City Council and Concurrent Authorities
April 29, 2025

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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.

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.

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 PublicFederal
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 PublicFederal
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.

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. 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.

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

Discussion
The City of Stockton plans to address obstacles to meeting underserved needs by partnering with non-profits and public service agencies to provide essential services. To foster affordable housing, the City will leverage public funds, align its programs with city initiatives, and use the Notice of Funding Availability (NOFA) process to solicit projects. The City will support economic development and service programs, including food assistance, youth services, and homelessness prevention. The City will also enhance coordination between public and private housing and economic development entities through ongoing consultations and public involvement.

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40 Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0.00

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
$0.00

3. The amount of surplus funds from urban renewal settlements $0.00

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $0.00

5. The amount of income from float-funded activities $0.00 Total Program Income
Other CDBG Requirements

1. The amount of urgent need activities $0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan.
80%

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

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

92.205 is as follows:

The City does not propose to use HOME funds to provide any assistance in a form not included in Section 92.205(b). Developer proposals for HOME funds are accepted through a Notice of Funding Availability (NOFA) identifying the purpose and type of funds available, with announcements sent via email, posted to the City's website, social media pages, and a public notice(in both English and Spanish) in the local newspaper. . .

To encourage a variety of project types and locations, the City's HOME program does not limit beneficiaries. Applications are made available electronically through the City's online grant application program. The competitive applications are reviewed by City staff and/or a committee of regional housing experts and representatives from the community. The applications are scored through set criteria, including eligible uses, commitment and expenditure deadlines, developer capacity, experience, concurrence with established goals and policies, leveraging, or other requirements. Recommendations for funding are made to the City Council, which holds a publicly noticed hearing to vote on moving forward with the recommended allocations.

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

The City does not currently use HOME funds for homebuyer activities; however, the City will use the recapture provisions (pursuant to 24 CFR 92.254(a)(5)(ii)) in future cases where a homebuyer subsidy exists. For HOME-funded homebuyer assistance loans, the Promissory Note, Deed of Trust, Declaration of Restrictions, and the Homebuyer Agreement will be the enforcement mechanisms for the City's recapture provisions. The City will enforce minimum periods of affordability based on the amount of homebuyer subsidy provided to the buyer of not less than:
• Five years for less than $15,000
• Ten years for between $15,000-$40,000 and
• Fifteen years for more than $40,00
Recapture provisions are based on 24 CFR 92.254 (a) (5) (ii), which stipulates the conditions for recapture of the HOME investment used to assist low-income families in purchasing a home.

Homebuyer recapture provisions will be included in the recorded deed of trust that secures a

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42 HOME loan note, or as a deed restriction rider. This requires recapture of funds if the home does not continue to be the borrower’s principal residence or if all or any part of the property or any interest in it is sold, rented, conveyed, or transferred during the affordability period.

Recapture provisions also stipulate that only the direct subsidy to the homebuyer is subject to recapture, which includes down payment assistance, closing costs, other HOME assistance provided directly to homebuyer, and the difference between fair market value and the sales price.

The net proceeds are the sale price minus the senior loan payment (other than HOME funds) and any closing costs. If the net proceeds are not sufficient to recapture the full HOME investment plus enable the homeowner to recover the amount of the homeowner’s down payment and any capital improvement investment made by the owner since the purchase, the City may share the net proceeds. The net proceeds may be divided proportionally between the City and the homeowner as set forth in the following mathematical formulas:

HOME subsidy X Net proceeds = HOME amount to be recaptured HOME subsidy + Homeowner Investment
Homeowner Investment X Net proceeds = Amount to homeowner HOME subsidy + Homeowner Investment
In the event of foreclosure, the amount subject to recapture is based on the amount of net proceeds (if any) from the foreclosure sale.

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

Part 92.254(a)(4) applies to homeownership activities including housing acquired by a family with HOME program assistance. The City does not currently use HOME funds for homeownership activities, however in the case HOME funds are used, the city will follow HOME affordability period requirements as a minimum standard as well as the recapture requirements as specified in question 2 of this section.

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

The City does not provide HOME funds for the refinancing of multi-family housing.

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43 5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities.

The City does not currently offer HOME TBRA.

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and

91.220(l)(2)(vii)).

Not applicable.

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

The City’s HOME funding is used to support local or regional housing developers’ affordable housing projects through loans or grants. Developers use local housing needs market data and/or other housing subsidy requirements in deciding the target sub-population that each proposed housing project will serve (e.g. homeless, at risk of homeless, veterans, seniors, farm workers, etc.). However, HOME program requirements at 24 CFR 92.253(d)(3), require that if there is any limitation or preference given to a particular segment of the population on any affordable housing project assisted with HOME program funds, the limitation or preference must be described in the City’s HUD Consolidated Plan (without violating any nondiscrimination requirements). To comply with this requirement, the City adopted HOME preferences in 2024 as part of a Substantial Amendment to its 2020-2025 Consolidated Plan. The City’s HOME preference policy stipulates that when issuing affordable housing NOFAs, the City will consider awarding HOME funds to eligible projects that propose to serve any of the following target populations:

Housing Project
Population
Definition of
Population Rationale Notes/Supporting Data
Housing for
Homeless or at
Risk of Homeless
(includes
unaccompanied/f
oster care youth)
Homeless or at risk
of homeless
individuals or
households.

Must meet
HUD/HCD definition
of homelessness.

The need for permanent homesfor homeless residents is
overwhelming and immediate. Consistent with City/Regional plans.

The San Joaquin County 2024 Point in Time Count reported a total of 4,732 persons experiencing homelessness in San Joaquin County in 2024, with 2,996 (63%) within the City of Stockton.

According to the 2022 Point in Time Count 2,319 persons experiencing homelessness resided within in San Joaquin County.

The fact that the homeless population has doubled in the past two years indicates that more attention and resources need to be dedicated to addressing this issue.

The San Joaquin County 2024 Point in Time Count collected data

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44 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 children and youth under age 25 experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 304 individuals were identified as being children and transition aged youth under 25. Compared to the other four vulnerable
subpopulations identified in the report, children and youth under the age of 25 experienced the highest share of unsheltered homelessness as 80% of this population reported they were unsheltered.

The Analysis of Impediments that was completed in
correspondence with the 2020-2025 Consolidated Plan identified homeless persons as a special housing needs population. The report suggests the lead determinate for homelessness is due to the inability to afford housing in a particular community.

Increasing the stock of affordable housing for this subpopulation can alleviate some of the challenges faced by this special housing needs subpopulation.

Housing for
Homeless with
Special Needs
Homeless
individuals w/
special needs
including but not
limited to
individuals
experiencing or
recovering from
substance abuse
disorders, mental or
physical disabilities,
chronic
homelessness,
justice involved
individuals, etc.

Must meet
HUD/HCD definition
of homelessness.

The 2024 City of Stockton Housing Element cites persons with disabilities 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. According to HMIS data, people with serious mental illness (SMI) and people with substance use disorders (SUD) were a significant population that faced housing insecurity.

The San Joaquin County 2024 Point in Time Count (PITC) 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 individuals with disabilities experiencing chronic
homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 1,078 individuals were identified as being chronically homeless. According to the PITC, 72% of the chronically homeless population are unsheltered.

The Analysis of Impediments that was completed in
correspondence with the 2020-2025 Consolidated Plan identified persons with disabilities as a special housing needs population.

The analysis cites that persons with disabilities can face discrimination in the housing market due to biases about adaptive equipment and the need for modifications. Property owners might be concerned about potential damage from equipment or

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45 be reluctant to accommodate service animals, even if it means violating a no-pet policy.

According to San Joaquin County Behavioral Health Services, “there is an urgent and increasing need for affordable housing in San Joaquin County, particularly for justice-involved mental health consumers. According to the National Institute of Mental Health, approximately 37% of individuals in the U.S. incarcerated in state and federal prisons and 44% in local jails have been diagnosed with a mental illness. Furthermore, justice-involved individuals with mental health conditions are significantly more likely to experience homelessness, with studies indicating that about 15% of people leaving jails and prisons become homeless within a year of release.”
Housing for
Low/Moderate
Income
Individuals and
Families (includes
families with
children and large
families)
Low-income
individuals and
Families.

Must meet

HUD/HCD
low/moderate
income definition(s).

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.

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.

The Analysis of Impediments that was completed in
correspondence with the 2020-2025 Consolidated Plan identified large households as a special housing needs population. The analysis conducted cited that lower-income large households often face excessive housing costs due to the higher expense of larger units and the scarcity of such units in conventional apartment complexes. Additionally, these families may
experience overcrowded living conditions and discrimination in the housing market, such as higher rents or outright denial of rental applications.

Housing for
Veterans
U.S. Military
Veterans
Many housing authorities have preferencesfor award of housing vouchers to veterans.

Rationale is that veterans are more likely to be physically and financially vulnerable and to need affordable housing more than the general population. VASH rental vouchers from the VA are either portable or project based. Preference could be for VASH holders.

The San Joaquin County 2024 Point in Time Count collected data

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46 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 identified as being members of homeless families with children. 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 withing 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 higherthan-average rate of returning to homelessness after placement, suggesting that veterans' housing programs might benefit from additional support for clients (perhaps trauma or PTSD-specific).” 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.

Housing for
Survivors of
Domestic Violence
Victims of Domestic
Violence
Many housing authority voucher programs give priority to the Violence Against Women Act population. HUD recently issued new resources for advancing housing protections for survivors of domestic violence.

Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations withing 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.

Senior Housing • 55 years of age or
older if at least
80% of units are
occupied by at
least one person
of this age.
• OR at least one
person 62 or older
resides in each
unit (100% of the
units)
• AND the housing
project is required
to demonstrate
the “intent” to be
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.

The Analysis of Impediments that was completed in
correspondence with the 2020-2025 Consolidated Plan identified seniors as a special housing needs population. The analysis describes that seniors possess special housing needs due to living on fixed incomes, limited mobility, and physical or mental impairments or disabilities. In order to make housing accessible to this subpopulation, housing must be affordable within their fixed income budget and designed for individuals with limited mobility.

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47 “Housing for Older
Persons.”
• Head of
Household or
spouse must meet
the age definition.

Farmworker
Housing
Farmworkers
including those that
meet other funding
source farmworker
definitions.

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 lowincome workers and are often subject to substandard housing.

The Analysis of Impediments that was completed in
correspondence with the 2020-2025 Consolidated Plan identified farmworkers as a special housing needs population. While farmworkers were identified as being an essential component of the regional agricultural system they face challenges in obtaining adequate and affordable housing due to high poverty rates, large household sizes, linguistic isolation, and intimidation and fear due to citizenship status. Due to limited capital in farmworker housing, the farm-working community frequently ends up in overcrowded, substandard housing that is often geographically isolated and lacks essential services, increasing their risk of homelessness.

Workforce
Housing
Housing that is
affordable for those
earning between
80% and 120% of
AMI.

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.

Development of workforce housing will be subject to the availability of public or private resources tailored to this population.

Artists’ Housing Those engaging in
defined artistic
pursuits, including
visual arts, music,
dance, and other
media.

Artists are underpaid relative to housing prices, part of the City’s prioritiesfor placemaking, and at high risk of
displacement. Need for flexible and affordable live/workspace.

Table 65 – HOME Preferences and Supporting Data

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48 In addition, The following requirements shall apply to all HOME-assisted housing projects that adopt any of the target populations allowable under this policy:
a. The project shall not violate of any local, state, or federal fair housing regulations.
b. The project shall comply with all applicable housing regulations at 24 CFR Part

92. c. The project shall comply with the HOME Tenant Selection requirements at 24 CFR 92.253(d) as follows:
i. An owner of rental housing assisted with HOME funds must comply with the affirmative marketing requirements established by the City of Stockton pursuant to § 92.351(a).
ii. The owner must adopt and follow written tenant selection policies and criteria that:
1) Limit the housing to very low- income and low-income families; 2) Are reasonably related to the applicants' ability to perform the obligations of the lease (i.e., to pay the rent, not to damage the housing; not to interfere with the rights and quiet enjoyment of other tenants);
3) Limit eligibility or give a preference to a particular segment of the population if permitted in its written agreement with the City of Stockton (and only if the limitation or preference is described in the City of Stockton’s Consolidated Plan).
(i.) Any limitation or preference must not violate
nondiscrimination requirements in § 92.350. A limitation or preference does not violate nondiscrimination
requirements if the housing also receives funding from a Federal program that limits eligibility to a particular segment of the population (e.g., the Housing Opportunity for Persons with AIDS program under 24 CFR part 574, the Shelter Plus Care program under 24 CFR part 582, the
Supportive Housing program under 24 CFR part 583,
supportive housing for the elderly or persons with
disabilities under 24 CFR part 891), and the limit or
preference is tailored to serve that segment of the
population.
(ii.) If a project does not receive funding from a Federal program that limits eligibility to a particular segment of the population, the project may have a limitation or
preference for persons with disabilities who need services offered at a project only if:
(A.)The limitation or preference is limited to the
population of families (including individuals) with

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49 disabilities that significantly interfere with their ability to obtain and maintain housing;
(B.)Such families will not be able to obtain or maintain themselves in housing without appropriate
supportive services; and
(C.) Such services cannot be provided in a
nonsegregated setting. The families must not be
required to accept the services offered at the
project. In advertising the project, the owner may
advertise the project as offering services for a
particular type of disability; however, the project
must be open to all otherwise eligible persons with
disabilities who may benefit from the services
provided in the project.
4) Do not exclude an applicant with a voucher under the Section 8 Tenant-Based Assistance: Housing Choice Voucher Program (24 CFR part 982) or an applicant participating in a HOME tenantbased rental assistance program because of the status of the prospective tenant as a holder of such voucher or comparable HOME tenant-based assistance document.
5) Provide for the selection of tenants from a written waiting list in the chronological order of their application, insofar as is practicable. The Continuum of Care’s (CoC) Coordinated Entry process is not a compliant tenant selection process therefore not permitted;
6) Give prompt written notification to any rejected applicant of the grounds for any rejection; and
7) Comply with the VAWA requirements prescribed in § 92.359.

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

1. Include written standards for providing ESG assistance (may include as attachment) See “ESG Written Standards” attachment.

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

The San Joaquin County Coordinated Entry System (CES) of the San Joaquin Continuum of Care (CoC) facilitates the coordination and management of resources and services for the homeless.

The function of CES is to quickly and equitably connect the highest need, most vulnerable persons in San Joaquin County to available housing and supportive services, to rapidly resolve their housing crisis and make homelessness rare, brief, and non-recurring in our region. In San Joaquin County, Family Resource and Referral Center is the administrator of CES through their 211 San Joaquin program. The CoC has adopted a “no wrong door” approach to coordinated entry, in which a homeless family or individual can present at any homeless housing and service provider in the geographic area but is assessed using the same tool and methodology so that referrals are consistently completed across the CoC. This means that in San Joaquin County, CES is not focused on moving households from the streets into shelter but rather from shelter into permanent housing.

Coordinated Entry is intended to act as the referral point to various permanent housing programs. Those in need of services contact an Access Point, typically an emergency shelter or 211 San Joaquin, to complete an assessment. The household will receive the same assessment regardless of which Access Point they engage. This assessment provides information on the household’s vulnerability and length of time experiencing homelessness, which is used to prioritize households for placement. After completing the assessment, the household is placed in a queue of households eligible to receive a referral into various housing programs. Once a housing program has an opening, the CES will provide the agency with a referral from the queue of those assessed, based upon the program’s eligibility criteria and the household’s vulnerability. Coordinated Entry prioritizes the most vulnerable households who also meet the eligibility requirements of available housing programs.

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

The City of Stockton will implement the Emergency Solutions Grant (ESG) program in accordance with The McKinney-Vento Homeless Assistance Act as amended by S.896 HEARTH Act of 2009, found at 24 CFR Part 576, to ensure eligible activities are selected and financially managed in accordance with local and federal requirements.

The competitive sub-award process begins with the Community Development Committee (CDC) annual Kick-off Meeting in the fall, as outlined in the Annual Action Plan schedule. The City updates the Annual Action Plan schedule, application, and guidelines, issues public notices, and releases the competitive Notice of Funding Availability (NOFA).

Applications for funding are submitted by mid-January. Staff reviews these applications for eligibility, organizational capacity, completeness, ESG requirements, consistency with the Consolidated Plan, and compliance with 24 CFR Part 576. After the City’s review a CDC meeting is held for eligible applicants to present their applications to the committee. During this meeting, CDC members review and score applications which assist in informing the City’s recommendations to City Council. Final scoring recommendations are presented to CDC and are taken to City Council along with the Annual Action Plan for approval. Ahead of the two public hearings (CDC and City Council) the public is informed of the public hearings and 30-day public comment period via a public hearing notice published in The Record (a local newspaper publication) and by posting the plan and related information on the City website. .

4. In April, the City Council reviews and votes on the funding recommendations at a publicly noticed meeting. The Annual Action Plan is then submitted to HUD via IDIS. Award letters are sent to subrecipients following submittal. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.

Planning for homeless services is primarily done in collaboration with the CoC, which includes several Board members and active participants who have experienced homelessness. City staff also engage with homeless individuals through community discussion groups, listening sessions, and site visits to encampments and shelters to gather input on proposed policies, funding decisions, and service needs. Additionally, the involvement of paid staff and Board members with lived experiences in homelessness is considered during grant reviews and funding decisions.

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52 5. Describe performance standards for evaluating ESG.

The City of Stockton will work with the CoC and utilize data captured by HMIS to evaluate the outcomes of ESG assisted programs. The goal of this approach is to use these performance measures to measure the efficacy of the programs and inform future programing decisions.

When evaluating the programs, we will look to data collected in HMIS such as length of homelessness, employment status, and retention into permanent housing solutions to build reasonable and attainable performance measures for ESG funded programs.

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53 City of Stockton Housing Element Assessment of Fair Housing and the Consolidated Plan
The City of Stockton’s 2025-2029 Consolidated Plan and the 2023-2031 Housing Element are key components of the City’s strategy to address housing and community development needs over the next several years. The Consolidated Plan serves as a comprehensive framework for allocating federal funds from the Department of Housing and Urban Development (HUD), to support affordable housing and community development. The 2023-2031 Housing Element, required by the State of California, focuses specifically on ensuring that communities plan for sufficient housing to meet their growing and diverse needs. Both plans aim to create equitable access to housing and resources for all Stockton residents, particularly those who are lowincome or experiencing housing instability. The Consolidated Plan aims to address the issues outlined in the Housing Element and establish policies to ensure these problems are prioritized and mitigated.

The Housing Element includes the requirement for inclusion of an Assessment of Fair Housing (AFH). The requirements for the California AFH were modeled on the federal Affirmatively Furthering Fair Housing (AFFH) guidelines and exceed what is required by a federal Analysis of Impediments (AI). By complying California Housing Element requirements, the City of Stockton is therefore in compliance with federal fair housing requirements and is identifying actions that increase fair housing.

Housing Element
The 2023-2031 Housing Element identified the following factors that contribute to fair housing issues: presence of concentrated racially and ethnically concentrated areas of poverty (R/ECAPs) in Greater Downtown, South Stockton, East Stockton, and between West Lane and Pacific Avenue in Northern Stockton; barriers to homeownership, particularly for communities of color; displacement risk due to economic pressures, particularly for lower-income households; disproportionately limited access to resources for lower-income and communities of color households; and high rates of unsheltered individuals and families.

