· Provide Spanish interpretation services for in-person and virtual public meetings, as well as other languages upon request.
· Train public-facing employees on the available EDD language assistance services.

Staff shall review the LAP at least every five years to ensure individuals with LEP have continuous, meaningful access to equitable, timely, and quality language assistance services (Attachment I - Draft Language Access Plan).

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SECTION 3 PLAN
Grow America and EDD staff have developed the draft Section 3 Plan (Attachment J) in accordance with HUD requirements. The plan outlines how the City of Stockton’s Economic Development Department (EDD) and its subrecipients, contractors, and subcontractors will comply with HUD’s Section 3 requirements in implementing the City’s Consolidated Plan funded programs. EDD, to the greatest extent feasible, will ensure that employment and contract opportunities resulting from HUDfunded projects are directed to low-income residents and businesses.

As outlined in the draft plan, EDD staff will conduct a number of activities to increase contracting opportunities for businesses that employ low-income workers. This includes sharing Section 3 requirements and opportunities with assisted businesses, developers, and contractors; reviewing Section 3 benchmarks and prioritization efforts with contractors and subcontractors; tracking and documenting all labor hours for Section 3 workers during applicable project implementation; hosting mandatory pre-bid meetings for contractors interested in submitting bids on Section 3 eligible projects; and leveraging communication channels to broadly share employment and contracting opportunities.

Notification
In conformance with HUD's requirements and the City's current Citizen Participation Plan (CPP), a notice of the public hearing for the draft Con Plan and Action Plan were published in The Record on March 14, 2025, which began the minimum 30-day public review period. The draft Con Plan and Action Plan were also posted on the City's website, shared via social media, and sent electronically through an email list, which includes the City's various affordable housing stakeholders.

Four public meetings were held to present the draft Con Plan and Action Plan in accordance with the current CPP:
· March 13, 2025, at Oak Park Senior Center
· March 19, 2025, at Van Buskirk Community Center
· April 2, 2025, at Sierra Vista Community Center
· April 8, 2025, at Weston Ranch Branch Library
A public hearing was held on March 26, 2025, by the Community Development Committee (CDC) to present the draft Plans to the committee and the community.

As part of the CPP process, the draft Plans being presented to the City Council on April 15, 2025 during the public hearing will also provide an opportunity for public comment. Public comments received at the time of the preparation of this staff report are included as Attachment K.

FINANCIAL SUMMARY
The proposed resolution will have no financial impact on the General Fund or any other unrestricted fund. The Con Plan includes estimated appropriations for the Economic Development Department - Housing Division's FY 2025-2029 budgets. The Action Plan includes estimated appropriations from HUD to the Economic Development Department’s FY 2025-26 budget for: CDBG, HOME, and ESG funds. These appropriations are dependent upon the receipt of anticipated funds from HUD and may City of Stockton Page 9 of 10 Printed on 4/10/2025
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vary based upon actual funding received.

Attachment A - Approved Motion 2024-07-09-1207
Attachment B - Resolution No. 95-0199
Attachment C - 2016 Citizen Participation Plan
Attachment D - Draft 2025-2029 Consolidated Plan
Attachment E - Draft 2025-2026 Annual Action Plan
Attachment F - CDBG / ESG Applications and Recommendations Attachment G - 2025-2026 Sources and Uses
Attachment H - Draft Community Participation Plan
Attachment I - Draft Language Access Plan
Attachment J - Draft Section 3 Plan
Attachment K - Public Comments to Con Plan and AAP
City of Stockton Page 10 of 10 Printed on 4/10/2025
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1 CITY OF STOCKTON’S

CITIZEN PARTICIPATION PLAN

TABLE OF CONTENTS
I. Introduction ...........................................................................................2 II. Development of Consolidated Plan and Annual Action Plans ..............2 III. Amendments..........................................................................................3 IV. Consolidated Annual Performance and Evaluation Report ...................4 V. Outreach.................................................................................................5 Community Development Committee .........................................5 Outreach Efforts ..........................................................................6 Public Meetings ...........................................................................7 Public Hearings ............................................................................8 Information and Records Availability ............................................8 Technical assistance ....................................................................9 VI. Complaints ..............................................................................................9

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2 Section I. Introduction
This CITIZEN PARTICIPATION PLAN is a revision of a document adopted by the City of Stockton (the "City") in 1995. The objective of the Plan is to provide for and encourage citizens to participate in the development of the Consolidated Plan, Action Plan, any substantial amendments to either Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER).

The Consolidated Plan and each year's Action Plan guide the City's use of Community Development Block Grant (CDBG), HOME, Emergency Solutions Grant (ESG) and other federal funds which are made available from the U.S. Department of Housing and Urban Development (HUD). The CAPER provides an assessment of funds expended and a quantitative analysis of program or project outcomes.

The Economic Development Department (EDD) is the lead agency within the City of Stockton for development and implementation of the Consolidated and Action Plans. The Community Development Committee (CDC), a seven member advisory board to the City Council comprised of representatives from each Council district and one from the community at-large, plays a key role in the citizen participation process. The CDC holds public meetings, collects comments, and provides forums for the discussion of community development and housing needs. Other groups, such as the San Joaquin County Continuum of Care will also be asked to participate.

This document is designed to meet HUD’s basic requirements for citizen participation in accordance with 24 CFR Part 91.105.

Section II. Development of the Consolidated and Annual Action Plans The City of Stockton must prepare a Consolidated Plan every five years and an Action Plan annually. The CDC will hold a series of public meetings during the development of the these Plans that will include identification of community housing and non-housing needs, prioritization of needs, development of strategies to meet the identified needs and budget recommendations to implement those strategies. Community outreach, as outlined in Section V of this Plan, shall be utilized to increase participation in the development of the Plans. The CDC will hold at least one meeting annually to review program performance, allow citizen input regarding the City’s community development and housing needs, and to provide information regarding priorities and proposed activities to citizens. Citizens may propose amendments to the Consolidated Plan and/or Action Plan.

Local and regional institutions, including the San Joaquin County Continuum of Care, the Housing Authority of the County of San Joaquin, businesses, developers, and nonprofit

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3 organizations will also be consulted during the preparation of the Consolidated Plan and Action Plan.

In the years when a Consolidated Plan is prepared, a summary of the draft Consolidated Plan and Action Plan shall be published in one or more newspapers of general circulation.

Prior to the City Council public hearing to consider the documents, draft copies of the plans will be available for review as outlined in Section V of this Plan. On years when a Consolidated Plan is not required, the above steps shall be followed for the Action Plan.

The City shall provide no less than a 30-day public comment period on draft plans before final action by the City Council. Prior to adoption of the Consolidated Plan and Annual Action Plan, the City Council will hold a public hearing(s). Any public comments received during the comment period or at the public hearing(s) shall be considered and shall be summarized and attached to the Consolidated Plan and/or Action Plan prior to submission to HUD. This shall include a summary of any comments or views not accepted and the reasons therefore.

Section III. Amendments
Amendments to the Consolidated Plan and the Annual Action Plan shall be required whenever the City seeks to:
a) Make a change in its allocation priorities or a change in the method of distribution of funds;
b) Carry out an activity, using funds from any program covered by the Consolidated Plan (including program income), not previously described in the Annual Action Plan; or
c) Change the purpose, scope, location or beneficiaries of an activity.

Amendments shall be categorized as "substantial" or "non-substantial".

Substantial Amendments
An amendment shall be considered “substantial” if it exceeds five percent (5%) of the City’s annual entitlement. The citizen participation process and noticing requirements shall be followed to the extent required by HUD for substantial amendments to the approved Consolidated Plan and Action Plans, except those for disaster activities. The CDC shall review proposed amendments and forward a recommendation to the City Council. The City Council shall, following a 30-day public comment period, consider the item at a public meeting as outlined in Section V of this Plan. Council action, if required, may occur as a Consent item or as a Public Hearing item. The determination shall be made by the Economic Development Department with concurrence by the City

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4 Manager. The City Council shall approve any amendment by Resolution prior to submission to HUD.

Non-Substantial Amendments
All other amendments shall be considered "non-substantial" and may be approved administratively.

Submission to HUD
Amendments shall be submitted to HUD as each occurs or at the end of the program year. Any public comments received during the comment period or at the public hearing shall be considered and shall be summarized and attached to the substantial amendment prior to submission to HUD. This shall include a summary of any comments or views not accepted and the reasons therefore. Letters transmitting copies of the amendments must be signed by the official representative of the jurisdiction authorized to take such actions.

Amendments to the Citizen Participation Plan
The Citizen Participation Plan may be amended by Resolution of the City Council as necessary or appropriate. All amendments shall be consistent with the requirements of HUD.

Section IV. Consolidated Annual Performance and Evaluation Report The Consolidated Annual Performance and Evaluation Report (CAPER) identifies the final budget expenditure and performance results for each Annual Action Plan activity from the currently completed program year and any outstanding activities from prior program years.

The CAPER shall be submitted to HUD within 90 days from the close of the City's CDBG/HOME program year. The City's program year corresponds to the City's fiscal year which runs from July 1 to June 30 of each year. The CAPER shall be submitted to HUD by September 30.

Prior to submission to HUD there shall be a 15 day public review/comment period.

During this time period, the CDC shall review the document. They may hold a public meeting to discuss the CAPER as outlined in Section V of this Plan. Any public comments received during the comment period shall be considered and shall be summarized and attached to the CAPER prior to submission to HUD.

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5 Section V. Outreach
Community Development Committee
The CDC plays a key role in the citizen participation process. The CDC is an advisory board to the City Council. It is comprised of representatives from each Council district and one from the community at-large. The Council may augment its membership from time to time to assure and increase the broadness of total community representation. All nominees shall be residents of the City of Stockton.

Technical assistance from City staff shall be continuously available to the CDC so that its members may adequately participate in planning, implementing and assessing programs.

Technical assistance will also be available to other citizen organizations, and particularly those representative of persons of low and moderate income, in developing proposals or in organizing neighborhood groups.

Federal regulations place the ultimate responsibility for the development of the Consolidated Plan and Action Plan and the execution of the programs and activities on the grantee; hence the CDC constitutes the formal, advisory citizen participation body to the City Council.

The functions of the CDC shall be as follows:

1. To provide a forum and a mechanism whereby citizens, particularly those likely to be affected by community and housing activities in areas where residents are of low and moderate income, have the opportunity to provide meaningful input during all phases of the program.

2. To provide a means whereby all relevant information may be disseminated to concerned and affected citizens. Such information shall include, but not be limited to, the following:
a. Amount of funds available annually under each program; b. The range of eligible activities for each program;
c. The identification of various community development and housing programs that become available;
d. The processes involved in developing the application and the schedule of meetings and hearings;
e. The role of citizens in the program; and
f. Any other important program requirements.

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6 3. Any citizen or citizen group may address the CDC during any scheduled CDC meeting or neighborhood meeting where CDC members are in attendance, but as the scheduled CDC meetings always have a posted agenda the Chairperson may require that advance agenda time be requested for items that require extended time for meaningful discussion.

4. The CDC shall be involved in development of the Consolidated Plan including the annual applications for the Community Development Block Grant Program, the HOME Investment Partnerships Program, the Emergency Solutions Grant Program, and similar housing programs or plans including subsequent amendments or basic changes to any of the above.

During the program year, public meetings and hearings will be held as required by federal regulations at times and locations convenient to potential or actual beneficiaries and with accessibility to the handicapped. Meetings and hearings may be convened by City staff or by the City Council as appropriate and in conformance with federal regulations to accomplish the following:

1. To obtain the views of citizens, public agencies and other interested parties, relative to community development and housing needs and to comment on the extent to which funds are used for the benefit of lower income households, and what provisions should be taken by the City to minimize displacement of households as a result of assisted activities.

2. To afford affected citizens an opportunity to comment on proposed applications for federal assistance, plans, and substantial amendments as may be required by federal regulations, including, but not limited to, the Consolidated Plan.

3. To afford citizens an opportunity to review the programs’ progress and performance as described in program reports prepared from time to time pursuant to federal regulations.

Outreach Efforts
The City is committed to making reasonable and timely access to the needs assessment, strategy development, and budget recommendation process of the Consolidated Plan and Action Plan possible for all members of the community, especially low and moderate income persons. The following outreach efforts are examples of measures that may be taken as appropriate to provide citizen’s access to the process. Failure to use any one of these shall not be considered a violation of this Plan.

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7 Mailing List (including electronic mailing lists): The City will maintain a comprehensive mailing list of interested parties, adjacent local governments, nonprofit organizations, and public and private agencies that provide affordable housing, economic development, business assistance, health services and social services and use this list to send summary information, public hearing or comment period notices.

Targeted Survey: When appropriate, such as during the preparation of the Consolidated Plan, the City may use targeted surveys to assist in identifying community needs, existing services available to meet those needs, assessing any gaps in meeting those needs, and developing strategies to address outstanding needs.

Channel 97: Create and run public service announcements about the CDBG and HOME programs and the Consolidated and Action Plan processes to inform, educate and promote citizen participation.

Neighborhood Organizations: Invite neighborhood groups to participate and to coordinate with their own neighborhood planning and implementation efforts.

Housing Authority of the County of San Joaquin: Consult with the Housing Authority staff and invite public housing residents and Section 8 Voucher holders to participate in development and implementation of strategies.

Community Development Block Grant Week: Use this national recognition week to promote local success stories related to CDBG, HOME and other community development funding. This may include awards, special project open houses, keynote speakers and neighborhood walks with City Council members or other promotion activities.

All Media: Use media releases about the Consolidated Plan and Action Plan processes and citizen participation opportunities throughout the program year.

City Website: Use the City’s website to publicize opportunities for public input, including public meetings and hearings and to highlight the development, implementation and monitoring process (www.stocktongov.com).

Public Meetings
The CDC shall hold public meetings during the program year as deemed necessary for the preparation of recommendations to the City Council, for the review of program progress and performance, and as needed to consider other than routine matters. Proper notice shall be given, which includes posting the agenda a minimum of 72 hours prior to the meeting. The agenda shall also be available online at www.stocktongov.com.

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8 Minutes shall be taken of all public meetings and shall be available for public review at the EDD during regular working hours.

In accordance with the Americans With Disabilities Act and California Law, it is the policy of the City of Stockton to offer its public programs, services, and meetings in a manner that is readily accessible to everyone, including those with disabilities. Copies of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or other accommodation, may be obtained by contacting the Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business hours or by calling (209) 937-8459, at least 5 days in advance of the hearing/meeting.

Advance notification within this guideline will enable the City/Agency to make reasonable arrangements to ensure accessibility.

Persons with hearing impairments can be provided an interpreter at public meetings, if a request is made at least seven (7) days prior to the scheduled meeting date.

For items expecting to effect a specific neighborhood or population, addition accommodations, including providing notices in various languages or providing interpreters at neighborhood meetings, will be considered.

Public Hearings
Public hearings shall be held before the City Council as required by the Consolidated and Action Plan process.

Notice of all public hearings shall be published in a paper of general circulation not less than ten (10) days prior to the date of the hearing. The notice shall include the time, day and date of the hearing, its location, a general statement regarding its purpose and any other more specific information required by the Consolidated Plan, Annual Action Plan, amendments or CAPER. Notices and agendas shall be posted at City Hall and available online at www.stocktonca.gov
Minutes shall be taken of all public hearings and shall be available for public review online at www.stocktonca.gov and at the Office of the City Clerk.

Special accommodations shall be as described in the Public Meetings section above.

Information and Records Availability
The Consolidated Plan (as proposed, adopted or amended), Annual Action Plan, CAPER, and this Citizen Participation Plan shall be available in print format for public review during regular working hours at the following location:

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9 Economic Development Department
400 East Main Street
Stockton, CA 95202
(209) 937-8539
These documents are also available online at www.stocktonca.gov under the Economic Development Department, Housing Division.

Consistent with applicable state and local laws regarding personal privacy and obligations of confidentiality, other documents may be made available at the same time and place including mailings, promotional material, records of hearings, copies of the regulations, contracting procedures, environmental policies, fair housing and equal opportunity requirements and relocation provisions. This information shall be provided in a format accessible to persons with disabilities, upon adequate notice.

Requests for additional information may be made to the EDD at the address and phone listed above. A response shall be provided within fifteen (15) working days of receipt of the request, where practicable.

Summary materials regarding the Consolidated Plan, Annual Action Plan, amendments and CAPER shall be available without charge. Free copies of the Consolidated Plan and Action Plan will also be made available. One free copy will be provided to each individual or organization requesting said copy until the supply is exhausted. Photocopier charges and miscellaneous charges for other related services and materials shall be assessed in accordance with the City's fee schedule.

Technical Assistance
Technical assistance shall be provided to groups representing persons of low and moderate income that request such assistance in developing proposals for funding under any of the activities covered by the Consolidated Plan and Action Plan. The level and type of assistance provided shall be on a case-by-case basis as determined by the EDD Director or his/her designee.

Section VI. Complaints
The City will answer complaints in a timely and responsive manner. The City will make every reasonable effort to provide written responses to complaints within 15 working days.

Complaints received will be handled at the lowest possible staff level affected directly and then will be referred through the normal chain of command: supervisor, division head, department director, City Manager’s office. Ultimately, the citizen may address a complaint directly to the City Council if he feels his grievance has not been resolved.

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CONSOLIDATED
PLAN
2025-2029
DATE:

March 2025
City of Stockton
Economic Development Department
425 N. El Dorado St.

Stockton, California 95202
Your Voice.

Our Future.

DRAFT

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2 Table of Contents
Executive Summary......................................................................................................................... 4 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)........................................................... 4 The Process................................................................................................................................... 10 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)............................................................. 10 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I).............. 11 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................... 25 Needs Assessment........................................................................................................................ 33 NA-05 Overview ........................................................................................................................ 33 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ...................................................... 34 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2).......................... 48 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2).............. 52 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2).................... 56 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ....................................... 58 NA-35 Public Housing – 91.205(b) ............................................................................................ 60 NA-40 Homeless Needs Assessment – 91.205(c)...................................................................... 65 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d).............................................. 73 NA-50 Non-Housing Community Development Needs – 91.215 (f) ......................................... 82 Housing Market Analysis............................................................................................................... 86 MA-05 Overview........................................................................................................................ 86 MA-10 Number of Housing Units – 91.210(a)&(b)(2)............................................................... 87 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)................................................. 90 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)........................................ 94 MA-25 Public and Assisted Housing – 91.210(b) ...................................................................... 99 MA-30 Homeless Facilities and Services – 91.210(c).............................................................. 102

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3 MA-35 Special Needs Facilities and Services – 91.210(d)....................................................... 105 MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................ 111 MA-45 Non-Housing Community Development Assets – 91.215 (f) ...................................... 112 MA-50 Needs and Market Analysis Discussion....................................................................... 119 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2)....................................................................................................... 122 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)........................................................... 124 Strategic Plan .............................................................................................................................. 127 SP-05 Overview ....................................................................................................................... 127 SP-10 Geographic Priorities – 91.215 (a)(1)............................................................................ 128 SP-25 Priority Needs - 91.215(a)(2)......................................................................................... 130 SP-30 Influence of Market Conditions – 91.215 (b)................................................................ 137 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)................................................... 139 SP-40 Institutional Delivery Structure – 91.215(k).................................................................. 146 SP-45 Goals Summary – 91.215(a)(4)...................................................................................... 151 SP-50 Public Housing Accessibility and Involvement – 91.215(c)........................................... 154 SP-55 Barriers to affordable housing – 91.215(h)................................................................... 155 SP-60 Homelessness Strategy – 91.215(d).............................................................................. 156 SP-65 Lead based paint Hazards – 91.215(i)........................................................................... 159 SP-70 Anti-Poverty Strategy – 91.215(j).................................................................................. 161 SP-80 Monitoring – 91.230...................................................................................................... 163

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4 Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Stockton’s (City) Consolidated Plan (hereafter referred to as Consolidated Plan or the Plan) is designed to help the City assess its affordable housing and community development needs and market conditions, and to make data-driven, place-based investment decisions. The consolidated planning process serves as the framework for the community-wide dialogue necessary to identify housing and community development priorities than can be used to align funding provided through the U.S. Department of Housing and Urban Development (HUD) grant programs, including the Community Development Block Grant (CDBG) Program, the HOME Investment Partnership (HOME) Program, and the Emergency Solutions Grant (ESG) Program.

The City prepares a Consolidated Plan every five years. The broader vision, needs, and goals outlined in the Consolidated Plan is implemented through Annual Action Plans, which provide a concise summary of the actions, projects (as defined by HUD), and specific federal and nonfederal resources that will be used each year. At the end of each fiscal year, the City prepares a Consolidated Annual Performance and Evaluation Report (CAPER) that records the progress made each year toward the achievement of goals and objectives identified in the Consolidated Plan.

The Economic Development Department (EDD) of the City is responsible for the development and implementation of the Consolidated Plan, as well as oversight of the projects identified in Annual Action Plans. EDD consists of several divisions, which work together to administer the CDBG, HOME, and ESG programs, with the Housing Division serving as the primary lead. EDD staff also collaborate with an extensive network of governmental agencies, non-profit organizations, and community stakeholders to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

Much of the data referenced in the Consolidated Plan were provided by HUD and include data from the 2016-2020 and 2018-2020 American Community Survey (ACS) and Comprehensive Housing Affordability Strategy (CHAS), as well as the Homeless Management Information System (HMIS), among other data sources. As necessary, the default data are supplemented with data from the U.S. Census Bureau, various departments of the State of California, and assorted local datasets. The Plan is divided into six sections, including this executive summary, a

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5 review of the plan development process, a comprehensive Needs Assessment, a housing Market Analysis, a Strategic Plan, and an Annual Action Plan.

This Plan was developed through a collaborative process to identify community needs with a primary focus on low- and moderate-income persons in accordance with HUD guidance. EDD staff strive to find areas for collaboration and alignment to effectively utilize all available funding resources to conduct housing and community development activities that will serve the residents and communities of the City of Stockton.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
All priority needs and goals identified in the Consolidated Plan will meet a CDBG national performance measurement objective through providing decent affordable housing, creating suitable living environments, or improving economic opportunity.

Through the consolidated planning process, the City has identified four priority needs, six associated goals, and one additional goal to support all needs:

1. Priority Need: Increase and Preserve Affordable Housing Opportunities Associated Goal 1: Develop & Rehabilitate Affordable Housing Units

2. Priority Need: Reduce Homelessness
Associated Goal 2: Provide Funding to Services to Prevent & Reduce Homelessness

3. Priority Need: Resilient and Healthy Communities
Associated Goal 3: Resilient Infrastructure & Public Facilities Associated Goal 4: Healthy Neighborhoods & Residents

4. Priority Need: Strengthen Local Economy
Associated Goal 5: Support Businesses
Associated Goal 6: Increase Access to Economic Opportunity Goal 7 Supporting all Needs: Compliance
As these goals differ from the City’s current priority needs, they will be incorporated into HUD’s Integrated Disbursement and Information System (IDIS) reporting structure starting this program year, with a goal for full integration by 2027.

Throughout the 2025-2029 program years, the City will fund a variety of activities, including making additional decent and affordable housing available, providing homelessness and public services, and strengthening infrastructure and public facilities for the City’s residents. The City will also fund business and job development programs and will continue its program compliance efforts.

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6 3. Evaluation of past performance
The City’s Consolidated Plan activities must meet one of the three national goals set by HUD for all but administrative activities. These national goals, known as National Objectives, are: benefit to low- and moderate- income (LMI) persons; aid in the prevention or elimination of slums or blight; and meet a need having a particular urgency (referred to as urgent need).

The City must ensure that its HUD-funded activities carried out under the Consolidated Plan meet its five-year priorities (SP-25) and strategies/goals (SP-45). The City will measure the effectiveness of its programs through four elements of its performance evaluation system.

1. Five-Year Matrix: This matrix (located in SP-45) quantifies and summarizes the City’s five-year planned accomplishments in relation to the national performance measurement objectives, outcomes, and City’s five-year priorities and strategies.

2. Annual Plan Tables: These tables (located in AP-15, AP-20, AP-35 and AP-38) contain measurable short-term objectives planned for the coming year along with the planned activities, unit of accomplishment, and the number of expected accomplishments upon completion of activities.

3. Integrated Disbursement and Information System (IDIS): This is a HUD computer system that reports accomplishments and other information to HUD. During the program year, EDD will enter its planned and actual accomplishments for each activity into IDIS. At the end of the program year, EDD will use IDIS to summarize its accomplishments, enter them into the Five-Year Matrix, and update the Annual Plan tables.

4. Consolidated Annual Performance and Evaluation Report (CAPER): EDD will publish the Matrix and Annual Plan Tables in each year’s CAPER, which reports its accomplishment to HUD, to reflect its number of planned and actual accomplishments and how they relate to the long- and short-term objectives set in the Consolidated Plan and Annual Action Plan. Such updates will allow HUD, the City’s partners, residents, and others to track performance.

During the previous five-year planning period (2020-2025), the City undertook a range of housing and community development activities to primarily benefit the extremely low-, very low-, low-, and moderate-income residents. This section only highlights some of the key accomplishments from the 2020-2025 program years (Note: the publishing of this plan is during the 2024-2025 program year, so accomplishments are aggregated from the first four years of the 2020-2025 Consolidated Plan period) . For more detailed information, please refer to the recent CAPER available on the EDD website at www.stocktonca.gov/housing.

Affordable Housing: The City utilized both CDBG and HOME funds to preserve and improve the County’s affordable housing stock:

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7 • About 89 rental units constructed or rehabilitated
• 11 homes received rehabilitation loans
Public Services: The City utilized CDBG funds and ESG funds to provide supportive services for its extremely low-, very low, low-, and moderate-income households:
• Homeless Services: 12,123 households assisted with emergency shelters; 22 households assisted with Rapid Re-Housing; and 107 households assisted with homeless prevention services
• Public Services: approximately 888,507 persons assisted with public services including, but not limited to, youth services, transition aged youth services, food pantry programs, fair housing services, and homebuyer education services.

Economic Development: The City assisted more than 400 local neighborhood businesses with technical assistance services, including ten businesses that received grants for exterior façade improvements under the Commercial Rehabilitation Program

4. Summary of citizen participation process and consultation process EDD conducted a robust community participation process for its Five-Year Consolidated Plan and Assessment of Fair Housing. The City engaged in a multi-pronged approach to seek and obtain meaningful feedback from public agencies and service providers, along with members of the public.

The five methods of outreach were:

1. Community Needs Assessment Survey: The survey was open to the public from October 23, 2024, through January 17, 2025. The City received 609 responses. A Quick Response (QR) code was created for the survey and was printed on flyers and posters, which were posted in community centers and libraries. The survey was also shared on City’s social media platforms, including Facebook, Instagram, and LinkedIn, and via email through various email list serves. Staff also attended over a dozen community events, providing an opportunity for residents to learn about the process, submit a survey, and identify their top community needs.

2. Community Meetings: EDD held six in-person and one virtual community meeting on different days and times of the week to accommodate various audiences. The six Inperson meetings were held in each of the six Stockton City Council Districts. A Spanish interpreter was available at each meeting.

3. One-on-One Stakeholder Consultations: EDD conducted six consultations with local and regional service providers, representatives of various County departments, advocacy organizations, and local leaders during the months of November 2024 through February

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8 2025. These stakeholder consultations were held with respective entities as required by HUD consultation requirements.

4. Focus Groups: EDD hosted four virtual focus group meetings focused on affordable housing, homelessness services, economic development, and public services. Twenty four (24) service providers and community-based organizations attended and provided feedback during these focus groups.

5. Public Review and Public Hearing: The City holds two public hearings to consider public comments regarding the Consolidated Plan and Annual Action Plan. The first public hearing is held by the City’s Community Development Committee (CDC) and the second public hearing is held by the Stockton City Council. The 30-day public comment period began on March 14, 2025, and will conclude on April 15, 2025, at the public hearing held by City Council.

The City will hold two public hearings to consider public comments regarding the Consolidated Plan and Annual Action Plan. The first public hearing will be on March 26, 2025 by the City’s Community Development Committee (CDC) and the second public hearing will be held on April 15, 2025 by Stockton City Council. The 30-day public comment period begins on March 14, 2025, and will conclude on April 15, 2025, at the public hearing held by City Council.

5. Summary of public comments
The community meetings offered attendees an opportunity to provide feedback through polls, share their opinions on topics, and ask questions. Questions often centered around needs residents were seeing or experiencing in their communities, with the most common issues raised being rising rates of homelessness, the need for public services, and the cost of housing.

Stakeholders cited rapidly rising rents and home sales prices, increasing utility and insurance costs, and the prevalence of low-wage jobs as the primary reason why many families are experiencing one or more of the following: housing cost burdens, homelessness, and being priced out of the region entirely. EDD staff responded to participants’ concerns during the meetings and shared information on existing resources and programs.

6. Summary of comments or views not accepted and the reasons for not accepting them The City has accepted all comments provided during the community engagement process.

7. Summary
The Stockton 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan represent refined and updated versions of the City’s prior planning documents, and therefore do not represent a major shift in strategic direction. Programs to preserve, enhance, and increase the

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9 supply of housing affordable to lower-income households and reduce homelessness remain a priority; however, emphasis is placed on a holistic approach to overall community development. The Consolidated Plan supports the City’s residents by fostering a range of public services, and by directing public investments, such as improved public infrastructure, facilities, and services, where they can benefit the City’s lower- and moderate-income populations. At the same time, efforts to provide expanded business assistance and educational opportunities for workers and entrepreneurs will help to provide increased opportunities for residents to improve their economic self-sufficiency, so that resources made available pursuant to the Consolidated Plan can be provided to those most in need of assistance.

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10 The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator STOCKTON Economic Development Department (EDD)
HOME Administrator STOCKTON Economic Development Department (EDD)
ESG Administrator STOCKTON Economic Development Department (EDD)
Table 1 – Responsible Agencies
Narrative
EDD is responsible for the implementation of the Consolidated Plan, as well as oversight of the activities identified in the Annual Action Plan. EDD consists of several divisions, which work together to administer CDBG, HOME, and ESG programs, with the Housing Division serving as the primary lead, providing coordination with other divisions as necessary and appropriate. In addition, the staff also collaborates with an extensive network of governmental agencies and non-profit organizations to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

Consolidated Plan Public Contact Information
The public can contact EDD staff with comments regarding the City’s Consolidated Plan:

City of Stockton Economic Development Department
400 East Main Street, 4th Floor
Stockton, CA 95202
(209) 937-8539
[email protected]

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11 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The planning process required by HUD regulations for Consolidated Plan development involves consultation with public and private agencies to assess needs, identify resource gaps, and coordinate service delivery. This section summarizes these consultation efforts and coordination between agencies.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City of Stockton engaged in one-on-one consultations with various agencies throughout the city and county, including public and assisted housing providers, government departments, and private/public health, mental health, and social service organizations (these organizations are listed in the response to Question 2 of this section. These consultations build upon ongoing partnerships between the City and local service providers.

The stakeholders have expressed several critical concerns regarding the city of Stockton, focusing on housing, homelessness, service coordination, funding, employment, and public health. They highlighted the high demand for affordable housing, rising costs, and the insufficient supply, along with excessive encampments and the lack of safe and stable housing.

Youth homelessness, particularly among those at risk for Commercially Sexually Exploited Children (CSEC), is a significant issue. There is a need for better coordination between service providers and government agencies to streamline services and avoid duplication, with an emphasis on leveraging HMIS programs and developing technology solutions to improve service delivery.

Funding and administrative burdens are also major concerns, with stakeholders noting the challenges in using federal dollars effectively due to administrative requirements and the competitive nature of securing awards for development projects. Employment opportunities for low-income residents are limited, and there are programs and policies that worsen disparities in access to housing and economic opportunities. Public health and safety issues, such as lead-based paint hazards, require effective abatement plans and coordination between public health and environmental health departments.

To address these concerns, stakeholders recommend increasing the supply of affordable housing and enhancing supportive services for individuals experiencing homelessness, including

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12 mental health and substance abuse support. They suggest focusing on providing safe and stable housing for homeless youth and those at risk for CSEC. Improving coordination between service providers and government agencies, developing technology solutions, and creating a comprehensive list of programs to avoid overlapping eligibility criteria are also recommended.

Advocating for more flexible funding buckets, simplifying documentation requirements for federal dollars, and including indirect funds to support administrative costs are crucial steps to reduce administrative burdens.

Enhancing job connection services, implementing strategies to focus on specific neighborhoods, and partnering with service providers to build up communities are essential for improving employment and economic opportunities. Strengthening coordination between public health and environmental health departments to address lead hazards and developing chronic disease management programs are necessary to improve public health and safety. By facilitating these recommendations, Stockton can significantly improve the quality of life for its residents and create a more efficient and effective service delivery system.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City coordinates closely with the San Joaquin County Continuum of Care (CoC), where the San Joaquin County Human Services Agency serves as lead agency. The CoC brings together government agencies and non-profit organizations serving San Joaquin County's homeless population. Through regular consultation with CoC members and attendance at meetings, including San Joaquin County staff, and partners like, Central Valley Low Income Housing Corporation (CVLIHC), and homeless shelters at St. Mary’s Community Services and PREVAIL, the City seeks to advocate for and strengthen individuals, families, and children through prevention and education driven services and programs.

CVLIHC plays a crucial role in managing the Homeless Management Information System (HMIS) for the San Joaquin Continuum of Care and provides various programs, including homelessness prevention, rapid re-housing, and permanent supportive housing. They emphasize the importance of layering services, such as rapid rehousing and housing authority vouchers, to ensure comprehensive support for homeless individuals. CVLIHC also highlights the need for data-driven approaches to prioritize matching programs with funding and improving service delivery.