Issue Key Contributing Factors Key Actions
Concentration of
R/ECAPs
Concentrations of poverty and
lower-income households,
highest share of minority
residents compared to county
and megaregion, older
Produce affordable rental housing in
opportunity-rich locations near transit,
services, and key amenities, encourage
landlords and property managers in high
resource areas to advertise their units to

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54 housing stock and areas with
poor housing conditions
resulting in lower housing
costs in South Stockton,
Downtown and
East Stockton, and scattered
residential areas along major
commercial corridors north of
Midtown
Section 8 voucher holders, provide
education to landlords and property
owners on fair housing rights and
requirements/discrimination
Barriers to
Homeownership
Historical redlining and
barriers to building
generational wealth,
household income growth
that has not kept pace with
housing costs
Offering programs to remove racially
restrictive covenants on city and private
property, continue to operate program for
downpayment assistance for first-time
homebuyers (depending on feasibility per
market conditions)
Displacement Risk Rising housing costs outpacing
wage increases, cost of repairs
and rehabilitation, outside
demand for housing from
relocating Bay Area residents
with higher-paying jobs
intensifies gentrification and
competition for housing
resources
Continue to operate the housing
rehabilitation programs and improve
communication about the program to
eligible owners of mobile homes and
rental properties, continue code
enforcement in targeted areas, comply
with State law regarding replacement of
existing affordable units, assist the
development of affordable housing using
State and federal funds, provide support
for low-income renters, including
multilingual tenant counseling, rental
assistance, financial counseling, crisis
stabilization services, and legal support,
provide weatherization services
Limited Access to
Resources for LowerIncome and
Communities of Color
Discriminatory lending and
other barriers to home
ownership for
non-White populations,
including language barriers
and needed documentation
Implement multilingual communication
and outreach strategies, offering
programs to remove racially restrictive
covenants on city and private property
High Rates of
Unsheltered
Individuals and
Families
Increasing proportion of
employed homeless face
challenges in securing housing
Continue to support organizations
assisting homeless persons
Consolidated Plan
The 2025-2030 Consolidated Plan is designed to directly tackle the housing challenges identified in the Housing Element, with the goal of increasing the amount of affordable housing that is

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55 accessible to Stockton residents. The activities the City will fund through its Consolidated Plan are not only aligned with the issues highlighted in the Housing Element, but also expand upon the key actions and strategies outlined in that document.

To further encourage affordable housing development, the City of Stockton has taken steps to reduce barriers to affordable housing development, such as modifying zoning requirements through the 2022 Density Waivers program, which allows for up to 136 units per acre in the Downtown Core. The city also offers fee reductions for builders and developers under the Stockton Economic Stimulus Plan (SESP) and has streamlined permit processing while reducing parking requirements for affordable housing and Transit Oriented Development projects. To address financial barriers, Stockton is working closely with housing developers and exploring new funding sources for both development and service provision.

Additionally, the City of Stockton employs a comprehensive outreach strategy to engage with homeless individuals, particularly unsheltered persons, through partnerships with local organizations. Outreach teams provide essential services and assess individual needs, using data from efforts like the annual Point-in-Time Count. The city offers Navigation Centers and low-barrier shelters for access to services and housing.

The Housing First approach guides Stockton’s efforts to address emergency and transitional housing needs, providing immediate housing without preconditions. Programs like Emergency Housing, Transitional Housing, and Rapid Rehousing help homeless individuals and families access housing and support services. Stockton also focuses on helping chronically homeless individuals, families, veterans, and unaccompanied youth transition to permanent housing and independent living. This includes Rapid Rehousing, Permanent Supportive Housing, and specialized services for specific populations. Finally, the city provides financial support through ESG subrecipient grants for homelessness prevention programs and services to assist lowincome individuals at risk of homelessness, especially those discharged from institutions or receiving social services, through programs like Emergency Rental Assistance and collaborations with local nonprofits and healthcare providers.

The City will fund the following projects during the 2025-2029 planning period to remove and prevent barriers to affordable housing:

1. CDBG Administration

2. CDBG Housing Program Delivery

3. CDBG Housing Programs

4. Public Services & Fair Housing

5. HOME Administration

6. HOME Program Delivery

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56 7. HOME Housing Loans

8. CHDO Set-Aside Funds

9. ESG Entitlement 2025 Stockton

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57 City Of Stockton Emergency Solutions Grant (ESG) Written Standards Introduction
The ESG Program Interim Rule requires the ESG recipient to establish and consistently follow written standards for providing assistance with ESG funds (24 CFR 576.400 (e)). At a minimum, these written standards must include:
• Standard policies and procedures for evaluating individuals' and families' eligibility for assistance under Emergency Solutions Grant (ESG);
• Standards for targeting and providing essential services related to street outreach; • Policies and procedures for admission, diversion, referral, and discharge by emergency shelters assisted under ESG, including standards regarding length of stay, if any, and safeguards to meet the safety and shelter needs of special populations, e.g., victims of domestic violence, dating violence, sexual assault, and stalking; and individuals and families who have the highest barriers to housing and are likely to be homeless the longest;
• Policies and procedures for assessing, prioritizing, and reassessing individuals' and families' needs for essential services related to emergency shelter; • Policies and procedures for coordination among emergency shelter providers, essential services providers, homelessness prevention, and rapid re-housing assistance providers; other homeless assistance providers; and mainstream service and housing providers (see § 576.400(b) and (c) for a list of programs with which ESG-funded activities must be coordinated and integrated to the maximum extent practicable); • Policies and procedures for determining and prioritizing which eligible families and individuals will receive homelessness prevention assistance and which eligible families and individuals will receive rapid re-housing assistance (these policies must include the emergency transfer priority required under § 576.409);
• Standards for determining what percentage or amount of rent and utilities costs each program participant must pay while receiving homelessness prevention or rapid rehousing assistance; • Standards for determining how long a particular program participant will be provided with rental assistance and whether and how the amount of that assistance will be adjusted over time; and
• Standards for determining the type, amount, and duration of housing stabilization and/or relocation services to provide to a program participant, including the limits, if any, on the homelessness prevention or rapid re-housing assistance that each program

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58 participant may receive, such as the maximum amount of assistance, maximum number of months the program participant receive assistance; or the maximum number of times the program participant may receive assistance.

The goals of the written standards are to:
• Establish community-wide expectations on the operations of homeless services projects within the community
• Ensure that the system is transparent to users and operators • Establish a minimum set of standards to manage the quality of ESG-funded projects functioning in the community
• Make local priorities, as outlined in the Consolidated Plan • Create consistency and coordination between ESG-funded projects within the San Joaquin County Continuum of Care (CoC).

All subrecipients of City of Stockton ESG Program funding must follow these standards and must be applied consistently. Homeless service providers that do not receive ESG funds are strongly encouraged to utilize these written standards to ensure consistency in the delivery of services. Subrecipients of Stockton ESG funding must not adopt standards that conflict with those established by these City of Stockton ESG Written Standards, the CoC Program, or ESG Program interim rules.

This document outlines the Written Standards for ESG Service Delivery which meet HUD’s minimum requirements and addresses the City’s expectations for all projects. For each project type, the standards outline the purpose of the project type, eligibility criteria, prioritization, minimum standards of assistance, client access, and performance standards.

ESG General Standards
Homeless Participation
All recipients and sub-recipients of ESG program funds are required to follow the minimum standards for homeless participation. Minimum standards for homeless participation are:
• (24 CFR 578.75) / ESG (24 CFR 576.405):
o Each funded provider of ESG assistance must have at least one homeless individual or formerly homeless individual on the Board of Directors or equivalent policymaking entity of the provider.
o To the maximum extent possible, the provider shall involve homeless individuals and families in paid or volunteer work for the ESG programs.

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59 Housing First
As the funding agency of ESG funds, HUD requires that the City align with the local Continuum of Care (CoC) homelessness funding policies. San Joaquin County is the lead agency of the local CoC and follows a Housing First approach.

Housing First is an approach to connect individuals and families experiencing homelessness quickly and successfully to permanent housing without preconditions and barriers to entry, such as sobriety, treatment, or service participation requirements. Housing First Policies were signed into law in California on September 29, 2016, with SB 1380 to add Chapter 6.5 (commencing with Section 8255) to Division 8 of the Welfare and Institutions Code, relating to homelessness. Supportive services are offered to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry. Housing First is premised on the following principles:
• Homelessness is first, and foremost, a housing crisis and can be addressed through the provision of safe and affordable housing.
• All people experiencing homelessness, regardless of their housing history and duration of homelessness, can achieve housing stability in permanent housing. Some may need very little support for a brief period, while others may need more intensive and longterm supports. • Everyone is “housing ready.” Sobriety, compliance in treatment, or clean criminal records are not necessary to succeed in housing. Rather, homelessness programs and housing providers must be “consumer ready”.
• Many people experience improvements in quality of life, in the areas of health, mental health, substance use, and employment, as a result of achieving housing. • People experiencing homelessness have the right to self-determination and should be treated with dignity and respect.
• The exact configuration of housing and services depends upon the needs and preferences of the population.

Housing First Core Features
1) Few to no programmatic prerequisites to permanent housing entry – People experiencing homelessness are offered permanent housing with no programmatic preconditions such as demonstration of sobriety, completion of alcohol or drug treatment, or agreeing to comply with a treatment regimen upon entry into the

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60 program. People are also not required to first enter a transitional housing program in order to enter permanent housing.
2) Low barrier admission policies – Permanent Supportive Housing’s admissions policies are
• Designed to “screen-in” rather than screen-out applicants with the greatest barriers to housing, such as having no or very low income, poor rental history and past evictions, or criminal histories. Housing programs may have tenant selection policies that prioritize people who have been homeless the longest or who have the highest service needs as evidenced by vulnerability assessments or the high utilization of crisis services.
• Rapid and streamlined entry into housing – Many people experiencing chronic homelessness may experience anxiety and uncertainty during a lengthy housing application and approval process. In order to ameliorate this, Housing First permanent supportive housing models make efforts to help people experiencing homelessness move into permanent housing as quickly as possible, streamlining application and approval processes, and reducing wait times. • Supportive services are voluntary but can and should be used to persistently engage tenants to ensure housing stability - Supportive services are proactively offered to help tenants achieve and maintain housing stability, but tenants are not required to participate in services as a condition of tenancy. Techniques such as harm reduction and motivational interviewing may be useful. Harm reduction techniques can confront and mitigate the harms of drug and alcohol use through non-judgmental communication while motivational interviewing may be useful in helping households acquire and utilize new skills and information. • Tenants have full rights, responsibilities, and legal protections – The goal of the Housing First approach is to help people experiencing homelessness achieve long-term housing stability in permanent housing. Permanent housing is defined as housing where tenants have leases that confer the full rights, responsibilities, and legal protections under Federal, state, and local housing laws. Tenants are educated about their lease terms, given access to legal assistance, and encouraged to exercise their full legal rights and responsibilities. Landlords and providers in Housing First models abide by their legally defined roles and obligations. For instance, landlords and providers do not enter tenants’ apartments without tenants’ knowledge and permission except under legally defined emergency circumstances. Many Housing First permanent supportive housing programs also have a tenant association or council to review program

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61 policies and provide feedback, and formal processes for tenants to submit suggestions or grievances.
• Practices and policies to prevent lease violations and evictions – Housing First supportive housing programs should incorporate practices and policies that prevent lease violations and evictions among tenants. For instance, program policies consistent with a Housing First approach do not consider alcohol or drug use to be lease violations. Housing First models may also have policies that give tenants some flexibility and recourse in the rent payment, which in many subsidized housing programs is 30% of the participant’s income. For example, rather than moving towards eviction proceedings due to missed rent payments, programs may allow tenants to enter payment installment plans for rent arrearages or offer money management assistance to tenants. • Applicable in a variety of housing models – The Housing First approach can be implemented in different types of supportive housing settings, including:
scattered-site models in private market apartments, where rental assistance is provided, and tenants have access to mobile and site-based supportive services; single-site models in which permanent supportive housing buildings are newly constructed or rehabilitated and tenants have access to voluntary on-site services; and set-asides, where supportive services are offered to participants in designated units within affordable housing developments.

Homelessness Definition (24 CFR 578.3)
For the purposes of this document and for determining the status of persons experiencing homelessness, the definition of homeless persons will be supported by the HUD definition of Homelessness as follows:

Category 1: Literally Homeless
• Individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
i. Has a primary nighttime residence that is a public or private place not meant for human habitation; or
ii. Is living in a publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state and local government programs); or

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62 iii. Is exiting an institution where (s)he has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

Category 2: Imminent Risk of Homelessness
• Individual or family who will imminently lose their primary nighttime residence, provided that:
i. Residence will be lost within 14 days of the date of application for homeless assistance;
ii. No subsequent residence has been identified; and
iii. The individual or family lacks the resources or support networks needed to obtain other permanent housing.

Category 3: Homeless under Federal statutes
• Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who:
i. Are defined as homeless under other listed federal statutes; ii. Have not had a lease, ownership interest, or occupancy agreement in permanent housing during the 60 days prior to the homeless assistance application; iii. Have experienced persistent instability as measured by two moves or more during in the preceding 60 days; and
iv. Can be expected to continue in such status for an extended period of time due to special needs or barriers
Category 4 Fleeing/Attempting to Flee DV
• Any individual or family who:
i. Is fleeing, or is attempting to flee, domestic violence; ii. Has no other residence; and
iii. Lacks the resources or support networks to obtain other permanent housing Homeless Recordkeeping Requirements (576.500)
Category 1 Literally Homeless 24 CFR 576.500 (b)
• Third-party verification will always be attempted first to verify homeless status i. Written observation by the outreach worker; or
ii. Written referral by another housing or service provider; or

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63 iii. A written certification by the individual or head of household seeking assistance; or
iv. Records contained in an HMIS or comparable database used by victim service or legal service providers are acceptable evidence of third-party documentation and intake worker observations if the HMIS retains an auditable history of all entries, including the person who entered the data, the date of entry, and the change made; and if the HMIS prevents overrides or changes of the dates on which entries are made.
• Intake Worker Observation will be the second form of homeless status verification • Certification by the individual or head of household seeking assistance stating that (s)he was living on the streets or in shelter will be the last resort of homeless status verification.
• For individuals exiting an institution – one of the forms of evidence above and:
i. Discharge paperwork or written/oral referral, or
ii. Written record of intake worker’s due diligence to obtain above evidence and certification by individual that they exited institution Category 2 Imminent Risk of Homelessness §576.500 (c)
• A court order resulting from an eviction action notifying the individual or family that they must leave; or
• For individuals and families leaving a hotel or motel – evidence that they lack the financial resources to stay; or
• A documented and verified oral statement; and
• Certification that no subsequent residence has been identified; and • Self-certification or other written documentation that the individual lack the financial resources and support necessary to obtain permanent housing Category 3 Homeless under Federal statutes
• Certification by the nonprofit or state or local government that the individual or head of household seeking assistance met the criteria of homelessness under another federal statute; and
• Certification of no permanent housing in last 60 days; and • Certification by the individual or head of household, and any available supporting documentation, that (s)he has moved two or more times in the past 60 days; and • Documentation of special needs or 2 or more barriers
Fleeing/Attempting to Flee DV

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64 • For victim service providers:
i. An oral statement by the individual or head of household seeking assistance which states; they are fleeing; they have no subsequent residence; and they lack resources. Statement must be documented by a self-certification or a certification by the intake worker
• For non-victim service providers:
i. Oral statement by the individual or head of household seeking assistance that they are fleeing. This statement is documented by a self-certification or family is not jeopardized, the oral statement must be verified; and ii. Certification by the individual or head of household that no subsequent residence has been identified; and
iii. Self-certification, or other written documentation, that the individual or family lacks the financial resources and support networks to obtain other permanent housing.

Program Coordination (576.400(c)):

All recipients and subrecipients of ESG program funds are expected to maintain the minimum standards for ongoing system and program coordination and integration of ESG funded activities to the maximum extent practicable. This includes coordination with the following:
• Street Outreach (SO) providers
• Emergency Shelter (ES) providers
• Homelessness Prevention (HP) providers
• Transitional Housing (TH) providers
• Permanent Supportive Housing (PSH) providers
• Rapid rehousing (RRH) assistance providers
Other Homeless Assistance Programs:
• Shelter Plus Care Program
• Supportive Housing Program
• Section 8 Moderate Rehabilitation Program for Single Room Occupancy Program for Homeless Individuals
• HUD-Veterans Affairs Supportive Housing (HUD-VASH);
• Education for Homeless Children and Youth Grants for State and Local Activities (McKinney-Vento Homeless Assistance Act);
• Grants for the Benefit of Homeless Individuals;
• Healthcare for the Homeless;

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65 • Programs for Runaway and Homeless Youth;
• Projects for the Assistance in the Transition from Homelessness; • Services in Supportive Housing Grants;
• Emergency Food and Shelter Program;
• Transitional Housing Assistance Grants for Victims of Sexual Assault, Domestic Violence, Dating Violence, and Stalking Program (section 40299 of the Violent Crime Control and Law Enforcement Act;
• Homeless Veterans Reintegration Program (section 5(a)(1)) of the Homeless Veterans Comprehensive Assistance Act;
• Domiciliary Care for Homeless Veterans Program;
• VA Homeless Providers Grant and Per Diem Program;
• Health Care for Homeless Veterans Program;
• Homeless Veterans Dental Program;
• Supportive Services for Veteran Families Program; and • Veteran Justice Outreach Initiative
Termination and Grievance Procedures (576.402):

Minimum standards for termination of assistance are:
1) In general: If a program violation occurs and the provider terminates assistance as a result, the termination shall follow an established process that recognizes the rights of the individuals affected. Termination shall only occur in the most severe cases after other remedies have been attempted. Termination of individuals and families in projects funded through the ESG program must be consistent with 576.402. 2) Due process rights for individuals and families facing program termination: When terminating assistance to an ESG program participant receiving rental assistance or housing relocation and stabilization services, the required formal process shall minimally consist of:
• Written notice clearly stating the reasons for termination; • Review of the decision that gives the participant opportunity to present objections to the decision and to have representation. Any appeal of a decision shall be heard by an individual different from and not subordinate to the initial decision- maker; and
• Prompt written notice of the final decision on the appeal. • Ability to provide further assistance: Termination will not bar the provider from providing later, additional assistance to the same family or individual

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66 Coordinated Entry Participation (24 CFR 576.400(d))
Under the requirements of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act as well as requirements identified by the Continuum of Care (CoC) Program Interim Rule, and HUD’s Notice Establishing Additional Requirements; San Joaquin County has established a Coordinated Entry (CE) process that aims to increase the efficiency of the local crisis response system and improve fairness and ease of access to resources, including mainstream resources. Additional goals of (CE) process include:
• Reduce the burden on households experiencing a housing crisis • Identify the most appropriate housing resource to facilitate a rapid and permanent exit from homelessness
• Prioritize the most vulnerable households with the longest time homeless for housing resources
• Collect system-wide data to inform necessary shifts in resources, identify gaps, and enable data-driven decision making at the CoC, organizational and project levels HMIS Participation (24 CFR 576.400(f))
A Homeless Management Information System (HMIS) is a locally administered, electronic data collection system that stores longitudinal person-level information about persons who access the homeless service system. All recipients and subrecipients of ESG and/or CoC program funds are required to enter and maintain their project data in the local HMIS. HMIS Participation Exceptions include:
• Providers, except for victim service providers shall actively utilize the Homeless Management Information System (HMIS), to enter data on people served and assistance provided under ESG and the CoC Programs.
• Victim service providers shall actively utilize a comparable data system that meets HUD’s standards (24 CFR 576.107 and 578.7(b))
Emergency Shelter
Participant Eligibility
People are eligible for these services if they qualify as “homeless” based on categories (1, 2, or 4) of the “homeless” definition found at 24 CFR 576.232. Eligible activities, in compliance with federal ESG rules (24 CFR 576.102) in addition to the provision of decent, safe, and sanitary emergency shelter accommodations include:

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67 • Case management;
• Child Care;
• Education,
• Employment and Life Skills Services;
• Legal Services;
• Health,
• Mental Health and Substance Abuse Services; Transportation Shelter Diversion
Shelter Diversion is a strategy that prevents homelessness at the front door by helping to identify immediate alternate housing arrangements and, if necessary, connecting people experiencing homelessness with services and financial assistance to help them return to permanent housing. Diversion should be attempted with all households seeking homeless services assistance.