San Joaquin County Public Health Services (SJC PHS) is heavily engaged in providing wraparound care services to individuals experiencing homelessness, including those with justice involvement and health issues. They operate under the Cal-AIM program, offering community

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13 support services that help people retain their housing or place them in stable housing. SJC PHS collaborates with Stockton shelters and city partners to provide enhanced care management (ECM) and case management services for children and youth with special healthcare needs.

They also work on initiatives to address food deserts and improve health quality, which are critical for the well-being of homeless individuals.

PREVAIL focuses on crisis intervention and support services for individuals experiencing domestic violence, sexual assault, sex trafficking, and homelessness. They operate emergency shelters, including Opportunity House, which provides emergency beds for homeless youth.

PREVAIL partners with Child Protective Services (CPS) to provide advocacy for Commercially Sexually Exploited Children (CSEC) youth and has seen a significant increase in referrals. They emphasize the need for street outreach services, safe and stable housing, employment opportunities, and mental and physical wellness support for homeless youth.

The coordination between these organizations and the CoC involves several key efforts:
• Data Sharing and Technology: Leveraging HMIS programs to track and coordinate services, and developing technology solutions like apps to improve communication and resource allocation.
• Comprehensive Services: Providing a range of services, including homelessness prevention, rapid re-housing, permanent supportive housing, wraparound care, enhanced care management, and crisis intervention.
• Targeted Support: Focusing on the specific needs of chronically homeless individuals, families with children, veterans, and unaccompanied youth. This includes providing safe housing, mental health and substance abuse support, and employment opportunities. • Collaboration and Partnerships: Working with various stakeholders, including CPS, behavioral health services, and city and county agencies, to ensure a coordinated approach to addressing homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS As a key member of the San Joaquin CoC, Stockton maintains active engagement with the CoC and participates in ongoing consultation about ESG funding coordination, performance standards, and evaluation. The CoC administrator coordinates ESG activities, while CVLIHC manages the Homeless Management Information System (HMIS). This structure ensures alignment between City ESG activities and broader CoC homeless assistance efforts. During the

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14 Consolidated Planning process, the City of Stockton engages the CoC via Annual Action Plan and CAPER processes.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
The City conducted individual consultations with agencies across Stockton and San Joaquin County, including CoC members, housing providers, developers, business support organizations, and health/social service organizations. Additionally, four focus groups were brought together:
economic development stakeholders, affordable housing developers, public services providers, and homeless service providers.

Focus Group attendees:

A Tavola Together
African American Chamber of Commerce of San Joaquin County Amelia Ann Adams Whole Life Center
Central Valley Low Income Housing Corp
Child Abuse Prevention Council
Delta Sculling Center
Downtown Stockton Alliance
Enterprise Community Partners
Greater Stockton Chamber of Commerce
Housing Authority of the County of San Joaquin
Huddle Cowork
Parents by Choice
Red Rabbit Advocacy Programs
San Joaquin Community Foundation
San Joaquin County Behavioral Health
San Joaquin Family Resource Center
San Joaquin County Public Health Services
Service First of Northern California
St. Mary's Community Services
STAND Affordable Housing
Stockton Emergency Food Bank
The Well
United Way of San Joaquin County
Visionary Home Builders of California, Inc.

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15 Agency/Gro
up/Organiz
ation
Agency/Group/Organi
zation Type
What section of the Plan
was addressed by
Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
Central improved coordination?
Valley Low
Income
Housing
Corporation
(CIVLIHC)
Housing
Services – Homeless
Other – Continuum of
Care
Housing Needs
Assessment
Public Housing Needs
Homeless Needs –
Chronically Homeless
Homeless Needs –
Families with Children
Homelessness Needs –
Veterans
Homelessness Needs –
Unaccompanied Minors
Homelessness Strategy
Non-Homeless Special
Needs
Market Analysis
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process as a lead
participant in the Continuum of
Care. The anticipated outcome
was to collect information
regarding resources available
for, and the needs of,
homeless and at-risk
populations, as well as to
improve coordination with the
housing, homelessness, and
anti-poverty strategies.

Housing
Authority of
the County
of San
Joaquin
County
(HACSJ)
Housing
PHA
Service- Housing
Other Government –
County
Regional Organization
Housing Need
Assessment
Public Housing Needs
Homeless Needs -
Chronically Homeless
Homeless Needs -
Families with Children
Homeless Strategy
Market Analysis
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process as the
certified Public
Housing Agency. The
anticipated outcome was to
collect information regarding
public housing resources,
conditions, and the needs of
tenants, as well as to improve
coordination with the housing,
homelessness, community
development, and anti-poverty
strategies.

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16 National
Association
for the
Advanceme
nt of
Colored
People
(NAACP),
Stockton
Chapter
Housing
Advocacy
Service - Coordination
Housing Needs
Assessment
Families with Children
Homeless Strategy
Market Analysis
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
resource distribution, regional
partnerships, and community
housing needs.

PREVAIL Housing
Services-Children
Services-Victims of
Domestic Violence
Services-Homeless
Services-Education
Housing Need
Assessment
Homelessness Strategy
Homeless Needs -
Chronically homeless
Homeless Needs -
Families with children
Homelessness Needs -
Unaccompanied youth
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process. The
anticipated
outcome was to collect
information regarding the
housing and social service
needs of victims
of domestic violence, as well as
to improve coordination with
the Consolidated Plan housing,
homelessness and anti-poverty
strategies, among other areas.

San Joaquin
County
Environmen
tal Health
Department
Health Agency
Services – Health
Services – Children
Lead-Based Paint
Mitigation Strategy
Families with Children
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
the existing process in place for
mitigating and amending child
exposure to lead-based paint
and other environmental
hazards.

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17 San Joaquin
County
Public
Health
Services
Health Agency
Services - Health
Services – Children
Services – Elderly
Persons
Services – Persons
with Disabilities
Services – Persons
with HIV/AIDS
Homeless Needs –
Chronically Homeless
Homeless Needs –
Families with Children
Homeless Strategy
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
the healthcare, housing, and
social service needs of lowincome and homeless
individuals, as well as to
improve coordination with the
Consolidated Plan
homelessness and antipoverty
strategy, among other areas.

A Tavola
Together
Services – Children
Business Leaders
Homeless Needs –
Families with Children
Non-Homeless Special
Needs
Economic Development
This organization was invited
to participate in the
consultation process to provide
information regarding
programs that educate and
empower disadvantaged
women and children, including
workforce development.

African
American
Chamber of
Commerce
of San
Joaquin
County
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding services
and advocacy that promotes
economic vitality and
education to underserved
communities.

Amelia Ann
Adams
Whole Life
Center
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding health,
education, social justice, and
faith-based programs.

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18 Child Abuse
Prevention
Council
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding services
that protect children and
strengthens families through
awareness and outcome-driven
programs.

Delta
Sculling
Center
Services – Children Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding fitness,
health, and recreation
programs.

Downtown
Stockton
Alliance
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to strengthen the downtown
district through public policies,
economic development, and
marketing.

Enterprise
Community
Partners
Housing
Services - Housing
Housing Needs
Assessment
Market Analysis
This organization was invited
to participate in the
consultation process to provide
information regarding efforts
that invest in and advocate for
affordable housing and
community development.

Greater
Stockton
Chamber of
Commerce
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding efforts
that promote an economically
vibrant business community.

Huddle
Cowork
Business Leaders Economic Development This organization was invited to participate in the
consultation process to provide
information regarding the
needs of entrepreneurs and
businesses to innovate and
grow.

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19 Parents by
Choice
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding foster
care, adoption, and family
support services.

Red Rabbit
Advocacy
Programs
Services – Housing
Services - Homeless
Housing Needs
Assessment
Chronically Homeless
Homeless Needs –
Homeless Needs -
Families with Children
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
advocacy and support services
for unhoused and housing
unstable populations.

San Joaquin
Community
Foundation
Other – Philanthropy Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
investments to support
community development.

San Joaquin
County
Behavioral
Health
Health Agency
Other government -
County
Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homelessness Strategy
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding mental
health and substance abuse
services for vulnerable
populations.

San Joaquin
Family
Resource
Center
Services – Children
Services – Health
Services – Education
Housing Needs
Assessment
Homeless Needs –
Families with Children
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding family
support and community
services.

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20 Service First
of Northern
California
Services – Housing
Services – Health
Services – Education
Services -
Employment
Housing Needs
Assessment
Economic Development
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
community and supportive
services.

St. Mary's
Community
Services
Services – Housing
Services – Health
Services – Homeless
Housing Needs
Assessment
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
community and supportive
services to unhoused persons.

STAND
Affordable
Housing
Housing
Services - Housing
Housing Needs
Assessment
Market Analysis
This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to develop and invest in
affordable housing solutions.

Stockton
Emergency
Food Bank
Services – Health Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding food
assistance.

The Well Business Leaders Economic Development This organization was invited to participate in the
consultation process to provide
information regarding
community and supportive
services.

United Way
of San
Joaquin
County
Services - Education
Services -
Homelessness
Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homelessness Strategy
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to support community
development through
fundraising and grant
distribution.

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21 Visionary
Home
Builders of
California,
Inc.

Housing
Services - Housing
Housing Needs
Assessment
Market Analysis
This organization was invited
to participate in the
consultation process to provide
information regarding
affordable housing and
supportive services.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting During Consolidated Plan development, the City of Stockton consulted a wide variety of agencies in-depth, including those listed in the table above. The City posted information on its website, Facebook page, sent out flyers to a mailing list of stakeholders, and advertised public hearings in the local newspaper. No agency types were intentionally excluded from participation.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with
the goals of each plan?
Continuum of Care San Joaquin Human Services
Agency
As the largest city in the CoC,
the City of Stockton seeks to
coordinate with the CoC
throughout the consolidated
planning process as it relates
to state and federal resource
allocation.

City of Stockton 2023-2031
Housing Element
City of Stockton The Housing Element and
Consolidated Plan share goals
of increasing affordable
housing development,
reducing barriers to housing,
and promoting fair housing
opportunities.

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22 Envision Stockton 2040
General Plan
City of Stockton The Envision Stockton 2040
General Plan is built around a
series of goals, policies, and
actions that describe what
needs to be done to achieve
the community’s vision for
the future. The Consolidated
Plan and Annual Action Plans
serve as one avenue of
implementation of the
General Plan actions.

Regional Homeless Action
Plan
City of Stockton 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.

Economic Development
Strategic Action Plan (EDSAP)
City of Stockton The EDSAP's goals of
strengthening local business
climate, developing workforce
capacity, and transforming
downtown align with the
Consolidated Plan's economic
development and
neighborhood revitalization
objectives.

Housing Action Plan City of Stockton Infrastructure planning and funding in areas that will
result in a public benefit to
the community, including
Downtown, Marina, South,
and East Stockton. The plan
also seeks to increase wealth
building opportunities in
Disadvantaged Areas, such
as job training, education, and
supportive services.

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23 Neighborhood Action Plan City of Stockton The main themes for the Neighborhood Actions Plans
are oriented around housing
development,
homeownership
opportunities/education,
environmental cleanup,
business support activities
(equipment, facades), and
infrastructure improvements.

Revised Displacement
Avoidance Plan (RDAP)
City of Stockton Intended to help the City
better understand
displacement risks, challenges
and opportunities households
face when trying to stay
housed and access housing.

City Council goals and
priorities
City of Stockton Members seek to increase
literacy, develop the
workforce, expand youth
programming, develop
solutions to address
homelessness, including
increasing the affordable
housing supply, and prioritize
economic development to
grow the local economy and
create employment
opportunities.

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Stockton actively coordinates with various public entities in implementing the Consolidated Plan, including those listed in Table 2 and those that participate in the CoC.

The City's 2023-2031 Housing Element, required by California state law, provides a comprehensive analysis of housing needs and barriers to affordable housing development. The Housing Element's Assessment of Fair Housing (AFH) component follows the federal

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24 Affirmatively Furthering Fair Housing (AFFH) framework, ensuring a commitment for the City of Stockton to take active steps to promote fair housing.

The City also coordinates with the California Department of Housing and Community Development (HCD) to ensure Housing Element compliance and alignment with state housing goals, while simultaneously meeting federal Consolidated Plan requirements. This multi-level coordination helps streamline planning efforts and creates more effective implementation strategies for housing and community development programs.

Narrative (optional):

No further discussion.

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25 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting EDD conducted a robust community participation process for its Consolidated and Annual Action Plans, and in alignment with the 2016 Citizen Participation Plan. EDD engaged in a multi-pronged approach to seek and obtain meaningful feedback from members of the public, agencies, and service providers. The community outreach and community participation process started in October 2024 and included a mix of in-person and online community meetings, community needs survey, focus groups, consultations, and public hearings. After its initial drafting, the Consolidated and Annual Action Plan are released for a 30-day public comment period, in which the public can review and make suggestions based on their own knowledge and experiences. Public comments are included in the plan’s content and many of them were fully incorporated.

The five methods of outreach were:

1. Community Needs Assessment Survey
The Community Needs Assessment (survey) was deployed online starting on October 23, 2024, through January 17, 2025.

Members of the public could access the online survey in both English and Spanish, as informed by the Language Access Plan.

The survey interface was easily accessible for desktop, tablet, and mobile device users. Using a platform that functioned well on cell phones was important, since many low- and moderate-income individuals and families may not have access to a desktop computer. Persons who live, work, and own businesses in Stockton were invited to provide insight and feedback regarding housing, neighborhood, social services, and economic development needs. EDD advertised the survey on its website, social media platforms, during community meetings, stakeholder conversations, and focus groups, as well as through EDD mailing lists. Flyers (printed in English and Spanish) were shared during in-person meetings, at local community centers and bulletin boards, and at community events attended by EDD staff. They were also shared electronically with local service providers and partners. Community meeting materials and flyers also included a Quick Response (QR) code so that potential respondents could quickly navigate to the survey page. Printed copies of the survey were made available (in both English and Spanish) at the in-person community meetings. EDD received 609 responses and the resulting analysis informs

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26 this Plan. The most common concerns shared by community members in the community needs assessment were the need for affordable housing, housing for vulnerable populations, and homeless prevention services.

2. Community Meetings
EDD held seven community meetings on the following dates:
• 11/6/2024: In-Person at Weston Ranch Library (Council District 6) • 11/7/2024: In-Person at Seifert Community Center (Council District 3) • 11/13/2024: In-Person at Oak Park Senior Center (Council District 4) • 11/14/2024: In-Person at McNair High School (Council District 1) • 11/20/2024: In-Person at Van Buskirk Community Center (Council District 5) • 12/4/2024: In-Person at Arnold Rue Community Center (Council District 2) • 12/11/2024: Virtual (City-Wide)
The meetings were advertised on EDD social media accounts, such as Facebook, Instagram and LinkedIn. Flyers (printed in English and Spanish) advertising the meetings were shared during in-person meetings, posted at local community centers and libraries, and over a dozen events attended by EDD staff. They were also shared electronically with local service providers and partners. The meetings were held on different days of the week and times to accommodate various audiences.

Spanish interpreters were available at each meeting. EDD worked with a consultant who provided a web platform for users to obtain more information about the virtual meetings, as well as register for the virtual meeting.

To close the knowledge gap about the Consolidated Plan, EDD staff completed a short presentation at the beginning of every meeting to educate attendees on the uses of the CDBG, HOME, and ESG grants. The meeting presentation also included attendee polls, a short discussion of local data on housing, economic development, and homelessness, overview of the survey, and an opportunity for questions and answers. Meeting materials and the community needs assessment were made available to the public on the EDD website.

The community meetings offered attendees an opportunity to provide feedback through polls, share their opinions on topics, and ask questions. The lack of affordable housing routinely emerged as the top concern, with the rise in homelessness being

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27 the second-most cited concern. The need for investment in public services was also a top concern. These concerns align with the results of the Community Needs Assessment described above.

3. One-on-One Stakeholder Consultations
EDD conducted six consultations with local and regional service providers and representatives of various City and County departments during the months of November 2024 through February 2025. The organizations consulted were Central Valley Low Income Housing Corporation (CVLIHC), Housing Authority of San Joaquin County (HASJC), National Association for the Advancement of Colored People (NAACP) Stockton Chapter, PREVAIL, San Joaquin County Environmental Health Department, and San Joaquin County Public Health Services. The aim of the stakeholder consultations was to gain insight into the needs of their client communities in order to inform the goals and priorities of the Consolidated Plan. EDD staff prepared a series of questions for stakeholders based on their areas of work to facilitate the discussion and gather pertinent feedback.

4. Focus Groups with Additional Community Organizations and Service Providers EDD hosted four virtual focus group meetings focused on affordable housing, homelessness services, economic development, and public services in November and December of 2024. As required by HUD, the aim of the focus groups was to gain insight into the needs of local stakeholders and their constituents in order to inform the goals and priorities of the Consolidated Plan. To guide the focus group discussions, EDD staff prepared a series of questions for stakeholder groups to facilitate the discussion. Twenty-four (24) service providers and community-based organizations attended and provided feedback during these focus groups.

5. Public Review and Public Hearing to consider approval of the Consolidated and Annual Action Plans A 30-day public notice was published on March 14, 2025, in the Stockton Record in English and Spanish, advertising a public hearing on March 26, 2025 at the Community Development Committee meeting at the City Hall Council Chambers, as well as a public hearing at the April 15, 2025 Council Meeting, regarding the draft versions of the Consolidated and Annual Action Plan. The notice encouraged residents to review the draft Plans and to attend the public hearings to present oral and written comments to the City Council for consideration in approving the document. Residents unable to attend the public hearing are encouraged to submit written comments to EDD up to and including the day of the public hearings.

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28 EDD hosted three in-person community meetings to present the draft plans:
• 3/13/25 in-person at the Oak Park Senior Center
• 3/19/25 in-person at the Van Buskirk Community Center • 3/26/25 in-person Community Development Committee meeting at the City Hall Council Chambers • 4/2/2025 in-person at Sierra Vista Community Center
• 4/8/2024 in-person at Weston Ranch Public Library
EDD published draft versions of the Plans for public comment period between March 14 – April 15, 2025. The draft Plans were available for review online at www.stocktonca.gov/housing and at the EDD office.

EDD held the public hearings at the March 26, 2025 Community Development Committee meeting and at the April 15, 2025 Council meeting, respectively, where the City Council officially adopted the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan, and directed staff to submit them to HUD.

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29 Citizen Participation Outreach
Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
1 Community
Needs
Assessment
Survey
Non-targeted broad/
community outreach
EDD received
609 responses
Need for affordable
housing, housing for
vulnerable populations,
and homeless prevention
services.

EDD accepted all
comments
received.
2 Public
Meetings
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
EDD hosted
seven public
meetings and
attended over
a dozen
community
events,
receiving 1,076
votes on
investment
priorities
Lack of affordable housing,
rise in homelessness, and
need for public services
were the most cited
concerns.

EDD accepted all
comments
received.
3 Stakeholder
Consultations
Non-targeted/broad
community outreach
Minorities
Persons with
Disabilities
EDD hosted six
stakeholder
consultations
Concerns about rising in
housing costs and
homelessness, need for
supportive services and
regional collaboration.

EDD accepted all
comments
received.

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30 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
4 Focus Groups Non-targeted/broad
community outreach
Persons with
Disabilities
EDD hosted
four focus
groups with 24
organizations
attending
Concerns about rise in
housing costs and
homelessness, lack of
housing development
funding, need for
supportive services,
regional collaboration and
job training programs
EDD accepted all
comments
received.
5 Public
Hearing
Non-targeted/broad
community outreach
Hearing and
approval by
City Council
[Pending Summary of
comments received during
hearing]
EDD accepted all
comments
received.
6 Newspaper
Ad
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
Ad for public
hearing
None received. Not applicable.
7 Email Blast
Campaigns
Non-targeted/broad
community outreach
Ads to promote
survey and
public
meetings
None received. Not applicable.
8 Social Media
Posts
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
Ads to promote
survey and
public
meetings
None received. Not applicable.

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31 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
9 Community
Pop-Up
Events
Non-targeted/broad
community outreach
EDD staff
attended 13
existing
community
events to
promote the
survey and
public
meetings and
conducted an
interactive
voting activity
for
participants’
top 3 priorities
Need for affordable
housing, housing for
vulnerable populations,
and homeless prevention
services.

EDD accepted
all comments
received.

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32 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
10 Website
Postings
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
A webpage
dedicated to
the
Consolidated
Plan including
the survey, a
schedule of the
community
meetings, and
a timeline of
the
Consolidated
Plan process
was created
and could be
accessed by the
public via the
City’s website.

None received. Not applicable. https://w
ww.stockt
onca.gov/
business/e
conomic_d
evelopmen
t/index.ph
p
https://sto
cktonca.civilspac
e.io/en/pr
ojects/you
r-voiceour-future
Table 4 – Citizen Participation Outreach

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33 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment portion of the Consolidated Plan, in conjunction with information gathered through consultations and the community participation process, provides a clear perspective on the needs of the City of Stockton with regard to affordable housing, special needs housing, homelessness, and community development. The analysis identifies the highest priority needs, which form the basis for the Strategic Plan section and the projects and activities to be administered over the five-year implementation period. The Needs Assessment is divided into six subsections, including:
• Housing Needs Assessment
• Disproportionately Greater Need
• Public Housing
• Homeless Needs Assessment
• Non-Homeless Needs Assessment
• Non-Housing Community Development Needs
Many of the data tables here use default values from HUD, based on the Comprehensive Housing Affordability Strategy (CHAS) dataset. This dataset was created by HUD using data from the Census Bureau’s 2016-2020 American Community Survey (ACS). Because of the way the data is collected, numbers for the same item might be different in different tables. For example, cost burden data might vary slightly because of how HUD and the Census Bureau estimate using multi-year survey data. The analysis in the next sections focuses more on the percentage of households by type and income level, rather than the exact number of households. This analysis also adds data from other sources to the supplement default data from HUD, especially in areas where data was not made available by HUD.

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34 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Summary of Housing Needs
The following five subsections analyze housing needs within the City of Stockton based on household income level, household tenure, and household type. More specifically, the focus of the analysis is on the presence of certain housing problems among area households. Under existing HUD regulations, housing problems are defined to include:
• Cost burden, calculated as the proportion of a household’s total gross income that is spent on housing. For renters, housing costs are assumed to include rent paid by the tenant to the property owner, plus applicable utilities. For owner households, housing costs include all mortgage payments, taxes, insurance, and associated utilities. A household’s housing cost burden is considered to be excessive if applicable housing costs exceed 30 percent of gross income. Cost burden is considered to be severe if it exceeds 50 percent of gross income.
• Overcrowding, defined as the condition of having more than one person residing per room in a residence, excluding bathrooms, porches, foyers, halls, or half-rooms. Severe overcrowding is defined as the condition of having more than 1.5 persons per room. • Substandard housing conditions, defined as units lacking hot and cold piped water, and/or a flush toilet and a bathtub or shower; and/or kitchen facilities that lack a sink with piped water, and/or a range, stove, or refrigerator.

Demographic Overview
Demographics Base Year: 2015 Most Recent Year: 2020 % Change Population 299,725 311,105 4%
Households 92,435 95,235 3%
Median Income $44,797 $58,393 30%
Table 5 - Housing Needs Assessment Demographics
Data Source: Note for IDIS 2011-2015 ACS (Base Year), 2016-2020 ACS (Most Recent Year) The demographic summary data provided in Table 5 indicates that the City of Stockton gained nearly 11,380 new residents between the 2011-2015 and the 2016-2020 ACS survey periods, representing an increase of approximately four percent. This brought the total population within the City to an average of 311,105 between the years 2016 and 2020. More recent data (2018-2022 ACS 5-Year Estimates) indicates that the population of the City of Stockton has increased to 320,030, while the 2020 Decennial Census data indicate a population of 320,804.

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35 The ACS indicates that the number of households residing in the City of Stockton increased from an average of 92,435 between 2011 and 2015 to an average of 95,235 between 2016 and 2020.

In nominal terms, the median income of households residing within the city of Stockton increased significantly by 30 percent between the 2011-2015 and 2016-2020 ACS survey periods, rising from $44,797 to $58,393.

Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 14,530 13,345 17,440 10,635 39,290
Small Family Households 4,485 5,550 7,430 4,970 17,890
Large Family Households 1,575 2,625 3,545 2,265 7,625
Household contains at least one
person 62-74 years of age 3,030 2,645 3,540 2,460 10,905 Household contains at least one
person age 75 or older 2,065 1,775 2,130 1,005 3,685
Households with one or more
children 6 years old or younger 3,060 3,795 4,745 2,295 5,295 Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
Table 6 identifies the average number of households that resided within the City of Stockton, by household type and income level between 2016 and 2020. Income levels are based on the percentage difference between the reported household income and the HUD-Adjusted Median Family Income (HAMFI). The HUD defined income levels presented in the table include:
• Extremely Low-Income: 0-30 percent
• Very Low-Income: more than 30 percent to 50 percent
• Low-Income: more than 50 percent to 80 percent
• Middle-Income: more than 80 percent to 100 percent
• Upper-Income: more than 100 percent
Based on the data from the CHAS dataset, an average of 55,950 households had incomes up to the median (i.e., up to 100 percent of the HAMFI) between 2016 and 2020, representing 59 percent of Stockton households. Approximately 45,315 households, about 47 percent of all households in the City of Stockton, qualified as lower income, with incomes that were equal to 80 percent or less of the HAMFI between 2016 and 2020. Of that total, an estimated 29 percent

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36 of all households fell into the extremely low- or very low-income categories, representing some 27,875 households. Note that the reported household figures may not equal the total households figure reported in Table 6 due to factors associated with the ACS methodology.

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37 Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete
plumbing or
kitchen facilities 415 285 200 60 960 40 4 35 10 89
Severely
Overcrowded -
With >1.51
people per room
(and complete
kitchen and
plumbing) 265 305 510 180 1,260 80 245 85 135 545
Overcrowded -
With 1.01-1.5
people per room
(and none of the
above problems) 785 955 1,290 285 3,315 25 180 490 305 1,000 Housing cost
burden greater
than 50% of
income (and
none of the
above problems) 7,090 3,490 905 55 11,540 2,240 1,570 1,090 225 5,125 Housing cost
burden greater
than 30% of
income (and
none of the
above problems) 860 3,240 4,315 1,205 9,620 310 710 2,035 1,440 4,495 Zero/negative
Income (and
none of the
above problems) 680 0 0 0 680 510 0 0 0 510
Table 7 – Housing Problems Table
Data Source: 2016-2020 CHAS

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38 Table 7 identifies the number of households that earned up to the median income that reported experiencing at least one housing problem, by tenure and income category, between 2016 and 2020. Note that due to rounding, and other methodological factors, the figures may differ from those reported elsewhere in this section. The table lists housing problems by their relative level of severity, with the most severe housing problems listed at the top of the table. If a household had more than one housing problem, they were included in the count of households with the more severe housing problem. For example, if a household was both costburdened and lived in substandard housing, they were counted in the category of households living in substandard housing.

Based on this data, only around 2 percent of Stockton households who earned up to the median income lived in substandard housing conditions, defined as the lack of complete plumbing and/or kitchen facilities. This included around 1,049 households. Most of these households, around 92 percent, were renter households, with only about 9 percent owning their own home. Around 93 percent were also considered lower income as defined by HUD, with household incomes equal to 80 percent or less of the HAMFI.

An estimated 11 percent of Stockton households, earning up to the median income, experienced some form of overcrowding. This included 6,120 households. Of this, nearly 30 percent experienced severe overcrowding, while the remaining 71 percent experienced less overcrowding. According to data provided by HUD, roughly 1,805 households were impacted by the more severe condition, and 4,315 households experienced less severe overcrowding.

Renter households accounted for most households earning up to the median income that experienced overcrowding. Overcrowded households were also more likely to be lower income, regardless of tenure.

Approximately 55 percent of all Stockton households with incomes up to the median had housing cost burdens exceeding 30 percent of income, which equaled an estimated 30,780households. Of those, 46 percent experienced a cost burden that was greater than 30 percent but less than 50 percent of gross income, while 54 percent experienced more severe cost burdens of greater than 50 percent of gross income. Overall, cost burdened households with incomes up to the median were more likely to be renters. Renter households accounted for 69 percent of all severely cost burdened households with incomes up to the median, and 68 percent of households with less severe cost burdens and incomes up to the median. Regardless of tenure, the households most likely to experience excessive cost burdens were those in the extremely low- and very low-income categories.

Households with zero or negative incomes represented only a small minority of Stockton households. According to the data provided, there were only around 1,190 households in Stockton with zero or negative incomes between 2016 and 2020, which accounted for only 2

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39 percent of households with incomes up to the median. Because these households had zero or negative incomes, they were categorized in the extremely low-income category.

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems 8,555 5,030 2,910 575 17,070 2,390 2,000 1,700 675 6,765 Having none
of four
housing
problems 2,415 4,140 7,415 4,310 18,280 1,170 2,175 5,420 5,075 13,840 Household
has negative
income, but
none of the
other
housing
problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data Source: 2016-2020 CHAS
Table 8 provides an alternative presentation of the data reported in Table 7. It displays the number of households with incomes up to the median without housing problems, with one or more of the four HUD-defined housing problems (i.e., the housing lacks complete kitchen facilities, the housing units lack complete plumbing facilities, the household is overcrowded, and the household is cost burdened), and households with negative income. Based on the data provided in Table 8, an estimated 23,835 households, or around 43 percent of all Stockton households with incomes up to the median, experienced at least one of the four reported housing problems. Most of these households, regardless of tenure, fell into the lower-income categories, with the largest percentages evident among very low- and extremely low-income renters. Around 32,120 households, 57 percent of households with incomes up to the median,

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40 experienced none of the four reported housing problems. Most of these households, regardless of tenure, were either low- or middle-income. Renter households of all income categories up to the median accounted for a majority (approximately 72 percent) of the households experiencing one or more housing problems.

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,450 3,825 2,995 10,270 630 770 1,295 2,695 Large Related 1,205 1,480 855 3,540 220 680 645 1,545
Elderly 1,990 1,375 825 4,190 1,360 990 910 3,260
Other 2,585 1,315 1,260 5,160 485 170 445 1,100
Total need by
income
9,230 7,995 5,935 23,160 2,695 2,610 3,295 8,600
Table 9 – Cost Burden > 30%
Data Source: 2016-2020 CHAS
Table 9 provides additional detail regarding the characteristics of lower-income households with incomes up to 80 percent of area median income (AMI) with cost burdens greater than 30 percent. This includes those households with cost burdens of greater than 50 percent of income. Because the estimates in Table 9 are different from those in other parts of this section, this analysis looks at the percentage of households by type and income category instead.

Based on the available data, most of the lower income cost burdened households, around 44 percent, were small, related households, with between two and four members. The households were similarly distributed between the three other household types, including large, related households (with five or more members), elderly households (whose head, spouse, or sole member is at least 62 years of age), and "Other" households. Large, related households accounted for around 16.0 percent, elderly households accounted for 24 percent, and all other households accounted for 16.2 percent.

Among all four household types, most of the lower income cost burdened households were renters. Though consistent with this trend, elderly cost burdened households included an above average proportion of homeowners, at around 44 percent, compared to an overall average of 27 percent. The data also indicates that cost burdened renter households were primarily extremely low- and very low-income, while cost burdened homeowner households primarily fell into the low-income category.

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41 4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 1,920 1,920 575 600 0 1,175
Large Related 0 0 520 520 205 465 45 715
Elderly 1,575 725 240 2,540 1,145 600 420 2,165
Other 0 2,410 625 3,035 430 0 0 430
Total need by
income
1,575 3,135 3,305 8,015 2,355 1,665 465 4,485
Table 10 – Cost Burden > 50%
Data Source: 2016-2020 CHAS
Similar to above, Table 10 provides additional detail regarding the characteristics of lowerincome households with cost burdens greater than 50 percent of household income. Again, the majority of the severely cost burdened households in this group, around 25 percent, were small, related households, with between two and four members. The remaining households were fairly equally divided between large, related households accounting for around 10 percent, elderly households accounting for 38 percent, and all other households accounting for 28 percent.

Among all four household types, the majority of lower income severely cost burdened households were renters. The data indicates that severely cost burdened renter households were primarily very low- and low-income, while severely cost burdened owner households were more heavily concentrated in the extremely low-income category. Elderly households showed above average proportions of homeownership, at 46 percent, compared to an overall average of 36 percent for all household types.

5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 945 960 1,360 345 3,610 125 335 380 270 1,110

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42 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Multiple,
unrelated family
households 75 290 455 105 925 0 95 195 170 460
Other, nonfamily
households 35 50 75 15 175 0 0 0 0 0
Total need by
income
1,055 1,300 1,890 465 4,710 125 430 575 440 1,570
Table 11 – Crowding Information – 1/2
Data Source: 2016-2020 CHAS
Table 11 identifies the number of households with up to median incomes experiencing overcrowding by household type, tenure, and income category. According to these data, individual families comprised an estimated 75 percent of lower income overcrowded households. Households composed of multiple, unrelated families accounted for 22 percent of all overcrowded households with up to median incomes, while other non-family households accounted for only 3 percent. Again, most households with up to median incomes experiencing overcrowding were renter households. For example, an estimated 77 percent of overcrowded single-family households with up to median incomes were renters, as were 67 percent of multiple unrelated family households, and 100 percent of overcrowded non-family households.

The data indicates that approximately 86 percent of the reported overcrowded households were lower-income, with around 47 percent falling into the extremely low- and very lowincome categories. Overcrowded single-family households generally follow this same income distribution pattern. Multiple unrelated family households were more likely to be in the lowincome categories with 33 percent of these households falling into the extremely low- and very low-income categories. Overcrowded households made up of multiple, unrelated families were also more likely to be lower income but also had larger proportions of moderate-income households compared to the other household types.

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43 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
Table 12 – Crowding Information – 2/2
NOTE: This data cannot be provided because it was not collected in the 2016-2020 CHAS nor the 2016-2020 ACS.

Describe the number and type of single person households in need of housing assistance.

Based on the available 2018-2022 ACS data and CHAS data tables for 2016-2020, we can provide a more comprehensive analysis of single person households in need of housing assistance in Stockton.

According to recent ACS estimates, there are approximately 23,578 householders living alone in Stockton, representing roughly 23.6% of all households (99,937 total households). While the CHAS data tables do not directly break out single-person households, we can look at the "Other" household category in Tables 9 and 10 as an indicator of housing problems faced by non-family households, which includes single-person households. According to this data, approximately 5,160 lower-income "Other" renter households and 1,100 lower-income "Other" owner households experience cost burdens greater than 30% of their income. Of these, about 3,035 renter households and 430 owner households face severe cost burdens exceeding 50% of their income.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Data on domestic violence is not available in the 2018-2022 ACS; however, local organizations provide critical support to victims. In their 2023-2024 fiscal year, PREVAIL assisted 2,114 domestic violence victims and 175 sexual assault victims through their 24-hour helplines. They provided emergency shelter to 245 adults and 159 children across their shelters, including DAWN House, which alone sheltered 172 adults and 113 children. Additionally, 209 children received one-on-one counseling through the Just for Kids program for issues related to domestic violence, child abuse, and neglect. The Safe House emergency shelter accommodated 92 youth aged 12-17, while the Opportunity House transitional living program housed 26 adults and 3 children. The Drop-In Center served 274 youth. Furthermore, PREVAIL supported 1,608 non-resident victims of domestic violence and 825 non-resident victims of sexual assault. These figures highlight the significant need for housing assistance among disabled individuals and victims of domestic violence, dating violence, sexual assault, and stalking in the community.

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44 What are the most common housing problems?
According to the data reported in Table 7, the most common housing problems among Stockton households with incomes up to the median are excessive cost burden and overcrowding. Approximately 61 percent of households with incomes up to the median had housing cost burdens exceeding 30 percent of income, which equaled an estimated 32,484 households. Of those, 43 percent experienced a cost burden that was greater than 30 percent but less than 50 percent of gross income, while 57 percent experienced more severe cost burdens exceeding 50 percent of gross income. Overcrowding represents a less prevalent but still significant housing problem among Stockton households, affecting around 11 percent of households with incomes up to the median, or around 6,120 households. Of these overcrowded households, 30 percent experienced severe overcrowding, while the remaining 70 percent experienced less overcrowding.

Are any populations/household types more affected than others by these problems? The data shows that renters and extremely low-income households are disproportionately affected by housing problems. Renter households account for 72 percent of all severely cost burdened households with incomes up to the median, and 68 percent of households with less severe cost burdens. Based on Table 9, among lower income cost burdened households, small, related households represent the largest affected group at 44 percent. The remaining households are fairly equally divided between large, related households (16 percent), elderly households (24 percent), and “other” households (16 percent). While renters are generally more affected, elderly households show higher rates of homeownership among the costburdened, with 44 percent being homeowners compared to the overall average of 27 percent.

Describe the characteristics and needs of low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance While the availability of data quantifying the number and characteristics of individuals and families at-risk of homelessness is limited, the federal definition for at-risk persons, described in the following section, provides a useful foundation upon which to generate rough estimates using the available Census and HUD datasets. According to Table 6, there are approximately 14,530 households in the City of Stockton with incomes equal to, or less than, 30 percent of the HAMFI. Based on the federal definition, these households meet the primary threshold for being considered at-risk of homelessness. Around 31 percent are small-family households, while only 11 percent are large-families, and 21 percent contain children that are six years old or younger.

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45 Around 35 percent are households with at least one member age 62 or over, an increase of 11 percent from the amount reported in the 2011-2015 CHAS.

Other important indicators include the prevalence of housing problems, and other characteristics that are often associated with housing instability and an increased risk of homelessness. For example, of the estimated 14,530 households in the extremely low-income category, around 59 percent experienced at least one of the four housing problems reported by HUD. Data presented in Table 7 indicate that around 49 percent of extremely low-income households had housing costs exceeding 50 percent of income, while five percent experienced some form of overcrowding, two percent lived in substandard housing, and five percent had zero or negative incomes. This indicates that these households may be at increased risk of experiencing homelessness.

While there are multiple models for housing and supportive service provision, the ESG and CoC regulations emphasizes the housing first model, which focuses on providing homeless persons with housing as quickly as is practicable and limiting supportive services to those that are critical to immediately supporting stable housing, while other needs are addressed through available existing mainstream resources. Consultations with homeless service providers indicate that individuals and families at risk of homelessness or residing in shelters are most in need of rapid rehousing assistance so they can remain in their home, or assistance finding an affordable alternative unit. For families that must move, finding quality units in safe neighborhoods that allow their children to remain in their existing or better schools is critically important.

The City provides funding and partners with Homeless Prevention and Rapid Re-Housing Program (HPRP) providers to provide homeless prevention assistance to households who would otherwise become homeless and provides rapid re-housing assistance for persons who are currently homeless. For individuals and families receiving rapid rehousing assistance but nearing the end of that assistance, consultations indicate their greatest need is ability to secure and maintain a steady source of income. In some cases, this may require vocational training or life skills training to prepare them for the workforce. In other cases, this may require assistance with transportation to and from work and/or assistance locating affordable childcare services which allow them to attend work.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

For the purposes of this analysis, the City of Stockton utilizes the federal definition for individuals and families at-risk of homelessness, as defined under 24 CFR 576.2 and copied

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46 below. The methodology used to generate the estimates described in the prior section are described in this regulatory definition.
24 CFR 576.2
(1) An individual or family who:
(i) Has an annual income below 30 percent of median family income for the area, as determined by HUD;
(ii) Does not have sufficient resources or support networks, e.g., family, friends, faithbased or other social networks, immediately available to prevent them from moving to an emergency shelter or another place described in paragraph (1) of the “homeless” definition in this section; and
(iii) Meets one of the following conditions:
(A) Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance;
(B) Is living in the home of another because of economic hardship; (C) Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance;
(D) Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable organizations or by Federal, State, or local government programs for low-income individuals;
(E) Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 persons reside per room, as defined by the U.S. Census Bureau;
(F) Is exiting a publicly funded institution, or system of care (such as a healthcare facility, a mental health facility, foster care or other youth facility, or correction program or institution); or
(G) Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient's approved consolidated plan;

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47 (2) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 387(3) of the Runaway and Homeless Youth Act, section 637(11) of the Head Start Act, section 41403(6) of the Violence Against Women Act of 1994, section 330(h)(5)(A) of the Public Health Service Act, section 3(m) of the Food and Nutrition Act of 2008, or section 17(b)(15) of the Child Nutrition Act of 1966; or (3) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 725(2) of the McKinney-Vento Homeless Assistance Act, and the parent(s) or guardian(s) of that child or youth if living with her or him.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
In Stockton, the housing market has some issues that make it hard for very low-income households to find stable housing and avoid homelessness. Based on the CHAS data, the housing characteristics most closely linked to instability include severe cost burden (paying more than 50 percent of income for housing) and overcrowding. Because of these problems, low-income households often must choose housing that costs more than they can afford or share housing with others. According to Table 7, these problems disproportionately affect extremely low and very low-income households, with 7,090 extremely low-income renter households facing severe cost burdens. Overcrowding can lead to unstable living conditions, and 1,055 extremely low-income renter households experience this.

For very low-income households, high housing costs and overcrowding can lead to a high risk of homelessness. Factors that increase this risk include losing a job or being unemployed for a long time or personal issues like poor health, mental illness, substance abuse, and domestic violence.

The COVID pandemic also drove higher income households to seek more affordable housing in surrounding markets, further exacerbating this trend and leading to fewer affordable housing options for low-income residents in Stockton.

Discussion
The 2016-2020 data reveal significant housing challenges in Stockton, particularly affecting extremely low and very low-income households. The prevalence of severe cost burdens and overcrowding among the lowest income households indicates a need for targeted interventions to address these issues. Renter households face disproportionate challenges, though elderly households show high rates of problems regardless of tenure. These patterns suggest a need for comprehensive strategies to address both affordability and overcrowding issues, with particular attention to the needs of the most vulnerable households.

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48 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
A disproportionately greater need exists when members of a given racial or ethnic group, at a given income level, experience housing problems at a greater rate (10 percentage points or more) than do households within that same income level. Using this threshold, the analysis examines 2016-2020 CHAS data provided by HUD for the City of Stockton to identify households experiencing disproportionately greater need. The assessment considers both severe and less severe housing problems across four main categories: lack of complete kitchen facilities, lack of complete plumbing facilities, overcrowding, and cost burden. This comprehensive approach allows for identification of disparities across different racial and ethnic groups within specific income levels.
0%-30% of Area Median Income (AMI)
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 12,115 2,405 0
White 2,710 585 0
Black / African American 2,675 395 0
Asian 1,970 650 0
American Indian, Alaska Native 30 4 0
Pacific Islander 40 25 0
Hispanic 4,175 700 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
Table 13 reports the number of extremely low-income (30 percent of AMI or less) households by racial and ethnic group that experienced one or more of the four housing problems discussed previously, as well as the number of households that experience none of the four housing problems. According to these data, approximately 83 percent of extremely low-income households in Stockton experienced one or more of the four housing problems. Four out of the reported racial and ethnic groups had a lower prevalence of housing problems, compared to

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49 extremely low-income households citywide. Black/African American and Hispanic households were more likely to experience housing problems, though not to a disproportionate degree (i.e., less than 10 percent higher than the citywide average for all racial groups considered extremely low-income). The American Indian and Alaska Native population was also highly likely to experience housing problems (88 percent) but it is difficult to infer trends based on the small population size. This indicates that none of the identified racial and ethnic groups experienced a disproportionately greater need compared to all extremely low-income households.
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,980 2,360 0
White 1,880 495 0
Black / African American 2,095 185 0
Asian 1,630 405 0
American Indian, Alaska Native 4 4 0
Pacific Islander 65 0 0
Hispanic 4,850 1,230 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
Table 14 reports the number of very low-income (between 30 and 50 percent of AMI) households by racial and ethnic group that experience one or more of the four housing problems. Approximately 82 percent of very low-income households in Stockton experienced one or more of the four housing problems. Most racial and ethnic groups listed had similar rates of experiencing housing problems compared to the citywide average, with some variation.

Hispanic households showed a higher prevalence, with an estimated 80 percent experiencing at least one housing problem, though not reaching the threshold of disproportionate need.

Black/African American households had a rate of nearly 92 percent experiencing at least one housing problem, which is about 10 percent above the citywide average. American Indian, Alaska Native, and Pacific Islander households showed varying rates, but due to their small sample sizes, these percentages should be interpreted with caution.

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50 50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,965 6,480 0
White 2,125 1,840 0
Black / African American 1,610 370 0
Asian 1,285 1,005 0
American Indian, Alaska Native 15 15 0
Pacific Islander 20 19 0
Hispanic 5,210 3,025 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
Table 15 reports the number of low-income (between 50 and 80 percent of AMI) households, by racial and ethnic group that experienced one or more of the four housing problems.

Approximately 63 percent of low-income households in Stockton experienced one or more of the four housing problems. Nearly 51 percent of low-income Pacific Islander households experienced at least one of the reported housing problems, indicating that these households had a lower prevalence of housing problems compared to other low-income households within the city. Low-income households belonging to Black/African American and Hispanic racial and ethnic groups experienced higher rates of housing problems than low-income households citywide, at 81 percent and 63 percent respectively. Low-income American Indian, Alaska Native households, on the other hand, showed a 50 percent rate of experiencing one or more housing problems. However, given the small sample sizes for Pacific Islander, American Indian, and Alaska Native households, these percentages should be interpreted with caution. 80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 3,890 6,750 0
White 660 1,595 0

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51 Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Black / African American 670 705 0
Asian 715 1,020 0
American Indian, Alaska Native 0 25 0
Pacific Islander 60 0 0
Hispanic 1,670 3,160 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
Table 16 reports the number of middle-income (between 80 and 100 percent of AMI) households by racial and ethnic group that experienced one or more of the four housing problems. Approximately 37 percent of middle-income households in Stockton experienced one or more of the four housing problems. Though middle-income households in three of the reported racial and ethnic groups had an above average percentage of households that experienced one or more housing problems, Black / African American households (at 49 percent) and Pacific Islander households (at 100 percent) exceeded the threshold defined by HUD for disproportionately greater need. All Pacific Islander households considered middleincome experienced one or more of the defined housing problems. However, due to the small sample size, this percentage should be interpreted with caution.

Discussion
Using the data for the City of Stockton provided in Tables 13 through 16, and the previously identified methodology for determining disproportionately greater need prescribed by HUD, the analysis shows varying levels of housing problems across income categories and racial/ethnic groups. The data indicates that extremely low-, very low-, and middle-income Pacific Islander households experienced notably higher rates of housing problems than other households in the same income categories. Black/African American households also showed consistently higher rates of housing problems across most income categories, though generally not meeting the threshold for disproportionate impact.

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52 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
As discussed in the prior section, a disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate than that of all households at the same income level. The following assessment expands on the analysis conducted under section NA-15. This section focuses on those households that experience the four severe housing problems, including lacks complete kitchen facilities, lacks complete plumbing facilities, severe overcrowding (more than 1.5 persons per room), severe cost burden (housing costs over 50% of income).
0%-30% of Area Median Income (AMI)
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,945 3,585 0
White 2,475 825 0
Black / African American 2,340 730 0
Asian 1,775 840 0
American Indian, Alaska Native 20 10 0
Pacific Islander 40 25 0
Hispanic 3,825 1,050 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
Table 17 reports the number of extremely low-income (30 percent of AMI or less) households by racial and ethnic group that experience one or more of the severe housing problems introduced. Approximately 75 percent of extremely low-income households in Stockton experienced one or more of the four severe housing problems. None of the racial and ethnic groups showed a disproportionately greater prevalence of severe housing problems compared to extremely low-income households citywide. Hispanic and Black/African American households

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53 were more likely to experience severe housing problems than the citywide average for lowincome households in Stockton, but only by 4 percentage points. 30%-50% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 7,030 6,315 0
White 1,145 1,230 0
Black / African American 1,500 775 0
Asian 1,155 875 0
American Indian, Alaska Native 4 4 0
Pacific Islander 50 15 0
Hispanic 2,860 3,220 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
Table 18 reports the number of very low-income (between 30 and 50 percent of AMI) households by racial and ethnic group that experience one or more of the severe housing problems. Approximately 53 percent of very low-income households in Stockton experienced one or more of the four severe housing problems. Black / African American and Pacific Islander households showed a disproportionate prevalence of severe housing problems, with approximately 66 and 77 percent experiencing one or more severe housing problems, respectively. Asian households experienced a slightly higher rate of severe housing problems at 57 percent, though not reaching the threshold for disproportionate need. 50%-80% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 4,610 12,835 0
White 1,000 2,975 0
Black / African American 925 1,050 0

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54 Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Asian 720 1,575 0
American Indian, Alaska Native 15 15 0
Pacific Islander 0 45 0
Hispanic 1,750 6,480 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
Table 19 reports the number of low-income (between 50 and 80 percent of AMI) households by racial and ethnic group that experienced one or more of the four severe housing problems.

Approximately 26 percent of low-income households in Stockton experienced one or more of the four severe housing problems. Among the racial and ethnic groups, American Indian, Alaska Native households experienced a higher rate at 50 percent, though the small sample size makes this statistic less reliable. Black/African American households experienced a rate of 47 percent, reaching the threshold for disproportionate need.
80%-100% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 1,250 9,385 0
White 205 2,045 0
Black / African American 85 1,290 0
Asian 370 1,375 0
American Indian, Alaska Native 0 25 0
Pacific Islander 45 20 0
Hispanic 545 4,285 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
Table 20 reports the number of middle-income (between 80 and 100 percent of AMI) households by racial and ethnic group that experienced one or more of the four severe housing

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55 problems. Approximately 12 percent of middle-income households in Stockton experienced a severe housing problem. Pacific Islander households showed the highest rate of severe housing problems at 69 percent, exceeding the citywide average by 57 percentage points. However, due to the small sample size, these results should be interpreted with caution.

Discussion
Using the 2016-2020 CHAS data for the City of Stockton provided in Tables 17 through 20, and applying HUD’s methodology for determining disproportionately greater need, the analysis shows varying experiences of severe housing problems across income categories. While Black/African American households in the low-income category experienced elevated rates of severe housing problems (66 percent compared to 53 percent citywide). American Indian, Alaska Native households showed high rates of severe housing problems in low-income categories (50 percent compared to 26 percent citywide), while Pacific Islander households in the middle-income category experienced severe housing problems at a notably even higher rate (69 percent compared to 12 percent citywide). However, it's important to note that small sample sizes for several racial and ethnic groups, particularly American Indian, Alaska Native, and Pacific Islander households, affect the statistical reliability of these findings.

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56 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
As discussed in prior sections, a disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than do all households citywide within that income level. The following assessment expands on the analysis conducted under section NA-15. This section focuses on the relative burden placed on households regarding housing costs by race and ethnic group.

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 55,500 19,470 18,925 1,335
White 16,770 4,200 4,565 380
Black / African
American 5,110 3,095 4,135 210
Asian 10,920 2,535 3,070 310
American Indian,
Alaska Native 170 10 24 0
Pacific Islander 185 50 45 25
Hispanic 20,475 8,640 6,215 380
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
The data reported in Table 21 identifies the number of households by race and ethnic category and categorizes them by the percentage of household income that is dedicated to housing and housing-related costs. As discussed previously, households are considered burdened when housing and related costs are greater than 30 percent of household income. According to the data provided by HUD, 59 percent of all households in Stockton had housing costs that were equal to or less than 30 percent of household income. By comparison, an estimated 21 percent of households spent between 30 and 50 percent of their income for housing costs. The remaining 20 percent of households have housing costs equal to more than 50 percent of

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57 income. 1.4 percent of households had no or negative income. Across all households in Stockton, 40 percent of households are housing cost burdened.

Asian households showed a relatively similar distribution of cost burden compared to the jurisdiction, with about 66 percent paying less than 30 percent of income toward housing costs.

By contrast, Black/African American households showed a notably higher rate of severe cost burden, with approximately 33 percent paying more than 50 percent of their income toward housing costs, compared to the citywide rate of 20 percent. Hispanic households also showed elevated rates of housing cost burden, with 23 percent paying between 30 and 50 percent of income toward housing costs.

Discussion
Using the data for the City of Stockton provided in Table 21 and the previously identified methodology for determining disproportionately greater need, the analysis indicates that Black/African American households experience housing cost burdens at a disproportionately greater rate, especially regarding severe cost burden (more than 50 percent of income). While several other racial and ethnic groups show elevated rates of housing cost burden compared to the jurisdiction, none exceed the 10 percentage point threshold required to be considered a disproportionately greater need.

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58 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The 2016-2020 CHAS data reveal several instances where racial and ethnic groups experienced disproportionately greater housing needs as discussed in sections NA-15, NA-20, and NA-25. An analysis of the aforementioned tables revealed the following:
• Black/African American households in the very low-income level were disproportionately affected by one or more of the four housing problems had a rate of nearly 92 percent experiencing at least one housing problem (92 percent compared to the Citywide average of 82 percent).
• Black/African American households experienced disproportionately higher rates of housing problems than low-income households citywide, at rate of 81 percent compared to the Citywide average of 63 percent.
• Black / African American households (at 49 percent) and Pacific Islander households (at 100 percent) at the middle-income level were disproportionately affected by one or more of the four housing problems compared to the Citywide average of 37 percent.

However, due to the small sample size of Pacific Islander households, this percentage should be interpreted with caution.
• Approximately 53 percent of very low-income households in Stockton experienced one or more of the four severe housing problems. Black / African American and Pacific Islander households showed a disproportionate prevalence of severe housing problems, with approximately 66 and 77 percent experiencing one or more severe housing problems, respectively.
• Black/African American households (at 47 percent) and American Indian, Alaska Native households (at 50 percent) at the low-income level disproportionately experienced one or more of the four severe housing problems compared to the Citywide average of 26 percent. Though, given the small sample size of the American Indian, Alaska Native population it makes this statistic less reliable.
• Approximately 12 percent of middle-income households in Stockton experienced a severe housing problem. Pacific Islander households showed the disproportionately higher rates of severe housing problems at 69 percent, exceeding the citywide average by 57 percentage points. However, due to the small sample size, these results should be interpreted with caution.

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59 If they have needs not identified above, what are those needs? The analysis focused specifically on housing problems (including substandard housing, overcrowding, and cost burden) and severe housing problems as defined by HUD. While these metrics captured significant housing challenges, they may not fully reflect other related needs such as transportation access, proximity/access to employment centers or quality schools, or other access to neighborhood amenities like grocery stores.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
With a relatively diverse minority population, a variety of areas throughout the City of Stockton contain notable concentrations of minority residents. However, very few of these areas contain a concentration of racial or ethnic groups identified above as having a disproportionately greater need of housing assistance that reach the HUD based threshold of 51 percent. While the CHAS data does not provide neighborhood-level geographic distribution of housing needs, this information can be found in other sections of the Consolidated Plan, particularly the MA-50 section, which provides a more detailed analysis of residential patterns and concentrations of racial/ethnic groups within Stockton.

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60 NA-35 Public Housing – 91.205(b)
Introduction
The following section provides a summary of existing public housing resources and discusses the needs of public housing residents. Because the City of Stockton does not own or operate public housing, this information is provided by the Housing Authority of the County of San Joaquin (HACSJ). The data reported in the tables provided below are from HACSJ and HUD's Public and Indian Housing Information Center (PIC) dataset, an administrative system that manages financial and inventory controls over the Housing Choice Voucher and Public Housing programs.

Totals in Use
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units/vouchers
in use
0 0 890 4,396 676 3,349 190 65 116
Table 22 - Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Housing Authority of the County of San Joaquin The HACSJ operates 890 public housing units and administers 4,396 project- and tenant-based vouchers in San Joaquin County. Most of these vouchers (3,349) are tenant-based, meaning they are issued to individual households who then locate suitable housing in the private market. The remaining vouchers are distributed across special purpose programs, including 190 Veterans Affairs Supportive Housing (VASH) vouchers, 65 Family Unification Program vouchers, and 116 vouchers for households with a person with a disability. Based on the information provided in Table 23, HACSJ operates 75 percent of its public housing units and 82 percent of its vouchers in the City of Stockton.

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61 Totals in Use in the City of Stockton
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units/vouchers
in use
0 0 663 3,621 544 2,791 133 55
98 Table 23 - Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Housing Authority of the County of San Joaquin Characteristics of Residents
Program Type
CertificateModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 $29,451 $20,438 $17,812 $22,729 $19,967 $25,170 Average length of stay
(years) 0 0 7 3 3 5 3 2
Average Household size 0 0 3 2 2 3 1 3
# Homeless at admission 0 0 122 1,102 238 576 190 35
# of Elderly Program
Participants (>62) 0 0 221 1,538 305 1,119 113 1
# of Disabled Families 0 0 263 2,319 360 1,721 114 8
# of Families requesting
accessibility features 0 0 1,052 4,651 72 4,427 47 85
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: Housing Authority of the County of San Joaquin and PIC (PIH Information Center) The data provided by the HACSJ and PIC reveal distinct characteristics across different housing programs. Public housing residents have an average annual income of $29,451, while voucher holders average $20,438, with some variation across voucher types. Project-based voucher holders have the lowest average income at $17,812.

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62 Length of stay is consistent between public housing and tenant-based voucher holders at seven years, while project-based voucher residents average three years. Household sizes vary, with public housing averaging three members per household, compared to two members for voucher households.

The data shows homeless admissions across all programs. Elderly participation (age over 62) is significant, with 221 elderly residents in public housing and 1,538 elderly voucher holders, primarily in tenant-based programs (1,119). Disabled families represent a substantial portion of program participants, with 263 in public housing and 2,319 voucher holders, mainly in tenantbased programs (1,721). 1,052 families in public housing and 4,651 families in the voucher programs are documented as requesting accessibility features. The PIC data does not track HIV/AIDS program participants or domestic violence victims.

Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 402 1,590 300 1,159 44 44 43
Black/African
American 0 0
268 1,928 265 1,531 71 11 50
Asian 0 0 102 473 40 418 1 5 9
American
Indian/Alaska
Native 0 0
21 107 23 74 3 3 4
Pacific
Islander 0 0
7 51 10 36 1 0 4
Other 0 0 90 247 38 131 70 2 6
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Race of Public Housing Households by Program Type Data Source: Housing Authority of the County of San Joaquin The racial composition shows diversity across programs. In public housing, White households represent 45 percent (402), followed by Black/African American households at 30 percent (268), and Asian households at 11 percent (102). Among voucher holders, White households account for 36 percent (1,590), Black/African American households account for 44 percent

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63 (1,928), and Asian households account for 11 percent (473). American Indian/Alaska Native and Pacific Islander households comprise smaller percentages across all programs.

Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 378 1,065 198 778 42 23 24
Not
Hispanic 0 0 512 3,331 478 2,571 148 42 92
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 26 – Ethnicity of Public Housing Households by Program Type Data Source: PIC (PIH Information Center)
According to the data provided in Table 26, public housing shows a relatively even distribution between Hispanic (42 percent or 378 households) and non-Hispanic (58 percent or 512 households) households. However, voucher programs show a different pattern, with nonHispanic households representing a larger share at 76 percent (3,331) compared to Hispanic households at 24 percent (1,065).

Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units
Based on the available data, accessibility needs are significant among public housing residents and voucher holders. The data shows 1,052 public housing households and 4,651 voucher households are documented as requesting accessibility features. Additionally, there's a substantial presence of disabled families in both programs: 263 families in public housing and 2,319 in voucher programs. These numbers suggest a high demand for accessible units, though specific details about waiting list applicant needs are not captured in the current dataset.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The income data from Table 24 reveals the most pressing need is financial stability. Public housing residents have an average annual income of $29,451, while voucher holders average $20,438, with some variation across voucher types. Project-based voucher holders face the greatest financial challenges, with average incomes of just $17,812. Given typical household sizes (3 members for public housing and 2 for voucher programs), these income levels indicate most residents are living near the federal poverty guideline. Additionally, market rents in

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64 Stockton currently average around $1,990, which would be unaffordable for any of the households currently assisted by the HACSJ. Households would need annual incomes of $79,600 to afford market rental rates. The data also shows significant needs among elderly residents (221 in public housing, 1,538 in voucher programs) and disabled families (263 in public housing, 2,319 in voucher programs), suggesting a need for specialized supportive services.

How do these needs compare to the housing needs of the population at large? The financial challenges faced by public housing residents and voucher holders are substantially more severe than those of the general population in Stockton. While the citywide median income increased to $58,393 in 2020, HACSJ tenant incomes are much lower as discussed above. This stark contrast, where assisted housing residents earn roughly half of the median city income, illustrates the deep economic disparities these households face. Despite the city's 30 percent growth in median income between 2015-2020, the assisted housing population has not experienced similar economic gains. When considering that Stockton's overall population and household growth (four percent and three percent respectively) has been steady, the consistently low incomes of public housing and voucher participants suggest these programs serve a population facing persistent economic challenges that set them apart from broader economic trends in the city. The high proportion of elderly and disabled residents in these programs further indicates a population with specialized needs that differ significantly from the general population.

Discussion
The Housing Authority of the County of San Joaquin (HACSJ) provides housing assistance to over 5,000 households through its public housing and voucher programs in Stockton. Assisted households have incomes that are significantly lower than the city’s median income and would struggle to afford housing in the private market without rental assistance. Many residents are elderly or have disabilities, and waiting list information suggests a high need of units with accessibility features.

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65 NA-40 Homeless Needs Assessment – 91.205(c)
Introduction
The Homeless Needs Assessment for Stockton provides a detailed overview of the nature and extent of homelessness in the city.

This assessment includes data on both unsheltered and sheltered homeless populations, gathered from various local sources. The assessment aims to identify the specific needs of different groups within the homeless population, such as individuals, families, veterans, and those with disabilities. It also examines the availability and effectiveness of current services and resources to address these needs. The data presented in this section were collected from the Central Valley Low Income Housing Corporation (CVLIHC), which acts as the Homeless Information Management System (HMIS) manager for the San Joaquin County/Stockton Continuum of Care (SJCoC). The San Joaquin County/Stockton Continuum of Care (SJCoC) is a collaborative network aimed at addressing homelessness in the region. It brings together various stakeholders, including nonprofit organizations, local government, and community members, to coordinate services and resources effectively. The primary goal of the San Joaquin County/Stockton Continuum of Care (SJCoC) is to end homelessness in the region by ensuring it is rare, brief, and non-recurring.

The tables provided below identify the estimated number of unsheltered and sheltered homeless individuals and families in the City. The tables present data collected through the 2024 Point-in-Time (PIT) and annual shelter count. It should be noted that preliminary results indicate an increase in the total number of unsheltered homeless people included in the 2023 PIT Count. The data on the number of sheltered homeless residing in emergency and transitional housing facilities are those reported in the HMIS system for facilities located within the City.

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66 Homeless Needs Assessment
Population Estimate the # of
persons experiencing
homelessness on a given
night
Estimate the
#
experiencing
homelessness
each year ^
Estimate the #
becoming
homeless each
year ^
Estimate the #
exiting
homelessness
each year ^ “”
Estimate the #
of days persons
experience
homelessness
**
Sheltered
*
Unsheltered
^
Persons in Households with
Adult(s) and Child(ren)
190 9 2,394 1,097 166 83
Persons in Households with
Only Children
4 12 49 23 4 83
Persons in Households with
Only Adults
327 2429 4,429 2,030 307 83
Chronically Homeless
Individuals
104 546 1,414 649 98 83
Chronically Homeless Families 18 0 266 122 18 83
Veterans 21 139 283 130 20 83
Unaccompanied Child 25 171 343 157 24 83
Persons with HIV 4 9 49 23 4 83
Table 27 - Homeless Needs Assessment
Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation *Estimate is based on total number of sheltered homeless counted in the San Joaquin Continuum of Care and multiplying by 62.86%, the percentage of sheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Sheltered Homeless.

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67 “” This number is likely much lower than the actual number of persons exiting homelessness, as many Emergency Shelters have extremely low rates responding to "Exit Destination" questions.
** Average Length of Time Homeless for ES, TH, PH for ALL POPULATIONS COMBINED In 2024, the Point-in-Time Count (PIC) identified 4,732 unique homeless individuals in San Joaquin urban county. This total includes 3,469 unsheltered individuals and 1,263 people in emergency shelters and transitional housing. Comparatively, the 2019 Point-inTime Count (PITC) recorded 2,629 unique homeless individuals across the county, with 1,558 unsheltered and 1,071 in emergency shelters and transitional housing. This data indicates an overall 80% increase in the homeless population countywide, with an 18% rise in sheltered homeless individuals and a substantial 122% increase in the unsheltered homeless population.

According to additional information from the CVLIHC, in Stockton, 2,450 unique individuals experienced homelessness on a given night, with 520 utilizing emergency shelters or transitional housing facilities within the city. The largest segments of unsheltered homeless individuals included those with mental illness (882), those suffering from substance abuse (980), and the elderly (368).

Individuals with mental illness and substance abuse issues also constituted the largest segments in emergency shelters and transitional housing.

In 2024, 140 persons resided in transitional housing in Stockton. It's important to note that there may be some duplication of individuals who initially stayed in emergency shelters and later moved to transitional housing within the same calendar year.

Additionally, 381 persons utilized emergency shelters in the city in 2024.

If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

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68 Estimate # of homeless on a
given night
Estimate the #
Experiencing
Homelessness
each Year
Estimate the
# Becoming
Homeless
each Year
Estimate the #
Exiting
Homelessness
each Year*
Estimate the #
of Days
Persons
Experience
Homelessness
^
Unsheltered Sheltered
Persons in HH with Adult(s) and Child(ren) 190 9 2394 1,097 166 83 Persons in HH with Only Children 4 12 49 23 4 83
Persons in HH with Only Adults 327 2,429 4,429 2,030 307 83 Chronically Homeless Individuals 104 546 1,414 649 98 83 Chronically Homeless Families 18 0 266 122 18 83
Veterans 21 139 283 130 20 83
Unaccompanied Youth 25 171 343 157 24 83
Persons with HIV 4 9 49 23 4 83
Area Reported: San Joaquin Urban County
Table 28 - Number of persons becoming and exiting homelessness each year Data Source: PIT Count/HMIS Data provided by Central Valley Low Income Housing Corporation * This number is likely much lower than the actual number of persons exiting homelessness, as many Emergency Shelters have extremely low rates responding to "Exit Destination" questions.
^ Average Length of Time Homeless for ES, TH, PH for ALL POPULATIONS COMBINED

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69 Nature and Extent of Homelessness (Optional)
Racial/Ethnic Group Unsheltered^
Sheltered
Emergency* Transitional*
American Indian 26 5 2
Asian 61 6 2
African American 436 88 32
Pacific Islander 45 5 2
White 910 123 79
Total All Racial Groups 1,478 227 117
Non-Hispanic/Latino 1,693 258 95
Hispanic/Latino 757 141 51
Total All Ethnic Groups 3,315 507 186
Table 29 – Nature and Extent of Homelessness
Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Household Type Unsheltered^
“”
(a)
Sheltered
Emergency* & Transitional* &
Adults 2,434 295 108
Children 16 86 32
Unknown 0 0 0
Total 2,450 381 140
Chronically Homeless (Adults and Head of
Households)
546 82 30
Families with Children 4 56 20
Mentally Ill 882 106 39
Substance Abuse 980 118 43
Elderly (60 years and over) 368 44 16
Unaccompanied Youth 171 18 7
Veterans 139 15 6
Note: (a) Data presented as a subset of the total reported unsheltered population (e.g. families with children, mental health problems, etc.) and only represents information for the 469 unsheltered individuals who were surveyed as part of the PIT. Another 453 unsheltered individuals were observed, but not surveyed for the information provided in this section of the table.