Admission
Providers of Emergency Shelter services shall admit individuals and families who meet the HUD definition of “homeless,” as specified in 24 CFR 576.2 (1, 2, & 4) and agencies’ eligibility criteria.

Assessment
• Individuals and families shall be assessed for Coordinated Entry using the Approved Coordinated Entry assessment, and that assessment must be recorded into HMIS. • Families and individuals remaining in shelter for longer than thirty (30) days shall be reassessed by a Case Manager for housing every 30-45 days.

Intake
When appropriate, based on the individual’s needs and wishes, the provision of or referral to Homelessness Prevention (HP) or Rapid Rehousing (RRH) services that can quickly assist individuals to maintain or obtain safe, permanent housing shall be prioritized over the provision of Emergency Shelter (ES) or Transitional Housing (TH) services. Emergency shelters will prioritize shelter services for those:
• Individuals and families lacking other resources in the community even if limited assistance could be provided to end their homelessness. • Are literally homeless and in the absence of shelter are likely to be living in an unsheltered setting.

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68 • Individuals and families vulnerable to injury or illness if not sheltered. Transgender placement will be based on gender self-identification
Discharge / Length of Stay
Program participants shall be discharged from Emergency Shelter services when they choose to leave or when they have successfully obtained safe, permanent housing. Any Length of Stay limitations determined by the funding source shall be determined by the individual service provider’s policies and clearly communicated to program participants. Providers of shelter services are strongly encouraged not to discharge individuals and families who have not secured permanent housing and maintain those households in shelter until they can be placed in appropriate permanent housing. This process must be clearly lined out in the program policy and procedures and made aware to program participants
Safety and Shelter Safeguards for Special Populations
Safety and Shelter Safeguards shall be determined by the individual Special Population service provider’s policies and clearly communicated to program participants.

Rapid Rehousing/Homeless Prevention
Participant Eligibility
Homelessness Prevention (HP): To be eligible for HP Relocation and Stabilization Services and Short-Term and Medium-Term Rental Assistance, people must qualify as “at risk of homelessness” based on categories (2 or 4) of the HUD “homeless” definition or based on the “at risk of homelessness” definition found at 24 CFR 576.2, require HP services to prevent moving into an emergency shelter or another place described in category (1) of the “homeless” definition in 24 CFR 576.2, have an annual income below 30% of the median income for the area and be a resident of Stockton for at least 30 days prior to requesting assistance. (24 CFR 576.103, 576.105, 576.106)
Rapid Rehousing (RRH): ESG funded rapid rehousing will follow the standards as set forth during the NOFA under which the program funds were awarded.

All participants must lack sufficient resources or support networks to retain housing without ESG assistance. Individuals & families assisted under ESG are required to have annual incomes at or below 30% of the area median at annual assessment. An annual assessment will be required of all program participants and documentation maintained in the participant files.

Documentation of verifiable income consists of copies of paystubs, letter from SSDI/SSI, and documentation of any assistance, etc.

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69 Prioritization / Diversion / Referral
When appropriate, based on the individual’s needs and wishes, the provision of or referral to Homelessness Prevention (HP) or Rapid Rehousing (RRH) services that can quickly assist individuals to maintain or obtain safe, permanent housing shall be prioritized over the provision of Emergency Shelter (ES) or Transitional Housing (TH) services. Proof of Homelessness status must be documented in the participant file, or proof of verification attempt. ESG Programfunded RRH and ESG Prevention projects must serve participants referred from the local Coordinated Entry System, which prioritizes the following characteristics:
• Households with the highest service needs
• Households with the longest history of homelessness
• Households sleeping in an unsheltered location
Subpopulations
In providing RRH or Homelessness Prevention assistance, providers will receive referrals based on the prioritization established in the local Coordinated Entry Policies and Procedures. This prioritization will be updated periodically through the Coordinated Entry Committee based on subpopulation data and community input.

Participant Contribution
Minimum standards for determining what percentage or amount of rent and utilities costs each program participant shall pay while receiving Homelessness Prevention (HP) or RapidRehousing (RRH) assistance are:
• Participant’s income shall be verified prior to approval for initial and additional financial assistance. Documentation of the participant’s income and expenses, including how the participant is contributing to housing costs, if at all, shall be maintained in participant’s file. This file shall also contain a plan to sustain housing following the assistance, including either a plan to increase income or decrease expenses or both. • Providers must establish policies concerning notification of changes in participant income and/or family composition.
• Providers funded under ESG may pay up to 100 percent of the reasonable rent and utility costs for program participants. Providers may, at their discretion, choose to impose rental charges on participants in alignment with provider’s written policies and procedures.
• Providers may but are not required to impose rental charges but if they elect to do so, the charges must be universally and consistently applied to all participants served.

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70 • The maximum rental charge will not exceed the 30% of the household’s adjusted income or 10% of the total monthly income and may not exceed rental limits established in 24 CFR 578.77.
• Any additional requirements regarding the percentage or amount of rent and utilities costs each program participant shall pay shall be determined by the individual service provider’s policies and clearly communicated to program participants. • The calculation of participant’s income and the level of financial assistance provided are decisions that must be appealable to the provider.

Rental Assistance Duration and Adjustment
Minimum standards for determining how long a program participant shall be provided with rental assistance and how the amount of that assistance shall be adjusted over time are:
• Participants shall receive approval for the minimum amount of financial assistance necessary to prevent homelessness. Documentation of financial need shall be kept in the participant’s file for each quarterly assessment. Participants shall not be approved for more rental assistance than can be justified given their income and expenses at a given time.
• Providers must re-assess the continuing need for rental assistance before approving an additional increment. In no event will assistance under rapid rehousing or homeless prevention exceed 24 months in any 3-year period (24 CFR 576.106(a)). • Any additional requirements regarding how long a program participant shall be provided with rental assistance and whether and how the amount of that assistance shall be adjusted over time shall be determined by the individual service provider’s policies and clearly communicated to program participants.

Housing Relocation and Stabilization Services – Service Type, Amount, and Duration Determining the type, amount, and duration of housing stabilization and/or relocation services to provide to a program participant, including the limits, if any, on the homelessness prevention or rapid rehousing assistance that each program participant shall receive, such as the maximum amount of assistance, maximum number of months the program participant may receive assistance; or the maximum number of times the program participant may receive assistance are detailed in the following subsections. Any additional requirements regarding the type, amount, and duration of housing stabilization and/or relocation services that will be provided to a program participant, including any limitations shall be determined by the individual service provider’s policies and clearly communicated to program participants.

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71 Re-Evaluations (24 CFR 576.401(b))
Minimum standards for completing eligibility re-evaluations of individuals and families are listed below.

Homeless Prevention (HP) and Rapid Rehousing (RRH):
• Participants shall be re-evaluated not less than once every three months to determine eligibility for the program (24 CFR 576.401(b)(1)). Any changes will be documented in the case file and any necessary updates will be made to HMIS. At a minimum, each reevaluation of eligibility must establish that:
o The program participant does not have an annual income that exceeds 30 percent of median family income for the area, as determined by HUD; and o The program participant shall lack sufficient resources and support networks necessary to retain housing without ESG assistance.

Requirements Specific to Rapid Rehousing & Homeless Prevention City ESG subrecipients must have policies and procedures in place that address the following:
• Termination Procedures – See “Termination and Grievance Procedures” section. • Habitability Standards – must comply with requirements at 576.403 • Fair Market Rent & Rent Reasonableness Determination – 576.106(d) • Lease Requirements per 576.106(g)
Street Outreach
Participant Eligibility
Individuals and families who qualify as homeless under paragraph (1)(I) of the “homeless” definition under 24 CFR § 576.2, which is an individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground.

Minimum Standards
People are eligible for these services if they are “unsheltered homeless” based on category (1)(i) of the “homeless” definition found under 24 CFR 576.2 are eligible for the following activities, in compliance with federal ESG rules (24 CFR 576.101): engagement, case management, emergency health and mental health services, transportation.

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72 Affirmative Outreach
Providers of Street Outreach services shall target unsheltered homeless individuals and families, meaning those with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including:
• a car
• park
• abandoned building
• bus, train station, or airport
• camping ground
Assessment / Service Provision / Referral / Prioritization Individuals and families shall be offered an initial need and eligibility assessment. Families and individuals engaged through Street Outreach should complete a Coordinated Entry Assessment and enter that information into HMIS as soon as is practicable. Qualifying program participants, including those meeting special population criteria, will be offered the following Street Outreach services, as needed and appropriate:
• Engagement;
• Case management;
• Emergency Health and Mental Health;
• Transportation Services
When appropriate based on the individual’s needs and wishes, the provision of or referral to rapid rehousing services that can quickly assist individuals to obtain safe, permanent housing shall be prioritized over the provision of or referral to emergency shelter or transitional housing services. All recipients of ESG program funds are required to prioritize individuals who meet the “literally homeless” definition.

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City of Stockton
2025-2026 Public Service NOFA Applications &
Recommendations
CDBG
Applications Submitted
Applicant Name Amount Requested
A'isha Academy $150,000.00
Bread of Life $150,000.00
Children's Home of Stockton $150,000.00
Community Medical Centers $150,000.00
Emergency Food Bank of Stockton/San Joaquin
County $125,000.00
Friends Outside $147,414.30
Gospel Center Rescue Mission, Inc. $150,000.00
Patience 4 Patients $275,000.00
Red Rabbit Enterprises DBA Red Rabbit
Advocacy $108,815.00
Reinvent South Stockton Coalition $150,000.00
San Joaquin Fair Housing Foundation, Inc $149,413.00
Service First $150,000.00
St. Mary's Community Services $150,000.00
The Amelia Ann Adams Whole Life Center $150,000.00
Tuleburg Press $75,000.00
Applications Recommended
Applicant Name Recommended Award
Bread of Life $120,000.00
Children’s Home of Stockton $135,000.00
Emergency Food Bank of Stockton/San Joaquin
County $125,000.00
Friends Outside $117,931.44
Tuleburg Press $60,000.00

ATTACHMENT F
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ESG
Applications Submitted
Applicant Name Amount Requested
A'isha Academy $100,000.00
Central Valley Low Income Housing Corp. $100,000.00
Child Abuse Prevention Council $100,000.00
Community Medical Centers, Inc. $150,000.00
Gospel Center Rescue Mission, Inc. $100,000.00
PREVAIL $150,000.00
Red Rabbit Enterprises dba Red Rabbit
Advocacy $44,700.00
The Amelia Ann Adams Whole Life Center $130,000.00
Applications Recommended
Applicant Name Recommended Award
Central Valley Low Income Housing Corporation $107,500.00 PREVAIL $152,500.00

ATTACHMENT F
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2022-2023

ALLOCATION
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 3,129,459 3,220,474 3,240,738 3,240,738 - Program Income 100,000 70,000 150,000 150,000 -
Prior Years Program Income 193,835 - 1,194,493 1,714,610 520,117 Successor Agency Repayment Program Income 1,397,794 1,397,794 - - - Reprogrammed Funds 1,068,240 592,368 420,441 (420,441)
Prior Year Reprogrammed Funds 1,400,000 462,500 462,500 - TOTAL SOURCES $ 5,889,328 $ 6,680,636 $ 5,468,172 $ 5,567,848 $ 99,676 USES OF FUNDS:

Program Delivery Costs
CDBG General Program Administration 905,451 923,654 648,148 648,148 - Program Delivery 350,000 350,000 350,000 400,000 -
Total $ 1,255,451 $ 1,273,654 $ 998,148 $ 1,048,148 $ - Housing Programs
Housing Loan/Grant Program (Acquisition, Aff Hsg Site Improvements) 1,510,261 2,300,024 2,753,898 453,874 Housing Rehab Program 200,000 200,000 750,000 - (750,000) Emergency Repair Program 60,000 - - -
Homeless Support 588,700 -
Total $ 788,700 $ 1,770,261 $ 3,050,024 $ 2,753,898 $ (296,126) Subrecipient Assistance (Public Services)
Boys & Girls Club at Sierra Vista-Stockton 17,071 -
Bread of Life 42,071 90,000 -
Child Abuse Prevention Council 70,071 -
Children's Home of Stockton 87,071 100,000 150,000 (150,000) Community Center for the Blind and Visually Impaired -
Community Medical Centers, Inc - Public Facility -
Downtown Stockton Alliance 37,071 -
Emergency Food Bank 60,000 75,000 (75,000)
Gospel Center Rescue Mission 72,071 -
Kelly's Angels Foundation 12,071 25,000 -
New Legacy Foundation -
Parents by Choice, Inc. 112,071 -
Fair Housing 87,071 105,000 200,000 207,802 7,802
Second Harvest Food Bank 37,071 40,000 45,000 (45,000)
SJC HSA – Meals on Wheels 12,071 -
St. Mary's Dining Room 125,000 -
Three Seeds Organization 50,000 -
Tuleburg Press 32,071 25,000 -
Uplift All Foundation - Load of Hope 52,071 100,000 -
Visionary Home Builders of CA 47,071 -
Women's Center-Youth & Family Services -
Total $ 716,994 $ 720,000 $ 470,000 $ 765,802 $ (262,198) Economic Development Programs
Commercial Rehabilitation Programs 450,000 - (450,000)
Business Support Programs 250,000 - (250,000)
Stockton Entrepreneurship Program 200,000 140,000 250,000 - (250,000) Commercial Façade Improvement Program 175,000 235,000 - Fresh Produce Access Grant - Stocked Full of Produce 30,000 30,000 - Removing Barriers for Blight Abatement 400,180 -
Micro Storefront Beautification Grant 30,000 -
Food Entrepreneurship & Urban Garden Support 150,000 150,000 - Public Infrastructure Improvements - 1,000,000 1,000,000 Total $ 585,000 $ 815,180 $ 950,000 $ 1,000,000 $ 1,000,000 Debt Service - Section 108 Loan $ 2,543,183 $ 1,961,541 $ - $ - - TOTAL USES OF FUNDS $ 5,889,328 $ 6,540,636 $ 5,468,172 $ 5,567,848 $ 441,676 2025-2026 SOURCES AND USES DRAFT

COMMUNITY DEVELOPMENT BLOCK GRANT

ATTACHMENT G
1140
2022-2023

ALLOCATION
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

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

Housing Programs
Emergency Repair Program 60,000 60,000 - - -
Single Family Housing Repair Program 138,533 226,427 -
TOTAL USES OF FUNDS $ 198,533 $ 286,427 $ - $ - $ -
2022-2023

ALLOCATION
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 1,826,436 1,760,707 1,393,227.48 1,393,227.48 - Program Income 200,000 200,000 200,000.00 100,000.00 (100,000) Prior Years Program Income 777,738 1,117,658 595,104.00 (595,104) Reprogrammed Funds -
TOTAL $ 2,804,174 $ 3,078,365 2,188,331.48 1,493,227.48 $ (695,104) USES OF FUNDS:

HOME Administration 270,000 245,000 164,383.10 139,323.00 (25,060) Program Delivery 150,000 150,000 150,000.00 150,000.00 - Loan Fund 2,110,209 2,419,259 1,664,964.25 994,920.36 (670,044) CHDO Set-Aside 273,965 264,106 208,984.12 208,984.12 (0) TOTAL $ 2,804,174 $ 3,078,365 2,188,331.47 1,493,227.48 $ (695,104) $0 $0 Available to Use/Program
2022-2023

ALLOCATION
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 284,870 275,046 283,046 283,046 -
TOTAL $ 284,870 $ 275,046 $ 283,046 $ 283,046 $ -
USES OF FUNDS:

ESG Administration $ 19,125 $ 19,250 $ 21,228 $ 21,228 $ - Sub-Recipient Assistance
Gospel Center Rescue Mission 91,991 (91,991)
Haven of Peace 76,500 -
St. Mary's Interfaith Dining Room 61,249 -
Stockton Shelter for the Homeless 71,249 -
Women’s Center - Youth/Family Services 76,500 -
Ready to Work 18,749 169,827 (169,827)
Central Valley Low Income Housing Corp. 101,249 88,296 - CVLIHC ( HMIS Administration) 13,249 14,500 -
Children's Home Of Stockton

PREVAIL
Subrecipient Assistance Total $ 265,745 $ 255,796 $ 261,818 $ 261,818 - TOTAL $ 284,870 $ 275,046 $ 283,046 $ 283,046 $ -

HOME INVESTMENT PARTNERSHIPS PROGRAM

EMERGENCY SOLUTIONS GRANT
2025-2026 SOURCES AND USES DRAFT

COMMUNITY DEVELOPMENT BLOCK GRANT - REVOLVING LOAN

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City of Stockton
Economic Development Department
Community Participation Plan
(HUD Programs)
March 2025

ATTACHMENT H
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Table of Contents
I. Introduction ............................................................................................................................. 3 II. Development of Consolidated & Annual Action Plans ......................................................... 3 III. Amendments ......................................................................................................................... 4 IV. Consolidated Annual Performance & Evaluation Report ..................................................... 6 V. Affirmatively Furthering Fair Housing & the Assessment of Fair Housing .......................... 6 VI. Outreach ................................................................................................................................ 7 VII. Anti-Displacement & Relocation ...................................................................................... 10 VIII. Complaints ....................................................................................................................... 13

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I. Introduction

The City of Stockton Economic Development Department (EDD or Department) develops this Community Participation Plan as part of the requirements to receive federal funds for the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) programs. The Community Participation Plan defines the public engagement the EDD will lead in developing its five-year Consolidated Plan, each related Annual Action Plan, each Consolidated Annual Performance and Evaluation Report (CAPER), Assessment of Fair Housing, and any Substantial Amendments to the Consolidated Plan or its five Annual Action Plans.

The Consolidated Plan and each year's Action Plan guide the City's use of 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 EDD is the lead agency within the City of Stockton for development and implementation of the Consolidated Plan and Action Plan. 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 community 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, may also be asked to participate.

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

II. Development of Consolidated & Annual Action Plans

The City of Stockton must prepare a Consolidated Plan every five years and an Annual Action Plan annually. The CDC will hold a series of public meetings during the development of 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 encourage participation in the development of these Plans. The CDC will hold at least one meeting annually to review program performance, allow community input regarding the City’s community development and housing needs, and to provide information regarding priorities and proposed activities to community members.

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

In the years when a Consolidated Plan is prepared, a notification on the availability of the draft Consolidated Plan and Annual 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

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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 Annual Action Plan. The final plans will be available on the EDD’s website.