Table 30 - Unsheltered and Sheltered Homeless by Population Type

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70 Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation *Estimate is based on total number of sheltered homeless counted in the San Joaquin Continuum of Care and multiplying by 62.86%, the percentage of sheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Sheltered Homeless.

Please note this DOES NOT include tenant-based non-congregate shelter beds that could have been located anywhere within the Continuum of Care on the night of the PIT Count, though the majority of these tenant-based non-congregate shelter beds were likely within the City of Stockton. ^Estimate is based on total number counted in the San Joaquin Continuum of Care and multiplying by 70.65%, the percentage of unsheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Unsheltered Homeless.
“”Estimates for some sub-population conditions (Mentally Ill, Substance Abuse, etc.) are estimated based on reported rates of conditions such as Serious Mental Illness/Substance Use Disorder, etc., in the 2024 Point in Time Count.
& Estimates for some sub-population conditions (Mentally Ill, Substance Abuse, etc.) are estimated based on reported rates of conditions such as Serious Mental Illness/Substance Use Disorder, etc., in the 2024 Point in Time Count combined with estimates from the 2024 Housing Inventory Count.

There are several types of families with children who are in need of housing assistance. These include low-Income families who often struggle to afford stable housing due to limited financial resources, homeless families who require immediate housing solutions, and families who are at risk of becoming homeless due to financial instability or other crises.

Similarly, there are several types of veteran families who are in need of housing assistance. The types of families of veterans who are in need of housing assistance include, homeless veterans or those veterans who are at risk of homelessness, low-income veteran families who may struggle with housing costs, and veterans in transitional housing who require temporary housing solutions.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group Based on the 2024 Census estimate, the White population is 26.6 percent of the population of the City of Stockton and represents 40 percent of the homeless population. The Black population alone is 11.6 percent of the population and represents 20 percent of the homeless population. The Hispanic/Non-Latino population is 45.6 percent of the City’s population and represents 34 percent of the homeless population.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness Homelessness is a significant issue in Stockton, with both unsheltered and sheltered populations facing various challenges. The PIT Count conducted on January 29, 2024, revealed a significant increase in the homeless population in San Joaquin County. The Stockton Record reported a total of 2,996 homeless individuals in Stockton, with 545 sheltered and 2,451 unsheltered. This is the highest in among San Joaquin County’s seven incorporated cities.

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71 List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

In 2023, the City created a Homeless Strategic Initiatives Manager position to support activities that increased homeless housing and support services. In addition, there are organizations that offer several services and facilities to meet the needs of homeless persons, including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth.

Services for homeless veterans include Vetfam, a Catholic Charities program with two locations in Stockton. Vetfam serves homeless veterans and those at risk of becoming homeless by providing wrap-around supportive services such as rental assistance, utility payments, household items, childcare, transportation, medical/mental health referrals, affordable health care, housing navigation, money management, food/nutrition assistance and much more.

Another program that supports homeless veterans is HUD-VA Supportive Housing (VASH), a joint program administered by HUD and the Department of Veterans Affairs (VA) that combines case management services with tenant-based rental assistance for homeless veterans. Victory Gardens is a 49-unit development built in 2022 to provide deeply affordable housing to homeless veterans.

Family Promise of San Joaquin County works to help reduce homelessness and support lowincome families in San Joaquin County to achieve sustainable independence through a community-based response. Family Promise specifically targets families with children. In addition to providing emergency shelter, it works with families facing homelessness through education and support.

Additional facilities include:
• Haven of Peace Inc (a shelter for women and children located in Unincorporated San Joaquin County);
• Stockton’s Men Shelter, New Hope Family Shelter (separate housing for women or women with children, and for men);
• Central Valley Low Income Housing Corporation provides rent and deposit assistance for qualified families to prevent households from becoming homeless or to re-house

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72 households that have recently become homeless. CVLIHC also assists with a plan toward self-sufficiency including education and job training.

PREVAIL is another organization that serves youth experiencing homelessness. PREVAIL provides a variety of programs and supportive services to youth at risk, runaway or experiencing homelessness to heal, grow, and thrive. Services include:
• Food and clothing
• Shower and laundry facility
• Emergency shelter and transitional living program
• Therapy and support groups
• Substance prevention and intervention counseling
• Education support, life skills training, and employment readiness • Case management and referral services
• Recreational opportunities
Discussion
N/A

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73 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction
The following section describes, to the extent practicable, the housing needs of persons who are not homeless, but require supportive housing. This is done through a brief analysis of the characteristics and housing needs of special needs groups, including:
• Artists
• Elderly (defined as 62 years of age and over)
• Farmworkers
• Frail elderly (defined as an elderly person who requires assistance with three or more activities or daily living, such as bathing, walking, and performing light housework) • Households in the workforce (households earning between 80% and 100% area median income)
• Low/Moderate Income Individuals and Families (includes families with children and large families)
• Persons with mental, physical, and/or developmental disabilities • Persons with alcohol or other addictions
• Veterans
• Victims of domestic violence, dating violence, sexual assault, and stalking These housing needs were identified through a review of City and local plans and through consultations with various organizations and service providers representing each of the special needs groups. The facilities and services available to meet the needs of these subpopulations are discussed in the Market Analysis (MA-35) section of this plan.

Describe the characteristics of special needs populations in your community Artists: Artists are underpaid relative to housing prices, part of the City’s priorities for placemaking, and at high risk of displacement. Within this subgroup, there is a need for flexible and affordable living/workspaces.

Elderly and Frail Elderly: According to the 2018-2022 American Community Survey (ACS) 5-Year Estimates, 39,596 individuals in Stockton are aged 65 and over, representing approximately

12.5% of the total civilian noninstitutionalized population. Among this group, 16,808 individuals (42.4%) reported having a disability. The most common disabilities among elderly individuals typically include ambulatory difficulties, independent living challenges, cognitive impairments, and sensory disabilities. These challenges can significantly impact their ability to maintain stable housing and access essential supportive services. The high percentage of elderly individuals with disabilities indicates a critical need for accessible housing and in-home care services to support aging in place.

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74 Moreover, the 2024 City of Stockton Housing Element cites seniors as a key population with special housing needs. Senior households make up 21.6% of Stockton households and nearly 30% of senior households in Stockton have an income of less than $25,000.

Farmworkers: The updated 2024 City of Stockton Housing Element cites farmworkers as a key population with special housing needs. The plan states that farmworkers are an essential component of Stockton’s economy and according to the 2016-2020 American Community Survey 5,010 Stockton residents work in agriculture, forestry, fishing and hunting, or mining.

Moreover, according to the 2017 Census, 19,741 farmworkers worked in San Joaquin County.

Programs 11, 12, 16, 22, 23, and 30 of the Housing Element commit to actions to support developing new homes and rehabilitating existing homes for farmworkers, along with prioritizing outreach and programs for farmworkers. While farmworkers are important to the local economy, many are low-income workers and are often subject to substandard housing.

Low/Moderate Income Individuals and Families (includes families with children and large families): The updated 2024 City of Stockton Housing Element cites large families as a key population with special housing needs. HUD defines a large household or family as consisting of five or more members. Large families are cited as a special housing needs population because

21.2% of households in Stockton are considered large households compared to 19.6% in the County and 13.8% in California.

Moreover, the San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key subpopulations identified by the federal government was families with children experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 454 individuals were identified as being members of homeless families with children
Persons with Disabilities: According to the 2018-2022 ACS, 43,627 Stockton residents (13.7%) have a disability. Among the 190,618 individuals aged 18 to 64, 23,114 individuals (12.1%) have a disability. This group constitutes the majority of disabled individuals in Stockton and often faces employment barriers, healthcare access issues, and housing affordability challenges. In addition, 3,705 individuals (4.2%) under the age of 18 have a disability, highlighting the need for specialized education programs and family support services.

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75 According to the 2024 City of Stockton Housing Element persons with disabilities are cited as a key population with special housing needs. The report cites “14.6 percent of the total population in Stockton five years and older had one or more disabilities in 2020, compared 13.3 percent countywide, and 8.0 percent in California.”
Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations withing the San Joaquin Continuum of Care district. The HMIS data revealed that people with serious mental illness (SMI) and people with substance use disorders (SUD) were a significant population that faced housing insecurity The data and corresponding local plans underscore the need for accessible housing, employment opportunities, and transportation services to support individuals with disabilities in Stockton.

Persons with Alcohol/Drug Addiction: While the 2018-2022 ACS does not provide city-specific data on substance use disorders, national surveys indicate that substance abuse remains a significant issue. According to the 2017 National Survey on Drug Use and Health (NSDUH), approximately 11.2% of individuals aged 12 and over in the U.S. reported using illicit drugs in the past month. In California, this figure was slightly higher at 13.1%. Alcohol use was reported by 50% of Californians, with 24% engaging in binge drinking. Substance abuse remains a pressing issue in Stockton, particularly among homeless individuals. The 2019 Point-in-Time Count (PITC) identified 280 unsheltered homeless individuals, 125 individuals in emergency shelter, and 44 individuals in transitional housing who reported struggles with alcohol and/or drug addiction. The need for residential treatment programs, outpatient counseling, and harm reduction initiatives remains critical to addressing substance abuse in the community.

Veterans: The San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key subpopulations identified by the federal government was veterans. Of the 4,732 persons experiencing homelessness in San Joaquin County, 249 individuals were homeless veterans. Moreover, the report cites that 79% of the homeless veteran population were unsheltered.

Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, veterans were a significant population that faced housing insecurity. The plan states that “while veterans had the highest rate for permanent housing placement, they also have a higher than-average rate of returning to homelessness after placement, suggesting that veterans' housing programs might benefit from additional support for clients (perhaps trauma or PTSDATTACHMENT D 365
76 specific).” The plan also outlines that one of the four funding priorities of HHAP round 5 involves targeted outreach and support services for vulnerable populations such as veterans.

Victims of Domestic Violence: Data on domestic violence is not available in the 2018-2022 ACS; however, local organizations provide critical support to victims. In their 2023-2024 fiscal year PREVAIL, formerly referred to as the Women’s Center Youth and Family Services assisted 2,114 domestic violence victims and 175 sexual assault victims through their 24-hour help-lines. They provided emergency shelter to 245 adults and 159 children across their shelters, including DAWN House, which alone sheltered 172 adults and 113 children. Additionally, 209 children received one-on-one counseling through the Just for Kids program for issues related to domestic violence, child abuse, and neglect. The Safe House emergency shelter accommodated 92 youth aged 12-17, while the Opportunity House transitional living program housed 26 adults and 3 children. The Drop-In Center served 274 youth. Furthermore, PREVAIL supported 1,608 non-resident victims of domestic violence and 825 non-resident victims of sexual assault. These figures highlight the significant need for housing assistance among disabled individuals and victims of domestic violence, dating violence, sexual assault, and stalking in the community.

These services demonstrate a substantial need for emergency shelters, transitional housing, and legal advocacy programs for survivors of domestic violence in Stockton.

The 2024 Regional Homeless Action Plan utilized HMIS data to identify statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, people fleeing domestic violence was a significant population that faced housing insecurity. The plan outlines that one of the four funding priorities of HHAP round 5 involves targeted outreach and support services for vulnerable populations such as victims of domestic violence.

What are the housing and supportive service needs of these populations and how are these needs determined?
Artists: Because artists are underpaid relative to housing prices and at high risk of displacement, there is a need within this subgroup for flexible and affordable living/workspaces.

Elderly and Frail Elderly: The Stockton Housing Element Background Report and consultations with local agencies identify three main factors that impact the ability of elderly households to secure and maintain adequate housing: transportation, income, and housing availability. Many elderly individuals cannot drive and rely on public transportation, rides from family members, or walking to access essential services. Fixed incomes, such as Social Security or Supplemental Security Income (SSI), often do not cover market-rate housing costs, making affordability a key issue. Consultations confirm that the elderly population is one of the fastest-growing groups

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77 accessing food assistance. Many seniors live alone or as couples and require smaller, more affordable, low-maintenance housing. Elderly homeowners who do not reside in such housing may require assistance with household maintenance.

Farmworkers: According to the Stockton Housing Element, migrant farmworker households earn incomes lower than the AMI. This forces the farm working community to compete for the lowest-cost housing, which is typically substandard. The San Joaquin County Housing Element also identified farmworkers as a population with a significant barrier to housing citing that the farmworker community have very high rates of overcrowding, living in structures that posed health and safety risks, and low homeownership rates. The US Census conducted in 2017 cites 19,741 farmworkers residing in San Joaquin County. Currently, there are three state-funded farmworker housing facilities in the County, however, across those three facilities, there are only 220 units which is far lower than the housing need of this population. The typical supportive services offered at these facilities include, but are not limited to, day care centers, connections to services from the Employment Development Department and the Social Security Administration, and education and health care services.

Households in the workforce (households earning between 80% and 100% area median income): Households in workforce housing typically earn too much to qualify for programs under HUD. At the same time, they are also unable to afford most quality market-rate apartments. According to table 7 “Housing Problems Table,” 13% of renter households and 32% of owner households within the 80 to 100% AMI level experienced a housing cost burden greater than 30% of income. Allowing for workforce housing will increase access to affordable housing for working class families that earn between 80 and 100% AMI.

Low/Moderate Income Individuals and Families (includes families with children and large families): The updated 2024 City of Stockton Housing Element cites large families as a key population with special housing needs. Multifamily rental housing units typically consist of one or two bedrooms, not the three or more bedrooms that are required by large families. As a result, the large families that are unable to rent single-family homes may be overcrowded in smaller units. The Housing Element recommends that amenities for this subpopulation should include safe outdoor play areas for children and a central location to provide convenient access to schools and childcare facilities.

Persons with Disabilities: The housing needs of individuals with disabilities depend on the nature and severity of their condition. Physically disabled persons require modifications to their homes, including wheelchair ramps, elevators, accessible appliances, handrails, and other supportive infrastructure. For those unable to drive, proximity to services and reliable public transportation is essential. Additionally, disabled individuals may experience employment limitations or rely on SSI benefits, which are often insufficient to afford market-rate housing.

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78 Supportive housing, nursing facilities, or long-term care facilities are often necessary for individuals with severe physical or mental disabilities who require continuous assistance.

Expanding accessible and affordable housing options for persons with disabilities remains a critical priority in Stockton.

Persons with Alcohol/Drug Addiction: Organizations that provide supportive housing and services for individuals recovering from substance use disorders emphasize the need for intensive intervention, treatment, and case management. Residential group quarters facilities often provide the most appropriate settings for rehabilitation. The Gospel Center Rescue Mission (GCRM) New Life Program (NLP) offers residential addiction treatment with a capacity of 100 beds for men, women, and families. Additionally, New Directions Alcohol and Drug Awareness Program provides 30 inpatient beds and 45 outpatient treatment spots. However, a lack of affordable housing is a major barrier for individuals completing addiction treatment programs. Many struggle to secure stable housing, sometimes leading to relapses or returns to unsafe and unhealthy environments. Expanding transitional housing options and long-term supportive housing for individuals in recovery remains a key housing need.

Veterans: Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, veterans were a significant population that faced housing insecurity. The plan states that “while veterans had the highest rate for permanent housing placement, they also have a higher than-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).”Victims of Domestic Violence: According to Prevail staff, domestic violence survivors require a wide range of housing and social services. Some victims need emergency shelter and transitional housing, while others require long-term protective housing. Supportive services include crisis counseling, group therapy, hospital response, and legal assistance, as well as accompaniment to law enforcement agencies and court proceedings. Many survivors also need mental health counseling, childcare, employment assistance, and transportation.

However, housing remains the most urgent need, as victims fleeing domestic violence often lack safe, stable housing options. Expanding emergency shelters, transitional housing, and permanent supportive housing for domestic violence survivors is essential to preventing homelessness and providing stability.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

Not Applicable. City does not operate a Housing Opportunities for Persons With AIDS (HOPWA) Program.

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79 If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) A HOME Tenant-Based Rental Assistance (TBRA) program can be an essential tool in addressing the housing challenges faced by individuals with disabilities, including those with HIV/AIDS or chronic mental illness. Many jurisdictions allocate a portion of their HOME funding to TBRA programs, which support individuals who struggle to secure permanent housing due to financial limitations or additional support service needs.

Despite the availability of HOME TBRA funding, there remains a significant gap in affordable, supportive housing for persons with HIV/AIDS and chronic mental illness. Many individuals in these groups rely on SSI or disability benefits, which are often insufficient to afford housing at market rates. Barriers to stable housing for these populations include:
• Limited affordable rental units that meet HUD’s Fair Market Rent (FMR) standards. • Landlord reluctance to accept rental assistance due to administrative requirements and perceived risks.
• Need for supportive services such as case management, mental health treatment, and substance abuse recovery programs in conjunction with rental assistance. • Lack of long-term housing stability once TBRA assistance ends.

During this Consolidated Plan period, the City of Stockton will may consider adopting a TBRA program as part of its strategy to addressing housing challenges faced by individuals with disabilities. If a TBRA program is developed, the City may consider the following, or a combination of, the following strategies:

1. Prioritize High-Need Individuals
a. Establish preferences for individuals with chronic mental illness and those living with HIV/AIDS in the TBRA eligibility criteria.
b. Implement a referral process through healthcare providers, mental health agencies, and housing assistance organizations to ensure proper targeting.

2. Funding Allocation for TBRA Assistance
a. The amount allocated to TBRA will be evaluated annually, subject to funding availability and commitments to other HOME eligible activities. b. Provide rental subsidies for a minimum of one year, with the possibility of renewal based on ongoing need and progress toward self-sufficiency.

3. Expand Supportive Services

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80 a. Integrate case management, medical assistance, mental health treatment, and substance use services with TBRA to ensure participants maintain stable housing. b. Partner with local non-profits and healthcare agencies to deliver wraparound services.

4. Encourage Landlord Participation
a. Offer financial incentives (e.g., signing bonuses, damage mitigation funds, or higher rental caps) to encourage more landlords to accept TBRA vouchers. b. Implement a dedicated landlord liaison program to build relationships and streamline the rental process for voucher holders.

Discussion
Regardless of special needs status, consultations with public and private service providers indicate that one of the most pressing challenges for individuals who are not homeless but require supportive housing is the difficulty in securing landlords willing to accept Housing Choice Vouchers (HCVs). According to the Housing Authority of the County of San Joaquin (HACSJ), of the 5,237 HCVs available countywide, only 80% were utilized as of November 2024, leaving 993 HCV recipients unable to secure housing despite having a voucher. This shortfall is attributed to several factors, including the stigma associated with HCV recipients and the difficulty in finding landlords who have vacant units that meet HUD’s quality standards and rent limits.

Stakeholders report that many landlords are reluctant to accept HCVs due to operating costs and rental restrictions that exceed the Fair Market Rents (FMRs) set by HUD, often resulting in financial losses for the property owners. To address this issue, the Central Valley Low-Income Housing Coalition (CVLIHC) implemented an incentive program in 2018 that provides one-time cash payments of $1,500 for units rented below FMR and $500 for units rented above FMR.

Additionally, CVLIHC hired a housing specialist whose primary role is to build relationships with landlords and encourage them to accept voucher holders. While these efforts have expanded the pool of willing landlords, the demand for HCVs still far exceeds the supply. For more information on the financial constraints faced by landlords accepting HCVs, refer to MA-15:

Housing Market Analysis: Cost of Housing.

Beyond HCV accessibility, stakeholders identified the need for proactive and sustained code enforcement in both single-family and multi-family rental housing and the strengthening of renter protections. Many low-income tenants living in substandard conditions hesitate to file code enforcement complaints out of fear of retaliatory eviction by their landlords. This issue is particularly pronounced among undocumented migrant residents, who face additional risks of deportation and housing instability.

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81 While enhanced code enforcement is a necessary measure to improve housing conditions, stakeholders advocating for elderly residents caution that punitive code enforcement measures, such as fines, should consider the limited physical and financial capacity of elderly homeowners to comply with code requirements. Efforts to assist elderly residents with home repairs and maintenance rather than penalizing them would prevent unnecessary financial hardship and housing displacement.

Addressing these systemic challenges requires expanding landlord participation in HCV programs, improving code enforcement strategies that protect vulnerable renters, and increasing support for elderly homeowners. Strengthening these policies will be critical in ensuring that Stockton’s special needs populations have access to stable, safe, and affordable housing.

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82 NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities
The CDBG program regulations identify a broad range of eligible activities, including but not limited to acquisition and disposition of real property, construction of public facilities and improvements, and the provision of public services. However, certain ineligible activities include buildings used for general government activities, general government expenses, political activities, purchases of equipment, and operating and maintenance expenses.

Although public facilities is an eligible use of the CDBG programs, there are several restrictions that come into play when identifying eligible projects including but not limited to: depending on the type of planned public facility, 1) the project may need to be located within a primarily residential area, 2) the service area must be specifically identified, 3) at least 51 percent of the persons being served must have incomes at or below 80 percent of the area median income (AMI).

Buildings and infrastructure open to the general public, whether owned by the government or nonprofits, may be considered public facilities under the CDBG program. When asked about the top three public facilities needs in Stockton, survey respondents in the City of Stockton ranked public facility needs in the community as follows:

The exclusion of operating and maintenance expenses is particularly significant in Stockton, which faces a substantial deferred maintenance burden. According to the 2022-2027 Capital Improvement Program (CIP), the Facilities Conditions Assessment identified over $700 million in deferred maintenance costs for City facilities, not including maintenance and repair needs for City Hall. Nonetheless, the CIP highlights various capital improvement needs eligible for CDBG funding, including the construction and reconstruction of police and fire facilities, parks, libraries, and other City infrastructure. The 2022-2027 CIP allocates approximately $1.03 billion over five years, with $139.3 million committed to the Fiscal Year 2022-2023.

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83 Of the 609 respondents, 64 percent rated parks, playgrounds, and recreational areas as a public facility need. Community centers (62 percent), youth/childcare centers (58 percent), and healthcare clinics (55 percent), were also in high demand. 43 percent of respondents ranked senior centers as a necessary public facility improvement area.

Public facility goals in the City of Stockton’s 2040 general plan and other local plans include:
• Ensure that all neighborhoods have access to well-maintained public facilities and utilities that meet community service needs.
• Design public facilities and infrastructure to maintain and improve the visual quality of the urban environment.
• Evaluate and implement adjustments to the Public Facilities Fee structure to encourage development in the downtown and areas where infrastructure is already present and ensure that non-infill development pays its fair share of anticipated citywide capital facilities and operational costs.

How were these needs determined?
The jurisdiction’s need for public facilities was identified through input from the stakeholders consulted through surveys, interviews, meetings, an evaluation of the City of Stockton 2022- 2027 CIP, the 2020-2025 Consolidated Plan, and various elements of the Stockton General Plan.

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84 Additional needs were identified through consultations with affordable housing stakeholders, homeless service providers, City officials, and social service organizations.

Describe the jurisdiction’s need for Public Improvements When asked about the top three public infrastructure needs, survey respondents rated safety improvements as the highest public infrastructure improvement need in the city. 75% percent of respondents identified these improvements as a high-priority need. Street/sidewalk repairs were also rated as a high need by 73% percent of respondents. Curb/gutter/sidewalk installations, as well as water/sewer line improvements were also high priorities of survey respondents, with 52% percent of respondents identifying curb/gutter/sidewalk improvements as a priority, and exactly half of all respondents identified water/sewer improvements as a top three need priority. Just over a third of respondents identified tree planting as a top three public infrastructure priority.

In addition to the survey, the City’s 2040 General Plan identifies needs for:
• Pedestrian-scale street lighting
• Maintenance of walking/wheeling facilities and park access • Establishment of Transit Oriented Development (TOD) Overlay Zones • Increased efficiency of multi-modal transit routes such as clear pedestrian and bicycle routes that connect to destinations and sheltered transit stops.

How were these needs determined?
The jurisdiction’s need for public improvements were identified through input from stakeholders consulted through surveys and interviews and meetings, as well as evaluations of the adopted CIP and Stockton General Plan.

Describe the jurisdiction’s need for Public Services

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85 Public services such as case management, childcare, transportation assistance, job training, and programming for youth and senior centers are important to the City’s community development strategy. Community members were asked to identify their top three public service needs.

Needs identified by respondents to the Housing and Community Needs Survey were ranked as follows, with one as the highest priority:
• Mental health/substance abuse (54% identified)
• Children/youth (44% identified)
• Homeless (42%)
• Crime prevention/awareness (37% identified)
• Senior (34% identified)
• Food security (34% identified)
Stakeholders also identified the need for the following services, including:
• Landlord incentives to help place folks in need of housing • Transportation for youth to access extracurricular activities and services • Mental health/wellness services directed specifically toward youth and young adults • Employment assistance for those attempting to enter/re-enter the workforce How were these needs determined?
The jurisdiction’s need for public services were identified through input from stakeholders, input from the public through surveys and interviews and meetings, and various elements of the Stockton General Plan and Neighborhood Action Plans. Additional needs were identified through consultations with affordable housing stakeholders, homeless service providers, City officials, and social service organizations.

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86 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
The following Market Analysis provides an overview of the socioeconomic and policy environment in which the City of Stockton will administer its Community Development Block Grants (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG) funding over the course of the planning period. This analysis includes:
• MA-10 Number of Housing Units
• MA-15 Cost of Housing
• MA-20 Condition of Housing
• MA-25 Public and Assisted Housing
• MA-30 Homeless Facilities and Services
• MA-35 Special Needs Facilities and Services
• MA-40 Barriers to Affordable Housing
• MA-45 Non-Housing Community Development Assets
• MA-50 Needs and Market Analysis Discussion
• MA-60 Broadband Needs of Housing Occupied by Low- and Moderate- Income Households
• MA-65 Hazard Mitigation
In partnership with the Needs Assessment, the Housing Market Analysis provides the foundation for the goals and strategies defined in the Strategic Plan, and the programs and projects to be administered over this planning period. Many tables in this section are populated with default data from HUD, including 2016-2020 American Community Survey (ACS) and Comprehensive Housing Affordability Strategy (CHAS) data sets. As necessary, additional data is supplemented from more recent ACS data sets.

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87 MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The following section describes the significant characteristics of the City of Stockton’s residential housing market. This is accomplished by a brief analysis of available data regarding the type and amount of housing units within the city, units by tenure, federal, state, and local targeting, expected loss of units, and the needs for specific housing and populations.

All residential properties by number of units
Property Type Number %
1-unit detached structure 68,415 67%
1-unit, attached structure 6,140 6%
2-4 units 8,180 8%
5-19 units 8,670 9%
20 or more units 9,375 9%
Mobile Home, boat, RV, van, etc. 1,185 1%
Total 101,965 100%
Table 31 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Table 31 reports pre-populated HUD data from the 2016-2020 ACS 5-Year Estimates. According to this data, single-family detached homes represented 67 percent of Stockton’s housing supply. The remaining units were roughly evenly split between 1-unit attached, 2-4 units, 5-19 units, and 20 or more units. Mobile homes, boats, RVs, vans, etc. accounted for one percent of Stockton’s housing units.

Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 330 1% 12,735 6%
1 bedroom 390 1% 8,255 17%
2 bedrooms 6,295 13% 16,490 35%
3 or more bedrooms 40,470 85% 20,270 42%
Total 47,485 100% 47,750 100%
Table 32 – Unit Size by Tenure
Data Source: 2016-2022 ACS
An analysis of the housing stock by size of unit, based on data reported in Table 32, indicates most housing units (owner and renter occupied) are 3 or more bedroom units. Among owneroccupied units, only 1 percent were 1 bedroom or less, while 85 percent were 3 or moreATTACHMENT D 377
88 bedroom units. Among renter-occupied units, there was an even distribution with a higher occupancy rate of 0-, 1- and 2- bedrooms with 6 percent, 17 percent, and 35 percent rates Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

According to data reported in the City of Stockton’s Housing Element, there are 56 publicly assisted rental housing projects within the city. These projects include a total of 4,335 affordable housing units and are funded by Low Income Housing Tax Credits (LIHTC), Housing and Community Development (HCD), United States Department of Agriculture (USDA), California Housing Finance Agency (CalHFA), HUD, local dollars, or a mixture of multiple funding sources. They are targeted to low-income families, large families, working families, individuals, homeless or at-risk of homelessness, seniors, Single Room Occupancy (SRO), developmentally disabled, mental illness, chronic illness, special needs, and veterans.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

The City of Stockton Housing Element identified three publicly assisted housing projects that are near-term risk for conversation to market rate (less than ten years). These include the Filipino Center, Villa de San Joaquin, and Inglewood Gardens. The Filipino Center and Villa de San Joaquin, which both target families, have affordability expirations of 2025 and 2026, respectively. Inglewood Gardens, which targets seniors, expires in 2033. Together, these three projects total 242 affordable units. The estimated cost of acquisition/rehabilitation of these properties is $24,236,142 according to the San Joaquin County Assessor’s Office.

Does the availability of housing units meet the needs of the population? The availability of housing units in Stockton meets some but not all the needs of the population.

The demands of specific types of housing depend on several factors, including income levels, family types, and specific needs of residents. The Housing Authority of the County of San Joaquin (HACSJ), the only entity that maintains a regional waiting list for its programs, has approximately 7,773 families on its Public Housing waiting list and 3,511 families for the voucher programs. The HACSJ reports seeing an increasing need for accessible and adaptable housing, particularly for the elderly and people with disabilities. Other housing providers also report that Stockton’s current housing stock does not fully meet the diverse needs of the population.

Describe the need for specific types of housing

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89 The need for affordable housing is critical in Stockton, as evidenced by the 56 publicly assisted rental projects. These units target a wide range of populations, notably low-income, large families, seniors, veterans, individuals with special needs, and those who are homeless or at risk of homelessness. However, the potential expiration of contracts for projects such as Filipino Center, Villa de San Joaquin, and Inglewood Gardens, poses a threat to long-term availability of affordable housing. A conversion of these projects to market-rate housing would further exacerbate the need for affordable housing in Stockton.

The largest segment of Stockton’s housing stock is 2- and 3-bedroom units, which meet the needs of most families. However, there is also a significant demand for 4+ bedroom units for large families. Among owners, 37.9 percent of the housing units are 4-bedroom or larger, but the percentage of rental units with 4+ bedrooms is much lower (12.4 percent). This imbalance indicates that there is unmet demand for larger rental units for families.

Senior housing needs are a growing concern as the population ages. The Inglewood Gardens project, which targets seniors, is set to expire in 2033, representing a key resource for the senior community. A large number of seniors may face displacement if this unit is converted to market rate, making it essential for the city to explore additional senior housing options to meet future demand.

There is a noticeable proportion of renter-occupied units in Stockton (about 32.6 percent of total housing units). The fact that a significant portion of rental units (17.8 percent) are 1- bedroom units indicates a need for smaller units, particularly for individuals, couples, or smaller families. While renters occupy a broad range of unit sizes, the city should focus on providing an appropriate mix of smaller and larger rental units to accommodate various family types and income levels.

Discussion
Stockton has a variety of housing types and sizes, but there are still some important needs that aren't fully met. There is a big need for affordable housing, especially for large families, seniors, and people with special needs. Some affordable housing units might be lost soon because of contracts ending, which makes it even more important to find ways to keep these homes affordable. The city also needs smaller rental units for individuals and couples, as well as larger ones for bigger families. To meet the needs of all its residents, Stockton should invest more in affordable housing and make sure the housing it already has remains affordable.

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90 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
HUD regulations require the evaluation and identification of the significant characteristics of the local housing market. The purpose of this is to provide the relative cost of housing in comparison to the ability of households to afford housing at a range of income levels.

Household income levels referred to in this section are HUD defined income categories which are based on HUD Area Median Family Income (HAMFI). The categories are as follows:

Extremely Low-Income: <30 percent of HAMFI
Very Low-Income: >30 percent of HAMFI <50 percent of HAMFI Low-Income: >50 percent of HAMFI <80 percent of HAMFI
Moderate-Income: >80 percent of HAMFI <120 percent of HAMFI Above Moderate-Income: >120 percent of HAMFI
Cost of Housing
Base Year : 2009 Most Recent Year:
2020
% Change
Median Home Value $172,500 $298,200 73%
Median Contract Rent $807 $973 21%
Table 33 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number of Units %
Less than $500 4,835 10%
$500-999 21,020 44%
$1,000-1,499 15,425 32%
$1,500-1,999 4,960 10%
$2,000 or more 1,520 3%
Total 47,760 99%
Table 34 - Rent Paid
Data Source: 2016-2020 ACS

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91 Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
<= 30% HAMFI 10,270 3,625
>30% to <= 50% HAMFI 8,175 3,745
>50% to <= 80% HAMFI 10,065 6,635
>80% to <= 100% HAMFI 4,970 5,390
>100% HAMFI 13,505 29,835
Table 35 – Housing Affordability
Data Source: 2017-2021 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
2022 Fair Market Rent $891 $992 $1,305 $1,854 $2,234
2022 High HOME Rent $891 $989 $1,189 $1,365 $1,504
2022 Low HOME Rent $725 $776 $932 $1,076 $1,201
2024 Fair Market Rent $1,122 $1,245 $1,607 $2,265 $2,727 2024 High HOME Rent $1,078 $1,156 $1,388 $1,595 $1,760
2024 Low HOME Rent $843 $904 $1,085 $1,253 $1,398
Table 36 – Monthly Rent
Data Source: 2022 and 2024 HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? In comparing the number of housing units to each HAMFI income group to the total number of households in each HAMFI income group (NA-10, Table 6), there are clear shortfalls in the demand for housing and the supply available, particularly for extremely low-income (<=30 percent HAMFI) and very low-income (>30 percent to <= 50 percent HAMFI).