Prior to adopting the Consolidated Plan, the City will publish information about anticipated funding amounts (including grants and program income), eligible activities, estimated low/moderate-income benefit, and anti-displacement plans including available relocation assistance. This information will be made available on the City website and in print at the Economic Development Department for a 30-day public comment period. The City Council will hold a public hearing before Plan adoption, and all comments received during the comment period or at the hearing will be considered, summarized, and attached to the Plan prior to HUD submission, including any comments not accepted and the reasons therefore.

III. Amendments

Amendments will be necessary whenever any of the criteria under each plan listed below is considered. Substantial amendments to any of the plans will be subject to the public participation requirements of this Community Participation Plan.

Consolidated Plan Amendment Considerations
A substantial amendment to the Consolidated Plan is defined as:
• Changes to the Consolidated Plan allocation priorities. • An addition or deletion of Consolidated Plan goals.

Annual Action Plan Amendment Considerations
A “substantial amendment” to an Annual Action Plan is defined as:
• Addition of a new project or activity not previously identified in the Annual Action Plan’s Sources & Uses as presented to City Council.
• Deletion or cancellation, during the program year, of a project or activity identified in the Annual Action Plan that has NOT been deemed ineligible or NOT determined to be infeasible.
• 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 (25%) of the City’s annual entitlement. Reallocation of funds between eligible project activities below this threshold will be considered an administrative modification not subject to public hearing requirements of this plan; however, City Council approval will be conducted as required by City policy.

Administrative Updates
Changes to the Annual Action Plan that do not meet substantial amendment criteria include:
• Grammatical or structural edits that do not substantially change the scope or meaning of activity; and changes in the coding or eligibility determination of a project that does not change the scope, location, or beneficiaries.
• Proportional adjustments to the HUD covered programs, after City Council approval, to accommodate official HUD allocation amounts.

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• Reallocation of fund balance, in any amount, from a completed activity, during the program year, to another approved project or activity. In any case where the reallocation of funds occurs, the reallocation will be reported accordingly in the respective year’s CAPER.
• At EDD discretion, other types of changes that do not significantly alter the overall goals, priorities, or allocation of funds may be conducted administratively by the EDD and are not subject to the public hearing requirements of this Community Participation Plan.

Public Notice & Comment
The EDD will provide affected residents with a period of not less than 30 calendar days to make comments on a substantial amendment before it is implemented. Public notice shall include how and where to submit comments on the proposed changes. A summary of these comments, and a summary of comments not accepted and the reasons, therefore, shall be attached to the substantial amendment that is submitted to HUD.

Acceptable methods of meeting the community participation requirements include:
• Publication of the availability of substantial change(s) in a local newspaper. The publication will provide a link to the EDD web page which will provide more detailed information on the substantial amendment(s) and how to provide comments. • Publication of any proposed change shall appear in a local newspaper whose primary circulation is within the area serving the community of affected residents and include how to provide comments.
• Advertisement of the availability of the proposed change on the EDD website and include how to provide comments.
• Posting notices on the EDD website and social media accounts, including how to provide comments.
• Holding public meetings with the Community Development Committee (CDC) to receive input on the substantial amendment.

Disaster/Emergency Events that may Require Expedited Substantial Amendments It may be necessary to expedite substantial amendments to the Consolidated Plan in the event of a declared (local, state, or national) disaster or emergency. There are three types of disasters/emergency events that may necessitate an expedited substantial amendment including:

1. Man-Made-disasters: examples include chemical spills, power outages, dam failure, plant explosions, etc.

2. Natural disasters: examples include earthquakes, wildfires, flooding, and public health emergencies (such as COVID-19)

3. Terrorism: examples include bomb threats, biochemical attacks like the spread of anthrax, or cyber-attacks like hacking, phishing, and virus distribution, etc.

These expedited substantial amendments may include funding new activities and/or the reprogramming of funds including canceling Annual Action Plan planned activities to meet needs resulting from a declared disaster or emergency. Therefore, the EDD may utilize CDBG, HOME, or ESG funds to meet these needs with a five (5) day public comment period instead of a 30-day public comment period, which is otherwise required for substantial amendments.

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With respect to a declared disaster, the EDD may elect to use CDBG, HOME, or ESG funds to address needs not provided for by the Federal Emergency Management Agency (FEMA) and the Small Business Administration (SBA), or other disaster relief efforts. Funding for disaster relief may not duplicate other efforts undertaken by federal or local sources unless allowed by the federal government. Potential eligible uses of funds are those that are included in this Community Participation Plan, the Consolidated Plan, or any other CDBG, HOME, or ESG eligible use. HUD may provide new guidance on eligible uses or waivers for alternate protocols which the EDD will comply with and may utilize as well.

Submission of Amendments and Administrative Updates to HUD The EDD will submit Substantial Amendments to HUD on a rolling basis or at the end of the program year. Administrative Updates are not formally noticed to the public, nor submitted to HUD. However, documentation describing general changes and/or identifying specific changes will be included in the annual Consolidated Annual Performance and Evaluation Report (CAPER), which is made available to the public.

IV. Consolidated Annual Performance & 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 28.

Prior to submission to HUD there shall be a 15-day public review/comment period. During this time, the CDC shall review the document. The CDC will hold a public meeting to review 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.

V. Affirmatively Furthering Fair Housing & the Assessment of Fair Housing Effective July 31, 2021, HUD’s 2021 Interim Final Rule (IFR), “Restoring Affirmatively Furthering Fair Housing Definitions and Certifications,” requires program participants to submit certifications that they will affirmatively further fair housing in connection with their consolidated plan, annual action plans, and public housing agencies (PHA) plans. Program participants who are covered by the statutory Affirmatively Furthering Fair Housing (AFFH) rule include jurisdictions that are required to submit a Consolidated Plan in connection with the receipt of CDBG, HOME, or ESG funding.

In the state of California, jurisdictions are also required to complete a Housing Element with an Assessment of Fair Housing (AFH), which meets current federal fair housing analysis requirements thereby complying with the AFFH mandate. The EDD will participate in the City’s

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Housing Element process and incorporate the AFH findings, goals, and strategies into its Consolidated and Annual Action Plans. The EDD will also integrate fair housing topics, findings, and actions into its public engagement and consultation for the Plans.

VI. Outreach
Community Development Committee
The Community Development Committee (CDC) is an advisory board to the City Council 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 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 community organizations, particularly those that represent persons of low and moderate income, in developing proposals or organizing neighborhood groups.

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

The functions of the CDC shall be as follows:

1. Provide a forum for the community, particularly those likely to be affected by community and housing activities, in areas where residents are of low and moderate income (defined below).
a. Lower income: households with 50% to 80% of Area Median Income (AMI); the term may also be used to mean 0% to 80% of AMI
b. Moderate income: households with 80% to 120% of AMI

2. Disseminates program information including, but not limited to, the following:
a. Amount of funds available annually under each program b. Range of eligible activities
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 community in the program
f. Any other important program requirements

3. 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

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housing programs or plans including subsequent amendments or basic changes to any of the above.

CDC appointment terms shall be staggered to follow the term of the appointing Council member.

Upon re-election, Council members may elect to appoint a new CDC member.

Public Meetings & Hearings
The City will hold at least two public hearings annually that together address: housing and community development needs, development of proposed activities, proposed strategies for affirmatively furthering fair housing, and review of program performance. At least one hearing will be held before the CDC to obtain community input, and one before the City Council to present recommendations and consider approval.

Notice of all public hearings shall be published in a paper of general circulation not less than ten 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.

During the program year, public meetings and hearings related to the Consolidated and Annual Action Plans will be held at times and locations convenient to potential or actual beneficiaries and with accessibility to the handicapped. Proper notice shall be given, which includes posting the agenda a minimum of 72 hours prior to the meeting. Minutes shall be taken of all public hearings that meet quorum and shall be available for public review online at www.stocktonca.gov and at the Office of the City Clerk during regular working hours.

CDC meetings shall be scheduled and convened at least quarterly. 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 communities, public agencies, and other interested parties, 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 by assisted activities.

2. To afford affected communities 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 and Annual Action Plan.

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

Language Access Plan for Limited English Proficient Persons The City of Stockton has a diverse population where many languages are spoken. To the extent required by the City’s Language Access Plan (LAP), the EDD will make every effort to ensure

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that Limited English Proficient (LEP) persons (those that meet LAP required thresholds) have meaningful access to federally funded programs and services.

Regardless of which language a person speaks or their ability to speak English, the EDD will make every effort to ensure that LEP persons have meaningful access to federal funding services and documents through either oral translators or written interpretation of vital documents, upon request.

Language Access Plan
The EDD has conducted the four-factor analysis and developed its own Language Access Plan (LAP) to ensure that LEP persons (that meet the federally required threshold) have meaningful access to federally funded programs and services.

The four-factor analysis is as follows:
• Factor 1: Determine the number or proportion of LEP persons served or encountered in the eligible service area.
• Factor 2: Determine the frequency with which LEP persons encounter the CDBG, HOME, and/or ESG funded programs.
• Factor 3: Determine the importance of the information, services, program, or activity to people’s lives.
• Factor 4: Assess costs versus resources and benefits in providing language services.

Accessibility & Special Accommodations
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) 937-8458, 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.

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

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

Economic Development Department
400 East Main Street 4th Floor
Stockton, CA 95202
(209) 937-8539

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These documents are also available online at https://www.stocktonca.gov/housing under the 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 will be provided to groups representing people 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 their designee.

VII. Anti-Displacement & Relocation

Anti-Displacement Policy
The City seeks to minimize, to the greatest extent possible, the involuntary displacement, whether permanently or temporarily, of persons (families, individuals, businesses, nonprofit organizations, or farms) from CDBG, ESG, or HOME funded activities.

Projects that the City deems beneficial but that may cause displacement may be recommended and approved for funding only if the City demonstrates that such displacement is necessary and vital to the project and that they take efforts to reduce the number of persons displaced. Further, it must be clearly demonstrated that the goals and anticipated accomplishments of a project outweigh the adverse effects of displacement imposed on persons who must relocate This section describes the City’s Anti-displacement and Relocation Plan and how it will assist persons who will be temporarily relocated or permanently displaced due to the use of HUD funds. This plan takes effect whenever the City sponsors projects using CDBG, ESG, or HOME funds that involve the following:
• Property acquisition; or
• The demolition or rehabilitation/conversion of low- and moderate-income dwelling units.

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Two acts place obligations on the City if any of the above issues are present:

1. The Uniform Relocation Assistance and Real Property Policies Act of 1970 (URA); and

2. Section 104(d) of the Housing and Community Development Act of 1974.

What is Displacement?
Displacement occurs when a person moves as a direct result of a federally assisted acquisition, demolition, conversion, or rehabilitation activities because they are:
• Required to move;
• Not offered a decent, safe, sanitary, and affordable unit in the project; or • Treated “unreasonably” as part of a permanent or temporary move.

What is a Displaced Person?
The term displaced person means any person that moves from real property or moves their personal property from real property permanently as a direct result of one or more of the following activities:
• Acquisition of, or written notice of intent to acquire, or the initiation of negotiations to acquire, such real property, in whole or in part, for a project. • Rehabilitation or demolition of such real property for a project. • Rehabilitation, demolition, or acquisition (or written notice of intent) of all or a part of other real property on which the person conducts a business or farm operation, for a project.

A person may also be considered displaced if the necessary notices are not given or provided in a timely manner and the person moves for any reason.

Persons Not Eligible for Assistance
A person is not eligible for relocation assistance under the provisions of the URA if any of the following occurs:
• The person was evicted for serious or repeated violation of the terms and conditions of the lease or occupancy agreement, violation of applicable Federal, State, or local law, or other good cause. However, if the person was evicted only to avoid the application of URA, then that person is considered displaced and is eligible for assistance. • The person has no legal right to occupy the property under State or local law. • The City determines that the person occupied the property to obtain relocation assistance and the HUD Field Office concurs in that determination. • The person is a tenant-occupant that moved into the property after a certain date, specified in the applicable program regulation, and, before leasing and occupying the property, the City provided the tenant-occupant written notice of the application for assistance, the project's impact on the person, and the fact that he or she would not qualify as a “displaced person” because of the project. • The person is a tenant-occupant of a substandard dwelling that is acquired or a tenantoccupant of a dwelling unit to which emergency repairs are undertaken, and the HUD field office concurs that:
o Such repairs or acquisition will benefit the tenant;
o Bringing the unit up to a safe, decent, and sanitary condition is not feasible;

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o The tenant’s new rent and average estimated monthly utility costs will not exceed the greater of: the old rent/utility costs or 30 percent of gross household income; and
o The project will not impose any unreasonable change in the character or use of the property.
o The person is an owner-occupant of the property who moves because of an arm’s length acquisition;
o The City notifies the person that they will not displace him or her for the project; o The person retains the right of use and occupancy of the real property following the acquisition; or
o The City determines that the person is not displaced as a direct result of the acquisition, rehabilitation, or demolition for the project and the HUD field office concurs in the determination.

Minimizing Displacement
The City will take reasonable steps to minimize displacement occurring as a result of its CDBG, ESG, and HOME activities. This means that the City will:
• Consider if displacement will occur as part of funding decisions and project feasibility determinations;
• Assure, whenever possible that occupants of buildings to be rehabilitated are offered an opportunity to return;
• Plan substantial rehabilitation projects in “stages” to minimize displacement; and • Meet all HUD notification requirements so that affected persons do not move because they have not been informed
Displacement and Relocation Assistance
If the City temporarily displaces a household or business, that household or business becomes eligible for certain relocation payments. The assistance applies to those persons or business occupying the property at the time the application is processed and is based on the following procedures:
• If the structure and its occupants are determined eligible for temporary relocation assistance, the owner-occupants and/or tenants are eligible for the actual reasonable cost (based on fair market rent) of temporary lodging facilities until the structure is determined habitable by a housing or building inspector authorized by the City to make the determination;
• The City must approve housing and the Lessor and Lessee must sign a rent agreement before move-in. Housing must be comparable functionally to the displacement dwelling and decent, safe, and sanitary. This does not mean that the housing must be in comparable size. The term “functionally equivalent” means that it performs the same function, has the same principal features present, and can contribute to a comparable style of living. Approved lodging accommodations include apartments and houses. The City does not reimburse “rental expenses” for living with a friend or family member; • The City may facilitate moving and storage of furniture with a moving company; • Damage deposits, utility hookups, telephone hookups and insurance costs are not eligible for reimbursement; and
• The City may pay the cost of relocation assistance from available Federal funds

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Change in Use of Real Property
The standards described in this section apply to real property within the administering agency’s control, which is acquired or improved in whole or in part using more than $25,000 in CDBG funds (24 CFR §570.505). These standards shall apply from the date CDBG funds are spent for the property until five years after closeout of the grant from which the assistance to the property was provided.

A recipient cannot change the use or planned use of any property (including beneficiaries of such use) from that for which the acquisition or improvement was made unless the recipient provides affected residents with an opportunity to comment on, any change, and either:

1. The new use of such property qualifies as meeting one of the national objectives and is not a building for the general conduct of government; or

2. The recipient determines, after consultation with affected residents, that it is appropriate to change the property’s use to another use which does not meet a national objective and reimburses the CDBG program in the amount of the current fair market value of the property, less any portion of the value attributable to expenditures of non-CDBG funds for the acquisition of and improvements to the property.

Community members will be informed of changes in the use or planned use of the property by means of a notice, which will be published in a newspaper of general circulation that serves the community of affected residents. The notice will provide a description of the proposed change in use or planned use of the property and will also advise how and where to submit comments. The public will have an opportunity to comment on the proposed change in use or planned use of the property for a period of no less than 15 days.1

VIII. 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, where practicable. 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 community member may address a complaint directly to the City Council if they feel their grievance has not been resolved.
1 Further details on changes in use requirements are set forth in the CDBG regulations at 24 CFR § 570.505.

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City of Stockton
Economic Development Department
Language Access Plan
March 2025

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Table of Contents
I. Language Access Plan Overview ................................................................................................ 3 II. Plan Development and Implementation ..................................................................................... 3 III. Needs Assessment: Four Factor Analysis ................................................................................. 4 IV. Language Assistance Services and Translations ....................................................................... 6 V. Staff Training .............................................................................................................................. 7 VI. Vital Document Translation (Safe Harbor Provisions) ............................................................. 7 VII. Availability of Language Assistance at No Cost ..................................................................... 8 VIII. Monitoring and Updating the Language Access Plan (LAP) ................................................. 8 IX. Definitions ................................................................................................................................ 9

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I. Language Access Plan Overview
The City of Stockton has a diverse population where many languages are spoken. A substantial number of persons that speak these languages do not speak English or speak English less than very well and are considered Limited English Proficient (LEP).

In accordance with federal, state and local law, specifically Executive Order 13166, Housing and Urban Development (HUD) Limited English Proficiency (LEP) Guidance, and Section 7290 et seq. of the California Government Codes (“Dymally-Alatorre Bilingual Services Act”), the City of Stockton’s Economic Development Department (EDD or Department) will provide meaningful access to persons with LEP for its HUD-funded programs and activities and undertake reasonable efforts to provide or arrange free language assistance for LEP applicants or participants.

Policy Statement
It is EDD’s policy to provide timely, meaningful access for persons with LEP to all HUD-funded EDD programs, services, and activities. Individuals who have a limited ability to read, speak, write, or understand English may be entitled to free language assistance with respect to a particular type of service, benefit, or encounter. EDD will provide free language assistance services to persons with LEP whenever an individual with LEP requests language assistance services.

EDD’s Language Access Plan (LAP) will be publicly available on the EDD website at www.stocktonca.gov/EDD or from the EDD’s main office upon request. EDD continuously seeks to improve and expand the services it provides to enable persons with LEP to communicate with the EDD in person, over the telephone, in writing, or through electronic forms.

EDD will re-evaluate the LAP as needed or at least every five years to maintain compliance with the requirements set forth in Executive Order 13166 and other LEP related guidance, and to ensure that the LEP communities have continuous, meaningful access to HUD-funded EDD programs, services, and activities.

Purpose and Authority
The purpose of this language policy and Language Access Plan (LAP) is to establish effective guidelines, in accordance with federal and state requirements, for EDD personnel to follow when providing services to, or interacting with persons with LEP to ensure all persons have meaningful access to HUD programs and activities administered by EDD.

II. Plan Development and Implementation
The goal of language access planning and implementation is to ensure that EDD provides meaningful access to all HUD-funded EDD activities, services, and programs to individuals with LEP and ensure effective communication at all points of contact.

Implementation includes the dissemination and accessibility of the LAP to all personnel within EDD, and ensure it is available to applicants, assisted families, and the public upon request.

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Further implementation of the LAP includes providing appropriate language assistance services to the LEP population EDD serves, including oral interpretation, bilingual staff, written translation services, and notice of availability of LEP services.

III. Needs Assessment: Four Factor Analysis
EDD regularly assesses whether the needs of current and potential program participants are met and works to identify the agency’s capacity to meet these needs in accordance with the policies outlined in this plan. These self-assessments assist EDD in identifying language barriers that may delay effective oral and written communication between EDD and persons with LEP.

Language data from the U.S. Census Bureau’s American Community Survey (ACS) was used to identify the languages spoken in limited English-speaking households in Stockton (see Table 1 below). This data assisted EDD in determining the extent to which services are needed in various languages and to ensure EDD is meeting the needs of the people with LEP whom it serves.

HUD’s LEP guidance sets forth a four-factor analysis to use to determine the extent of EDD’s commitment to provide services to individuals with LEP. This LAP used the four-factor analysis to determine the appropriate language assistance services to ensure that persons with LEP have meaningful access to EDD’s HUD-funded services, activities, and programs.

Factor 1: Determine the number or proportion of LEP individuals in the eligible service population.

An analysis of data from the U.S. Census Bureau's 2023 American Community Survey (ACS) 1- Year Estimates Detailed Household Language by Household English Limited English-Speaking Status (Table S16002) shows the following for Stockton:

Top Language groupings of
Limited English Speaking
Households
Limited English
Speaking Households
Percentage of Limited
English Speaking
Households Compared to
Stockton Total
Spanish 6,934 6.8%
Chinese (incl. Mandarin,
Cantonese) 1,061 1.04%
Vietnamese 489 0.48%
Tagalog 195 0.19%
Total 8,679 101,924
English Only 44,919 44.07%
Table 1 – Limited English Speaking Households in Stockton, CA Source: US Census Bureau, 2023: ACS 1-Year Estimates Subject Tables, S16002- Detailed Household Language by Household English Limited English-Speaking Status

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Key findings:
• Limited English Proficiency in Spanish: This data shows that Spanish speaking residents of Stockton comprise the highest numbers of those needing language access. o Nearly 7,000 Households: Approximately 6,934 Spanish-speaking households reported speaking English less than very well.
o Almost 7% of the total Stockton Households: Spanish-speaking households that have limited-English skills constitute 6.8% of the total number of households in Stockton.
• Limited English Proficiency in Other Asian Languages: The analysis revealed a considerable number of Limited English speaking households in Chinese languages (including Mandarin and Cantonese), Vietnamese, and Tagalog. o More than 1,000 Limited English Speaking Chinese households: 1,061 households reported speaking English less than very well in Chinese-language speaking households, including Mandarin and Cantonese.
o Nearly 500 Limited English Speaking Vietnamese households: 489 households reported speaking English less than very well in Vietnamese-speaking households. o Nearly 200 Limited English Speaking Tagalog households: 195 households reported speaking English less than very well in Tagalog-speaking households. • Supporting Evidence: This analysis aligns with the City of Stockton EDD's experience and current practices serving LEP residents and resonates with the feedback provided by local community organizations.

Factor 2: The frequency LEP individuals encounter the program.

The frequency of contact with LEP individuals should be considered relative to the specific program and the geographic area being served. Specifically, the more frequently a LEP person from a specific group contracts or requests access to a program, the greater the need for enhanced language services for this group. For example, providing small business assistance will typically require ongoing communication, which may require enhanced language services such as written and/or oral translations. Other activities, such as a complaint process, may require less frequent contact and only limited language services.

The percent of households EDD serves with Spanish identified as their preferred language is significantly smaller than the 6.8% of Spanish-speaking households identified in the 2023 Census estimates. EDD staff encounter Spanish speaking participants and members of the public on an infrequent basis. Despite this, staff will continue to monitor the frequency of calls from Spanish-speaking members of the public to monitor the efficiency of the LAP and identify best practices moving forward.

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

To fully benefit from our programs, all participants and members of the public, regardless of their preferred language, should have the ability to understand EDD programs, services, and

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activities. Additionally, a clear understanding of program requirements and regulations is crucial for obtaining services, adhering to participant obligations, and maintaining program eligibility.

The more important the activity, or the greater the possible consequences of the contact to LEP persons, the more likely the need for language services. As a measure for determining whether a document requires translation, EDD considers the threshold of a “vital document.” Per the HUD guidance, “vital documents” are those that are critical for ensuring meaningful access by beneficiaries or potential beneficiaries generally and LEP persons specifically.

Factor 4: Determine the resources available to assist LEP individuals.

To identify resources for Limited English Proficient (LEP) individuals, EDD explored costeffective methods for delivering language services. EDD utilizes qualified translation services for vital and non-vital document translations and certified translation/interpretation services for oral interpretations when needed. These services ensure translators/interpreters meet the qualifications necessary to provide EDD with timely and accurate translators/interpreters services. EDD employs certified staff who frequently review vendor translated documents for accuracy.

Reasonable steps to provide language access may cease to be reasonable when costs substantially exceed the benefits. However, EDD will utilize strategies to maximize services and minimize costs when necessary, such as centralizing, sharing, or contracting interpretation and translation services with other City departments or neighboring jurisdictions to achieve economies of scale.

Providing LEP Assistance
EDD has implemented and will continue to implement the following actions to provide resources for LEP individuals:
• Hiring and training bilingual staff.
• Offering third-party interpretation services over the phone at no cost to LEP individuals when necessary.
• Utilizing written translation services to produce materials in Spanish. • Providing Spanish interpretation services for in-person and virtual public meetings, as well as other languages upon request.
• Training public-facing employees on the available EDD language assistance services.

EDD will also explore procuring third-party interpretation services to support these efforts.

IV. Language Assistance Services and Translations
EDD staff will assist persons with LEP who cannot read their preferred language to the same extent as staff would assist English-speaking clients who cannot read English. EDD arranges translation and interpretation services as needed for those who do not speak English and uses professional translation services to ensure persons with LEP have meaningful access to equitable, timely, and high-quality language assistance services.

EDD employs staff who are bilingual in Spanish and English. Bilingual skills are certified through formal testing methods. This process is administered by the standard testing program

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through the Personnel Department of the City of Stockton. EDD’s bilingual staff ensures our ability to respond to individuals with LEP via phone, in-person contact and through written communications in Spanish. To further ensure meaningful accessibility, the EDD website has a language option that directs individuals with LEP to EDD information translated to 80 languages.

V. Staff Training
All EDD staff are made aware of the Department’s language access requirements and provided with this plan. Newly hired staff are also trained in EDD’s language access requirements as part of their orientation. Staff receive on the job training on EDD’s programs, activities and services for persons with LEP.

The Language Access Plan will be:
• Distributed to all supervisors and staff in positions that are likely to come in contact with members of the public and program participants.
• Available at the EDD main office.
• Posted on the EDD website.
• Explained in orientation and training sessions for supervisors and other staff who need to communicate with people with LEP.
• Placed in EDD’s shared forms and procedures directory so all staff have access to the LAP as needed.

Staff are instructed to arrange for a professional interpreter through a Work Order Request Form submitted to administrative staff when an applicant or participant speaks a language other than English.

VI. Vital Document Translation (Safe Harbor Provisions) EDD provides written translations of vital documents for each eligible LEP language group that constitutes 5 percent (5%) or 1,000 individuals, whichever is less, of the population of persons eligible to be served or likely to be affected or encountered.

EDD has determined that because there are more than 5% and more than 1,000 Spanish-speakers in Stockton who speak English “less than very well,” vital documents will continue to be translated into Spanish as needed. As of the date of this LAP publication, Spanish is the only language into which vital documents are translated. However, vital documents will be translated into other languages on an as-needed basis and upon request.

EDD has determined which vital documents are critical for ensuring meaningful access or awareness of rights or services, by beneficiaries or potential beneficiaries generally and persons with LEP specifically.

Vital forms and documents include, but are not limited to:

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1. Pre- and Initial Applications to receive EDD benefits and services, including program guidelines and fact sheets.

2. Consent and Complaint forms.

3. Written Notices of rights, obligations, denial, loss, or decreases in benefits or services, and public hearings.

4. Letters from EDD asking the applicant, recipient, or participant to take action.

5. Any other document considered vital by EDD staff.

VII. Availability of Language Assistance at No Cost
All EDD staff are responsible for ensuring all persons accessing EDD programs, activities, and services, including people with limited English proficiency (LEP), are treated fairly. EDD shall provide meaningful access to equitable, timely, and quality language assistance services to individuals with LEP.

EDD shall:
• Post signs in all areas accessible by visitors and program participants. • Make this Language Access Plan available on the EDD website at www.stocktonca.gov.

VIII. Monitoring and Updating the Language Access Plan (LAP) EDD is committed to ensuring people with Limited English Proficiency (LEP) have equal access to all EDD programs and services.

EDD shall:
• Re-evaluate the LAP every five years: EDD will review this plan as needed but at least every five years to ensure individuals with LEP have continuous, meaningful access to equitable, timely, and quality language assistance services. • Maintain compliance with Executive Order 13166: EDD will ensure this LAP meets the requirements of this law.
• Other LEP related guidance: EDD will ensure this LAP complies with other federal and state guidelines that address how to serve LEP communities and consider these guidelines when updating this LAP.
• Ensure LEP communities have continuous meaningful access: EDD is committed to ensuring persons with LEP have equitable access to our programs, services, and activities and can achieve meaningful participation. This commitment includes providing translated vital and non-vital documents, access to interpreters, and employing bilingual staff.

By regularly reviewing the Language Access Plan, EDD can continuously provide LEP communities equal opportunities and access all HUD-funded EDD programs and services, contributing to a more just and equitable Stockton that empowers all community members.

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IX. Definitions
• Bilingual/Multilingual Staff: A staff person or employee who has demonstrated proficiency in English and reading, writing, speaking, or understanding Spanish. • Interpretation: The act of listening to a communication in one language and orally converting it to another language while retaining the same meaning. • Language Access: Is achieved when persons with LEP can communicate effectively with EDD employees and participate in EDD programs and activities. • Persons with Limited English Proficient (LEP): Individuals for whom English is not their primary language and who have a limited ability to read, write, speak, or understand English. Persons with LEP may be competent in English for certain types of communication but still be LEP for other purposes.
• Meaningful Access: Language assistance that results in accurate, timely, and effective communication at no cost to the person with LEP. For persons with LEP, meaningful access denotes access that is not significantly restricted, delayed, or inferior as compared to programs or activities provided to English proficient individuals. • Preferred/Primary Language: The language that a person with LEP identifies as the preferred language that he or she uses to communicate effectively. • Program or Activity: The term “program or activity” and the term “program” mean all the operations of EDD.
• Translation: The replacement of written text from one language into an equivalent written text in another language.
• Vital Documents: Paper or electronic written material that contains information that is critical for accessing EDD programs or activities or is required by law. Vital documents include, for example: applications, guidelines, model leases, disaster planning formation, consent, and complaint forms; notices of rights and disciplinary action; notices advising persons with LEP of the availability of free language assistance; and letters or notices that require a response from the beneficiary or client. For instance, if a complaint form is necessary to file a claim with an agency, that complaint form would be vital. Non-vital information includes documents that are not critical to access such benefits and services.

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City of Stockton
Economic Development Department
Section 3 Plan
March 2025

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Table of Contents
I. Overview of Section 3 Requirements................................................................. 3 II. Employment, Training, & Contracting Goals................................................. 4 III. Eligibility & Certifications............................................................................... 6 IV. Strategies for Achieving Section 3 Goals........................................................ 7 V. Section 3 Outreach ............................................................................................. 8 VI. Section 3 Provisions/Contract Language........................................................ 9 VII. Reporting Requirements................................................................................. 9 VIII. Complaint Procedure .................................................................................... 9 Appendix A: Definitions .......................................................................................11 Appendix B: Multiple Funding Sources - Chart................................................ 14

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I. Overview of Section 3 Requirements
A. What is Section 3?
Section 3 is a provision of the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u) that is regulated by the provisions of 24 CFR Part 75.

Section 3 ensures that jobs and economic opportunities generated by U.S. Department of Housing and Urban Development (HUD) funded projects, to the greatest extent feasible, and consistent with existing Federal State, and local laws and regulations, go to low-income persons, particularly those receiving housing assistance, and businesses that employ them.

B. Purpose of This Document
This 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 of Stockton’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.

EDD may amend this Plan as necessary to ensure continued compliance with HUD’s requirements and/or to reflect updated Section 3 guidance and outreach strategies.

C. Applicability
Basic Coverage:
1) Public Housing Financial Assistance:
a) All funding amounts are covered by Section 3 rules
b) Includes: development assistance, operating funds, capital funds, and all mixedfinance development. c) No minimum threshold applies
2) Housing and Community Development Financial Assistance:
a) Applies to public construction and housing construction/rehabilitation b) Section 3 applies to projects if they exceed the $200,000 threshold of HUDprovided financial assistance. This threshold applies to total project funding, not to individual contracts.
3) Lead Hazard Control Projects have a separate $100,000 threshold and are calculated independently from other HUD funds.

Multiple Funding Sources:
1) Projects combining Public Housing and other HUD Assistance:
a) Follow public housing rules (subpart B of Part 75) for the public housing portion of contracts.
b) May follow either public housing either public housing (subpart B of Part 75) or community development (subpart C of Part 75) rules for the other portion. c) Must report on the housing rehabilitation, housing construction, or other public construction project as a whole and shall identify the multiple associated recipients.
2) Projects combining only Housing and Community Development Funds:

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a) Follow community development rules (subpart C of Part 75) when combined funds exceeds thresholds
b) Must report to the applicable HUD program office, as prescribed by HUD.

Exclusions:
1) Section 3 requirements do not apply to:

Material Supply Contracts – 24 CFR § 75.3(b),
2) Indian and Tribal Preferences – 24 CFR § 75.3(c), and 3) Other HUD assistance and other Federal assistance not subject to Section 3 – 24 CFR §75.3 (d). However, for financial assistance that is not subject to Section 3, recipients are encouraged to consider ways to support the purpose of Section 3.

II. Employment, Training, & Contracting Goals
A. Safe Harbor Compliance
HUD has set hiring goals to make sure projects help low-income workers. The benchmarks for the minimum percentage of labor hours worked by Section 3 Workers and Targeted Section 3 Workers (both defined in Appendix A) represent minimum targets for a Section 3 Project. The benchmarks are not set asides and quotas, but instead establish what HUD refers to as a "safe harbor" for Subrecipients, Contractors, and Subcontractors on the matter of compliance with Section 3.

Prior to the beginning of work, contractors and subcontractors will be required to certify that they will demonstrate good faith effort as outlined below in section C. After completion of the project, contractors and subcontractors will be required to certify that they followed the prioritization of effort requirements in the Section 3 Cumulative Report.

If the contractor and subcontractor do not meet the safe harbor goals, they must provide evidence of qualitative efforts to assist low and very low-income persons with employment and training opportunities. Examples of this evidence include job postings, documentation of local outreach, training opportunities, or other recorded efforts of hiring local workers.

B. Safe Harbor Benchmarks
To comply with Section 3 requirements outlined in 24 CFR Part 75.19 - for housing and community development financial assistance, subrecipients, contractors, and subcontractors should meet the safe harbor benchmarks. The safe harbor benchmark goals are as follows:

For housing and community development financial assistance 1) Twenty-five (25) percent or more of the total number of labor hours worked by all workers on a Section 3 project are Section 3 workers, as defined in Appendix A.

Formula: Section 3 Labor Hours / Total Labor Hours = 25% And
Five (5) percent or more of the total number of labor hours worked by all workers on a Section 3 project are Targeted Section 3 workers, as defined in Appendix A.

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Formula: Targeted Section 3 Labor Hours / Total Labor Hours = 5% HUD establishes and updates Section 3 benchmarks for Section 3 workers and/or Targeted Section 3 workers through a document published in the Federal Register, not less frequently than once every 3 years. Given that the Section 3 benchmarks are subject to change every three years or sooner, EDD will revisit and/or update their Section 3 Plan every 3 years, as needed.

It is the responsibility of contractors to implement efforts to achieve Section 3 compliance. Any contractor that does not meet the Section 3 benchmarks must demonstrate why meeting the benchmarks was not feasible. All contractors submitting bids or proposals to EDD are required to certify that they will comply with the requirements of Section 3.

C. Contractor Prioritization for Employment, Training, and Contracting Employment and Training
EDD contractors and subcontractors should make best efforts to provide employment and training opportunities to Section 3 workers in the priority order listed below:

For housing and community development financial assistance:
• Provide employment and training opportunities to Section 3 workers within the City of Stockton, in the priority order listed below:
1) Section 3 workers residing within the service area or the neighborhood of the project, and
2) Participants in YouthBuild programs.

Contractors and subcontractors will be required to certify that they will and have made their best efforts to follow the prioritization of effort requirements prior to the beginning work and after work is completed.

Contracting
EDD contractors and subcontractors must make their best efforts to award contracts and subcontracts to business concerns (defined in Appendix A). Business Concerns must demonstrate that they meet the criteria outlined in Appendix A at the time of the bid/proposal. EDD will provide economic opportunities to Section 3 workers in the following order or priority:

For housing and community development financial assistance:
1) Business concerns that provide economic opportunities to Section 3 workers residing within the metropolitan area in which assistance is located, in the following order of priority (where feasible):
a) Section 3 business concerns that provide economic opportunities to Section 3 workers residing within the service area or the neighborhood of the project; and b) YouthBuild programs.

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Contractors and subcontractors will be required to certify that they will and have made best efforts to follow the prioritization of effort requirements prior to the beginning work and after work is completed.

III. Eligibility & Certifications
Individuals and businesses that meet Section 3 criteria may seek Section 3 preference from EDD or its contractors/subcontractors for training, employment, or contracting opportunities on HUDfunded projects through self-certification. To qualify as a Section 3 worker, Targeted Section 3 worker or a Section 3 business concern, each must self-certify that they meet the requirements listed in this plan.

Warning: Contractors or Businesses who misrepresent themselves as Section 3 status and/or report false information may have their contracts terminated as default and be barred from ongoing and future considerations for contracting opportunities with EDD HUD-funded projects.

A. Section 3 Worker and Targeted Section 3 Worker Certification A Section 3 worker seeking certification shall submit self-certification documentation to the recipient contractor or subcontractor, that the person is a Section 3 worker or Targeted Section 3 worker. For the purposes of Section 3 worker eligibility, EDD will use individual income rather than family/household income to determine eligibility. The income limits will be determined annually using the guidelines published at https://www.huduser.org/portal/datasets/il.html.

Persons seeking the Section 3 worker preference shall demonstrate that they meet one or more of the following criteria currently or when hired within the past five years, as documented:
1) A low or very low-income resident (the worker’s income for the previous or annualized calendar year is below the income limit established by HUD), as updated periodically; or 2) Employed by a Section 3 business concern; or
3) A YouthBuild participant.

Persons seeking the Targeted Section 3 worker preference shall demonstrate that they meet one or more of the following criteria:

For housing and community development assistance
1) Employed by a Section 3 business concern or
2) Currently meets or when hired met at least one of the following categories as documented within the past five years:
a) Living within the service area or the neighborhood of the project, as defined in Appendix A; or
b) A YouthBuild participant.

Section 3 workers and Targeted Section 3 workers who are seeking preference in training and employment must submit the Section 3 Worker and Targeted Section 3 Worker Self-Certification Form.

Projects Involving Multiple Sources of Funding

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In cases where Section 3 covered projects include multiple sources of funds, including public housing financial assistance and housing and community development assistance, the EDD may follow either public housing rules (subpart B of Part 75) or community development rules (subpart C of Part 75).

In cases where Section 3 covered projects include multiple housing and development funding sources (financial assistance) from single or multiple recipients, EDD will follow community development rules. Refer to chart in Appendix B for guidance on funding combinations.

IV. Strategies for Achieving Section 3 Goals
EDD will implement strategies to help contractors meet section 3 goals. These strategies may include, but are not limited to:

Documentation and Communication Strategies
1) Sharing/explanation of Section 3 requirements and opportunities with assisted businesses, developers and contractors.
2) Review Section 3 benchmarks and prioritization efforts with contractors and subcontractors. Emphasize that while existing employees need not be terminated, contractors should make every effort to meet Section 3 benchmark goals by utilizing qualified Section 3 workers and Targeted Section 3 workers for new positions when hiring additional employees is needed to complete proposed work. 3) Track and document all labor hours including Section 3 worker hours, Targeted Section 3 worker hours, and overall compliance efforts throughout the project duration.