The most significant housing gaps are found among households earning <=30 percent HAMFI and 30-50 percent HAMFI, where both rental and homeownership options are severely limited.

For households earning <=30 percent HAMFI, there are 14,530 total households in need, but only 10,270 rental units and 3,625 owner units are available. This results in a 635-unit gap overall, but the shortfall in affordable rental units (9,230 households in need from Table 6 units) is particularly concerning, indicating that many in this income group may struggle to find stable housing. The large gap in affordable homeownership options for this group indicates most of these households will continue to seek housing in the rental market, where they may be competing against others from higher HAMFI brackets (2,695 households in need from Table 6).

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92 For those earning 30-50 percent HAMFI, the gap is larger, with 13,345 households needing affordable housing, but only 8,175 rental units and 3,745 owner units available. This creates a 1,425-unit total gap, with a much larger shortfall in rental units (7,995 households in need from Table 9) than homeownership options (2,610 households). In comparison, households earning 50-80 percent HAMFI (with 17,440 total households) face a 740-unit gap in total, with 5,935 more rental units and 3,295 homeownership units needed. Households earning 80-100 percent HAMFI (with 10,635 total households) have a 275-unit gap overall. Finally, households earning >100 percent HAMFI (with 39,290 total households) have a surplus of 4,050 units, as more affordable units are available than needed, particularly for ownership. The most pressing need remains within rental options for households earning less than 80 percent HAMFI, and where targeted intervention is critical to ensure affordable housing availability.

How is affordability of housing likely to change considering changes to home values and/or rents?
The affordability of housing is likely to worsen as home values and rents continue to rise, especially in areas with high demand and limited supply. As home values increase, the cost of purchasing a home becomes more out of reach for many households, particularly those in lower income brackets. This could push more people into the rental market, increasing competition for available rental units and driving rents even higher, further squeezing the budgets of low- and middle-income families. For households in the <=30 percent and 30-50 percent HAMFI ranges, where affordability is already a challenge, rising rents could force more people into housing instability or even homelessness, especially if wages don't keep pace with these increases.

In areas experiencing gentrification or economic growth, rent increases are often the most immediate concern, pricing out lower-income renters and contributing to displacement. For those in the 50-80 percent HAMFI range, rising home values could make homeownership increasingly unattainable, leading to a shift toward higher rental demand. This higher demand for rentals, combined with rising rents, would likely create a cycle where households are stuck paying a growing portion of their income for housing.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The analysis of Stockton's housing market reveals significant affordability challenges, especially for low- and very low-income households. There is a clear shortage of affordable housing options for households earning less than 50 percent of the Area Median Family Income (HAMFI), with the most critical gaps in rental housing. For those with annual incomes less than 30 percent HAMFI group (Table 6), there are far fewer rental units available than needed,

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93 creating a substantial shortfall of 9,230 rental units. Similarly, for households with incomes between 30 and 50 percent HAMFI, the gap in rental units is 7,995 rental units. This shortage is causing increased competition for the limited available units, leading to housing instability and a growing affordability crisis.

Comparing Fair Market Rent (FMR) and HOME rents with the area's median rent in both 2022 and 2024 shows that in many cases, the FMR is higher than even the High HOME Rents. This comparison also highlights the increases in rents in the last few years. In 2022, the FMR for a 2- bedroom unit was $1,305. Just two years later, the FMR for the same size unit was $1,607, an increase of 23 percent.

The analysis of Stockton's housing market underscores the urgent need for the City of Stockton to develop a robust strategy to produce and preserve affordable housing. The significant affordability challenges, particularly for low- and very low-income households, highlight the critical shortage of rental units for those earning less than 50 percent HAMFI. As home values and rents continue to rise, the situation is expected to worsen, pushing more households into the rental market and driving up rents further. This trend disproportionately affects lowerincome households, increasing their cost burden and potentially leading to higher homelessness rates. To address these challenges, the City of Stockton must prioritize the creation and preservation of affordable housing, with a particular focus on rental units for those earning less than 50 percent HAMFI, to mitigate the impact on vulnerable populations and ensure housing stability for all residents.

Discussion
Addressing Stockton's housing affordability crisis requires urgent and targeted interventions, particularly in the rental market, to ensure that low-income households have access to stable, affordable housing. Without these interventions, the gap between housing costs and household incomes will continue to widen, leading to more displacement and hardship for the city's most vulnerable residents.

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94 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The following analysis offers a detailed examination of the current state of housing in the city, with a particular focus on the physical condition of both owner-occupied and renter-occupied units. This analysis explores factors such as the age of housing stock, the need for rehabilitation, the overall maintenance and livability of homes across Stockton, as well as households who are cost burdened. A significant portion of the city’s housing was built several decades ago, and as a result, many homes are in varying states of disrepair. This has led to a growing need for both owner-occupied and rental property rehabilitation to preserve the existing housing stock and improve living conditions for residents. The section aims to assess the extent of deterioration, identify neighborhoods that require immediate attention, and highlight areas where investments in repair and renovation could significantly improve housing quality. By understanding the age and condition of housing throughout the city, the analysis provides insight into the scale of rehabilitation required.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation"
The City of Stockton relies on the California Health and Safety Code Section (CHSCS) 17920.3 to determine the habitability of housing units. Pursuant to this code, substandard buildings include “any building or portion thereof…including any dwelling unit, guest room or suite of rooms, or the premises on which the same is located, in which there exists any of the listed conditions at CHSCS 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof and the same shall be deemed and hereby is declared to be a substandard building.” The full definition can be found on the California Legislative Information website.

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95 Housing Problems Overview
The four housing problems are: incomplete kitchen facilities, incomplete plumbing facilities, more than 1 person per room, and cost burden greater than 30 percent.

Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected condition 14,360 30% 25,575 54%
With two selected
conditions
715 2% 3,275 7
With three selected
conditions
55 0% 220 0
With four selected
conditions
4 0% 0 0
No selected conditions 32,345 68% 18,685 39%
Total 47,479 100% 47,755 100%
Table 37 - Condition of Units
Data Source: 2016-2020 CHAS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 12,480 26% 5,940 12%
1980-1999 13,795 29% 13,020 27%
1950-1979 15,095 32% 21,145 44%
Before 1950 6,115 13% 7,650 16%
Total 47,485 100% 47,755 99%
Table 38 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980. 21210 45 28795 60 Housing units built before 1980 with children
present
9850 21 4,755 10
Table 39 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

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96 Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 40 - Vacant Units
Note: As of the date of publication, this data was not available Need for Owner and Rental Rehabilitation
Stockton’s housing stock faces significant challenges, with a large percentage of both owneroccupied and rental units exhibiting one or more housing problems, such as substandard conditions, overcrowding, and high housing cost burdens. Specifically, 61 percent of rental properties in Stockton are affected by at least one of these issues, highlighting the acute need for rehabilitation efforts in the rental market.

A key factor contributing to these housing problems is the aging of Stockton’s housing supply. A significant portion of the city’s rental units—88 percent—were built before the year 2000, with 60 percent constructed before 1979. This aging housing stock is more prone to structural deterioration, outdated systems, and energy inefficiencies, all of which can exacerbate issues such as high maintenance costs and unhealthy living conditions. Older rental units are often more susceptible to these issues compared to owner-occupied units, which are generally better maintained. Homeowners tend to invest in ongoing maintenance and repairs, protecting their homes’ condition, whereas renters may not have the same incentives or resources to address maintenance problems, leaving rental units in a more deteriorated state over time.

Stockton does offer two rehabilitation programs aimed at addressing housing problems, but these programs are currently limited to owner-occupied homes, leaving a critical gap for rental properties. The two programs are the Single Family Housing Repair Loan Program and the Emergency Housing Repair Loan Program, the latter of which caps funding at $30k and is intended to address safety issues for seniors or disabled individuals. These programs provide much-needed financial support for homeowners to repair and improve their properties, helping to preserve and enhance the quality of the city’s housing stock. However, without similar rehabilitation resources available to landlords, many rental properties in need of repair continue to deteriorate, placing a greater burden on low- and moderate-income renters.

The lack of rehabilitation support for rental properties not only exacerbates housing quality issues but also contributes to the overall affordability crisis in Stockton. As rental units fall into

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97 disrepair, landlords may increase rent to cover rising maintenance and repair costs, further stretching the financial capacity of renters. To effectively address Stockton’s housing challenges, there is an urgent need to expand rehabilitation programs to include rental properties, ensuring that both renters and homeowners benefit from improved living conditions and reduced housing burdens.

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
The risk of lead-based paint (LBP) hazards is a significant concern in Stockton, particularly for low- and moderate-income families who are more likely to reside in older housing units. Leadbased paint was commonly used in residential properties until its ban by the federal government in 1978, meaning that homes built before this year are at heightened risk for LBP hazards. In Stockton, 45 percent of owner-occupied units and 60 percent of rental units were built before 1980, which increases the likelihood that these homes may contain lead-based paint that poses a risk to children, pregnant women, and other vulnerable individuals.

Low- and moderate-income families, who often face greater housing instability and cost burdens, are disproportionately affected by this risk. Renters are particularly at risk, as they are more likely to live in older housing that has not been adequately maintained or renovated to remove lead-based paint. In fact, renters in Stockton are more likely to occupy housing units built before 1980 compared to homeowners, which significantly increases their exposure to lead hazards. These families, already struggling with limited financial resources, may have fewer options for relocation or for addressing lead-related issues in their homes.

The presence of lead-based paint in older homes is especially dangerous for children, who are more likely to ingest lead dust or paint chips due to their hand-to-mouth behavior. The health risks associated with lead exposure include developmental delays, learning difficulties, and a host of other long-term health issues. These risks are compounded for low- and moderateincome families, who may lack the financial means to test for lead, remove lead hazards, or move to safer housing.

Discussion
Stockton's housing stock faces significant challenges, with many homes in poor condition due to age, lack of maintenance, and overcrowding. A large percentage of both owner-occupied and rental units are affected by housing problems, such as substandard conditions and high housing costs. Many rental properties, particularly those built before 1980, are at risk for lead-based paint hazards, which is a major concern for low- and moderate-income families. Although Stockton offers rehabilitation programs for homeowners, rental units do not have similar support, exacerbating housing quality issues and contributing to the affordability crisis.

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98 Expanding rehabilitation programs to include rental properties is crucial to improving living conditions and reducing housing burdens for all residents.

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99 MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Public housing in Stockton is managed by the Housing Authority of the County of San Joaquin (HACSJ). Through a variety of federal, state and local affordable housing programs, as well as partnerships with other agencies and businesses, HACSJ is currently assisting approximately 19,000 people in San Joaquin County. HACSJ offers several rental assistance programs and manages almost 900 public housing units across the County.

Total Number of Units
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units/vouchers
available
0 0 890 4,396 676 3,349 190 65 116
# of accessible
units***
Table 41 – Total Number of Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition ** HUD allows for up to 20 percent of tenant-based vouchers to be utilized to be used on a project basis, with an additional 10 percent allowed if the vouchers are dedicated for a special population. *** HACSJ does not track the number of accessible units in its portfolio.

Data Source: Housing Authority of the County of San Joaquin Describe the supply of public housing developments
HACSJ operates two large housing projects in Stockton. Conway Homes offers 395 single-story family homes and duplexes, and Sierra Vista Homes offers 268 single-story and two-story duplexes, triplexes, and four-plex family homes. The Sierra Vista Homes community has resident counseling and on-site community police.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

HACSJ operates 663 public housing units in Stockton. The HUD Real Estate Assessment Center (REAC) conducts a program of annual physical inspections of public and assisted multifamily housing projects. Scores for this assessment range from zero to 100. The physical inspection scoring is deficiency based, with all properties starting at 100 points. Each observed deficiency reduces the score by an amount dependent upon the importance and severity of the deficiency.

Based on the data provided in Table 42, the most recent reported physical inspections occurred

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100
at Conway Homes and Sierra Vista Homes in in 2017. At that time, Conway Homes was awarded an average inspection score of 85, while Sierra Vista Homes was awarded an average inspection score of 80, a significant improvement from a score of 60 in 2017.

Public Housing Condition
Public Housing Development Average Inspection Score
Sierra Vista Homes 80
Conway Homes 85
Table 42 - Public Housing Condition
Data Source: Housing Authority of the County of San Joaquin Describe the restoration and revitalization needs of public housing units in the jurisdiction The Housing Authority plans to reposition its public housing portfolio through mixed finance transactions that will include Low-Income Housing Tax Credit (LIHTC), project-based vouchers, and will seek additional funding when applicable from other grant sources such as HOME Investment Partnerships Program, Community Development Block Grant (CDBG), Mental Health Services Act (MHSA), or Veterans Housing and Homeless Prevention (VHHP) funding.

Planned development activities in the City of Stockton include:

1. Develop additional phases of Sierra Vista Homes, which has already converted 46 public housing units to Project-Based Vouchers through the Rental Assistance Demonstration program.

2. Create a phased redevelopment of Conway Homes to include a KIPP charter school, uninhabitable units pending demolition, and 30 units offline pending redevelopment

3. Acquire a maintenance facility and administrative space for use by Sierra Vista Homes and Conway Homes due to redevelopment efforts of both communities. The acquisition will be funded through capital funds or Public Housing reserves. The facility will also provide housing for maintenance functions as well as training space for community and staff.

4. Continue to seek out affordable housing projects for development and acquisition for unused Low Income Public Housing units as well as Housing Choice Project-Based Vouchers. HACSJ will pursue funding from the City of Stockton for rehabilitation and modernization of existing units at a. Satellite Apartments.

Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:

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The restoration and revitalization of public housing in Stockton are crucial to improving living conditions and ensuring long-term sustainability. HACSJ is currently focused on the following efforts:
• System Modernization - Many public housing units require updates to essential systems such as plumbing, electrical, and HVAC to meet current standards and improve energy efficiency.
• Structural Repairs - Addressing issues like roof leaks, foundation problems, and outdated building materials is essential to ensure the safety and habitability of units. • Accessibility Improvements - Enhancing accessibility features for residents with disabilities, including installing ramps, elevators, and accessible bathrooms. • Community Spaces - Revitalizing common areas and community centers to provide safe and engaging spaces for residents to gather and participate in activities. • Safety Enhancements - Implementing security measures such as improved lighting, surveillance systems, and community policing to ensure a safe living environment. • Resident Services - Expanding support services such as job training, educational programs, and health services to help residents achieve greater self-sufficiency.

These efforts are part of a broader strategy to not only maintain but also enhance the quality of public housing in the County, ensuring it remains a viable option for low-income families, the elderly, and persons with disabilities.

Discussion
HACSJ manages 663 public housing units in Stockton. Physical conditions at its developments in Stockton have improved in the last decade. HACSJ plans to continue its improvements and increase the number of affordable housing units available using a variety of funding sources.

HACSJ aims to modernize systems, make structural repairs, improve accessibility, enhance community spaces, increase safety, and provide more services to residents. These efforts will create better and more sustainable housing conditions for low-income families, the elderly, and people with disabilities.

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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
There are a range of facilities and services to support individuals experiencing homelessness in Stockton. These services include emergency shelters, transitional housing, and supportive programs aimed at helping people regain stability. The San Joaquin Human Services Agency is the lead agency for the San Joaquin County Continuum of Care (SJCoC), which represents a consortium of local government agencies and non- profit organizations, encompassing all jurisdictions in San Joaquin County, including the City of Stockton. These organizations work collaboratively to address the complex needs of the homeless population and strive to create pathways to permanent housing and improved quality of life. The SJCoC and the Central Valley Low Income Housing Corporation (CVLIHC) play pivotal roles in addressing homelessness in Stockton, with both organizations actively involved in collecting county-wide data to better understand and address the needs of the homeless population.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds (Current &
New)*
Voucher / Seasonal /
Overflow Beds*
Current & New * Current & New
^
Under
Development
Households
with Adult(s)
and Child(ren)
343 CoC Shelter Beds
148 City Shelter Beds
272 CoC Voucher beds
117 City Voucher beds
163 CoC
94 City
287 CoC
203 City
Not in HIC, PIT,
and HMIS scope
Households
with Only
Adults
392 CoC Shelter Beds
169 City Shelter Beds
424 CoC Voucher beds
183 City Voucher beds
195 CoC
112 City
535 CoC
378 City
Not in HIC, PIT,
and HMIS scope
Chronically
Homeless
Households
0 0 0 352 CoC
249 City
Not in HIC, PIT,
and HMIS scope
Veterans 10 CoC Shelter beds
0 City Shelter beds
0 15 CoC
9 City
329 CoC
232 City
Not in HIC, PIT,
and HMIS scope
Unaccompanie
d Youth
8 CoC Shelter beds
8 City Shelter beds
0 0 34 CoC
24 City
Not in HIC, PIT,
and HMIS scope
Table 43 - Facilities and Housing Targeted to Homeless Households Data Source: 2024 PIT, HMIS
*Estimate is based on total number of beds in the San Joaquin Continuum of Care and multiplying by 43.15%, the percentage of shelter beds in the Stockton jurisdiction during the 2024 Housing Inventory Count.

Please note that CoC-wide numbers are more accurate and reliable than City of Stockton-specific numbers, as data and inventory for many of these project types do not collect data at a city-specific level, and therefore City-specific numbers are based on estimates from HIC data.
^Estimate is based on total number of unsheltered homeless in the San Joaquin Continuum of Care and multiplying by 70.65%, the percentage of unsheltered homeless in the Stockton jurisdiction during the 2024 Point in Time Count of Unsheltered Homeless, as more than 84% of all PSH beds in the CoC are tenant-based vouchers, and tenantATTACHMENT D 392
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based voucher use patterns tend to reflect the communities from which people are located previously to obtaining a voucher.

Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

Stockon uses a comprehensive approach to addressing homelessness by leveraging mainstream services that complement specialized homeless programs. The San Joaquin Continuum of Care (SJCoC) and Central Valley Low Income Housing Corporation (CVLIHC) work collaboratively with various service providers to ensure homeless individuals and families receive coordinated support across multiple domains.

Health/Mental Health Services: Local healthcare providers partner with homeless service organizations to deliver medical and mental health care, creating an integrated approach that addresses physical and psychological barriers to housing stability. Substance use treatment and recovery services are also available to support individuals with co-occurring disorders.

Employment and Economic Opportunity: Mainstream workforce development programs, vocational training, and employment services help homeless individuals develop skills and secure income sources necessary for long-term housing sustainability. These services are particularly important for transitioning from temporary to permanent housing solutions.

Benefit Access and Case Management: Dedicated case managers help homeless individuals navigate and access mainstream benefits including SSI/SSDI, CalFresh, Medi-Cal, and other public assistance programs. This coordination ensures that homeless persons can leverage available resources while working toward housing stability.

The City's approach recognizes that homelessness requires addressing multiple needs simultaneously. Housing alone is insufficient without the complementary mainstream services that support overall wellbeing and self-sufficiency.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Stockton offers several services and facilities to meet the needs of homeless persons, including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth.

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Services for homeless veterans include Vetfam, a Catholic Charities program with two locations in Stockton. Vetfam serves homeless veterans and those at risk of becoming homeless by providing wrap-around supportive services such as rental assistance, utility payments, household items, child care, transportation, medical/mental health referrals, affordable health care, housing navigation, money management, food/nutrition assistance and much more.

Services for homeless families include St. Mary’s Community Services, which houses an average of 350 individuals daily. They provide shelter, clothing, and personal hygiene items. In addition, they offer assistance with employment, vocational skills training, and affordable housing. Family Promise of San Joaquin County works to help reduce homelessness and support low income families in San Joaquin County to achieve sustainable independence through a community-based response. Family Promise specifically targets families with children. In addition to providing emergency shelter, it works with families facing homelessness through education and support.

Additional facilities include Haven of Peace Inc (a shelter for women and children), Stockton’s Men Shelter, New Hope Family Shelter (separate housing for women or women with children, and for men), and the Central Valley Low Income Housing Corp (CVLIHC). Programs provided by CVLIHC help homeless individuals and families move from shelters and the streets into permanent housing and assists households at risk of homelessness with remaining in permanent housing. In conjunction with the direct support for clients, CVLIHC provides clients with support services to improve financial, emotional, and physical wellness. Haven of Peace also offers transitional and supportive housing programs designed to assist residents in building a secure and self-sufficient future by providing temporary housing solutions and long-term support, including life skills training and access to community resources.

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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Stockton offers a variety of facilities and services to support individuals with special needs.

These include specialized housing, educational programs, and health services. These facilities and services are designed to create a supportive environment for individuals with special needs, helping them lead fulfilling lives. The County’s 2-1-1 program also connects Stockton residents to help in a wide variety of areas, including housing, health care, mental health services, and substance abuse treatment facilities and supportive services.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
The City recognizes the need to meet the diversity of housing needs, particularly for persons with special needs, through a variety of housing types. Persons with special needs may have a variety of mental and physical disabilities or circumstances that require a wide range of supportive service needs. These special needs populations can also include the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with mental health issues, persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, and other categories. The City has a strong commitment to helping people with special needs or disabilities by providing funding to developers and non-profit organizations that provide housing and services special needs populations. HOME funds can also be used to assist in the development and renovation of special needs housing in partnership with developers and service providers.

Elderly and Frail Elderly: For the elderly, poor health is a more significant contributor to housing instability compared to other age groups. Seniors often need help not only with making monthly housing payments but also with costs for utilities, maintenance, repairs, and accessibility upgrades. Some are also not physically able to handle the repairs. Chronic health conditions present a serious barrier to independence for seniors. Often, frail elderly (75 years and above) may be able to remain living independently in their homes with the help of special services. The increased prevalence of health issues and disability among the senior population is exacerbated by limited access to health care that many low- to moderate-income elderly face.

There are many supportive services for the elderly and frail elderly, including in-home supportive services that help pay for services so that individuals in these populations can remain safely in their own homes, meals and nutritional programs for older adults and families,

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supportive service programs to promote and maintain independent living, family caregiver support to provide support to unpaid caregivers caring for elderly relatives, and community senior centers operated by the Community Services Department that provide a wide range of in-person services. The Salvation Army provides many services to seniors, including adult daycare centers for older individuals with both mental and physical disabilities, a Community Center, and affordable housing at the Salvation Army Silvercrest Residence in Stockton.

The Affordable Housing Program for Seniors and the Disabled offers affordable low-income housing to seniors (ages 62 and older) and individuals with disabilities within the cities of Escalon and Stockton. Studios and one-bedroom apartments are available, with several units equipped to accommodate those who are mobility impaired. Ancillary services include Mealson-Wheels and Home Health Services. A social worker coordinator is available for residents' personal needs. The San Joaquin County Department of Aging and Community Services supports older adults, adults with disabilities, family caregivers, and residents in long-term care facilities. The Department’s services help older and disabled individuals live as independently as possible in the community, promote healthy aging and community involvement, and assist family members in their vital caregiving roles.

Persons with Disabilities: Persons with disabilities in the City are twice as likely to experience poverty than those without disabilities. They also face more frequent discrimination from landlords refusing to rent to them and must rely on the advocacy of fair housing services or accommodating owners/managers to secure housing. While this population often has limited incomes, those with disabilities often need a range of supportive services, independent living assistance, accessibility modifications, adaptive equipment, or other features in their home.

Furthermore, as much of the housing stock in the City was constructed prior to 1990 (before the passage of the Americans with Disabilities Act), accessible housing is also limited in supply.

The Housing Authority of the County of San Joaquin (HACSJ) provides units with accessible features through its public housing program and plans. In collaboration with non-profit agencies and developers, the City has worked to foster independence, personal growth, and to promote the opportunity for community integration based on the individual needs of adults with developmental disabilities.

The Housing and Disability Advocacy Program (HDAP), established in 2016, assists people experiencing or at risk of homelessness who are likely eligible for disability benefits by providing advocacy for disability benefits as well as housing supports. HDAP targets individuals experiencing homelessness who are likely eligible for disability benefits. Services provided by HDAP include, but are not limited to, interim shelter assistance, rental assistance, housing navigation, case management, security deposits, utility payments, moving costs, legal services, and credit repair. Winslow Village Apartments is a 40-unit gated apartment complex for

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disabled adults with support services. This affordable housing tax credit project, built by Service First of Northern California in partnership with the State of California, City of Stockton, and San Joaquin County Housing Authority, is a designated living complex for disabled adults who live independently with support services.

People with Mental Health Issues: For individuals with mental health issues, the City has partnered with Care Solace, which helps Stockton residents find licensed mental health providers and substance use treatment services regardless of insurance coverage. The San Joaquin County Behavioral Health Services (BHS) also provides mental health and supportive services for residents with serious mental illness. These mental health services are offered either through directly operated or contract agencies throughout the County. Services typically provided are assessment, therapy, medication, case management/brokerage, crisis intervention, and other supportive services related to housing and employment. These services are intended to reduce psychiatric symptoms, increase independent functioning and selfreliance so that individuals can achieve the fullest and most productive life. The strategy of these programs is to create a full continuum of care for clients' specific level of mental health needs and recovery goals. Some of the program offerings include prevention and early intervention services, clinical services, recovery-focused wellness centers, and client-run services that are designed to support clients who are in later stages of recovery and specialty services to support veterans.

Park Center Apartments, a downtown in-fill development, will provide permanent supportive housing to about 50 San Joaquin County residents experiencing homelessness with severe mental health disorders. It is scheduled to be completed in December 2025.

People with Alcohol or Other Drug Use Issues: People who suffer from substance abuse often require special housing services while they are being treated and recovering. The continuum of care for persons with substance abuse problems consists of four levels of assistance. Public inebriate reception centers, detoxification recovery facilities, recovery homes, and outpatient support networks offer varying levels of care to those with substance abuse issues willing to receive treatment. A public inebriate reception center is a 24-hour facility allowing people to undergo immediate help without being jailed. A detoxification recovery facility allows persons to stay up to 30 days. Persons who need extended assistance may require a stay in a recovery home for 30 to 90 days. Outpatient support networks, such as Alcoholics and Narcotics Anonymous, provide support groups, counseling, and other programs on an ongoing basis.

Substance Abuse Services (SAS) within the BHS is responsible for the coordination of alcohol and drug treatment efforts in County. They provide a range of drug and alcohol treatment services for residents of San Joaquin County, including outpatient, and residential treatment services. SAS provides a wide array of alcohol and other drug prevention, treatment, and

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recovery programs and services for individuals through contracts with community-based organizations. The primary recipients of City-funded alcohol and drug treatment, recovery, and intervention services are County residents, particularly those who are uninsured and/or underinsured.

New Directions is an alcohol and drug awareness program for adult men and women. The core treatment program lasts six months and includes individual counseling, as well as lectures and group sessions that address substance abuse, parenting, employment, and family reunification.

The California Department of Corrections and Rehabilitation contracts with New Directions for treatment beds. These beds are for parolees with long-term substance abuse and criminal issues. Parolees are placed here by their parole agent. Those funded by grants may be selfreferred. Other clients are placed in New Directions by the San Joaquin County Parole Reentry Drug Court, San Joaquin County Post Release Court Supervision Program, and the San Joaquin County Child Protective Services Agency. The Magnolia House, operated by Lily Pad Living, LLC, provides transitional recovery homes for women and children under the age of eight. Magnolia House offers a sober, safe living environment and connects clients to community resources for additional support.

People with HIV/AIDS and their Families: Stable, affordable housing offers the best opportunity for persons living with HIV/AIDS to access drug therapies, treatments, and supportive services that will enhance the quality of life for themselves and their families. For many of those living with HIV/AIDS, short-term assistance with rent, mortgage, or utility costs alone will provide the necessary support to remain healthy and in stable housing. Additionally, a large majority of persons living with HIV/AIDS in the City may have low incomes and need support in the form of financial assistance for medical care, transportation, legal services, and other general support services. The City encourages the coordination of housing-related resources and services for people living with HIV/AIDS in Stockton. Holman (funded by the County’s Housing Opportunities for Persons with AIDS/HIC program) House has 10 beds and houses individuals with HIV or AIDS for up to 18 months. Five different HOPWA-funded condominiums and the Greenfield House have 25 beds and offer temporary housing for families whose parents have HIV or AIDS. Holman House is operated by Stockton Shelter for the Homeless.

Foster Youth and Transitional Housing: Hundreds of foster youth age out of the San Joaquin County child welfare system each year. Most have difficulties when looking for jobs, housing, higher education, or support. The goals of the transitional housing programs for former foster youth are to develop affordable apartments, transitional housing, and emergency shelters in Stockton, in conjunction with supportive services to help youth become independent adults. In addition to housing, the programs offer job training, computer training, educational assistance, and other social services.

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Children’s Home of Stockton (CHS) provides housing for at-risk youth in San Joaquin County and throughout California for 140 years. Each year, CHS serves approximately 100 at-risk youth.

Children’s Home of Stockton (CHS) operates two programs: a licensed 16-bed Short-Term Residential Therapeutic Program (STRTP) for foster youth 12- to 18-years old and Catalyst, an 18-bed housing and homeless prevention program for unsheltered and at-risk youth 18 to 24 years old.

PREVAIL is another organization that serves youth experiencing homelessness. Prevail provides a variety of programs and supportive services to youth at risk, runaway or experiencing homelessness to heal, grow, and thrive. PREVAIL operates two emergency shelters that provide supportive services for youth at risk or experiencing homelessness, Safe House for youth ages 12-17 and Opportunity House for youth 18-21 and emancipated youth ages 16-17. In addition to the youth shelters Prevail runs a Drop-in Center that provides critical services such as meals, showers and laundry facilities for youth ages 12-25 and a case management program, TAY (Transitional Age Youth) to assist youth with basic needs.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
In September 2018 the State Legislature passed SB 1152, the "Dignity in Discharge" law, which requires acute care hospitals and acute psychiatric hospitals to have a written homeless patient discharge planning policy and procedure. Several programs support the implementation of SB 1152 to ensure individuals returning from health institutions receive the necessary resources to transition successfully back into the community.
• Hospital Discharge Planning: Hospitals in Stockton are required to develop comprehensive discharge plans that include securing a sheltered discharge location, providing transportation, offering appropriate weather clothing, and ensuring patients receive a meal and referrals to health and mental health resources. • Collaboration with Community Resources: Hospitals collaborate with local shelters, mental health providers, and supportive services to ensure a smooth transition for discharged patients. This includes working with organizations like the Central Valley Low Income Housing Corporation (CVLIHC) and the Housing Authority of the County of San Joaquin (HACSJ).
• Supportive Housing Programs: Programs like the Crossway Residences, in partnership with San Joaquin County Behavioral Health Services (SJCBHS), provide supportive housing for individuals with mental health issues, ensuring they have a stable place to live post-discharge.

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Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Some of the housing and supportive service needs are addressed strategically through funding categories that meet multiple needs. For example, the City has prioritized making more affordable housing units to Stockton residents. Units that are created with funds allocated to affordable housing often include social services targeted to lower-income and special needs populations.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) During the five year plan period, the City of Stockton plans to undertake several key activities to address the housing and supportive services needs of, including but not limited to, persons with special needs, including the elderly, person with disabilities, transition-aged youth, those with mental health or substance use disorders, and persons with HIV or AIDS and their families.

These activities include expanding affordable housing options, including exploring the creation of an Affordable Housing Trust, enhancing in-home supportive services and nutritional programs for the elderly, and increasing the availability of accessible housing units for persons with disabilities. The City will also support the development of transitional and supportive housing for individuals with mental health issues and substance use disorders, ensuring they receive comprehensive case management and access to necessary health services. Additionally, the City will collaborate with non-profit organizations to provide stable, affordable housing and supportive services for persons living with HIV or AIDS, promoting their health and well-being.

These initiatives reflect Stockton's commitment to fostering an inclusive community where all residents can thrive.

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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment California housing law requires that each jurisdiction include an analysis of governmental constraints to affordable housing development as a required component of its adopted General Plan Housing Element. Based on Stockton's 2023-2031 Housing Element, several key policies and regulations may affect housing development and investment, though the City has worked to minimize these constraints where possible.

The City's General Plan and Development Code promotes diverse housing development, with residential uses allowed in nonresidential zones and densities up to 136 units per acre permitted in the Downtown Core. However, development standards outside downtown, including density limits of 30 units per acre and parking requirements, can impact housing feasibility. Parking standards, while relatively low compared to other jurisdictions, still require two spaces per single-family home and one to one-and-a-half spaces per multifamily unit.

Processing and permit procedures represent another potential constraint. While most housing projects are allowed by-right and only require site plan and design review, processing times can range from one to four weeks for design review to 12 – 24 weeks for General Plan amendments. Development fees also impact housing affordability, with total impact fees of approximately $61,725 for single-family and $33,028 per multifamily unit, representing about

15.3 percent and 6.1 percent of total development costs respectively.

Stockton has implemented several measures to reduce these constraints. In 2022, it adopted Density Waivers for Small Infill Lots, allowing modification of underlying zoning requirements to facilitate development. The City’s Economic Stimulus Plan provides fee reductions for both single-family and multi-family projects. Infrastructure requirements, while necessary, are reduced where possible for infill development.

Stockton continues to evaluate and update its policies to encourage housing development through ongoing code updates, process simplification, and fee reduction programs.

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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
This section examines Stockton’s key non-housing community development needs, focusing on economic development opportunities and workforce needs. The City's Economic Development Strategic Action Plan outlines several core business areas that could create jobs and support economic growth. The Plan identifies various initiatives to improve economic opportunity, including programs to enhance quality of life and strengthen the local business environment. Regional efforts, including partnerships with San Joaquin County and neighboring communities, are also working to address local workforce training needs. This analysis considers both current conditions and recent economic trends that affect the City's ability to meet its community development goals.

Economic Development Market Analysis
Business Activity
Business by Sector Number of Workers Number of Jobs Share of Workers %
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 4,022 1,322 4% 2% -2% Arts, Entertainment, Accommodations 11,910 9,832 13% 13% 0% Construction 6,545 3,525 7% 5% -2%
Education and Health Care Services 20,528 23,551 22% 31% 9% Finance, Insurance, and Real Estate 3,983 3,636 4% 5% 1% Information 1,475 940 2% 1% -1%
Manufacturing 9,555 5,467 10% 7% -3%
Other Services 3,633 2,935 4% 4% 0%

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Business by Sector Number of Workers Number of Jobs Share of Workers %
Share of Jobs
%
Jobs less workers
%
Professional, Scientific, Management Services 5,926 4,102 6% 5% -1% Public Administration 0 0 0% 0% 0%
Retail Trade 13,282 11,464 14% 15% 1%
Transportation & Warehousing 7,393 4,832 8% 6% -2%
Wholesale Trade 5,643 5,590 6% 7% 1%
Total 93,895 77,196
Table 44 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Labor Force
Total Population in the Civilian Labor Force 140,360
Civilian Employed Population 16 years and over 128,955
Unemployment Rate 8.13
Unemployment Rate for Ages 16-24 15.11
Unemployment Rate for Ages 25-65 5.33
Table 45 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business and financial 22,115
Farming, fisheries and forestry occupations 5,485
Service 15,840
Sales and office 26,350
Construction, extraction, maintenance and
repair
15,425
Production, transportation and material moving 10,230
95,445
Table 46 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number of People Percentage
< 30 Minutes 76,144 64
30-59 Minutes 21,468 18
60 or More Minutes 21,029 18
Total 118,641 100
Table 47 - Travel Time
Data Source: 2016-2020 ACS

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Education:

Educational Attainment by Employment Status (Population 25 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 18,005 2,055 11,895
High school graduate (includes
equivalency)
31,530 2,690 12,690
Some college or Associate’s
degree
33,895 2,590 10,120
Bachelor’s degree or higher 22,655 820 4,260
Table 48 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 790 2,610 5,430 9,815 7,180
9th to 12th grade, no
diploma
3,710 4,165 3,70 6,230 3,460
High school graduate,
GED, or alternative
13,230 16,745 12,300 17,895 9,425
Some college, no
degree
11,575 9,720 8,120 14,850 7,325
Associate’s degree 1,330 3,950 3,950 6,020 3,330
Bachelor’s degree 1,990 5,755 4,785 8,390 4,920
Graduate or
professional degree
145 2,190 2,750 3,875 2,965
Table 49 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $26,178
High school graduate (includes equivalency) $32,654
Some college or Associate’s degree $38,426
Bachelor’s degree $54,324
Graduate or professional degree $73,342
Table 50 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to the data, the major employment sectors in Stockton are:
• Education and Health Care Services (23,551 jobs; about 31% of total employment) • Retail Trade (11,464jobs; about 15% of total employment) • Arts, Entertainment, Accommodations (9,832 jobs; about 13% of total employment) • Manufacturing (5,467 jobs; about 7% of total employment) Describe the workforce and infrastructure needs of the business community The workforce needs center around education and skills-training to support the growing healthcare, technology, and professional service sectors. There is demand for technical training in healthcare and educational services, which represent the largest employment sector.

Stockton’s Economic Development Strategic Action Plan (EDSAP) identifies a critical need for enhanced life skills training and workforce readiness programs to better prepare workers.

Infrastructure needs include improved broadband capabilities to support the internet-based economy, enhanced transportation networks, and improved public transit to connect workers with employment centers. Stockton has identified downtown development as a priority, including amenities and facilities that can attract and retain businesses and skilled workers.

One key focus is creating a Workforce Alliance with San Joaquin County, local businesses, community groups, and educational institutions to identify skills needed for the future of work.

This includes developing targeted outreach strategies and actionable roadmaps for job seekers in high-impact industries and organizations.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

Several significant developments are affecting Stockton's economic landscape. The city has seen significant commercial development since 2016, with over 500,000 square feet of new retail and office space. The 2021 EDSAP outlines strategic goals including building a thriving entrepreneurship ecosystem, attracting high-caliber businesses, and strengthening the local business climate through data-driven decision making.

In terms of physical development, the City is working to transform downtown through multiple coordinated efforts. Two landmark projects contributing to these efforts include the development of the Town Center Studios and the South Pointe development project. Town Center Studios transformed 40 motel rooms into studio apartments and mostly serve “high

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need” individuals. South Pointe is a city-owned site located along the downtown waterfront.

The City was awarded federal and state grant funds to assess and cleanup the 9-acre site to prepare for the development of a mixed-use commercial / multigenerational housing project.

The City Council adopted the Envision Stockton 2040 General Plan, reflecting a significant shift away from greenfield development toward urban infill development and redevelopment.

Additionally, major projects include the development and leasing of the Norcal Logistics Center and Airpark 599 in South Stockon, which represent significant local investment. Downtown revitalization efforts aim to create a more vibrant urban core that can attract new businesses and residents. Retaining small businesses through improvements of business façades, equipment purchases, and entrepreneurship support programs has been a major focus.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The workforce data shows opportunities for better alignment between skills and job opportunities. The unemployment rate is 8 percent overall, with a higher rate of 17 percent for ages 16 through 24. This indicates a need for enhanced workforce development. To address this, Stockton’s EDSAP emphasized the creation of partnerships and internship opportunities through Stockton Unified School District’s Career Pathways program and establishing partnerships with educational institutions to develop relevant training programs. These initiatives aim to expose Stockton’s youth to various vocational opportunities while building a skilled workforce for the city’s growing sectors.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

Key workforce development programs in Stockton include partnerships with San Joaquin Delta College, which provides career technical education and workforce development programs. The city benefits from WorkNet Center services and collaborations with the regional Workforce Development Board. These programs offer job search assistance, skills training, and career development services to help bridge the gap between workforce skills and employer needs. The EDSAP emphasizes establishing a Workforce Alliance with the County, local businesses, community groups, and educational institutions to identify skills needed for future work opportunities and advance workforce development initiatives.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes.

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If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The San Joaquin County CEDS identifies a wide variety of capital improvement projects that can be coordinated with projects funded under the Consolidated Plan. Through the EDSAP, the City is implementing strategic initiatives that align with both the CEDS and Consolidated Plan, including downtown revitalization, workforce development programs, and business support services. These coordinated efforts focus on creating economic opportunities while ensuring equitable development throughout the city.

Discussion
Stockton's major employment sectors include education and health care services, retail trade, arts and entertainment, and manufacturing. The city needs more education and skills training to support growing sectors like healthcare and technology. Infrastructure improvements, such as better internet and transportation, are also needed.

Stockton is focusing on downtown development to attract businesses and skilled workers.

Significant changes include new commercial developments and downtown revitalization projects like Town Center Studios and the South Pointe project. These efforts aim to create a vibrant urban core and attract new businesses.

Workforce development programs, partnerships with educational institutions, and initiatives like the Workforce Alliance are helping to align skills with job opportunities. Stockton's strategic plans, including the Economic Development Strategic Action Plan and the Comprehensive Economic Development Strategy, support these efforts to ensure economic growth and equitable development.

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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Housing problems typically impact lower and moderate-income households disproportionately, compared to above moderate-income households. A low- and moderate-income concentration is defined as a Census Tract where at least 54.2 percent of households are low-income and at least 70.2 percent are moderate-income. Large concentrations of low- and moderate-income households are located in the Downtown and South Stockton neighborhoods, bounded generally by Harding Way to the north, Airport Road to the east, Dr. Martin Luther King Jr. Blvd to the south, and I-5 to the west.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") According to census data, above average concentrations of certain minority groups occur most commonly in low- and moderate-income areas. Various census tracts in the Downtown and southeast portion of Stockton have an above average percentage of African Americans and Hispanics. Eleven census tracts within the City of Stockton qualify as Racially/Ethnically Concentrated Areas of Poverty (R/ECAP), which HUD defines as areas having a non-white population of 50 percent or more and a poverty rate of either 40 percent or more, or three times the metropolitan area average. R/ECAP tracts are generally concentrated in Downtown and South Stockton.

What are the characteristics of the market in these areas/neighborhoods? Areas with high concentrations of racial or ethnic minorities and low-income families tend to have some of the highest concentrations of rental housing. These areas, particularly in and around Downtown also have high concentrations of the City's multifamily housing stock.

Available code enforcement and rental inspection program data indicate that housing units in many of these lower-income, high minority neighborhoods can be characterized as substandard or in need of rehabilitation. Due to these conditions and other social characteristics, the relative cost of housing in these areas tends to be notably lower than in other parts of the city.

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Figure 1 - Racially and/or Ethnically Concentrated Areas of Poverty by Census Tract, 2018 Source: 2014-2018 ACS and HUD
Are there any community assets in these areas/neighborhoods? The city has a variety of community groups and organizations that provide services in low- and moderate-income areas. Two existing public housing developments, Sierra Vista Homes and Conway Homes, are in primarily low- and moderate-income neighborhoods with high concentrations of African American and Hispanic residents. The majority of HUD-assisted multifamily properties and Low-Income Housing Tax Credit (LIHTC) properties are in Downtown Stockton and neighborhoods to the north, predominantly in low- and moderate-income Census tracts.

Are there other strategic opportunities in any of these areas? Located near the City's southern areas, the Stockton Metropolitan Airport represents an important strategic asset as the region continues to develop as a hub for distribution and

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logistics. These opportunities could attract higher skill and higher wage jobs to serve nearby residents as well as residents from other lower-income and minority neighborhoods throughout the city. While improved public transportation facilities and service will be needed to connect workers to new employment opportunities, development around the airport area could provide significant economic benefits to surrounding neighborhoods.

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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

The term “broadband” is commonly used to refer to a high-speed, always-on connection to the global internet. As such, broadband connectivity is also commonly referred to as “high-speed broadband” or “high-speed internet.” In an age when information technology drives much of the local, state, and global economies, broad connectivity is critical for all households in order to facilitate access to information and employment opportunities. This is particularly true for low- and moderate-income households who may lack alternative channels for access to information, education, and employment. For these reasons, HUD recently introduced a new requirement to incorporate an analysis of access to broadband internet into the Consolidated Planning process and requires that jurisdictions consider approaches to “bridging the digital divide” as part of their goal and priority-setting process, though falls short of requiring that actions be taken. HUD indicates that the evaluation should be conducted using readily available data sources developed by Federal, State, and local government agencies and other available data, and that HUD will not require grantees to incorporate these new requirements into their Consolidated Plan process until HUD is able to make the data available to all grantees. As of this writing, no such data or guidance has been made available; however, a December 16, 2016 notice in the Federal Register (Docket No. FR 5891-F-02) identifies possible sources of information, including the National Broadband Map (NBM) created by the National Telecommunications and Information Administration (NTIA) and the Federal Communications Commission (FCC) Form 477.

According to the 2022 ACS 5-Year Estimates for the City of Stockton (Table S2801), approximately 91.6% of households have an internet subscription, including 85.5% with a cellular data plan and 77.4% with broadband such as fiber optic, cable, or DSL, while satellite internet service accounts for 8.1% of connections. Despite widespread broadband availability,

8.4% of households lack an internet subscription, with disparities based on income level.

Among households earning less than $20,000 annually, 74.0% have broadband access, while

25.7% remain unconnected, and only 0.2% rely on dial-up connections. For households earning between $20,000 and $74,999, 87.6% have broadband, leaving 12.2% without an internet subscription. In contrast, 96.6% of households earning $75,000 or more have broadband access, with only 3.3% lacking an internet subscription. These figures indicate that low-income households face significant barriers to internet access, likely due to affordability constraints.

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However, free broadband access is available through public libraries, the City Permit Center, and other public locations, while Xfinity’s Internet Essentials program provides low-cost broadband for qualifying households, including those receiving SNAP, SSI, Medicaid, and National School Lunch Program benefits. Expanding affordable broadband programs and digital literacy initiatives is crucial to closing Stockton’s digital divide and ensuring equitable access to high-speed internet for all residents.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

The need for increased broadband choice and competition helps to reduce the “digital divide,” a term that refers to the growing gap in access to computers and the internet between different groups. Having multiple service providers helps to ensure that households, particularly low- and moderate-income residents, have access to affordable broadband service that enables their participation in today's digital economic, social, and educational opportunities.

According to the broadband data shown above, there are still significant disparities in broadband access and adoption among lower-income households in Stockton. Increased competition among providers could help reduce costs and improve service quality, making internet access more affordable and reliable for all residents. This is particularly important given that households earning less than $20,000 annually show significantly lower broadband adoption rates compared to higher-income households.

Since 2021, the American Connectivity Program (ACP), a $14 billion initiative, has provided monthly broadband discounts of $30 per month for qualifying households. In Stockton, this program aims to help bridge the digital divide by making internet service more affordable for eligible households. However, increased competition among providers would further support these affordability efforts and help ensure that low-income households have access to quality broadband service.

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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City’s 2014 Climate Action Plan (CAP) established an inventory of emissions, reduction targets, and implementation measures to mitigate climate change risks. California State Senate Bill (SB) 379 mandates that jurisdictions update their General Plan Safety Element to incorporate climate adaptation and resilience strategies. These requirements have also been integrated into the Envision Stockton 2040 General Plan, particularly in the Land Use, Safety, and Community Health elements section.

The 2022 San Joaquin County Local Hazard Mitigation Plan (LHMP) was approved by FEMA and the County Board of Supervisors in April 2023. This plan identifies hazards, assesses risks, and proposes mitigation strategies to reduce or eliminate future risks. In January 2024, the County initiated the development of a Multi-Jurisdiction Hazard Mitigation Plan (MJHMP), which aimed to collaboratively address natural hazard risks exacerbated by climate change in cities and special districts. The 2022 LHMP highlights that climate change will likely intensify flooding, drought, extreme heat, and wildfire risks, significantly impacting public health, infrastructure, and agriculture. Stockton’s General Plan Safety Element update will incorporate these adaptation measures to enhance community resilience. In addition, the 2023 San Joaquin County Hazard Mitigation Plan also clearly identifies many of the natural hazard risks that the community may be vulnerable to due to climate change based on those identified in the California Adaptation Planning Guide (APG), including:
• Ecosystem and Biodiversity – Climate change and new development patterns affect both natural and built environments. These changes create stress on local ecosystems and species, particularly impacting regional habitats that support vulnerable populations. • Extreme Temperatures – Climate change continues to influence significant increases in average annual temperatures, with particular impact during summer months. The heat island effect in developed areas poses increased health risks, especially for vulnerable populations who work or spend significant time outdoors. • Public Health - Rising temperatures can disproportionately affect vulnerable populations, including low-income residents and those working outdoors. These impacts are particularly significant in urban areas where the heat island effect is strongest. • Future Development - Development patterns will need to consider climate resilience, particularly in addressing increasing demand for housing and infrastructure. More compact, mixed-use developments that help residents avoid heat exposure and provide efficient access to services will become increasingly important.

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The San Joaquin County Hazard Mitigation Plan indicates that while climate change has not been directly attributed as a causal factor for any declared disasters, the likelihood that climate change will be a significant contributing factor to future natural disasters in San Joaquin County and the City of Stockton is relatively high.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The degree to which low- and moderate-income households are vulnerable to increased natural hazards associated with climate change is an important consideration for the City of Stockton.

According to the City's 2023 Revised Displacement Avoidance Plan (RDAP)and the San Joaquin County Hazard Mitigation Plan, vulnerable populations, including low-income households, the elderly, the homeless, and other marginalized groups, have a reduced capacity to prepare for and cope with extreme weather and climate-related hazards.

The County's Hazard Mitigation Plan indicates that while climate change has not necessarily resulted in significantly increased risks to any declared disasters, the likelihood that climate change will be a significant contributing factor to future disaster declarations and risks for the City of Stockton and its residents is strong.

Low- and moderate-income neighborhoods often face greater exposure to climate hazards due to factors such as:
• Older housing stock with less efficient heating and cooling systems • Limited resources for weatherization and climate adaptation improvements • Higher concentration in areas with less tree coverage and more heat island effects • Reduced access to transportation options during extreme weather events The RDAP provides a comprehensive analysis of the risks and vulnerabilities faced by housing occupied by low- and moderate-income households in Stockton. These households are at higher risk during floods due to their location in flood-prone areas and heatwaves, as they often lack access to air conditioning and other cooling mechanisms. Poor air quality is another significant concern, especially for households located near industrial areas or major highways.

These households are more likely to be exposed to pollutants, which can lead to respiratory issues and other health problems. Economic vulnerabilities also pose a substantial risk to lowand moderate-income households. The RDAP emphasizes that these households are more likely to spend a higher percentage of their income on housing, leaving them with less financial flexibility to address emergencies or make necessary repairs. Many residents in these households work in low-wage, unstable jobs, making it difficult for them to afford housing and other necessities. The document highlights the need for economic support and job training programs to improve their financial stability. Social vulnerabilities further compound the

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challenges faced by low- and moderate-income households. The RDAP identifies a lack of access to essential services, such as healthcare, education, and public transportation, as a significant vulnerability. This lack of access can hinder their ability to improve their living conditions and overall quality of life. Social isolation and a lack of community support networks are also highlighted as vulnerabilities. Strengthening community ties and providing social services can help mitigate these risks. To assess these vulnerabilities, the RDAP utilized a variety of data sources, including census data, housing surveys, and environmental assessments. Geographic Information System (GIS) mapping was used to visualize the distribution of these households and their proximity to environmental hazards, such as flood zones and industrial areas. The study also involved input from various stakeholders, including community organizations, local government agencies, and residents, to gain a comprehensive understanding of the challenges faced by low- and moderate-income households. Public meetings and surveys were conducted to gather feedback and identify priority areas for intervention. Risk assessment methodologies were employed to evaluate the potential impact of environmental, economic, and social risks on these households, including assessing the likelihood of different hazards occurring and their potential consequences on housing stability and residents' well-being. The RDAP provides several recommendations to address these vulnerabilities and help reduce environmental risks.

Investing in infrastructure upgrades, such as flood defenses and cooling centers, expanding affordable housing programs, and providing housing rehabilitation funding can help minimize these risks. Implementing job training and economic support programs can improve financial stability and reduce housing cost burdens.

As these populations are less able to adapt to and absorb the impacts associated with climate change, it is critical for the community to prioritize actions that reduce and/or mitigate the impacts of climate change on the most vulnerable populations, particularly in areas identified as having concentrations of low- and moderate-income households. By addressing these vulnerabilities and risks through targeted interventions and comprehensive planning, Stockton can improve the resilience and quality of life for its low- and moderate-income residents.

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Strategic Plan
SP-05 Overview
Strategic Plan Overview
In conjunction with the Needs Assessment and Market Analysis sections, the Strategic Plan identifies the City’s priorities and describes strategies that the City will undertake to address the previously identified needs and to achieve the objectives identified herein. In addition to this overview, the Strategic Plan includes the following sub-sections:
• SP-10 Geographic Priorities
• SP-25 Priority Needs
• SP-30 Influence of Market Conditions
• SP-35 Anticipated Resources
• SP-40 Institutional Delivery Structure
• SP-45 Goals
• SP-50 Public Housing Accessibility and Involvement
• SP-55 Barriers to Affordable Housing
• SP-60 Homelessness Strategy
• SP-65 Lead-Based Paint Hazards
• SP-70 Anti-Poverty Strategy
• SP-80 Monitoring

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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
The geographic priorities table has been deleted as the City does not allocate funds to specific geographic target areas; rather, the City makes resources available on a citywide basis but provides additional outreach and recruitment in areas with high concentrations of unmet needs and areas within the adopted Slum/Blight Area Map.

General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City allocates resources on a citywide basis. For example, the housing rehabilitation and program is equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the income of the household receiving assistance. Households with the greatest demonstrated unmet need receive higher priority for assistance. Additional preference is given to households residing in areas with disproportionately high concentrations of low- and moderate-income households, minority households, and/or households experiencing HUD-defined housing problems, such as those areas identified under subsection MA-50. Though qualifying households are also encouraged to consider housing options in areas with greater access to opportunity. Projects located in areas that correspond with other related or complementary programs and/or projects also receive additional preference or priority consideration.

For activities meeting the Slum Blight Area national objective, the City of Stockton uses the State definition of Slum/Blight which was used in the establishment of Redevelopment Project Areas. The City's current slum/blight area is primarily composed of the downtown and Neighborhood Action Plan Areas, specifically the Cabral/East Cabral Station Area, Little Manila/Gleason Park, and South Airport Way neighborhoods; bounded by Harding Way to the north, the San Joaquin River to the west, Wilson Way to the east, and MLK Blvd to the south.

The City conducted a lot by lot survey in 2023 for these areas. Staff has carefully reviewed the data and maps and have found that the following conditions still exist, in compliance with HUD's requirement to re-determine eligibility for slum/blight designation every ten years. This review indicated that the slum/blight area features unsafe/unhealthy/deteriorated buildings, vacant/abandoned properties, and significantly depreciated property values compare to other parts of the city. In addition, the downtown waterfront area features high vacancy rates and environmental contamination.

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Figure 2 – 2023 Stockton Slum-Blight Area Map
Data Source: City of Stockton GIS

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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 51 – Priority Needs Summary
1 Priority Need Name Increase and Preserve Affordable Housing Opportunities Priority Level High
Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate Income
Individuals
Large Families
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Develop & Rehabilitate Affordable Housing Units

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Description Preserve, improve, and expand the supply of decent affordable housing for the City’s lower income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income levels. Provide
homeownership opportunities for low-income first-time buyers.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.

Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.
2 Priority Need Name Reduce Homelessness
Priority Level High
Population Extremely Low-Income
Very Low-Income
Low-Income
Large Families
Families with Children
Elderly
Frail Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Unaccompanied Youth
Non-housing Community Development

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Geographic Areas
Affected
Citywide
Associated Goals Provide Services to Prevent & Reduce Homelessness Description Provide supportive services for the City’s unhoused populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention.

Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap around services on-site.

Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.
3 Priority Need Name Resilient & Healthy Communities
Priority Level Low

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Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate-Income
Individuals Large Families
Families with Children
Elderly
Frail Elderly
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Resilient Infrastructure & Public Facilities Healthy Neighborhoods & Residents
Description Resilience is the sustained ability of a community to use available resources to respond to, withstand, and recover from adverse situations, whether these situations be physical, social, economic, or health related. Communities across the City need improvements in infrastructure, public facilities, and resources to narrow disparities and mitigate the increased risk of natural disasters.

Vulnerable populations, particularly persons experiencing and those at-risk of homelessness, low-income families, seniors, persons with a disability, and survivors of domestic violence, are often most impacted by these shifts and rely heavily on public services for basic life necessities, such as food and shelter.

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Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.
4 Priority Need Name Strengthen Local Economy
Priority Level Low
Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate-Income
Individuals Large Families
Families with Children
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Support Businesses
Increase Access to Economic Opportunity

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Description Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderateincome persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and unhoused persons.

Narrative (Optional)
Priority needs will be addressed by their associated goals discussed in greater detail in SP-45.

1. Priority Need: Increase and Preserve Affordable Housing Opportunities Associated Goal 1: Develop & Rehabilitate Affordable Housing Units

2. Priority Need: Reduce Homelessness
Associated Goal 2: Provide Funding for Service Providers to Prevent & Reduce Homelessness

3. Priority Need: Resilient and Healthy Communities
Associated Goal 3: Resilient Infrastructure & Public Facilities Associated Goal 4: Healthy Neighborhoods & Residents

4. Priority Need: Strengthen Local Economy
Associated Goal 5: Support Businesses
Associated Goal 6: Increase Access to Economic Opportunity Goal Supporting all Needs: Compliance
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration in priority assignment include information gathered through consultation and resident participation, and the relative availability of necessary resources. Based on these factors, homelessness resources and housing needs are considered “high” priorities, while community and economic development needs are considered “low” priority. Note that a “low” priority designation does not indicate that the associated needs are

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unimportant. For example, improvements in the availability of affordable housing can, at least to some degree, ameliorate needs associated with housing and community development.

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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence the
use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Consultations with stakeholders revealed that many landlords view Housing Choice Voucher (HCV) participants as high-risk tenants, and that the Fair Market rents set by HUD are lower than the true market rental rates they could collect. This has caused a shortage of landlord willing to rent to HCV recipients. The City may consider utilizing funds to support ongoing efforts by service providers to secure and incentivize HCV acceptance. Additionally, the City may consider utilizing ESG monies for homelessness prevention and rapid rehousing.

TBRA for NonHomeless Special
Needs
See the discussion provided above. The City may consider utilizing HOME funding for TBRA activities, as well as ESG monies for homelessness prevention and rapid rehousing. These programs are designed to help all types of lowincome households. Special needs households may receive assistance, with priority given under existing guidelines. However, the maximum allowable HOME rents are typically below the market average, which discourages property owners from accepting HOME based assistance.

New Unit
Production
Market characteristics that influence the use of HOME and CDBG funds for the development of new housing units that are affordable to extremely low-, very low-, low-, and moderate-income households include the costs relating to land, infrastructure improvements, development impact fees (e.g., school fees, transportation fees, park fees, etc.), construction requirements (e.g., seismic standards, accessibility standards, etc.), and general economic conditions, such as household incomes, market interest rates, the availability of mortgage financing, the type and volume of existing home sales (e.g., number of REOs, short sales, and foreclosures), etc. Though CDBG funds may not be used for new housing development, except under limited circumstances, such funds may be used for site acquisition, infrastructure improvements, and other activities that reduce the cost of development and improve the potential affordability of resultant housing units. HOME funds, by comparison, may be used in a variety of ways to facilitate new unit production, including site acquisition and improvement, demolition, and new unit construction, as well as the relocation of existing households. Both CDBG and HOME funds may be bundled with other financial resources to facilitate new development.

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Rehabilitation Market characteristics that influence the use of funds for the rehabilitation of existing for-sale and rental housing include the age and condition of the existing citywide housing stock, as well as the age and condition of existing public and publicly assisted housing units. Based on the analysis conducted as part of the Needs Assessment and Market Analysis, approximately 54 percent of the housing stock was constructed prior to 1980 and may contain leadbased paint hazards. An estimated 49 percent of households are also estimated to occupy sub- standard housing units. Due to the high cost of housing rehabilitation, particularly for older housing units, rehabilitation assistance for lower-income homeowners represents a relatively effective method for both maintaining affordability and improving housing quality. If appropriately coordinated with applicable law enforcement programs, rehabilitation assistance, may also prove a valuable tool in the City’s broader anti-crime/anti-violence strategy. Also, with the Sierra Vista and potential Conway Homes redevelopment project underway, the City could use funds to support complementary projects, such as the use of CDBG funds to provide offsite improvements that would facilitate the successful redevelopment and/or rehabilitation of existing units. This would not only facilitate the work underway by the HACSJ, but could also facilitate other private and non-profit affordable housing developers.

Acquisition,
including
preservation
Due to the high costs of development, the City often works in partnership with developers to create, maintain, and preserve affordable housing for extremely low-, very low-, low-, and moderate-income households. While acquisition and rehabilitation can be an effective strategy for the preservation of affordable housing, recognizing the high cost of new development, the program is still constrained based on the current market price for housing units in Stockton.

Also, in some cases, property owners are known to inflate the price of a given unit if it is publicly known that the City is a prospective buyer. While there are ample opportunities to purchase lower cost housing units in lower-income neighborhoods, there are limited opportunities to purchase and rehabilitate housing units in higher opportunity areas and doing so implies a greater cost.

Table 52 – Influence of Market Conditions

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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
During the five-year planning period, the City expects to receive approximately $3.2 million in annual CDBG funding, based on the allocation received in program year (PY) 2024. This would equal a five-year total of $16.1 million. Additionally, the City anticipates $1,864,610 in program income, and $462,500 of prior year resources will be made available as part of (PY) 2025, for a grand total of $18.4 million. The City also anticipates receiving an annual allocation of approximately $1.4 million in HOME funding for housing activities, and administrative costs, which would equal a five-year total of $7.0 million. Additionally, the City is estimating $100,000 in program income for (PY) 2025, for a grand total of $7.1 million. The City also expects to receive an estimated $283,000 in annual ESG funding, which would equal a five-year total of $1.4 million. Table 53, below, provides a breakdown of these anticipated resources, which are based on PY 2024 allocations. Final award amounts and distribution among the different projects/activities identified in this Consolidated Plan, Annual Action Plan, and sources and uses will be proportionately adjusted (increased or decreased) upon HUD’s official announcement of the PY 2025 allocations.

Anticipated Resources
Program
Sources
of
Funds
Use of Funds
Expected Amount Available Year 1
Expected Amount
Available Remainder of
Con Plan: $
Narrative
Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total: $
CDBG
PublicFederal
Acquisition,
Administration and
Planning, Economic
Development,
Public Facilities,
Infrastructure
$3,240,738 $1,864,610 $462,500 $5,567,848 $12,859,262
Expected
amount
available to
City based on
24/25

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Improvements,
Public Services,
Environmental
Cleanup,
Homeowner Rehab
allocation
HOME
PublicFederal
Administration &
Planning,
Acquisition,
Homebuyer
Assistance,
Multifamily Rehab,
Multifamily Rental,
Multifamily Rental
Rehab, New
Construction for
ownership, TBRA
$1,393,227 $100,000 $0 $1,493,227 $5,606,773
Expected
amount
available to
City based on
24/25
allocation
ESG
PublicFederal
Administration and
Planning, Homeless
Prevention, Rapid
Rehousing,
Emergency Shelter
Operations, Street
Outreach, HMIS
$283,046 $0 $0 $283,046 $1,132,184
Expected
amount
available to
City based on
24/25
allocation
Table 53 - Anticipated Resources
Source: City of Stockton
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

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Existing HUD resources allow the City to leverage additional local, state, and private funding sources to maximize impact. The City identifies additional funds during the project planning phase and prior to project award to complement the goals in the five-year Consolidated Plan. For example, the City applied for and has received five concurrent rounds of Homeless Housing, Assistance and Prevention (HHAP) funding from the State of California to build regional coordination and a unified regional response to reduce and end homelessness, informed by a best-practices framework focused on moving homeless individuals and families into permanent housing and supporting the efforts of those individuals and families to maintain their permanent housing. Another State source of funding is Project Homekey grant funding for the construction or renovation of permanent housing units for homeless individuals.

Permanent Local Housing Allocation (PLHA) funds from the State provide resources to complement Federal and local resources allocated to a wider range of affordable housing projects. It is important to note that HHAP and Homekey funds are not permanent sources of funding, however the City will continue to use these resources to leverage HUD funds as they continue to become available.

The use of HOME and ESG funds often requires matching funds from local and state sources. While investments from State or local governments and the private sector can qualify as matching contributions, Federal funds generally do not qualify. The following is a brief summary of additional funding sources used to leverage federal funds, satisfy federal match requirements, compliment to other federal resources.

Leveraging Funds
Federal funds facilitate the acquisition of other funding sources. In the absence of CDBG and HOME funding, many public/private financing sources may unavailable to private and non-profit affordable housing developers.

Matching Funds
HOME and ESG programs require the use of matching funds. The HOME program guidelines require a 25 percent match. However, the HOME statute provides for a reduction of the matching contribution requirement under three conditions: 1) fiscal distress; 2) severe fiscal distress; and 3) for Presidentially declared major disasters covered under the Stafford Act. The current HOME match requirement for the City of Stockton is 0 percent, meaning a 100 percent reduction in the matching requirement, per the match reduction guidelines published by HUD November 2023. HUD has not released updated match reductions since then.

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HUD requires a 100 percent match for the City’s ESG grant. ESG match requirements are passed on to subrecipients. The City closely assesses that this requirement is met during its review of program application review and enforced during the project period.

Private Resources
Affordable Housing Program (AHP) is a semi-annual competitive grant program offered by financial institutions associated with the eleven Federal Home Loan Banks.

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

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

State Resources
California offers numerous funding programs, listed below, which could be used as matching funds for HOME and ESG funds. More information about these programs is available through the California Department of Housing and Community Development:
• Low Income Housing Tax Credit (LIHTC)
• Affordable Housing and Sustainable Communities (AHSC) • Tax Exempt Bonds
• CalHome
• Homeless Emergency Aid Program (HEAP)
• Local Housing Trust Fund Program (LHTF)
• Golden State Acquisition Fund (GSAF)
• Housing for Health California (HHC)
• Infill Infrastructure Grant Program (IIG)
• Joe Serna, Jr., Farmworker Housing Grant Program (FWHG) • Mobile Home Park Rehabilitation and Resident Ownership Program (MPRROP)

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• Supportive Housing Multifamily Housing Program (SHMHP) • Multifamily Housing Program (MHP)
• No Place Like Home
• Predevelopment Loan Program (PDLP)
• Section 811 Project Rental Assistance
• Transit Oriented Development Housing Program (TOD)
• Veterans Housing and Homeless Prevention Program (VHHP) • Permanent Local Housing Allocation (PLHA)
• Mixed-Income Program
• California Emergency Solutions Housing (CESH)
• SB 2 Planning Grants Program
• Prohousing Incentive Program (PIP)
• Homeless Housing, Assistance and Prevention (HHAP)
• Homekey
Federal Resources
McKinney-Vento Homeless Assistance Act established the CoC as the lead agency in the application for S+P and SHP funds.

Housing Choice Voucher Program (HCV) administered by the HACSJ provides low-income households the ability to select affordable privately-owned rental housing through the use of vouchers which close the gap between market rate rents and the maximum amount deemed affordable, based on the household’s size and income level.