Additional Support Strategies
1) Hold mandatory pre-bid meetings for contractors interested in submitting a bid/offer/proposal to ensure Section 3 requirements are clearly communicated before bid submission.
2) Assist with workforce planning by requiring contractors to present, at time of bid, their projected labor hours, including total hours, Section 3 worker hours, and Targeted Section 3 worker hours, plus descriptions and wage rates for available positions. 3) Leverage EDD’s communication channels (social media, website, etc.) to broadly share employment and contracting opportunities.
4) Require contractors to submit a list of core employees (including administrative, clerical, planning and construction trades positions) at time of contract award. 5) Establish and maintain an internal database to track Section 3 compliance measures, including but not limited to:
a) Certified Section 3 workers and/or business concerns; b) HUD-funded projects that exceed the required threshold; and c) Labor hours of Section 3 projects.

Note: These strategies serve as tools to help achieve Section 3 goals. EDD will evaluate and select appropriate strategies based on project requirements, available resources, and effectiveness in meeting goals.

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V. Section 3 Outreach
A. Outreach Efforts for Employment and Training
Contractors and subcontractors should employ several active strategies to notify Section 3 workers and Targeted Section 3 workers of Section 3 job opportunities, including but not limited to:
1) Clearly indicating Section 3 eligibility on all job postings with the following statement:
“This job is a Section 3 eligible job opportunity. We encourage applications from individuals that are low income and/or live in Public Housing and/or receive a Section 8 voucher.”
2) Including the Section 3 Worker and Targeted Section 3 Worker Self-Certification Form in all job postings.
3) Establishing a current list of Section 3 eligible applicants. 4) Contacting local community organizations and providing them with job postings for Section 3 eligible applicants.
5) Coordinating an ad campaign, which results in widespread job posting across diverse ad networks including:
a) Advertising job opportunities via social media.
b) Advertising job opportunities via flyer distributions and mass mailings and posting ads in housing management offices.
c) Contacting neighborhood community organizations to request their assistance in notifying residents of available training and employment opportunities.

B. Outreach Efforts for Contracting
When contracting opportunities arise in connection with HUD Programming, EDD will employ the following strategies to notify Section 3 Business Concerns of Section 3 contracting opportunities, including but not limited to:
1) Adding Section 3 language to all RFPs, procurement documents, bid offerings and contracts utilizing housing and community development assistance that exceeds the thresholds of $200,000.
2) Advertising contracting opportunities in local community papers and notices that provide general information about the work to be contracted and where to obtain additional information.
3) Providing written notice of contracting opportunities to all known Section 3 Business Concerns. The written notice will be provided in sufficient time to enable business concerns the opportunity to respond to bid invitations. 4) Coordinating with the prime contractor to publicize contracting opportunities for small businesses.
5) Coordinating with other business assistance agencies and contractor associations to inform them of contracting opportunities and request their assistance in identifying Section 3 business concerns (may include local community development organizations, business development agencies [Chamber of Commerce], and minority contracting associations).
6) Connecting Section 3 business concerns with resources to support business development to assist in obtaining contracting opportunities (e.g., bonding and insurance assistance, etc.). Contractors will also be encouraged to collaborate with EDD as subcontract

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opportunities arise in an effort to notify eligible Section 3 business concerns about the contracting opportunities.

VI. Section 3 Provisions/Contract Language
EDD will include standard Section 3 language in all of its contracts to ensure compliance with regulations in 24 CFR Part 75. EDD will take appropriate actions upon finding that a contractor is in violation of these regulations and does not knowingly contract with any contractor that has been found in violation of Section 3 regulations.

Contractors and subrecipients are required to include standard Section 3 language in all contracts or agreements for subcontractors to meet the requirements of 24 CFR Part 75.19 (for housing and community development financial assistance).

For businesses, noncompliance with HUD’s Section 3 regulations may result in sanctions, termination of a contract for default, and debarment or suspension from future HUD assisted contracts.

VII. Reporting Requirements
A. Project Completion Reporting
Once a project is completed, contractors must submit a final Section 3 cumulative report documenting the following (see 24 CFR Part 75.25 for further guidance):
1) The total number of labor hours worked;
2) The total number of labor hours worked by Section 3 workers; and 3) The total number of labor hours worked by Targeted Section 3 workers.

If benchmarks were not met, documentation of efforts made to achieve compliance must be submitted.

B. Reporting on Projects with Multiple Funding Sources
1) For Section 3 projects that include public housing financial assistance and housing and community development financial assistance, each recipient/grantee will report on the project as a whole and will identify the multiple associated recipients. 2) For projects assisted with funding from multiple sources of housing and community development assistance that exceed the thresholds of $200,000, EDD will follow subpart C of Part 75 and will report to the applicable HUD program office, as prescribed by HUD. Note: Refer to chart in Appendix B for guidance.

VIII. Complaint Procedure
In an effort to resolve complaints generated due to non-compliance through an internal process, EDD encourages submittal of such complaints to its office as follows:
1) Complaints of non-compliance should be filed in writing and must contain the name of the complainant and a detailed description of the alleged violation of 24 CFR Part 75. 2) Complaints must be filed within 60 calendar days after the complainant becomes aware of the alleged violation.

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3) An investigation will be conducted if the complaint is found to be valid. EDD will conduct an informal, but thorough investigation affording all interested parties, if any, an opportunity to submit testimony and/or evidence pertinent to the complaint.

Complaints should be submitted to [email protected], with the Subject Line: “Section 3 Complaint” and include the above referenced information.

Complainants may be eligible to bring complaints under other federal laws. The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information (medical history or predisposition to disease). For more information about complainant rights, please contact EEOC at: www.EEOC.gov.

The Department of Labor Office of Federal Contract Compliance Programs (OFCCP) enforces, for the benefit of job seekers and wage earners, the contractual promise of affirmative action and equal employment opportunity required of those who do business with the Federal government.

More information about the services they provide can be obtained at: http://www.dol.gov/ofccp/.

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Appendix A: Definitions
The terms HUD, Public housing, and Public Housing Agency (PHA) are defined in 24 CFR part

5. The following definitions also apply to 24 CFR Part 75 HUD’s Economic Opportunities for Low-and Very Low-Income Persons:
1937 Act means the United States Housing Act of 1937, 42 U.S.C. 1437 et seq. activities related to Public Housing
Contractor means any entity entering into a contract with:
(1) A recipient to perform work in connection with the expenditure of public housing financial assistance or for work in connection with a Section 3 project; or (2) A subrecipient for work in connection with a Section 3 project.

Labor hours means the number of paid hours worked by persons on a Section 3 project or by persons employed with funds that include public housing financial assistance.

Low-income person means a person as defined in Section 3(b)(2) of the 1937 Act, at or below 80% AMI. Note that Section 3 worker eligibility uses individual income rather than family/household income.

Material supply contracts means contracts for the purchase of products and materials, including, but not limited to, lumber, drywall, wiring, concrete, pipes, toilets, sinks, carpets, and office supplies.

Professional services means non-construction services that require an advanced degree or professional licensing, including, but not limited to, contracts for legal services, financial consulting, accounting services, environmental assessment, architectural services, and civil engineering services.

Public housing financial assistance means assistance as defined in 24 CFR Part 75.3(a)(1).

Public housing project is defined in 24 CFR 905.108.

Recipient means any entity that receives directly from HUD public housing financial assistance or housing and community development assistance that funds Section 3 projects, including, but not limited to, any State, local government, instrumentality, PHA, or other public agency, public or private nonprofit organization.

Section 3 means Section 3 of the Housing and Urban Development Act of 1968, as amended (12 U.S.C. 1701u).

Section 3 business concern means:

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(1) A business concern meeting at least one of the following criteria, documented within the last six-month period:
(i) It is at least 51 percent owned and controlled by low- or very low-income persons;
(ii) Over 75 percent of the labor hours performed for the business over the prior three-month period are performed by Section 3 workers; or (iii) It is a business at least 51 percent owned and controlled by current public housing residents or residents who currently live in Section 8-assisted housing. (2) The status of a Section 3 business concern shall not be negatively affected by a prior arrest or conviction of its owner(s) or employees.
(3) Nothing in this part shall be construed to require the contracting or subcontracting of a Section 3 business concern. Section 3 business concerns are not exempt from meeting the specifications of the contract.

Section 3 project means a project defined in 24 CFR Part 75.3(a)(2).

Section 3 worker means:
(1) Any worker who currently fits or when hired within the past five years fit at least one of the following categories, as documented:
(i) The worker's income for the previous or annualized calendar year is below the income limit established by HUD.
(ii) The worker is employed by a Section 3 business concern. (iii) The worker is a YouthBuild participant.
(2) The status of a Section 3 worker shall not be negatively affected by a prior arrest or conviction.
(3) Nothing in this part shall be construed to require the employment of someone who meets this definition of a Section 3 worker. Section 3 workers are not exempt from meeting the qualifications of the position to be filled.

A Service area or the neighborhood of the project means an area within one mile of the Section 3 project or, if fewer than 5,000 people live within one mile of a Section 3 project, within a circle centered on the Section 3 project that is sufficient to encompass a population of 5,000 people according to the most recent U.S. Census.

A Targeted Section 3 worker for housing and community development financial assistance means a Section 3 worker who is:

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(1) A worker employed by a Section 3 business concern; or (2) A worker who currently fits or when hired fit at least one of the following categories, as documented within the past five years:
(i) Living within the service area or the neighborhood of the project, as defined in § 75.5; or
(ii) A YouthBuild participant.

Section 8-assisted housing refers to housing receiving project-based rental assistance or tenantbased assistance under Section 8 of the 1937 Act.

Service area or the neighborhood of the project means an area within one mile of the Section 3 project or, if fewer than 5,000 people live within one mile of a Section 3 project, within a circle centered on the Section 3 project that is sufficient to encompass a population of 5,000 people according to the most recent U.S. Census.

Small PHA means a public housing authority that manages or operates fewer than 250 public housing units.

Subcontractor means any entity that has a contract with a contractor to undertake a portion of the contractor's obligation to perform work in connection with the expenditure of public housing financial assistance or for a Section 3 project.

Subrecipient has the meaning provided in the applicable program regulations or in 2 CFR 200.93.

Targeted Section 3 worker has the meanings provided in 24 CFR Part 75.11, 75.21, or 75.29, and does not exclude an individual that has a prior arrest or conviction.

Very low-income person means the definition for this term set forth in section 3(b)(2) of the 1937 Act (at or below 50% AMI).

YouthBuild programs refers to YouthBuild programs receiving assistance under the Workforce Innovation and Opportunity Act (29 U.S.C. 3226).

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Appendix B: Multiple Funding Sources - Chart

TYPE OF

FINANCIAL

ASSISTANCE

DEFINITIONS
*TARGETED
SECTION 3
WORKER

THRESHOLDS PRIORITIZA
TION

REPORTING
Public Housing and
Housing and
Community
Development
PHA – must
follow subpart B
of Part 75
HCD – may
follow subpart B
or C of Part 75
None
*Any amount of PH
assistance triggers
Section 3
PHA – must
follow subpart
B of Part 75
HCD – may
follow subpart
B or C of Part
75 PHA – must follow subpart B
of Part 75
HCD – may follow subpart B or
C of Part 75
Both - Must report on project as
a whole and identify the
multiple associated recipients
Multiple Sources of
Housing and
Community
Development
(single or multiple
recipients)
Must follow
subpart C of Part
75 Exceeds $200,000
for Section 3
projects
*LHCHHP exceeds
$100,000
Must follow
subpart C of
Part 75
Must follow subpart C of Part
75 Must report on project as a
whole and identify the multiple
associated recipients
Must report to the applicable
HUD program office, as
prescribed by HUD

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Citizen Participation Outreach Table for 2025-2029 Con Plan Comment Period Sort
Order
Mode of Outreach Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
1 March 13, 2025
Oak Park Senior
Center
Seniors, broad /
community
outreach
Engagement
by 25+
seniors and
members of
the public
General comments and
questions were provided by
members of the public.

Areas of discussion included:
• Program impacts from
federal funding
decisions;
• Resources available to
unhoused individuals,
including bathroom
access;
• Inclusion of food
insecurity services in the
Con Plan and Action Plan;
• Process for seniors to
access affordable
housing;
• Process for participating
in the Public Services
selection process;
• Outline of the SingleFamily Rehabilitation
Program.

EDD accepted
all comments
received and
responded to
inquiries from
the public.

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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
2 March 19, 2025
Van Buskirk
Community Center
Non-targeted,
broad / community
outreach
Engagement
by two (2)
members of
the public
General comments and
questions were provided by
members of the public.

Areas of discussion included:
• The Plan’s inclusion of
sidewalk improvements;
• Downpayment assistance
programs.

EDD accepted
all comments
received and
responded to
inquiries from
the public.

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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
3 March 26, 2025
Community
Development
Committee (CDC)
Public Hearing
Non-targeted,
broad / community
outreach
CDC Public
Hearing
General comments from the
CDC members about future
strategies and items for CDC
discussion. A CDC member
asked whether outreach was
conducted in various
districts, and the anticipated
benefit/impact to those
communities. No comments
were received on the
content of the Con Plan or
Action Plan.

EDD accepted
all comments
received and
responded to
inquiries from
the CDC
members.

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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
4 April 2, 2025
Sierra Vista
Community Center
Non-targeted,
broad / community
outreach
Engagement
by four (4)
members of
the public
General comments and
questions were provided by
members of the public.

Areas of discussion included:
• Program impacts from
federal funding
decisions;
• Outline of the SingleFamily Rehabilitation
Program;
• Importance of fair
housing services;
• Impact of homelessness
on overall community;
• Lack of lighting and
sidewalks in South
Stockton.

EDD accepted
all comments
received and
responded to
inquiries from
the public.

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Resolution No.

STOCKTON CITY COUNCIL
RESOLUTION APPROVING AND ADOPTING 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
Title I of the Housing and Community Development Act of 1974 (“Act”) finds and declares that the future welfare of the nation and the well-being of its citizens depends upon establishing and maintaining viable urban communities as social, economic, and political entities and requires systematic and sustained action by federal, state, and local governments to eliminate blight and conserve and renew older urban areas in order to improve the living conditions and environment of low and moderate income families and to develop new centers of population growth and economic activity; and Of utmost importance to the welfare of the community and a vital concern under the Act with regard to persons of low and moderate income is eliminating slums and blight, preventing blighting influence, and preventing the deterioration of private property, neighborhoods, and community facilities; and
The elimination of conditions that are detrimental to the health, safety, and public welfare through infrastructure improvements, environmental cleanup, rehabilitation assistance, community development, and related activities are vital concerns to the City of Stockton (“City”); and
In compliance with 24 CFR, Parts 91, 92, 570, and 576, which address the Consolidated Submission for Community Planning and Development Programs, the City prepared a Consolidated Plan for Community Development Block Grant (“CDBG”), Home Investment Partnerships (“HOME”), and Emergency Solutions Grants (“ESG”) Programs; and
The Consolidated Plan is the City’s five-year planning document for CDBG, HOME and ESG funds, which provides an assessment of local housing conditions and a longterm strategy for addressing community needs; and The Consolidated Plan regulations (24 CFR 91) require each state and local government to submit a certification that it is affirmatively furthering fair housing which means that it will conduct an analysis of impediments to fair housing choice and take appropriate actions to overcome the effects of impediments identified through that analysis; and
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On March 14, 2025, a notice that the 2025-2029 Consolidated Plan, 2025-2026 Annual Action Plan, Community Participation Plan, Language Access Plan, and Section 3 Plan were available for review was published in The Record, the local newspaper of general circulation, and posted in public places, thereby beginning a 30-day period for citizens to review and comment on the draft plans; and
The City’s application for funds under the CDBG, HOME, and ESG Programs, which include the Consolidated Plan and the One-Year Action Plan, must be filed with the United States Department of Housing and Urban Development (“HUD”) on or before May 16, 2025; and
On April 15, 2025, the City Council held a public hearing during which the City Council requested a continuation of the public hearing to the April 29, 2025, Council meeting; and
On April 29, 2025, the City Council held a public hearing during which staff presented an overview of the elements of the proposed Consolidated Plan, Annual Action Plan, Community Participation Plan, Language Access Plan, and Section 3 Plan, and citizens were provided an opportunity to comment and all persons requesting to be heard were heard and their comments considered; now, therefore,

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

1. The City Council hereby approves and adopts the 2025-2029 Consolidated Plan (Con Plan), 2025-2026 Annual Action Plan (Action Plan), Community Participation Plan, Language Access Plan, and Section 3 Plan for the CDBG, HOME, and ESG Programs, all of which are on file with the Office of the City Clerk and the Economic Development Department.

2. The City Manager, or designee, is hereby authorized 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.

3. The City Manager is hereby authorized to take such actions as necessary and appropriate to file the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan, including proportional adjustments to funding amounts based on the final HUD allocations.

4. The City Council hereby assures the United States of America and the Secretary of HUD that the City, as the applicant, shall:
a. Fully comply with the HUD regulations effectuated by Title VI of the Civil Rights Act of 1964.
//
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b. Fully comply with the federal labor standards imposed under Title VII of the Housing and Community Development Act of 1977.

5. The City Manager, or designee, is hereby authorized to execute all documents and forward them to HUD, and to take whatever actions are necessary and appropriate to carry out the purpose and intent of this Resolution.

PASSED, APPROVED, and ADOPTED: April 29, 2025 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
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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 Economic Development Department
April 29, 2025
Agenda item 16.2
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DRAFT

CONSOLIDATED PLAN
& ANNUAL ACTION
PLAN
YOUR VOICE.

OUR FUTURE.
2025-2029
Help Guide
Stockton for the
Next Five Years.
1186
Timeline Overview
• Extensive Outreach: October 2024 – Now
• Community Survey
• Community Meetings
• Focus Groups
• Event Tabling
• Public Comment Period: March 14, 2024 - Now
• City Council Meeting on Draft Consolidated Plan: April 29, 2025 • Final Consolidated Plan Submitted to HUD: May 2025
1187
1188
1189
Priorities Goals
• Increase and Preserve Affordable
Housing Opportunities: Preserve,
improve, and expand the supply of
decent affordable housing • Reduce Homelessness: Provide supportive services for the City’s
unhoused populations
• Resilient and Healthy Communities:

Sustained ability to use available
resources to respond to adverse
situations
• Strengthen Local Economy: Promote
economic development activities
• Develop & Rehabilitate Affordable
Housing Units
• Provide Services to Prevent &
Reduce Homelessness
• Resilient Infrastructure & Public
Facilities
• Healthy Neighborhoods &
Residents: Ensure the provision of
high-quality public services • Support Businesses
• Increase Access to Economic
Opportunity
2025 - 2029
1190
2025-2026 Annual
Action Plan
1191
2025-2026 Expected
Allocations

CDBG ESG HOME
$3,240,738 $283,046 $1,393,227
NOTE: 2025-2026 expected allocations are estimates based on previous year’s allocations. Official allocations not yet released by HUD.