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

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

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City of Stockton was awarded $5.2 million from the Department of Toxic Substances Control (DTSC) under the Equitable Community Revitalization Grant (ECRG) to remediate a nine-acre City-owned site along the waterfront. The four (4) parcels, collectively known as South Pointe, are located at 705, 833, and 855 West Weber Avenue. On February 6, 2024, City Council approved a Disposition and Development Agreement with RBH Stockton OZ Project, with Phase 1 including no fewer than 300 units (including independent living senior housing), 4,000 square feet of educational space, 16,00 sf of retail and/or community serving facility space. Phase 2 will include 220 units of housing, including market rate and affordable housing. No fewer than fifteen percent (15%) of the total units in Phase 1 and Phase 2 shall be reserved as affordable for lower income households. Depending on the results of the remediation efforts, Phase I is expected to begin construction in 2026 or 2027.

In addition, the State Surplus Land Act requires the city to identify surplus and excess local public lands to be declared surplus by City Council and issue a Notice of Availability to housing developers and local agencies. All dispositions must be approved by HCD before a sale or lease can be finalized. Three areas of City-owned properties have been deemed surplus and are available and suitable for housing: Lafayette/Stanislaus (four parcels), Weber Avenue (four parcels, known as South Pointe), and South Airport (one parcel).

The address and acreage of each property is listed below.

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530 Lafayette - 0.11 acres
534 Lafayette - 0.09 acres
536 Lafayette - 0.14 acres
411 S Stanislaus – 1.66 acres
833 W Weber – 3.73 acres
705 W Weber – 3.08 acres
Weber Avenue – 0.29 acres
855 W Weber – 1.97 acres
2135 South Airport – 0.33 acres
The City of Stockton will be partnering with Visionary Home Builders Inc (VHB) for the development of affordable housing on a Stateowned site located at 601 East Miner Avenue/ 622 E. Lindsay in Downtown Stockton.

Discussion
No further discussion.

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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible
Entity
Responsible
Entity Type
Role Geographic
Area Served
City of Stockton Government The City of Stockton’s Economic Development Department (EDD) oversees
the implementation of the Consolidated Plan,
including the allocation of Community
Development Block Grant (CDBG), HOME
Investment Partnership Program (HOME),
and Emergency Solutions Grant (ESG) funds
Jurisdiction
Housing
Authority of the
County of San
Joaquin
Government Manages public housing and administers
rental assistance programs such as the
Housing Choice Voucher program
Region
San Joaquin
County
Government Collaborates with the city on regional housing and community development initiatives. The
Human Services Agency of the county serves
as the CoC lead entity.

Region
San Joaquin Fair
Housing
Association
Non-Profit Ensures that all members of the community
have equal access to safe affordable housing
and to eliminate discrimination in housing
Region
Central Valley
Low Income
Housing
Corporation
Continuum of
Care
Help homeless people move into housing and
also provide fast, effective prevention
services for extremely low-income people
who are at risk of becoming homeless.

Region
St. Mary’s
Community
Services
Non-Profit Provides hot meals every day to more than
500 individuals, the staff, partner agencies
and volunteers create individualized
pathways to achieve enhanced personal
wellbeing and housing solutions
Region

PREVAIL
(Women’s
Center/Youth
and Family
Services)
Non-Profit PREVAIL provides a range of supportive
services for individuals and families affected
by domestic violence, sexual assault, and
youth homelessness
Region
New Directions Non-Profit The mission of New Directions is to guide men and women who have lost control of
Jurisdiction

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their lives due to their addictions how to
overcome their substance use disorder and
lead healthy, happy, and productive lives.

Dignity’s Alcove Non-Profit Dignity's Alcove provides essential services to homeless veterans, offering 24-month
transitional housing, meals, and various
support programs
Region
STAND
Affordable
Housing
Non-Profit STAND is a nonprofit organization that
focuses on community policing, affordable
housing, and various community activities in
South East Stockton
Jurisdiction
Visionary Home
Builders
Non-Profit Visionary Home Builders of California is a
nonprofit affordable housing developer that
provides housing for families, seniors, and
individuals of low and moderate income.

Region
Service First Non-Profit Service First of Northern California is a 501(c)(3) Non-profit Public Benefit
Corporation that provides supportive services
to individuals that are developmentally
disabled, mentally ill, physically disabled,
homeless Veterans, Social Security
Beneficiaries, and those struggling with
addiction
Region
Emergency Food
Bank
Non-Profit The Emergency Food Bank of Stockton/San
Joaquin is a nonprofit organization dedicated
to providing food assistance to residents in
need throughout San Joaquin County
Region
Second Harvest
of the Greater
Valley
Non-Profit Second Harvest of the Greater Valley serves
Stockton and the surrounding areas by
providing healthy food, education, and
leadership to combat hunger
Region
Table 54 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The above table identifies the lead agencies and organizations that are influential in the administration and implementation of CDBG, HOME, and ESG funded activities. The list was compiled based on previously established partnerships. Note that this is not intended as a comprehensive list, given that some organizations may, or may not, be selected to participate in funded activities during the planning period. Similarly, the City

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reserves the right to establish partnerships with new agencies and organizations, on an as-needed basis, to achieve the objectives laid out in this plan.

The City’s Economic Development Department is responsible for implementation of the Consolidated Plan and oversight of funded activities. The department consists of several divisions which work together to administer CDBG, HOME, and ESG programs. The Housing Division takes primary responsibility for leadership and coordination with the other divisions of the Economic Development Department. These staff also collaborate with staff from other departments, as well as an extensive network of other governmental and non-profit agencies for strategic planning and implementation.

Based on consultations with service providers and other stakeholders, one of the strengths of the Institutional Delivery System in Stockton and San Joaquin County are the strong collaborations among agencies and nonprofits, the City of Stockton Housing Action Plan that aims to address housing needs and improve the overall housing landscape and, pursuing funding programs (i.e. Homeless Housing, Assistance, and Prevention (HHAP) Program ) which provide significant funding to support permanent housing solutions, emergency shelters, and interim housing operations. Some of the gaps include barriers to accessing and maintaining housing, gaps in healthcare accessibility, and gaps in home and community-based services for older adults and individuals with disabilities.

Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Focused on
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach X X

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Services
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and
Employment Training
X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Table 55 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The service delivery system in Stockton is designed to address the diverse needs of homeless individuals, including chronically homeless persons, families with children, veterans and their families, and unaccompanied youth. The organizations providing services have variety of service scopes and missions. While some organizations have narrow scopes, other provide broad mainstream services. When combined, the service delivery system provides significant support in the community. These supports include essential services such as emergency shelter, meals, and recovery programs, ensuring immediate relief and support. For those living with HIV, offerings include crucial testing, treatment, and educational services. Mainstream service providers further support these populations by providing mental health care, housing assistance, and other specialized programs. Together, these organizations and agencies create a comprehensive network aimed at improving the quality of life and fostering stability for vulnerable individuals and families in Stockton.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
One of the primary strengths of the service delivery system in Stockton is the comprehensive network of services available. In addition, the existing service delivery system is dedicated to supporting the special needs population and persons experiencing homelessness with the high

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quality of the service provision. The most significant gap/deficiency in the existing service delivery system is a lack of sufficient resources to provide at the scale that is necessary to fully address existing needs. There is also a need for improved coordination and collaboration between service providers and agencies. Overall, while Stockton's service delivery system provides a robust foundation of support, addressing these gaps is essential to ensure that all individuals, particularly those with special needs and experiencing homelessness, receive the comprehensive care and assistance they require.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City is actively pursuing several strategies to overcome gaps in its institutional structure and service delivery system to address priority needs. One key approach is enhancing coordination and collaboration among service providers to ensure a seamless and integrated support network for individuals in need. Based on the Stockton in Transition Report, published in 2019, Stockton has been focusing on securing increased funding and resources from various sources to expand the capacity of existing programs and develop new initiatives, particularly in affordable housing and supportive services. In addition, the City is working to leverage current funding through efficiencies in service and enhanced collaboration among service providers, and by eliminating the duplication of services.

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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Develop &
Rehabilitate
Affordable
Housing Units
2025 2029 Affordable
Housing
Homelessness
Citywide Increase and
Preserve
Affordable
Housing
Opportunities
CDBG:
$5,549,017
HOME:
$5,619,520
250 new multifamily rental units
constructed
25 units acquired
155 multifamily rental units
rehabilitated/converted
25 homeowner housing units rehabilitated
2 Provide Services
to Prevent &
Reduce
Homelessness
2025 2029 Affordable
Housing
Homelessness
Citywide Reduce
Homelessness
ESG:
$1,309,090
225 persons served with homeless
prevention
125 homeless persons served at overnight
shelters
3 Resilient
Infrastructure &
Public Facilities
2025 2029 Non-Housing
Community
Development
Citywide Resilient &
Healthy
Communities
CDBG:
$3,000,000
1,000 persons served by public
facility/infrastructure improvements
250 persons served in targeted
revitalization
3 acres of contamination cleaned-up
4 Healthy
Neighborhoods &
Residents
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Resilient &
Healthy
Communities
CDBG:
$2,710,245
125,000 persons served
5 Support
Businesses
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen Local
Economy
CDBG:
$1,200,000
15 façade treatment/business buildings
rehabilitated
10 businesses assisted
10 micro-enterprises assisted
6 Increase Access to
Economic
Opportunity
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen Local
Economy
CDBG:
$400,000
25 persons assisted
25 micro-enterprises assisted

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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
7 Compliance 2025 2029 All Citywide All $6,793,495
Table 56 – Goals Summary
Goal Descriptions
1 Goal Name Develop & Rehabilitate Affordable Housing Units Goal Description Preserve, improve, and expand the supply of decent affordable housing for lower-income households.

Provide homeownership opportunities for low-income first-time buyers. Assist existing low-income owneroccupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.
2 Goal Name Provide Funding to Direct Services Providers to Prevent & Reduce Homelessness Goal Description Provide funding for housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. 3 Goal Name Resilient Infrastructure & Public Facilities Goal Description Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure and prepare additional sites to serve the needs of City residents. 4 Goal Name Healthy Neighborhoods & Residents
Goal Description Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. 5 Goal Name Support Businesses
Goal Description Promote economic development activities that create, attract, and retain jobs and promote economic activity, especially those that provide economic opportunities for low- and moderate-income persons. 6 Goal Name Increase Access to Economic Opportunity

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Goal Description Prioritize and expand job and business readiness programs targeting low-income youth, disabled persons, and homeless persons.
7 Goal Name Compliance
Goal Description Efficient use of administrative funding for general management, oversight, coordination, and subrecipient monitoring.

Table 57 – Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City does not directly provide affordable housing, but partners with other public and private affordable housing service providers, most notably the Housing Authority of the County of San Joaquin. Nonetheless, the City anticipates facilitating construction of 225 new deed restricted rental housing units and rehabilitation/conversion of 155 deed restricted rental housing units for extremely low- and low-income households. The City is planning the acquisition and deed restriction and/or preservation of 25 affordable housing units. The City also anticipates providing 25 homeowner rehabilitation loans for low- and moderate-income households.

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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The HACSJ is not under a Section 504 Voluntary Compliance Agreement.

Activities to Increase Resident Involvements
The City of Stockton is actively engaging residents through various initiatives aimed at increasing community involvement. Currently, the HACSJ issues a quarterly resident newsletter to help keep tenants informed regarding housing authority business and to provide information that may be useful, such as how and where to access services and participate in housing authority management activities. In addition, Stockton has developed Neighborhood Action Plans which were created in collaboration with residents and housing developers through community events, focusing on improving housing opportunities and overall neighborhood conditions. The city also regularly hosts public workshops, meetings, and study sessions to gather input from residents on various projects and initiatives. These events provide a platform for residents to voice their opinions and contribute to the decision-making process Is the public housing agency designated as troubled under 24 CFR part 902? The most recent HUD-approved 5-Year Action Plan for HACSJ was approved on August 20, 2023.

At that time, the Housing Authority of the County of San Joaquin (HASJC) is not designated as troubled under 24 CFR Part 902. This designation is based on the Public Housing Assessment System (PHAS), which evaluates public housing The Housing Authority of the County of San Joaquin (HACSJ) was last assessed for performance by HUD as part of their annual review process. In addition, the HACSJ was designated as a high performer on both the Public Housing Assessment System (PHAS) and the Section Eight Management Assessment Program (SEMAP) assessments1. This designation indicates that HACSJ has met or exceeded HUD's performance standards in areas such as physical condition, financial condition, management operations, and the Capital Fund program.

Plan to remove the ‘troubled’ designation
HASJC does not have a ‘troubled’ designation.

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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
California housing law requires that each jurisdiction include an analysis of government constraints to affordable housing development as a required component of the adopted General Plan Housing Element. The City's analysis, based on the 2023-2031 Housing Element, identifies both constraints and recent efforts to reduce barriers to housing development.

While the City's General Plan and Development Code generally facilitate housing production, certain standards affect development feasibility. Outside downtown, density limits of 30 units per acre may restrict multifamily development, though higher densities up to 136 units per acre are allowed in the Downtown Core. The City's parking standards, while relatively low, still require two spaces per single-family home and one to one-and-a-half spaces per multifamily unit.

Development fees represent another barrier, with total impact fees of approximately $61,725 for single-family and $33,028 per multifamily unit according to the 2023-31 Housing Element.

These fees amount to about 15 percent of single-family and 6 percent of multifamily total development costs. Infrastructure requirements for complete street improvements, though necessary, also add to development costs.

Strategy to Remove or Diminish the Barriers to Affordable Housing The following actions will be taken throughout the course of the planning period to remove and prevent barriers to affordable housing:
• Streamline approval and review processes for affordable and infill housing projects including implementing the Density Waivers for Small Infill Lots program and providing clear information to developers.
• Maintain flexible development standards for affordable and infill housing projects through consistent application of existing provisions.
• Ensure application and development fees don't unnecessarily limit affordable housing production, including both infill and larger multifamily developments. • Reducing parking requirements for affordable housing and Transit Oriented Development projects.
• Providing comprehensive permit process guidance.
• Maintaining clear development standards and requirements. • Supporting housing service agencies’ education and outreach efforts.

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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
As part of the City’s homelessness initiatives, it employs a comprehensive outreach strategy to connect with homeless individuals, particularly those who are unsheltered, and assess their needs. This strategy includes collaboration with San Joaquin County the COC and various local organizations and service providers to ensure a coordinated approach.

Outreach and Engagement: Stockton's outreach teams, often in partnership with organizations like St. Mary’s Community Services and the San Joaquin Continuum of Care, actively engage with unsheltered individuals in their living environments. These teams provide essential services such as food, hygiene supplies, and basic medical care, while also building trust and rapport. Each interaction is an opportunity to connect individuals with additional services, including shelter and housing options.

Assessment of Needs: To accurately assess the needs of homeless individuals, Stockton conducts regular surveys and data collection efforts, such as the annual Point-in-Time Count.

This count helps identify the number of homeless individuals and gather information on their specific needs, including health, mental health, and substance abuse issues. The data collected informs the development of targeted programs and services to address these needs effectively.

Navigation Centers and Low Barrier Shelters: Facilities like the Henry and Carol Zeiter Navigation Center provide a centralized location where homeless families can access a range of services, from emergency shelter to case management and housing placement. Pathways aimed at providing shelter for individuals and is designed to reduce barriers to entry, ensuring that even those with complex needs can receive support.

By combining direct outreach, comprehensive needs assessment, and accessible services, the City aims to provide effective support to its unhoused population and work towards long-term solutions.

Addressing the emergency and transitional housing needs of homeless persons The City has embraced the Housing First approach to address homelessness, focusing on providing immediate access to housing without preconditions. This approach recognizes that a person experiencing homelessness must first be able to access a decent, safe place to live, that does not limit length of stay (permanent housing), before stabilizing and improving health, reducing harmful behaviors, or increasing income.

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The key elements in the City’s strategy to meet the needs of this population include emergency housing, transitional housing, support services and rapid rehousing programs. For emergency housing, facilities such as St. Mary’s Community Services, the Gospel Center Rescue Mission, the Stockton Men’s Shelter and other low barrier shelters provide emergency shelter, food, and essential services to homeless individuals and families. Transitional housing is supported by organizations and programs that include: the Henry and Carol Zeiter Navigation Center which provides shelter and support services to help families transition into permanent housing; GLOM Transitional Housing which provides screening, accessing, evaluating, planning, implementation, follow-up, transitional care, and post-transition support for individuals experiencing homelessness; the Central Valley Low Income Housing Corp (CVLIHC) assists homeless individuals in transitioning from shelters to permanent housing by providing shortterm rental assistance and case management services; Project Homekey increases the supply of increasing transitional housing capacity by converting motels into permanent housing for the homeless; and Haven of Peace which offers transitional and supportive housing programs and comprehensive case.

In addition, the city is working to increase the supply of affordable housing for low- and moderate-income households. Rapid rehousing is an evidence-based strategy that provides short-term rental assistance and case management services to help people obtain housing quickly, increase self-sufficiency, and stay housed. This service is provided by a variety of organizations including CVLIHC, Stockton Shelter for the Homeless, Delta Community Developers Corp, the Housing Authority of the County of San Joaquin, and Lutheran Social Services of Northern California.

The ESG and CoC practices encourage providing homeless persons and households with housing as quickly as is practicable, and only availing supportive services that are of greatest need to support stable housing, while other needs are addressed through existing mainstream resources available within the community. This recognizes that while there are multiple models for housing and supportive service provision for the homeless, the housing first model, as well as rapid rehousing and preventative services, have emerged as important implementation strategies, among other industry best practices. Below are actions intended to facilitate the

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rapid transition of homeless persons from an unsheltered or sheltered condition, toward permanent and independent living.
• Maintain and expand support to existing programs with proven track records of encouraging the transition from emergency or transitional shelters to permanent and supportive housing.
• Provide resources for expanded case management services, including lengthening the amount of time that persons may receive case management, as a method for improving eligibility for rental housing and applicable supportive services. • Coordinate rapid re-housing needs assessment with coordinated intake strategy and case management strategy.
• Encourage the establishment of new permanent, and permanent supportive, housing for homeless individuals and households with children.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
The City of Stockton has several initiatives and programs aimed at preventing homelessness among low-income individuals and families, particularly those at high risk of becoming homeless after being discharged from institutions or receiving assistance from various agencies.

This includes homelessness prevention programs like Emergency Rental Assistance and the Homeless Housing, Assistance, and Prevention grant program. Support for extremely lowincome individuals is anchored by partnerships with local social service nonprofits and healthcare providers to create a coordinated and engaged regional system of care.

The following include several actions intended to preserve and expand the existing programs and ensure the future availability of homeless prevention services and assistance. • Identify and secure alternative funding sources for proven programs • Coordinate with existing housing and assistance programs to provide priority, and a streamlined or expedited applications process, for persons at imminent risk of becoming homeless
• Provide coordinated diversion and referral services to persons at-risk of homelessness • Coordinate diversion services with rapid rehousing efforts to shorten the length of stay

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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards Under the Residential Lead-Based Paint Hazard Reduction Act of 1992, California requires that residential construction and renovation activities involving lead, such as those that would cause the disturbance of lead-based paint (LBP), be performed in such a manner as to eliminate the existing lead hazard, and avoid the creation of a new lead poisoning hazard, particularly for children and other occupants, but also for the individuals conducting the work. The City of Stockton and the HACSJ comply with all federal requirements related to the prevention of leadbased paint poisoning.

The HACSJ pursues an active program designed to identify, evaluate, and abate LBP hazards in public housing units and units involved in the Housing Choice Voucher (HCV) program. At the time a household is certified for participation in the HCV program, they are issued a notice on the danger of lead poisoning which must be signed by a responsible member of the household.

Once the participating household selects their desired housing unit, it is inspected by a Housing Authority representative. If the unit was built prior to 1978 and contains peeling or chipped paint the property owner is immediately notified. If the participating household contains a child, or children, under the age of six, the unit is immediately rejected from participation. If the owner desires to participate, they must remediate the hazard, in accordance with HUD standards. If the household does not contain children under the age of six, the HACSJ requests remediation, though this often depends on the overall condition of the unit and the severity of the hazard.

The City implements actions like those utilized by the Housing Authority. The Housing Division provides each program participant with an Environmental Protection Agency (EPA) information pamphlet regarding the identification and management of potential LBP hazards. Staff conducts inspections and lead hazard evaluations for all units being considered for participation in any of the City’s housing programs. The City uses only certified professionals for inspection, risk assessment, and other related activities. If a potential LBP hazard is identified based on the age of the unit and a visual inspection, appropriate testing is performed by a certified paint inspector, and risk assessments are conducted by risk assessor certified under applicable state programs, or by the EPA. In those cases where an LBP hazard is identified, the City notifies the San Joaquin Public Health Services, Environmental Health Division (EHD), which manages the Childhood Lead Poisoning Prevention (CLPP) Program.

In those cases where a child has elevated blood lead levels above the state standards, the child is referred to the EHD by the Public Health Nurse in charge of the CLPP. A home inspection is conducted using x-ray florescent (XRF) instruments. If hazards are detected, then instructions

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are given to the family on methods for reducing exposure. If the family resides in public housing, is a HCV participant, or a participant in one of the City’s housing programs, assistance is provided to identify alternative housing options. After appropriate lead hazard control work has been completed, in accordance with HUD guidelines for the Evaluation and Control of LeadBased Paint Hazards, as well as state requirements, the EHD conducts a final lead clearance inspection using the XRF instrument.

How are the actions listed above related to the extent of lead poisoning and hazards? The City will continue to act, as necessary, to reduce LBP hazards in accordance with HUD regulations. Housing units with LBP hazards will have appropriate actions taken to remove, or otherwise abate, the hazard to legally permissible levels. Due to difficulties, and the potential lack of cost effectiveness associated with the prospect of developing a comprehensive inventory of lead hazards, the City has chosen to pursue an approach through which actions are taken to actively seek out and identify potential hazards, with abatement taking place as promptly and thoroughly as possible, in compliance with all applicable legislation and guidance.

How are the actions listed above integrated into housing policies and procedures? The actions described above have been incorporated into the applicable policies, procedures, and guidelines that govern implementation of the City’s housing programs, as well as the code enforcement activities undertaken by the Neighborhood Services Division of the Stockton Police Department, and the inspection criteria and response procedures of the Residential Inspection Program.

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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Many factors contribute to poverty, including low levels of education, low-wage jobs, lack of job skills, language barriers, health issues, as well as a shortage of affordable childcare that prevents single parents from joining the work force. The Consolidated Plan describes how the City of Stockton’s goals, programs, and policies for producing and preserving affordable housing and community development activities contribute to reducing the number of poverty level families.

The City is actively involved in programs to reduce poverty through increased economic development and supportive service programs. As mentioned previously, one way to reduce poverty is to attract new industries and employers which can offer valuable employment opportunities. Priority, or preference, is given to those opportunities that will result in new employment opportunities offering wages that are above the minimum established by the State of California. The City has given economic development and neighborhood revitalization a lower priority status compared to the provision of affordable housing and housing for persons experiencing homelessness, but will still dedicate resources, as appropriate, to activities being undertaken through the implementation of the City and County economic development plans.

The City will continue to support its job training programs and economic development activities to expand employment opportunities. The Economic Development Department is adopting Section 3 policies together with this Consolidated Plan, which will hopefully become a model for other City departments. The Section 3 program helps low-income residents gain the skills and jobs needed to become self-sufficient.

Although not a comprehensive list, the City is committed to supporting and actively collaborating with a wide variety of antipoverty organizations and agencies to ensure the availability of adequate food, shelter, medical care, child care, skills training, and job placement resources for lower-income residents. These may include St. Mary’s Community Services, St.

Mary’s Interfaith Dining Room, Ready to Work, Emergency Food Bank, Second Harvest Food Bank, San Joaquin County Office of Education, Delta College, San Joaquin WorkNet, and the San Joaquin County Human Services Agency, among a wide variety of other agencies and organizations.

The Housing Authority of the County of San Joaquin (HACSJ) is also an important partner in alleviating poverty in the region. HACSJ operates a Family Self-Sufficiency (FSS) program that assists its voucher and public housing participants to move towards self-sufficiency and homeownership. The FSS program requires PHAs to develop strategies, such as job training,

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homeownership programs, scholarships, tuition reimbursement, childcare, and transportation, to help residents obtain employment, economic independence, and self-sufficiency. The LACDA’s FSS participants receive career development, life skills, job training, and homeownership and financial literacy counseling as they continue the path to financial selfreliance. HACSJ also operates the Resident Opportunities Self Sufficiency (ROSS) program enables increased income for public housing residents, reduces and/or eliminate the need for assistance, and helps make progress toward achieving economic independence and selfsufficiency. Some of the benefits for these two self-sufficiency programs include obtaining the education or training needed to earn a living wage, case management and support services, preparation for homeownership, and receiving an escrow check upon successful completion to help achieve life changing goals.

Stockton supports the State’s overall anti-poverty strategy of moving low-income people to self-sufficiency in part by funding activities with CDBG, HOME, and ESG. The City consults with many public, private, and nonprofit organizations to help ensure that its goals, programs, and policies for activities such as producing and preserving affordable housing are effectively coordinated to best reduce the number of families living in poverty.

How is the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
By continuing to fund the acquisition, rehabilitation, and development of housing affordable to lower income households, as well as the coordination of rental housing assistance provided by the HACSJ, the City of Stockton is taking considerable steps to ensure the availability of housing that is affordable to persons living at, or near, the federal poverty level. By implementing housing programs to impact the availability and affordability of housing, the City can impact the welfare of low-income households by reducing the prevalence of housing overpayment (i.e., excessive housing costs burdens) and improve the availability of income necessary to meet other every day needs. Housing payments represent one of the most significant components of the average household budget over which local government policies have direct influence, making housing a strategic point of intervention. Due to nature of the existing need for both housing assistance and antipoverty programs, many of the households targeted by the poverty reduction strategies and programs are the same households targeted by the City’s housing programs and homelessness prevention and reduction strategy, allowing the City to coordinate its outreach these programs.

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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City uses a three-step process to make sure it follows all rules when using federal funds.

This includes:

1. Regular visits to check on projects.

2. Ongoing communication (like phone calls and emails) with project partners.

3. Reviewing reports and audits before and after giving out funds.

The City has a schedule for these visits, covering all groups that get funds provided through the Consolidated Plan.

For affordable housing projects, potential tenants are checked to make sure they qualify based on their income when they apply and every year after that for the duration of the affordability period. The length of the affordability period is based on how much money was invested and whether the project was bought, rehabilitated, or newly built. Income checks follow the Housing Choice Voucher (HCV) program rules, and other applicable programs.

Rental housing projects are checked to meet quality standards, including those for the HCV program. Before a rental unit joins the HCV program, it is inspected for quality and then inspected again based on the following schedule:
• Projects with more than 25 units: inspected every year. • Projects with 5 to 25 units: inspected every two years. • Projects with fewer than 5 units: inspected every three years.

The City also helps non-profits and partners with planning and managing projects. If these groups need help, the City provides ongoing support from the application stage to ensure plans are complete and funds are managed well. This includes help with designing plans, scheduling projects, and working with City or County planning departments and other agencies.

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ANNUAL

ACTION PLAN
2025-2026
MARCH 2025
Economic Development Department
425 N. El Dorado St.

Stockton, California 95202
DATE:

DRAFT

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2 Table of Contents
Expected Resources........................................................................................................................ 3 AP-15 Expected Resources – 91.220(c)(1,2) ............................................................................... 3 Annual Goals and Objectives.......................................................................................................... 9 AP-20 Annual Goals and Objectives............................................................................................ 9 Projects...................................................................................................................................... 12 AP-35 Projects – 91.220(d)........................................................................................................ 12 AP-38 Project Summary ............................................................................................................ 14 AP-50 Geographic Distribution – 91.220(f)............................................................................... 22 Affordable Housing ....................................................................................................................... 25 AP-55 Affordable Housing – 91.220(g)...................................................................................... 25 AP-60 Public Housing – 91.220(h)............................................................................................. 27 AP-65 Homeless and Other Special Needs Activities – 91.220(i).............................................. 30 AP-75 Barriers to affordable housing – 91.220(j) ..................................................................... 35 AP-85 Other Actions – 91.220(k)............................................................................................... 37 Program Specific Requirements.................................................................................................... 40 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ........................................................ 40 City of Stockton Housing Element Assessment of Fair Housing and the Consolidated Plan ....... 53 City Of Stockton Emergency Solutions Grant (ESG) Written Standards....................................... 57

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3 Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During the five-year planning period, the City expects to receive approximately $3.2 million in annual CDBG funding based on the allocation received in Program Year (PY) 2024. This would equal a five-year total of $16.1 million. Additionally, the City anticipates $1,864,610 in program income, and $462,500 of prior year resources will be made available as part of (PY) 2025, for a grand total of $18.4 million. The City anticipates receiving an annual allocation of approximately $1.4 million in HOME funding for housing activities and administrative costs, which would equal a five-year total of $7 million. Additionally, the City is estimating $100,000 in program income for (PY) 2025, for a grand total of $7.1 million. The City expects to receive an estimated $283,000 in annual ESG funding, which would equal a five-year total of $1.4 million. The table below provides a breakdown of these anticipated resources based on PY 2024 allocations.

Anticipated Resources
Program
Sources
of
Funds
Use of Funds
Expected Amount Available Year 1 Expected Amount
Available
Remainder of Con
Plan: $
Narrative
Annual Description
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total: $
CDBG PublicFederal
Acquisition,
Administration
and Planning,
Economic
Development,
Housing,
Public
$3,240,738 $1,864,610 $462,500 $5,567,848 $12,859,262
Expected
amount based
on 24/25
allocation

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4 Facilities,
Infrastructure
Improvements,
Public
Services,
Environmental
Cleanup,
Homeowner
Rehab
HOME Public
-
Federal
Administration
& Planning,
Acquisition,
Homebuyer
Assistance,
Multifamily
Rental,
Multifamily
Rental Rehab,
New
Construction
for ownership,
Tenant Based
Rental
Assistance (TBRA)
$1,393,227 $100,000 $0 $1,493,227$5,606,773
Expected
amount based
on 24/25
allocation
ESG Public
-
Federal
Administration
& Planning,
Homeless
Prevention,
Rapid
Rehousing,
Emergency
Shelter
$283,046 $0 $0 $283,046$1,132,184
Expected
amount based
on 24/25
allocation

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5 Operations,
Street
Outreach,
HMIS
Table 58 - Expected Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Existing HUD resources allow the City to leverage additional local, state, and private funding sources to maximize impact. The City identifies additional funds during the project planning phase and prior to project award to complement the goals in the five-year Consolidated Plan. For example, the City receives Homeless Housing, Assistance and Prevention (HHAP) funding from the State of California to build regional coordination and a unified regional response to reduce and end homelessness, informed by a bestpractices framework focused on moving homeless individuals and families into permanent housing and supporting the efforts of those individuals and families to maintain their permanent housing . Another State source of funding is Project Homekey grant funding for the construction or renovation of permanent housing units for homeless individuals. Permanent Local Housing Allocation (PLHA) funds from the State provide resources to complement Federal and local resources allocated to a wider range of affordable housing projects. It is important to note that HHAP and Homekey funds are not permanent sources of funding, however the City will continue to use these resources to leverage HUD funds as they continue to become available.

In 2018, the City was awarded a Brownfields Assessment Coalition Grant from the Federal Environmental Protection Agency (EPA) which has supported several of the City’s goals of transforming underutilized parcels to promote affordable housing, small business development, and promote overall economic growth and development. The EPA Grant expired in November 2023; however, the initiative resulted in the leveraging of nearly $5.25 million of additional funding from the California Department of Toxic Substances Control (DTSC), as outlined below.

For the City’s unsheltered population, funding has also been leveraged via the American Rescue Plan Act (ARPA) allocations to expand homeless services and strengthen public infrastructure and facilities for very-low-income communities, including those experiencing homelessness. The City also received funding from the US Small Business Administration Office of Grants Management

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6 in 2022 and continues to leverage the funds to support economic development activities to support local microenterprises. The City continues to search for additional opportunities to leverage funds on a regular basis.

Private Resources: Affordable Housing Program (AHP) is a semi-annual competitive grant program offered by financial institutions associated with the twelve local Federal Home Loan (FHL) Banks. Private Mortgages provided by private lenders have financed many of the larger multifamily housing projects, as well as some CDBG projects undertaken within the City. Private Industry companies and groups have established funds that can be leveraged to facilitate affordable and workforce housing development. Private Philanthropy through the San Joaquin Community Foundation, local hospitals and health systems, and United Way of San Joaquin continues to support programs for the most vulnerable individuals in our communities. Philanthropic partners, including local managed care plans are making significant investments to programs within the homeless continuum of care. Any funding source matching requirements imposed on the City are generally passed on to subrecipients requiring the respective match as a minimum threshold.

HOME funded housing projects typically far exceed minimum matching requirements due to the need for developers to secure most of the funding from other public and private funding sources. Currently, HUD has granted the City a 100% match reduction for HOME funded projects per the match reductions published by HUD in November 2024.

HUD requires a 100% match for the City’s ESG grant. ESG match requirements are passed on to subrecipients. The City closely assesses that this requirement is met during its review of program application review and enforced during the project period.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City of Stockton was awarded $5.2 million from the Department of Toxic Substances Control (DTSC) under the Equitable Community Revitalization Grant (ECRG) to remediate a nine-acre City-owned site along the waterfront. The four (4) parcels, collectively known as South Pointe, are located at 705, 833, and 855 West Weber Avenue. On February 6, 2024, City Council approved a Disposition and Development Agreement with RBH Stockton OZ Project, with Phase 1 including no fewer than 300 units (including independent living senior housing), 4,000 square feet of educational space, 16,00 sf of retail and/or community serving

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7 facility space. Phase 2 will include 220 units of housing, including market rate and affordable housing. No fewer than fifteen percent (15%) of the total units in Phase 1 and Phase 2 shall be reserved as affordable for lower income households. Depending on the results of the remediation efforts, Phase I is expected to begin construction in 2026 or 2027.