Final award amounts and distribution among the different projects/activities identified in this AAP and sources and uses will be proportionately increased or decreased upon HUD’s official announcement of FY 2025-2026 allocations.
1192
Activities Funded Activity Goals Funding and Funding
Source Consolidated Plan Goals
• 50 new multifamily rental units constructed
• 5 units acquired
• 31 multifamily rental units
rehabilitated/converted
• 5 homeowner housing units rehabilitated
• Homeowner Housing Rehabilitation
• Affordable Housing Construction and
Rehabilitation
CDBG: $2,753,898
HOME: $1,203,904 Develop & Rehabilitate
Affordable Housing Units
• 45 persons served with homeless
prevention
• 14 homeless persons served at overnight
shelters
• Homeless Prevention
• Emergency Shelter
ESG: $260,000 Provide Services to
Prevent & Reduce
Homelessness
• 3 public infrastructure improvements
installed
• 200 persons served by public infrastructure
improvements
CDBG: $1,000,000 • Public infrastructure projects
Resilient Infrastructure &
Public Facilities
• Food Assistance • 25,000 persons served
• Transition Aged Youth Programming
• Fair Housing
• Literacy Classes
• Employment Readiness Programming
CDBG: $765,802
Healthy Neighborhoods
& Residents
• 3 façade treatment/business buildings
rehabilitated
• 2 businesses assisted
• 2 micro-enterprises assisted
• Commercial Rehabilitation Programs
• Business Support Programs
Funded with carryover
from previous years (no
new funding allocated) Support Businesses
• 5 persons assisted
• 5 micro-enterprises assisted
Funded with carryover • Entrepreneurship Program
from previous years (no
new funding allocated)
Increase Access to
Economic Opportunity
1193
Public Services
2025-2026 Public Service NOFA Process
November 2024: NOFA Schedule released.

December 4, 2024: Mandatory Virtual Application workshop Attendance is mandatory to apply. Applications opened on December 4, 2024.

January 15, 2025: Application Deadline
January 16 - February 10, 2025: Application technical review and scoring (City Staff) February 12, 2025: CDC receives applications for review for preparation of application scoring on 2/19/2025
February 19, 2025: Application presentations.

Presentations are mandatory; CDC scores the presentations.

March 26, 2025: CDBG/ESG public service recommendations brought to CDC along with 5-Year Consolidated Plan & 2025-2026 Annual Action Plan.
1194
CDBG Public Services
Award
Recommended
(Per NOFA Guidelines)
Application
Score
Amount
Requested Applicant Project Name
136/150 $125,000

90.93% $125,000
Emergency Food Bank
Main Food Pantry
Program
Emergency Food Bank of
Stockton/San Joaquin
County
$135,000 133/150

88.75% Catalyst $150,000 Children's Home of
Stockton
$120,000 118/150

78.73% $150,000 Bread of Life Food
Pantry Bread of Life
$60,000 114/150

76.33% Tuleburg Press The Write Place $75,000
$117,931.44 106/140

75.95% $147,414 Friends Outside
Resiliency Lab Friends Outside
1195
ESG Homeless Services
Award
Recommended
(Per NOFA Guidelines)
Application
Score
Amount
Requested Applicant Project Name
$107,500 133/150

88.76% $100,000 CVLIHC ESG
Homeless Prevention 2025-26
Central Valley Low
Income Housing Corp.
$152,500 123/150

81.86% $150,000 PREVAIL
Stockton Shelter Program PREVAIL
$0 111/150

73.90% $100,000 CAPA
Project HOME Program
Child Abuse
Prevention Council
$0 107/150

71.12% $150,000 CMC
Housing Link
Community
Medical Centers
Note: HUD imposes a 60% cap on emergency shelter and street outreach activities 1196
Complimentary Documents
• Language Access Plan
• Make reasonable efforts to provide language assistance to ensure meaningful access for Limited English Proficiency (LEP) persons. • Community Participation Plan
• Outlines public notice & comment period requirements, defines substantial amendment.
• Section 3 Plan
• Ensures economic opportunities for certain HUD financial assistance be directed to low- and very low-income persons. 1197
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 for the CDBG, HOME, and ESG Programs;
2) Approved and adopt the Community Participation Plan, Language Access Plan, and Section 3 Plan;
3) Approve and adopt the 2025-2026 Annual Action Plan with the estimated Sources and Uses of Funds for the CDBG,
HOME, and ESG Programs awarded by HUD, authorizing
proportional adjustments to funding amounts based on the final HUD allocations;
1198
Recommendation
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.
1199
City of Stockton
Legislation Text
File #: 25-0257, Version: 1

HOLD PUBLIC HEARING TO APPROVE THE ANNUAL BUDGET AND ASSESSMENT ROLLS FOR THE 2025-26 HOLIDAY PARK MAINTENANCE DISTRICT

RECOMMENDATION
This scheduled noticed public hearing is being held to consider public comments and testimony regarding the Holiday Park Maintenance District 2025-26 proposed Assessment budget and the levy of assessments.

At the conclusion of the public hearing, if a majority protest does not exist, it is recommended that the City Council adopt a resolution to:

1. Override any and all public hearing protests.

2. Approve the Annual Budget for Holiday Park Budget for FY2025-26.

3. Confirm and approve the assessment of $46,598 for the Holiday Park Maintenance District for FY2025-26.

4. Authorize the City of Stockton Chief Financial Officer to assess those parcels within the assessment district.

5. Certify the assessments meet the requirements pertaining to the levy of annual assessments.

6. Approve a subsidy in the amount of $130,898 ($11,926 from the General Fund (100-125) and $118,972 from the Strong Communities Fund (210-000)) to continue operations and maintenance of the facility.

7. Authorize the City Manager to take appropriate actions to carry out the purpose and intent of the resolution.

Summary
The City of Stockton (City) owns the Holiday Park swimming pool located at 5703 Kermit Lane. The facility had been operated and maintained through an agreement with the Holiday Park Recreation Association (Association) from the pool’s construction in 1969 until May 2019, when the pool’s operation and maintenance reverted to the City. The pool is now open to the public with residents of the Holiday Park Maintenance District (District) receiving a discounted fee to use the pool.

Annually, City staff submit a budget (Attachment A) for operations and maintenance to the City Council for approval. The City Council approved budget forms the basis of an assessment of parcels City of Stockton Page 1 of 5 Printed on 4/23/2025
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File #: 25-0257, Version: 1
within the District (Attachment B) related to the pool. Each year, a public hearing is held, and the certified assessment is submitted to San Joaquin County based on County assessed property values.

In 1996, California voters passed Proposition 218, after which increases to the assessment were only allowed by a vote of the residents. Since then, residents of the District have not favored any increase in the assessment to keep up with the cost of the pool maintenance and repair cost. The assessment rate has thus remained at $46,598 since 1996. The cost of operations has significantly increased over time and is higher than the annual assessment revenues.

From 2015 to 2017, the City Council approved a subsidy from the General Fund to keep the pool open to serve the community. Since 2017, the subsidy has been appropriated from the Strong Communities Fund, per City Council approval, on the condition that the Association would seek additional sources of funds and engage the District members to consider an election to raise the assessment. No additional funding sources were secured, and a survey of District members by the Association indicated there was no willingness to engage in the election process to increase the assessment.

In 2019, the agreement with the Association expired, and the pool was returned to the City. The 2019 assessment funds were used for significant repairs to the pool. In 2020, the City reopened the pool for the swim season and assumed responsibility for pool operations. The 2021, 2022, and 2023 assessment funds were also used for repairs to the pool and opening of the swim season.

DISCUSSION
Background
On January 6, 1969, the City of Stockton completed the acquisition of two parcels located at 5703 Kermit Lane, Stockton, California on which the primary appurtenance was an aquatics facility, the Holiday Park swimming pool. The City accepted the Holiday Park Pool and adjacent parking lot as part of a parcel land transfer from the Holiday Park Recreation Association. On January 13, 1969, the City Council adopted Resolution 27450, creating the Holiday Park Maintenance District. Pursuant to the Resolution, the property lying within the District would be wholly assessed for the costs of maintaining, operating, and making necessary improvements, repairs, and upgrades to meet health and safety codes at the Holiday Park swimming pool.

There are 304 parcels assessed within Holiday Park Maintenance District. The assessment rate is established each year based on estimated expenditures and levied on parcels according to the County’s assessed valuation for each individual parcel within the District. In 1996, California voters passed Proposition 218, after which increases to assessments were only allowed by a majority vote of the residents. Votes to increase the assessments have failed to pass, thus the assessment has remained at $46,598 since 1996, an average cost of $153 per parcel. Of that assessment, San Joaquin County receives a fee of $700, and the City of Stockton Community Services Department receives $1,700 to administer the assessment. The remaining assessment has been used by the Association as needed for operations and maintenance, including all utilities, chemicals, supplies, repairs, staffing, professional services, and insurance.

From 1969 to 2019, the City contracted with the Association to maintain, operate, and make City of Stockton Page 2 of 5 Printed on 4/23/2025
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necessary improvements, repairs, and upgrades.

Due to financial hardships resulting from increasing costs and fixed assessment revenues, the pool was closed for the 2011, 2015 and 2019 swim seasons (approximately Memorial Day to Labor Day), because the assessment revenues were well below the expenses to repair, maintain, and operate the pool. Starting in 2015, the City began subsidizing the Association to keep the pool open while the Association board developed additional revenue sources.

In 2017, the Board requested an increased subsidy. City staff advised the Board the subsidy would not increase, and the Board agreed to poll the Association membership for a vote to increase the assessment or the pool could face closure due to deferred maintenance. City staff met with the Board and offered limited financial support for the budget shortfall, and the City Council approved a modest General Fund subsidy of $6,663. This was offered in part because City insurance requirements for pool operators had increased. Staff informed the Board that the subsidy would not continue to increase and explained the process and timeline for increasing the Assessment. The Board shared the requirements with the membership, and the City was notified that few residents in the Association were in support of increasing the assessment, even if it meant closing the pool.

In 2018, the City provided an additional $6,663 General Fund subsidy to assist with the shortfall while the Board worked to establish new revenue sources for pool operations. During the 2018 swim season, the pool facility was damaged by a hit and run driver, and the Community Services Department provided additional funds to assist with necessary health and safety repairs. Even with support from the City, the Board was unable to raise additional revenue to pay for a full season of operation and maintenance costs.

City staff met with the Board president and treasurer on September 29, 2018 to discuss the future of the Association operating the pool. Staff held four formal meetings and regular telephone calls with the Board to find solutions to the operating deficits. On March 21, 2019, the Board informed the City that the Association did not have the ability to develop a financial plan, the support for increased assessments, and could no longer operate the pool for the 2019 season. Furthermore, the Association allowed the operations agreement to expire and did not seek renewal. Consequently, the City assumed responsibility for operating the pool, and on May 19, 2020, by way of Resolution 2020- 05-19-1501 adopted the annual budget, confirming the Holiday Park Maintenance District assessment for fiscal year 2020-2021. It also authorized a subsidy of up to $12,902 from the Strong Communities Fund to supplement funding for pool operations. During the year, staff monitored operational expenditures, reviewed prior year actual expenditures, and in completing a full cost of operations estimate for the FY 2021-2022, found that additional operational costs were being absorbed by the City.

On May 25, 2021, Resolution No. 2021-05-25-1601 was approved, adopting the annual budget and $75,809.00 subsidy, confirming the Holiday Park Maintenance District assessment for fiscal year 2021-2022.

On April 19, 2022, Resolution No. 2022-04-19-1601 was approved, adopting the annual budget and $81,489 subsidy, confirming the Holiday Park Maintenance District assessment for fiscal year 2022- 2023, authorizing the City of Stockton Chief Financial Officer to assess parcels within the District, and authorizing the City Manager to take all appropriate actions to implement the Resolution.

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On May 23, 2023, Resolution No. 2023-05-23-1601 was approved, adopting the annual budget and $116,735 subsidy, confirming the Holiday Park Maintenance District assessment for fiscal year 2023- 2024, authorizing the City of Stockton Chief Financial Officer to assess parcels within the District, and authorizing the City Manager to take all appropriate actions to implement the Resolution.

On June 4, 2024, Resolution No. 2024-06-04-1603 was approved, adopting the annual budget and $132,973 subsidy, confirming the Holiday Park Maintenance District assessment for fiscal year 2024- 2025, authorizing the City of Stockton Chief Financial Officer to assess parcels within the District, and authorizing the City Manager to take all appropriate actions to implement the Resolution.

Present Situation
A portion of pool operations are funded through an assessment that is subject to an annual public hearing and resolution presented to the City Council approving the assessment roll to San Joaquin County. The $46,598 assessment, unchanged since 1996, is not enough to cover all repair, maintenance, and operating costs.

For the 2024 Aquatic season, the three City pools welcomed 11,246 visitors. Holiday Park pool was the second most used pool with 3,590 users (31 percent). The current assessment of $46,598 funds approximately 24 percent of the cost to maintain and operate the pool for aquatic programming. The requested subsidy of $130,898.00 is intended to cover part-time staff, increased utility, maintenance, security, and operations of the Holiday Park pool. It will allow the City to continue operating the pool for the upcoming 2025 swim season, offering pool access for the Stockton community. Holiday Park pool is scheduled to open for this summer’s swim season on May 24, 2025.

Public Notice
“A Notice of Intent to Hold a Public Hearing” has been published at least ten (10) days prior to City Council Action.

FINANCIAL SUMMARY
The Proposed Budget recommends that receipts from assessment continue to be collected in the Holiday Park Assessment Fund (Account 680-0000-239.10-00 [0000-000-210090-780-781-00-00-000 -000-], a non-budgetary account).

Revenues from assessments cover the basic pool maintenance and landscape maintenance contract, but do not generate sufficient revenues for the remaining operational costs. The basic maintenance budget for Holiday Pool is included in the Recreation General Fund (5025-000-XXXXXX -100-125-000-000) and the remaining operational costs are funded by Strong Communities (5025- 000-XXXXXX-210-000-000-000). The proposed action will allow for the continued collection of assessments and for these revenues to be transferred to the Recreation Fund for all actual maintenance costs incurred. In addition, the recommendation will authorize a subsidy in the amount of $130,898, $11,926 from the General Fund (100-125) and $118,972 from the Strong Communities Fund (210-000) to offset costs of operations and maintenance more than the revenue received.

The table below provides operating expense details for Fiscal Years 2023-2024 through 2025-2026:

CATEGORY FY 2023-24

ACTUALS
FY 2024-25

PROJECTED
FY 2025-26

PROPOSED
BUDGET
PGE $16,750 $18,600 $20,200
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CATEGORY FY 2023-24

ACTUALS
FY 2024-25

PROJECTED
FY 2025-26

PROPOSED
BUDGET
PGE $16,750 $18,600 $20,200
Water 8,863 8,000 9,032
Sewer 820 1,577 1,577
Telephone 3,650 367 500
Salaries & Benefits 13,364 75,000 81,853
Publicity 400 400 400
Maintenance & Repair 47,516 50,000 50,000
Permit/Certifications 6,230 1,458 3,167
Operator Contract 23,125 0 0
Bay Alarm 1,260 1,260 1,680
Security 11,799 11,799 11,800
Janitorial 1,960 4,300 2,504
Plumbing 0 1,250 1,325
Fire Inspection 0 100 125
Pest Control 60 725 833
Equip & Supplies 18,750 4,747 7,000
Incidentals 2,667 0 500
TOTAL $157,314 $179,583 $192,496
Attachment A - Holiday Park Annual Budget
Attachment B - Holiday Park Assessment District Map
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HOLIDAY PARK POOL RECREATION ASSOCIATION
ANNUAL BUDGET 2025-2026
INCOME
Assessments $46,598.00
Revenue $15,000.00
TOTAL INCOME: $61,598.00

EXPENSES
A. Salary and Benefits:

Part Time $81,853.00
81,853.00
B. Utilities:

PG&E $20,200.00
Water $9,032.00
Sewer $1,577.00
Telephone $500.00
$31,309.00
C. Property Maintenance:

Publicity $400.00
Maint.&Repair
(Pool & Landscaping) $50,000.00
Permit $3,167.00
Bay Alarm $1,680.00
Security $11,800.00
Janitorial $2,504.00
Fire $125.00
Pest $833.00
Plumbing $1,325.00
Equipment & Supplies $7,500.00
$79,334.00
TOTAL EXPENSES: $192,496.00
(EXPENSES) OVER INCOME ($130,898.00)

ATTACHMENT A
1205

CAVE LN
R

WOOD CT

HUTCHINSON AV

CARRINGTON C

PLEASANT

LINDA SUE DR

SWAIN RD

BANBURY DR

RIDGEWAY AV
CAM

SWAIN RD
Y.CT

JEFFREY CT
UPRR
U
P
R
R

HEMET AV

DUVALL CT
H.CT

MAYFAIR AV

KERMIT LN

MARCH LN

CARNELIAN DR

ELAINE DR
COLE

AUDREY DR
R

CARRINGTON CI

SILVER BREEZE CT
N

VIEW AV
URY DR

KERMIT LN

GARNER LN
MARLIN

MORNING DEW PL
OD DR

HOLIDAY DR

CAMANCHE LN

KERMIT LN
DR

YORKSHIRE

MAYFAIR AV
V

ROBINHOOD DR
DR
722
5504
5412
5528
5423
5444
619
5616
711
5509
5501
5440
5431
5640
5608
5621
602
621
812
5520
5616
5633
827
5433
5536
5627
5609
5536
5447
709
5448 605
5417
821
610
5628
5519
5416
724
5639
5522
5634
5424
5408
5448
809
5525
5422
5634
708 5506
5442
5434
5610
5432
5419
810
5602
5443
5441
5415
611
818
714
5520
5449
5645
5446
603
5534
813
5533
5439
824
5503
813
5652
5407
721
5646
5622
618
5523
546
5541
5615
719
5517
530
606 5441
802
5512
613
5425
5445
5628
706
5511
5445
5506
5539
703
5622
5521
5418
5630
972
826
918
824
856
958
934
919
839
5637
837
5638
5420
5636
5645
825
930
851
829
869
818
910
848
911
857
819
909
926
904
860
849
847
872
812
836
917
951
5411
840 853
863
830
826
5412
823
845
964
825
5643
835
834
912
927
5404
832 845
5624
816
866
833
5419
831
810
5631
942
842
842
902
829
903
935
5618
5625
950
822
5814 826 831
742
5812
5817
821
711
635
775
722
5724
5716
735 731
740
754
619
702
714
621
601
833
602
704
769
613
724
604
723
626
713
5830
533
802
5721
708
832
757
815
827
5732
832
745
620
760
5818
710
5740
5748
610
615
5835
801
743
5806
824
738
812
5808
729
726 728
727
5829
766
707
625
5821 841
608
737
5715
725
807
5815
620
735
774
628
803
5811
818
5802
641
601
806
813
5658
5842
5833
716
614
647
603
617
881
717
701
607
806
719
5827
732
820
5809
814
5836
748
622
5803
629
632
721
705
609
627
713
716
729
5823
5743
808
703
719
836
751
616
711
809
720
805
763
5824
5735
748
5708
875
5742
5718
5726
878
5702
5706
5704
884
5734
5712
959
943
777
779

DETAIL AREA
#212929
04/23/15
0 95 190 380 Feet µ Legend
Holiday Park Assessment Parcels
Holiday Park
Assessment District

ATTACHMENT B
1206
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION ADOPTING THE ANNUAL BUDGET, CONFIRMING THE

HOLIDAY PARK MAINTENANCE DISTRICT ASSESSMENT FOR FISCAL YEAR 2025-2026, AUTHORIZING THE CITY OF STOCKTON CHIEF

FINANCIAL OFFICER TO ASSESS PARCELS WITHIN THE DISTRICT, AND

AUTHORIZING THE CITY MANAGER TO TAKE ALL APPROPRIATE ACTIONS

TO IMPLEMENT
The City of Stockton (City) accepted the Holiday Park swimming pool as part of a parcel of land transfer recorded under San Joaquin County deed number 326-211, on January 6, 1969, from the Holiday Park Recreation Association; and On November 25, 1968, the City adopted Resolution No. 27384 of intention to create the Holiday Park Maintenance District (District), and on January 13, 1969, the City adopted Resolution No. 27450 creating the (District) whereby the lands lying within the District would be wholly assessed for the costs and expenses of maintaining and operating the improvements described in the deeded acquisition; and
Since acquiring the Holiday Park pool in 1969, the City has contracted with the Holiday Park Recreation Association continuously for maintenance and operations of the facility. The most recently executed agreement expired on May 12, 2019, and the Association decided not to renew, returning operations and maintenance responsibilities to the City; and
City staff established a budget report for operation and maintenance costs as evidenced by the declaration on file with the City Clerk, whereupon the public hearing was duly and regularly held at the time and place stated in the notice; and City utilized $46,598 (2024-2025) from the Holiday Park Maintenance District to bring Holiday Park swimming pool to City standards of operations (maintenance, water quality and overall pump efficiency); and City staff have estimated that an additional $130,898 is needed to operate the pool for the 2025 summer season: and
A notice of the public hearing was duly and regularly published in The Record in the time, form, and manner required by law; and The estimated cost of the benefits to be assessed to each parcel of real property within the Holiday Park Maintenance District will not change from the prior year; now, therefore,
1207

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

1. Any and all protests made either to the Report, the proposed budget, or to the proposed levy of assessments and all persons desiring to be heard in relation to any of the matters, whether as protestants or otherwise, have been fully heard and considered, and any and all such protests or objections are hereby overruled.