The address and acreage of each property is listed below. 530 Lafayette - 0.11 acres
534 Lafayette - 0.09 acres
536 Lafayette - 0.14 acres
411 S Stanislaus – 1.66 acres
833 W Weber – 3.73 acres
705 W Weber – 3.08 acres
Weber Avenue – 0.29 acres
855 W Weber – 1.97 acres
2135 South Airport – 0.33 acres
The City of Stockton will be partnering with Visionary Home Builders Inc (VHB) for the development of affordable housing on a Stateowned site located at 601 East Miner Avenue/ 622 E. Lindsay in Downtown Stockton.

Discussion
The City of Stockton combines local, state, and private funds together with federal HUD resources to maximize its investment impact. State funds like HHAP and Project Homekey are used to help homeless individuals find permanent housing. EPA grants are used to transform underused land for housing and business development. The City continues to seek new funding opportunities and

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8 partners with private organizations to support affordable housing projects. It will also continue to identify and use surplus land for housing development.

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9 Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Develop &
Rehabilitate
Affordable
Housing Units
2025 2026 Affordable
Housing
Homelessness
Citywide Increase and
Preserve
Affordable
Housing
Opportunities
CDBG:
$2,753,898
HOME:
$1,203,904
50 new multifamily rental units constructed
5 units acquired
31 multifamily rental units
rehabilitated/converted
5 homeowner housing units rehabilitated
2 Provide Services
to Prevent &
Reduce
Homelessness
2025 2026 Affordable
Housing
Homelessness
Citywide Reduce
Homelessness
ESG:
$261,818
45 persons served with homeless
prevention
14 homeless persons served at overnight
shelters
3 Resilient
Infrastructure &
Public Facilities
2025 2026 Non-Housing
Community
Development
Citywide Resilient &
Healthy
Communities
CDBG:
$1,000,000
3 public infrastructure improvements
installed
200 persons served by public infrastructure
improvements
4 Healthy
Neighborhoods &
Residents
2025 2026 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Resilient &
Healthy
Communities
CDBG:
$765,802
25,000 persons served

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10 Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
5 Support
Businesses
2025 2026 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen Local
Economy
Funded with
carryover $
3 façade treatment/business buildings
rehabilitated
2 businesses assisted
2 micro-enterprises assisted
6 Increase Access to
Economic
Opportunity
2025 2026 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen Local
Economy
Funded with
carryover $
5 persons assisted
5 micro-enterprises assisted
7 Compliance 2025 2026 All Citywide All
Table 59 – Goals Summary
Goal Descriptions
1 Goal Name Develop & Rehabilitate Affordable Housing Units Goal Description Preserve, improve, and expand the supply of decent affordable housing for lower-income households.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance. 2 Goal Name Provide Services to Prevent & Reduce Homelessness Goal Description Provide housing and supportive services for the City’s homeless populations including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention.

Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

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11 3 Goal Name Resilient Infrastructure & Public Facilities Goal Description Prioritize the maintenance and improvement of publicly owned facilities and infrastructure If eligible, this goal may allow activities for the improvement of neighborhood parks, community centers, streets, sidewalks, lighting, ADA accessibility, among other activities that serve low-income residents. 4 Goal Name Healthy Neighborhoods & Residents
Goal Description Through partnerships with qualified organizations, ensure the provision of high-quality public services to support ongoing community development, fair housing services, and other activities. 5 Goal Name Support Businesses
Goal Description Promote economic development activities that restore commercial spaces, assist and retain small businesses, and promote economic activity, especially those that provide economic opportunities for lowand moderate-income persons. 6 Goal Name Increase Access to Economic Opportunity
Goal Description Prioritize and expand job and business readiness programs targeting low-income persons, including lowincome youth, disabled persons, and homeless persons. 7 Goal Name Compliance
Goal Description Efficient use of administrative funding for general management, oversight, coordination, and subrecipient monitoring.

Table 60 – Goal Description

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12 Projects
AP-35 Projects – 91.220(d)
Introduction
The projects that the City will fund with CDBG, HOME, and ESG funds during the 2025-2026 program year (July 1, 2025 – June 30, 2026) are summarized below. The City will utilize funds available to address the goals outlined in the Consolidated Plan to address the priority needs and specific objectives. Each year, the City’s funding is used for a range of eligible activities including but not limited to affordable housing, public services, economic development, homelessness services, and enhancements to public facilities or infrastructure improvements.

The projects and programs that the City funded with CDBG, HOME, and ESG funds during the previous five fiscal years have contributed toward substantial improvements in the lives and neighborhoods of Stockton’s low-income residents and provided safe, decent housing for many who would not otherwise be able to afford it. The activities funded in the FY 2025-26 Action Plan will build on prior successes and continue to meet the objectives of the 2025-2029 Consolidated Plan.

Projects
# Project Name
1 CDBG Administration
2 CDBG Housing Program Delivery
3 CDBG Housing Programs
4 Business Support Programs
5 Public Services & Fair Housing
6 Public Infrastructure Improvements
7 Entrepreneurship Program
8 Commercial Rehabilitation
9 HOME Administration
10 HOME Program Delivery
11 HOME Housing Loans
12 HOME CHDO Set-Aside Funds
13 ESG Entitlement 2025 Stockton
Table 1 – Project Information

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13 Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The allocation priorities derive from the needs and goals outlined in the 2025-2029 Consolidated Plan.

The City has identified the lack of sufficient funding as the greatest obstacle to meeting the underserved needs. Other noted obstacles in addressing community needs are, but not limited to, housing market conditions (e.g. affordability), economic conditions, services available to support diverse population, cost of real estate, prevailing wage requirements, increased construction costs, limited supply chain, etc.

During the next year, the City will continue to apply for funding and/or support applications by other organizations to expand affordable housing opportunities, homeless assistance and supportive services, and to meet the general needs of the low-income residents and neighborhoods. The city will continue to foster partnerships with local organizations to address the city’s community development needs.

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14 AP-38 Project Summary
Project Summary Information
1 Project Name CDBG Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Resilient Infrastructure & Public Facilities
Healthy Neighborhoods & Residents
Support Businesses
Increase Access to Economic Opportunity
Compliance
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Resilient & Healthy Communities
Strengthen Local Economy
Funding CDBG: $648,148
Description Administration of CDBG program including staff and operational costs of oversight and management.

Matrix code: 21A Citation: 570.206
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
N/A - Administration
Location Description N/A - Administration
Planned Activities General Program Administration
2 Project Name CDBG Housing Program Delivery
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing Opportunities
Funding CDBG: $400,000
Description Staff and service delivery costs associated with implementation of various housing programs.

Matrix Code: 14H National Objective: LMH Citation:
570.202
Target Date 6/30/2026

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15 Estimate the number and type
of families that will benefit
from the proposed activities
N/A - Delivery Costs
Location Description N/A - Delivery Costs
Planned Activities Rehabilitation Administration
3 Project Name CDBG Housing Programs
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing Opportunities
Funding CDBG: S2,753,898
Description CDBG funds will be provided through various City housing programs for the improvement of low- and
moderate-income housing city-wide. The SingleFamily Housing Repair Loan Program assists in the rehabilitation of owner-occupied residences, and
the Emergency Repair Loan Program provides for
the repair of immediate health and safety
conditions that present a danger to the occupants
of the owner-occupied home. The Housing
Loan/Grant Program will provide CDBG funds for
property acquisition and/or rehabilitation and
other eligible uses to develop affordable housing
units.

Citation: 570.201(a) or (c); 570.202
Matrix Code: 01, 14A, 14B, 14C, 03C,
National Objective: 570.208(a)(3) LMH
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Four affordable single-family homes will be
rehabilitated for low- and moderate-income
persons, and multi-family units will be subject to
proposals received.

Location Description City-wide
Planned Activities Acquisition, Rehabilitation; Develop affordable housing units
4 Project Name Business Support Programs

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16 Target Area City-wide; Slum Blight Area Map
Goals Supported Support Businesses
Needs Addressed Strengthen Local Economic
Funding CDBG: $0
Description Provide financial assistance to microenterprises and small, low-income for-profit business owners for
economic development activities. Programs include
the Stocked Full of Produce Program for equipment
purchases and the Code Compliance Program to
address documented code violations for active or
prospective businesses.

Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Businesses assisted: 4
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes: 18A, 18B, 18C
National Objectives: SBA, SBS, LMC, LMA
5 Project Name Public Services & Fair Housing
Target Area City-wide
Goals Supported Healthy Neighborhoods & Residents
Needs Addressed Resilient & Healthy Communities
Funding CDBG: $765,802
Description Invest in services and partner with agencies that provide public services to address priority goals and
needs that provide essential services to the
community.

Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Public service activities for Low/Moderate Income
benefit: 25,000 Persons Assisted
Location Description City-wide
Planned Activities Matrix Codes: 05A to 05Z
Nation Objective: LMC 570.208(a)(2)
Citation: 570.201(e)
6 Project Name Public Infrastructure Improvements

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17 Target Area City-wide
Goals Supported Resilient Infrastructure & Public Facilities Needs Addressed Resilient & Healthy Communities
Funding CDBG: $1,000,000
Description Street and Sidewalk Repairs (including ADA); Curb, gutter, storm drain, or sidewalk installation; Safety
improvements (Streetlights, crosswalks); Water and
Sewer line Improvements/Replacement; Tree
Planting
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
3 public infrastructure improvements installed
200 persons served by public infrastructure
improvements
Location Description Low/Mod Census Block Groups
Planned Activities Matrix Codes: 03J to 03L
Nation Objective: LMA 570.208(a)(1)
Citation: 570.201(c)
7 Project Name Entrepreneurship Program
Target Area City-wide
Goals Supported Increase Access to Economic Opportunity Needs Addressed Strengthen Local Economy
Funding CDBG: $0.00
Description Funding for organizations that serve as business service providers to facilitate and provide services
to entrepreneurs, new innovators, emerging or
existing businesses.

Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
5 persons assisted
5 micro-enterprises assisted
Location Description City-wide
Planned Activities Matrix Codes: 18B, 18C
National Objectives: LMC, LMA, LMH
8 Project Name Commercial Rehabilitation
Target Area City-wide, Slum-Blight Area
Goals Supported Support Businesses

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18 Needs Addressed Strengthen Local Economy
Funding CDBG: $0
Description Provide financial assistance for exterior
improvements to support commercial
revitalization.

Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Façade treatment: 3
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes 14E, 18A,
National Objectives: SBA, SBS, and LMA
9 Project Name HOME Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Resilient Infrastructure & Public Facilities
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Resilient & Healthy Communities
Funding HOME: $139,323
Description Staff costs associated with the implementation of HOME program activities.

Citation: 92.207
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities HOME Program Administration
10 Project Name HOME Program Delivery
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing

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19 Opportunities
Funding HOME: $150,000
Description Staff and service delivery costs are associated with the implementation of various affordable housing
projects.

Citation: 92.206
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities HOME Administration
11 Project Name HOME Housing Loans
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Funding HOME: $994,920.36
Description Financial assistance for the rehabilitation or development of low-income housing. The Housing
Rehabilitation Program assists single-family
dwelling homeowners to make repairs to their
residence.

Funds will also be available for multi-family
rehabilitation or construction projects.

Citation: 92.205 & 92.206
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
To be determined subject to housing
proposals/awards.

Location Description City-wide
Planned Activities Rehabilitation; Construction; Multi-unit residential 12 Project Name CHDO Set-Aside Funds

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20 Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Develop & Rehabilitate Affordable Housing Units
Needs Addressed Reduce Homelessness
Increase and Preserve Affordable Housing
Opportunities
Funding HOME: $208,984.12
Description Set-aside funds are required by HUD HOME
regulations for housing activities owned,
developed, and/or sponsored by qualified
Community Housing Development Organizations
(CHDO).

Citation: 92.205 & 92.206
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
To be determined subject to housing
proposals/awards.

Location Description City-wide
Planned Activities Rehabilitation; Construction; Multi-unit residential 13 Project Name ESG Entitlement 2025 Stockton
Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Healthy Neighborhoods & Residents
Needs Addressed Reduce Homelessness
Resilient & Healthy Communities
Funding ESG: $283,046
Description Homeless services including Emergency Shelter, Homeless Prevention, Rapid Rehousing, Street
Outreach, and HMIS costs.

Citations: 576.100; 576.101; 576.103; 576.104;
576.105; 576.106; 576.107; 576.108; 576.109
Target Date 06/30/2026
Estimate the number and type Homeless Person Overnight Shelter: 14 Persons

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21 of families that will benefit
from the proposed activities
Assisted
Homelessness Prevention: 45 Persons Assisted
Location Description City-wide
Planned Activities Homeless Prevention and Emergency Shelter Table 22 – Project Summary

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22 AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution
The City makes resources available on a citywide basis, but provides additional focus in areas with high concentrations of unmet needs. The CDBG Slum Blight Area (SBA) national objective allows the use of CDBG program funds to fund activities aimed at preventing or eliminating slums or blight. Since 1996, Stockton has used a portion of CDBG funds in addressing slum and blight through various programs, including the Commercial Façade Improvement Forgivable Loan Program. The programs have aided in revitalizing blighted commercial properties within the previous Redevelopment Project Areas, which also met the definition for HUD’s Slum Blight Area designation.

Pursuant to HUD guidelines, 24 CFR 570.208(b)(1), an activity will be considered to address prevention or elimination of slums or blight on an area basis if:
i) The area “meets a definition of a slum, blighted, deteriorated or deteriorating area under State or local law”;
ii) The area also meets the conditions in either paragraph (A) or (B):

A) At least 25 percent of properties throughout the area experience one or more of the following conditions:
1) Physical deterioration of buildings or improvements; 2) Abandonment of properties;
3) Chronic high occupancy turnover rates or chronic high vacancy rates in commercial or industrial buildings;
4) Significant declines in property values or abnormally low property values relative to other areas in the community; or
5) Known or suspected environmental contamination.

B) The public improvements throughout the area are in a general state of deterioration.

Rationale for the priorities for allocating investments geographically The City of Stockton allocates HUD resources on a city-wide basis. For example, the City’s housing rehabilitation program is equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the income of the household receiving assistance.

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23 A Slum Blight Area Map will be used for activities / programs related to the elimination of slums and blight including but not limited to infrastructure improvements in a deteriorated area and economic development assistance to induce redevelopment in blighted areas.

The City conducted a lot by lot survey in 2023 for these areas. The evaluation determined that 34 percent of properties within the Slum Blight Area exhibit one or more forms of HUD’s condition of blight. The area also met the slum and blight criteria established under State law (California Health and Safety Code Section 33030 and 33031(a)(1)) and local law (Stockton Municipal Code Section 8.36.040). Therefore, the area qualifies as a slum and blighted area under the CDBG program regulations, and the SBA national objective will be used in deploying CDBG-funded activities and programs to assist in addressing slum and blight within the map area. The new Slum-Blight Area map is below.

Figure 1 – 2023 Stockton Slum-Blight Area Map
Data Source: City of Stockton GIS
Discussion
To provide further guidance for the use of public funds in blighted areas throughout the city and to encourage further investment in specific areas, the City developed a Slum Blight Area map for eligible activities. The Slum Blight Area consists of 5.62 square miles with 34% of all parcels being categorized as “blighted / deteriorated”. The 5.62 square miles is comprised of

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24 7,728 parcels, of which, 1,406 parcels have conditions of physical blight, 33 buildings with a vacancy rate of 9.9 percent of higher, 258 parcels with reports of environmental contamination.

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25 Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The 2025-2029 Consolidated Plan includes goals directly associated with addressing affordable housing needs. The City’s approach to addressing affordable housing needs includes but is not limited to 1) Developing new affordable housing, 2) Rehabilitating existing affordable housing stock, and/or 3) Preserving existing affordable housing.

The City operates its housing programs based on these strategies, which have been prioritized to guide the allocation of resources. Consistent with the priorities outlined in the Consolidated Plan, the City will undertake or fund the following activities to address housing needs:
• Partner with local affordable housing developers and public agencies to develop additional single family and/or multi-family housing, as well as substantial rehabilitation of multi-family housing.
• Continue to administer the Housing Rehabilitation Program and Emergency Repair Program designed to assist owner-occupied residential properties with low-interest loans to conduct health and safety related repairs; this includes emergency assistance.

The following are the City’s one-year goals for affordable housing activities to be supported:

Population to Be Supported # of Households
(HUD Sponsored
Units)
Non-HUD
Sponsored
Units
Homeless 55 31
Non-Homeless 5 0
Special-Needs 0 0
Total 60 31
Table 63 – One Year Goals for Affordable Housing by Support Requirement Type of Housing Production
# of Households
(HUD Sponsored
Units)
Non-HUD
Sponsored
Units
Rental Assistance (TBRA) 0 0
The Production of New Units 50 31
Rehab of Existing Units 5 0
Acquisition of Existing Units 5 0
Total 60 31
Table 64 – One Year Goals for Affordable Housing by Support Type

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26 Discussion
Housing Production (HUD Sponsored Units):

Park Center Apartments: 50 affordable units
Acquisition of Existing Units: 5 units
Owner Occupied Rehabilitation: 5 Units
Housing Production (Non-HUD Sponsored Units):

Satellite Apartments: 31 Units

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27 AP-60 Public Housing – 91.220(h)
Introduction
The City of Stockton and the Housing Authority of San Joaquin County (HASJC) maintain a strong partnership built on the common goal and priority of providing affordable housing opportunities for Stockton’s low-income residents. The Housing Authority of the County of San Joaquin (HACSJ) is the largest affordable housing property manager of multi-family and single household public housing units for lower income people in San Joaquin County. According to the HACSJ 2024 PHA Plan, the HACSJ currently operates 955 public housing units and 5,227 housing choice vouchers.

Actions planned during the next year to address the needs to public housing HASJC will continue to seek funding local, state, federal, and private sources to replace aging housing stock at the public housing sites with new affordable housing units.

The Housing Authority’s 5-Year PHA Plan defines the following goals related to public housing:
• Expand the supply of assisted housing:
• Reduce the number of vacancies at each Public Housing site by decreasing maintenance turnaround time
• Improve curb appeal at all Public Housing sites.
• Replace aging/outdated housing stock.
• Continue to conduct outreach efforts to Public Housing residents to promote community involvement. These include community meetings, resident fairs, and quarterly resident newsletters.
• Manage the assisted housing programs in an efficient and effective manner to maintain the Authority’s High Performing status.
• Provide an improved living environment
• Continue plans to upgrade or replace aging housing stock in Sierra Vista Homes and Conway Homes.
• Expand Resident Councils’ community involvement.
• Increase public housing security improvements
Actions to encourage public housing residents to become more involved in management and participate in homeownership

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28 The City continues to maintain a partnership with the HASJC to assist public housing residents to achieve homeownership. The HACSJ administers a Family Self Sufficiency (FSS) Program.

Public housing FSS participants are invited to attend a variety of workshops hosted by the Housing Authority including health fairs, homeownership fairs, and job fairs.

Under its Family Self-Sufficiency (FSS) program, public housing residents can participate in the program and receive referred to services and establish a family escrow savings account. The FSS program allows residents to establish an escrow savings account based on earned income.

Contributions can be made to the escrow savings account monthly if there is an increase in earned income during their participation in the FSS program. FSS participants have utilized the escrow savings account to accomplish homeownership goals, such as credit repair, credit counseling, and down payments on a home. HASJC will continue to collaborate with the City to provide supportive services for potential homeownership families.

HASJC also has a homeownership program available to its Housing Choice Voucher (HCV) participants who meet the homeownership eligibility requirements. The homeownership program allows first-time homebuyers to use the voucher subsidy to meet monthly homeownership expenses. HCV participants interested in applying for the HCV Homeownership program must meet the following program criteria:
• Must be a participant in the HCV program for at least one year in San Joaquin County. • Must be a first-time homebuyer.
• Meet the minimum employment and income requirements.

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

Discussion
The City of Stockton and the Housing Authority of San Joaquin County (HASJC) have a strong partnership focused on providing affordable housing for low-income residents. Over the past five years, HASJC has secured funding through the City's Notice of Funding Availability (NOFA) to support projects like the Sierra Vista and Conway Homes redevelopments. In the coming year, HASJC plans to apply for more funding to continue these efforts. HASJC provides its residents with homeownership opportunities through its Family Self-Sufficiency (FSS) and Housing Choice Voucher (HCV) homeownership programs.

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29 ATTACHMENT E
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30 AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
In 2018, the Stockton City Council declared a local homeless emergency directing the City Manager and all applicable City departments to develop strategies and solutions to address homelessness. Much has been accomplished since then but the number of people experiencing homelessness and living unsheltered remains a top concern for City leaders and residents.

According to the 2024 Point-in-Time (PIT) Count, 2,450 unique individuals experienced homelessness on a given night, with 520 utilizing emergency shelters or transitional housing facilities within the City. The City actively works with the San Joaquin Continuum of Care, to investigate the needs and concerns of those experiencing homelessness, develop strategic approaches to prevent and end homelessness, and to prioritize investments in housing, programming, and capacity-building initiatives. Jointly, the City and the CoC have developed and adopted a Regional Plan describing the County-wide Community Response Prevent and End Homelessness, and the City has created an Action Plan describing investments through 2025/2026, to address the City’s commitment to meeting the regional goals and objectives. The Regional Plan outlines the following three major objectives:

1. Establish a Coordinated and Engaged Regional System

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

3. Ensure Households Experiencing Homelessness Have Access to Affordable and Sustainable Permanent Housing
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
With its ESG and CDBG public service funding, the City plans to provide services to prevent and reduce homelessness in the coming year:
• 45 persons served with homeless prevention
• 14 homeless persons served at overnight shelters
These goals are part of a broader strategy to address homelessness. These actions include investing in critical homeless system infrastructure supports, such as Coordinated Entry, the Homeless Management Information System, and the Point in Time Count. The City will invest in and participate in regional and local strategic planning efforts and will grant funds to support local organizations to enhance services and to support local non-profit housing development for underserved homeless individuals.

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31 In recent years, ESG funds have been supplemented by State of California funding from programs such as the Homekey and Homeless Housing, Assistance and Prevention (HHAP) programs which require a regional coordination and a unified regional response to reduce and end homelessness. The City will continue to work with local agency partners in addressing homelessness challenges.

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The San Joaquin County Coordinated Entry system has a “no wrong door” approach. This means that an unhoused family or individual can present at any homeless housing and service provider and be assessed using the same assessment tool to determine their needs. Additionally, all CoC meetings are open to the public and people with lived experiences in homelessness make up a portion of the Board and/or regularly attend meetings.

The City conducts a variety of activities to engage and listen to unhoused people including ongoing program planning and monitoring, including regular reviews of HMIS data, discussion groups with unhoused individuals, and site visits to encampments and emergency shelters. The City is also an active participant in the Point in Time count, Dozens of City staff, officials, and community members are deployed to count and talk with those experiencing homelessness.

Addressing the emergency shelter and transitional housing needs of homeless persons The City relies upon a talented cadre of local program partners and their staff to provide emergency shelter and transitional housing needs of homeless persons. The City’s primary role is to fund and monitor program operations to ensure programs are achieving overall objectives and program goals. Additionally, the City works with stakeholders and regional partners to prioritize the strategies/actions needed to meet objectives and achieve target goals. The City is currently focused on the following major emergency shelter and transitional housing strategies:

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

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32 2. Enhance Operations - The City is working with local homeless service providers to implement programming geared toward housing navigation and intensive case managers. In part, this is being accomplished with a shift from a model of night-by-night shelter operations to the creation and delivery of full service (24/7) navigation centers.

Site development and construction is underway with build-out of the newly designed shelter spaces and associated program offerings.

3. Secure Program Resources - The City continues to seek and procure additional state and regional funding to address homelessness. In addition to federal CDBG and ESG resources, the City has been awarded three rounds of temporary state funds and is working in partnership with homeless programs to help them develop the certifications and capacity to provide Medicare/Medicaid reimbursable services under the State’s CalAIM project.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Federal regulations encourage providing homeless persons and households with housing as quickly as is practicable. The City has adopted a housing first model, with rapid rehousing and preventative services, emerging as the most effective strategies to shorten or ameliorate the risk of homelessness. Core strategies include:

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

2. Investing in housing stabilization. Homelessness prevention, rapid rehousing, and rental assistance investments all help strengthen housing stability. Rapid rehousing is a strategy that has proven to help people stay housed, and to shorten the length of time that individuals and families experience homelessness. Rapid rehousing provides case management services and short-term rental assistance. Often, funding for short term rental assistance, such as rental application fees, security deposits, rental arrears or utility deposits, may make the difference in an individual’s ability to be remain stably housed.

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33 The City invests in programs to help individuals and families remain safe and stable in their homes. This includes:
• $245,000 in CDBG investments of public services allocations to fund programs that promote food security.
• $207,802, in CDBG investments of public services allocations to fund fair housing programs that promote landlord/tenant mediations and prevent evictions. • $107,500, in ESG investments of allocations to fund homeless prevention services.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City is working with San Joaquin County Whole Person Care health outreach workers, hospital discharge planners, the custody division, and local street outreach teams to identify people who are at risk of discharge or release from health care facilities or institutions into homelessness. Connecting patients with competent social workers is critical in preventing homelessness when discharging extremely low-income individuals from hospitals, mental health care facilities, and other inpatient health care institutions. Social workers work with health care professionals to create discharge plans and identify appropriate housing for patients who may not have a home to return to. In addition, the social worker can connect the patient to other supportive resources that may be needed. Funding for these initiatives is through sources other than the federal funds describes through this Action Plan, but are a critical component of the homeless continuum.

Investments through federal and state funds as well as local philanthropies include:
• Mobile teams, comprised of highly trained health outreach workers that are meeting people prior to discharge from hospitals or release from custody settings to develop a plan to address ongoing housing, health, and care stabilization needs. • Mobile teams, working in partnership with law enforcement to de-escalate situations involving homeless individuals or people with mental health disorders / co-occurring substance use disorders and avert arrest for low level quality of life violations. • Rental supplements and permanent housing vouchers, enabling people with serious mental illnesses or other permanent disabilities to pay local market rents.

This year’s ESG funding commitments targets emergency programming for these vulnerable populations including $152,500 in ESG investments toward emergency shelter services, and

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34 $107,500 to an organization providing homelessness prevention services to individuals and families at risk of homelessness.

Discussion
The City of Stockton is committed to a comprehensive and effective system to support homeless individuals and those with special needs. The City’s partners use a coordinated and engaged regional system of care, ensuring that households experiencing homelessness have access to affordable and sustainable permanent housing solutions. Efforts are focused on preventing homelessness through activities designed to keep individuals and families from moving into emergency shelters or living in unsuitable conditions. Additionally, Stockton supports basic needs programs that provide food, hygiene, and other essentials to unsheltered individuals. These comprehensive efforts aim to build a supportive and sustainable environment for residents in need.

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35 AP-75 Barriers to affordable housing – 91.220(j)
Introduction
Barriers to affordable housing in Stockton include limited resources and significant development costs. Development impact fees represent a substantial constraint. Estimated fees in Stockton are $61,725 for the hypothetical 1,800 sq ft single-family unit and $33,028 for the hypothetical multifamily unit, including City fees, permit fees, as well as County fees and school district fees. The City's 2023-2031 Housing Element identifies these cost as barriers while highlighting opportunities to expand housing production through flexible development standards and streamlined processes.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City of Stockton has implemented several measures to address development barriers. The 2022 Density Waivers program for small infill lots allows modification of underlying zoning requirements to facilitate development. Expanded density allowances now permit up to 136 units per acre in the Downtown Core, while development standards have been modified to encourage infill development in areas with existing infrastructure. The City continues to address development barriers through the Stockton Economic Stimulus Plan (SESP), which includes fee reductions that apply to single-family residential, multifamily residential, and nonresidential (commercial/industrial) permits issued citywide for builders/developers who comply with the terms of the program. The City maintains streamlined permit processing and has reduced parking requirements for affordable housing and transit-oriented developments.

The City is working to address financial barriers to development progress by collaborating more closely with housing developers and exploring new funding sources. Project feasibility remains challenging in the current environment. Construction costs, interest rates, and insurance costs create significant barriers to development. The affordable housing development process faces additional challenges related to state regulations and utility coordination, including significant delays caused by utility companies such as PG&E which are delaying housing development progress by three to six months or more. The City recognizes that sustainable affordable housing programs require stronger site control and partnerships. Property management services and wrap-around support services add complexity to project implementation, particularly when multiple funding sources are involved. These operational considerations affect both new development and ongoing maintenance of affordable housing stock.

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36 Pro-Housing Designation:

In April 2023, the City received a Pro-housing Designation from the California Housing and Community Development Department (HCD), and now Stockton is one of several jurisdictions within California that has this designation. This designation was determined by the community's commitment to build more housing and adopting policies whose goal is to increase housing production to help meet the state's goal of 2.5 million new homes over the program life, with at least one million serving the needs of low-income Californians. The Pro-housing Designation allows the City to receive incentives such as additional points or other preferences in the scoring of competitive funding programs administered by the HCD and allow the City to be eligible for the Pro-housing Incentive Pilot Program with funding to help accelerate the City's affordable housing production.

The Economic Review Committee
The Economic Review Committee (ERC) provides guidance and assistance for development in Stockton. Coordinated through the Economic Development Department, the Committee is comprised of high-level staff from each of the permitting departments. The Committee will meet with project managers and review preliminary site plans, providing feedback and project requirements before the project is submitted for site plan/design review and building permits.

This allows the project manager to be aware of and address the possible challenges to the project early in the development process. The ERC committee has assisted with many recent affordable housing development projects to help developers navigate and understand the regulatory environment and entitlement process, meet additional building regulations based on funding sources, and provide additional access to local and state resources.

Discussion
Stockton faces barriers to affordable housing due to limited resources and high development costs, including significant impact fees. The City's 2023-2031 Housing Element identifies these barriers and suggests flexible development standards and streamlined processes to expand housing production. Measures like the 2022 Density Waivers program, expanded density allowances, and the Stockton Economic Stimulus Plan (SESP) aim to reduce fees and streamline permits. The City collaborates with developers and explores new funding sources to address financial barriers, despite challenges from construction costs, interest rates, and regulations.

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37 AP-85 Other Actions – 91.220(k)
Introduction
Actions planned to address obstacles to meeting underserved needs The City will continue to work in partnership with several non-profit and public service agencies to address the needs of the underserved populations. The City will identify agencies to provide food assistance, youth services, shelter, affordable/fair housing services, and/or services for the homeless and vulnerable populations.

Actions planned to foster and maintain affordable housing The City will leverage public funds with other resources and align its program with other city initiatives, including the Single-Family Rehabilitation Loan Program. The City will continue to use its Notice of Funding Availability (NOFA) process to solicit eligible affordable housing projects to fund and continue to pursue funding at the State level, including Homekey, Prohousing Incentive Pilot Program, Permanent Local Housing Allocation Program (PLHA), and Homeless Housing, Assistance and Prevention (HHAP) funds to advance affordable housing developments.

Actions planned to reduce lead-based paint hazards
The City of Stockton and the Housing Authority of San Joaquin County (HACSJ) comply with federal and state lead poisoning prevention requirements. HACSJ actively identifies, evaluates, and mitigates lead-based paint (LBP) hazards in public housing and Housing Choice Voucher (HCV) units. Households in the HCV program receive lead poisoning danger notices, and units built before 1978 with peeling paint are inspected and remediated if necessary. The City also provides EPA information pamphlets and uses certified professionals for inspections and risk assessments. If LBP hazards are found, the City works with the housing provider to address the presence of lead-based paint in accordance lead-safe housing rules. Children with elevated blood lead levels are referred for home inspections and families are guided on reducing exposure. After lead hazard control work, final inspections ensure safety.

Actions planned to reduce the number of poverty-level families The activities in the City’s antipoverty strategy can be classified under two categories: Economic Development and Supportive Service Programs. The Consolidated Plan recognizes that households need vocational training, resource management, and life skill training to increase economic empowerment. The Plan also recognizes that households will continue to need assistance in meeting their basic needs while obtaining this training. The City will allocate

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38 resources to organization that provide food, youth services, and services to vulnerable populations, including:
• Programs that provide food and nutritional education to homeless and low-income individuals
• Programs that provide tutoring, counseling, and literacy and creative writing services to youth.
• A fair housing program that provides tenant and landlord mediation services as well as workshops for tenants and landlords to be informed of their rights. • Programs that serve vulnerable populations such as transition age youth, elderly, and women.
• Operational costs for shelters. In addition to providing shelter, these organizations also provide services that assist individuals in achieving self-sufficiency. • Fund homelessness prevention activities to help keep households stably housed.

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

During the 2025-2026 Program Year the City will:
• Continue to work with private housing developers to expand the availability of affordable housing, including pursuing joint funding opportunities • Continue to participate in the San Joaquin County Continuum of Care • Continue implementation of the Housing Element
• Continue to work with affordable housing developers to ensure that their developments include the facilities to provide the services needed for the residents • Involve the public in the establishment of the Plans’ goals and objectives to ensure measurable progress
• Follow the procedures outlined in the Language Access Plan and the updated Community Participation Plan
• Update its website, providing handouts and program guidelines to keep the public informed
• Continue ongoing training opportunities for staff, including but not limited to environmental review certifications and enhancing staff expertise of the CDBG, ESG, and HOME programs.

City Council and Concurrent AuthoritiesApril 15, 2025

City Council and Concurrent Authorities
April 15, 2025