2. The Annual Budget for Holiday Park Pool for the Fiscal Year 2025-2026 is approved.

3. The subsidy of $130,898, $11,926 from the General Fund (100-125) and $118,972 from the Strong Communities Fund (210-000) is approved.

4. The assessments follow all laws pertaining to the levy of the annual assessment (Stockton Improvement Procedure Code, section 3.76.810 et seq.).

The purpose of the assessments is the maintenance and operation of the Holiday Park Swimming Pool facilities.

5. The assessments in the total amount of $46,598 are hereby approved, confirmed, and levied upon the parcels of real property within the Holiday Park Maintenance District.

6. The Chief Financial Officer or his designee is hereby directed to enter the assessments on the 2025-2026 tax roll for the parcels within the District as shown in the Report on file with the City Clerk.

7. 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 29, 2025 .
_______________________

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
1208

HOLIDAY PARK MAINTENANCE DISTRICT
2025-26 ANNUAL ASSESSMENT
City Council Meeting
April 29, 2025
Agenda Item # 16.3
1209
Holiday Park Maintenance District
2025-26 Annual Assessment
History
• 1968: City acquired parcel on Kermit Lane in Stockton. • 1969: City formed Holiday Park Maintenance District
and contracted Holiday Park Recreation Association for
maintenance and operations.
• March 21, 2019: Holiday Park Recreation Association did not seek renewal of the operator agreement.
• May 19, 2019: City assumed operation and maintenance for Holiday Park Pool.
1210
Holiday Park
Assessment
District Map
304 parcels
1211
Holiday Park Pool
Facility & Operations
Facility: Hours of Operation:
• Pool (with separate tot pool) Recreation Swim:
• Restrooms Tuesday-Friday 1-6 pm
• Parking lot Saturday – Sunday 12-6pm
• Fencing
• Equipment shed
1212
Holiday Park Pool Usage
2024 Season (June 1 – September 2)
• 3,590 entries
2025 Schedule (May 24 – September 1)
Lap Swim
• Tuesday-Friday
• June 10 – July 25
• 9am – 12:30pm
• July 29 – August 29
• 6pm – 7:30pm.

Junior Lifeguard Program
• June 17 – 20
• June 24 – 27
• July 8 – 11
• July 15 – 18
Dive In Movies
• June 13
• July 11
1213
Holiday Park Maintenance District
2025-26 Annual Assessment
Assessment:
• $46,598 since 1996
• No change to assessment rate for 2025-26
• Assessment is applied to costs of chemicals, repairs, maintenance, landscaping, and insurance
• Additional $130,898 is needed for pool maintenance and operation
• A Strong Communities Fund and General Fund appropriation has been included in the 2025-26 Community Services Department budget
1214
Holiday Park Maintenance District
2025-26 Annual Assessment
Recommendation:
• Adopt resolution to:
• Approve 2025-26 assessment
• Authorize CFO to assess the parcels
• Authorize a subsidy in the amount of $130,898
• $11,926 from the General Fund (100-125)
• $118,972 from the Strong Communities Fund (210-000)
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City of Stockton
Legislation Text
File #: 25-0429, Version: 1

PUBLIC HEARING AUTHORIZING THE CONTINUED USE, FUNDING, AND ACQUISITION OF MILITARY EQUIPMENT ESTABLISHED IN THE “MILITARY EQUIPMENT” POLICY, AS MANDATED BY CHAPTER 12.8 (COMMENCING WITH SECTION 7070) TO DIVISION 7 OF TITLE 1 OF THE GOVERNMENT CODE, RELATING TO MILITARY EQUIPMENT

RECOMMENDATION
It is recommended, at the conclusion of the public hearing, that the City Council, as governing body of the City of Stockton, by motion:

1. Authorize Stockton Police Department (SPD) to continue the use of military equipment as defined by Assembly Bill 481 (AB 481) and approved via City Ordinance 2024-05-21-1601.

2. Approving 2025 Intended Acquisitions, as outlined in the 2025 AB 481 Annual Report, published April 2, 2025.

It is further recommended that the Council authorize the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of this ordinance.

Summary
On September 30, 2021, California's Governor approved AB 481, requiring law enforcement agencies to obtain approval from the applicable governing body, by the adoption of a military equipment use policy, at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined in the Government Code. Military equipment are items that are designated prohibited or controlled by the Federal Defense Logistics Agency.

AB 481 requires approval on an annual basis for the continued use of military equipment and allows the governing body to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the military equipment meets specified standards. AB 481 requires the governing body to annually review the ordinance and to either approve the continued use of military equipment; disapprove a renewal of the authorization for a type, as defined, of military equipment; or amend the military equipment use policy if it determines, based on an annual military equipment report prepared by the law enforcement agency, as provided, that the military equipment does not comply with standards for approval.

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DISCUSSION
Background
On April 5, 2022, the City Council adopted an ordinance, 2022-04-05-1601, approving SPD’s General Order F-02a, a policy regarding the acquisition and use of military equipment, as required by AB 481.

Military equipment includes but is not limited to, unmanned, remotely piloted vehicles, command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units, noise-flash diversionary devices and explosive breaching tools, kinetic energy weapons and munitions, or any equipment that is designated as prohibited or controlled by the federal Defense Logistics Agency and any other equipment as determined by a governing body or a state agency to require additional oversight. The policy established the Department's designee for creating an annual report to the public on the SPD's military equipment inventory.

Subsequently, SPD transitioned its policies from general orders to the Lexipol policy system.

Ordinance 2022-04-05-1601 was based on the outdated General Order F-02a and required an update to align with the new Lexipol Policy 706 to be in compliance with Government Code requirements. On May 21, 2024, the City Council adopted ordinance 2024-05-21-1601, authorizing the transition from General Order F-02a to Lexipol policy 706 titled “Military Equipment”, attached hereto (Attachment A). The 2025 Annual report was published on the Stockton Police Department webpage on April 2, 2025 (Attachment B).

Present Situation
In 2025 the state of California ammended the title of Category 13 from “TASER Shockwave, Microwave Weapons, Water Cannons, and Long-Range Acoustic Devices” to include “Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices, acoustic hailing devices, and sound cannons”. Based on this, SPD determined that the current ordinance requires an update to approve the current military equipment policy.

The SPD is also planning for new equipment and other acqusitions, as outlined in the 2025 Annual Report. A portion of the purchase costs will be funded through the 1033 program, the City will only be responsible for expenses related to ongoing maintenance and training. New acquisitions include, but are not limited to:
· Two DJI M30t UASs and battery charging stations.
· One DJI Avata UASs
· Lenco Bearcat Tactical Armored Vehicle. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet-resistant glass, overhead lights, and siren.
· Humvee (HMMWV) for supply delivery/logistics during emergency and extended duration incidents, and for use during community engagement events. · Armored Critical Incident Vehicle, also known as a Rook. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet-resistant glass, mechanical platform, and breaching capabilities. · Command-and-control vehicle listed in Category 5 and similar to item 2, the MCP2, to improve our ability to effectively respond to multiple negotiations and/or complex investigations simultaneously.

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· Command-and-control vehicle listed in Category 5 to replace item 4, the Bomb Squad Truck.

The replacement vehicle will either be a sprinter van or delivery truck outfitted to house the Bomb Squad’s tools and equipment.
· Ammunition will need replacement/restocking as they are used throughout the year for training, qualifications, and as they are assigned as duty ammunition. · Munitions will need replacement/restocking as they are used throughout the year in training, authorized deployments, and as expired munitions are replaced. · Gas injector system as an attachment to the Category 3 Lenco Bearcat Tactical Armored Vehicle that was requested for acquisition. The gas injector unit is a device that is mounted to the tactical armored vehicle's ram and enables the safe delivery of a CS or OS canister into a structure, vehicle, or other location where an approach on foot or with another delivery system is too dangerous or impractical.
· LRAD (Long Range Acoustic Device) is a specialized loudspeaker used for communicating at a distance, negotiations with barricaded suspects, mass notifications and natural emergencies.
· Ammunition related to Category 14 will require replacement/restocking as they are used throughout the year in training and authorized deployments.

Publication
The Notice for this public hearing was published in The Record on April 17, 2025.

FINANCIAL SUMMARY
There is no immediate financial impact to the City from the proposed action. Costs noted in the SPD’s 2025 AB481 Annual Report are as follows:
· Annual equipment maintenance and Supply costs - $433,627 · Training costs - $669,059
· Equipment needs - $2,008,405
Budget for these items is included in the Police Department’s annual budget in the General and Other Special Revenue Funds. The Department will seek grants or other funding opportunities to fund equipment needs.

Attachment A - Ordinance 2024-05-21-1601
Attachment B - Stockton Police Department 2025 AB 481 Annual Report and SPD Policy 706, titled “Military Equipment”
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STOCKTON

POLICE DEPARTMENT
2025 AB 481 ANNUAL REPORT
Military Equipment Used by Law
Enforcement

ATTACHMENT B
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2 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Table of Contents
History ............................................................................................................................. 3 Introduction ..................................................................................................................... 4 Military Equipment Categories ........................................................................................ 5 Category 1 – Unmanned Aerial or Ground Vehicles .................................................... 6 Category 2 – Armored Personnel Carriers................................................................... 9 Category 3 – High Mobility Multipurpose Wheeled Vehicles (HMMWV) or Vehicles That Have a Breaching or Entry Apparatus Attached ................................................ 10 Category 4 – Tracked Armored Vehicles ................................................................... 12 Category 5 – Command and Control Vehicles........................................................... 13 Category 6 – Weaponized Aircraft, Vessels, or Vehicles of Any Kind........................ 16 Category 7 – Battering Rams, Slugs, and Breaching Apparatuses Explosive in Nature ................................................................................................................................... 17 Category 8 – Firearms of .50 Caliber or Greater ....................................................... 19 Category 9 – Ammunition of .50 Caliber or Greater................................................... 20 Category 10 – Specialized Firearms and Ammunition of Less Than .50 Caliber ....... 21 Category 11 – Firearm Designed to Launch Explosive Projectiles ............................ 24 Category 12 – Flashbangs, Explosive Breaching, Tear Gas, Pepper Balls ............... 25 Category 13 – TASER Shockwave, Microwave Weapons, Water Cannons, and LongRange Acoustic Devices............................................................................................ 30 Category 14 – Kinetic Energy Weapons and Munitions............................................. 31 Category 15 – Any Other Equipment as Determined to Require Additional Oversight ................................................................................................................................... 34 Externally Hosted Training Costs .................................................................................. 35 Conclusion .................................................................................................................... 36 Policy - Military Equipment ............................................................................................ 37

ATTACHMENT B
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3 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report History
On September 30, 2021, California Governor Gavin Newsom approved Assembly Bill 481 requiring California law enforcement agencies to obtain approval of a Military Equipment Use Policy by their applicable governing body (City Council) prior to taking certain actions related to the funding, acquisition, or use of “military equipment.” Assembly Bill 481 allows the governing body to approve the funding, acquisition, and use of military equipment within its jurisdiction if the equipment meets specified standards. The Military Equipment Use Policy and an Annual Military Equipment Use Report is subject to annual review to affirm the criteria outlined in Assembly Bill 481 have been met.

The format of this report was crafted in a manner that conforms to the statutorily required annual report pursuant to California Government Code section 7072(a) to include the following information:

1.) A summary of the “military equipment” uses and the purpose;

2.) A summary of any complaints or concerns regarding the “military equipment”;

3.) The results of any internal audits, information on any violations, and actions taken in response;

4.) The total annual cost for each type of equipment;

5.) The quantity possessed of each type of equipment;

6.) The intent to acquire additional equipment and quantity sought.

The Stockton Police Department recognizes the public’s ongoing interest in how military equipment is used to protect our community and is committed to maintaining our community’s trust in providing professional and responsive police services. As such, the Stockton Police Department has authored the following comprehensive Annual Military Equipment Use Report to remain transparent with our community and in accordance with annual reporting requirements set forth by applicable California Law.

ATTACHMENT B
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4 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Introduction
The Stockton Police Department is committed to the protection of lives and property by working with our community and providing professional and responsive police services.

To accomplish our mission effectively and safely, the Stockton Police Department possesses and utilizes certain specialized equipment (“military equipment”) to safeguard the citizens of Stockton and protect our first responders. While our inventory of “military equipment,” varies, the mere possession of this equipment does not guarantee its use. The merits and a totality of the circumstances of each unique incident are considered before “military equipment” is utilized in compliance with department policy and law.

The term "military equipment," as used in Assembly Bill 481, does not necessarily indicate the equipment is, or has been used, by the military. Many items defined as "military equipment" by the bill are more often used by law enforcement to preserve life and enhance public and officer safety while remaining prepared to handle the various lethal and non-lethal challenges facing our communities. The Stockton Police Department's use of “military equipment” is consistent with overall best practices employed by police departments throughout the country.

Items used by the Stockton Police Department that are considered “military equipment,” under Assembly Bill 481 include, but are not limited to, emergency response equipment such as command vehicles and armored rescue vehicles, less-lethal shotguns, lesslethal 40mm projectile launchers, precision weapons such as rifles, unmanned aircraft systems, and other select items. The continued access to, and use of, this equipment is vital in ensuring our officers have the appropriate tools necessary to de-escalate situations, preserve life, ensure safety for all people, and protect civil liberties. The City of Stockton approved our current Military Equipment Use Policy and Report in 2024.

This Annual Military Equipment Use Report outlines a summary of the equipment usage guidelines, inventory, fiscal impact, complaints, and reported community concerns for calendar year 2024 (January 1, 2024, through December 31, 2024). Unless stated otherwise, planned acquisition, replacement, and maintenance funding are derived from the department’s operating budget.

ATTACHMENT B
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5 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Military Equipment Categories
Assembly Bill 481 created Government Code 7070 which designated 15 categories of items defined as “military equipment”:

Category 1 Unmanned, remotely piloted, powered aerial or ground vehicles.

Category 2 Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.

Category 3
High mobility multipurpose wheeled vehicles (HMMWV), two and onehalf-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

Category 4 Tracked armored vehicles that provide ballistic protection to their occupants.

Category 5 Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Category 6 Weaponized aircraft, vessels, or vehicles of any kind.

Category 7
Battering rams, slugs, and breaching apparatuses that are explosive in nature. Bolt cutters and handheld rams designed to be operated by one person are excluded.

Category 8 Firearms of .50 caliber or greater, excluding standard-issue shotguns.

Category 9 Ammunition of .50 caliber or greater, excluding standard issue shotgun ammunition.

Category 10
Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code §30510 and Penal Code §30515, except for standard-issue handguns.

Category 11 Any firearm or firearm accessory that is designed to launch explosive projectiles.

Category 12 “Flashbang,” diversionary devices, explosive breaching tools, “tear gas,” and “pepper balls,” excluding handheld pepper spray.

Category 13 TASER® Shockwave, microwave weapons, water cannons, and longrange acoustic devices.

Category 14
The following projectile launch platforms and their munitions: 40mm projectile launchers, “bean bag,” rubber bullets and specialty impact munitions weapons.

Category 15 Any other equipment as determined by a governing body or a state agency requiring additional oversight.

ATTACHMENT B
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6 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 1 – Unmanned Aerial or Ground Vehicles
Assembly Bill 481 Category 1 reporting requirements: unmanned, remotely piloted, and powered aerial or ground vehicles.

Unmanned Aerial Systems (UAS)
Description and Purpose:

Unmanned Aerial Systems (UAS) are battery powered, remote operated, unmanned aerial devices and includes the equipment used to control it. Remote controls allow operators to control the UAS and view live feed from UAS-mounted cameras. The UASs are used in search and rescue, preoperational surveillance, and other tactical situations where aerial views enhance the safety and efficiency of law enforcement and fire personnel.

Inventory:

1. DJI Matrice 300’s
Acquisition Cost: $30,000 each
Quantity: 2

2. DJI Air 2S
Acquisition Cost: $1,400 each
Quantity: 3

3. DJI Mini 2
Acquisition Cost: $1,000 each
Quantity: 4

4. DJI Mavic 2 Enterprise
Acquisition Cost: $4,500
Quantity: 1

5. DJI Mavic 3
Acquisition Cost: $9,000
Quantity: 3

6. DJI M30t
Acquisition Cost: $20,000 each
Quantity: 3

7. DJI Avata 2
Acquisition Cost $1,200 each
Quantity: 5 (2 acquired in 2024)

ATTACHMENT B
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7 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Hazardous Duty Unmanned Ground Vehicles
Description and Purpose:

Hazardous duty unmanned ground vehicles are remotely operated hazardous duty robotic platforms providing Bomb Technicians with the ability to remotely access, investigate, and render safe suspected hazardous devices and items.

The hazardous duty unmanned ground vehicles are multi-mission platforms which also provide Bomb Technicians with the ability to gain access to and observe the interior/exterior of a structure or other location. This capability increases the safety of community members, public safety personnel, and suspects by providing the robot operator with the ability to observe and locate subjects and hazardous items without the risk of unnecessary face-to-face confrontation or exposure to those hazards.

The remote, two-way, communication capability allows personnel to de-escalate situations by negotiating the surrender of barricaded subjects. The robot can deliver throw phones or other items during negotiations.

These robots may be controlled wirelessly with two-way radio frequency transceivers or a spooled fiber optic line.

Inventory:

1. Remotec Andros F6A
Acquisition Cost: $250,000
Quantity: 1

2. Remotec Andros HD-SEL
Acquisition Cost: $290,000
Quantity: 1
Number of Authorized Usages of Category 1 Equipment in 2024: 1,059 Authorized Usages Included:
• Deployments during incidents involving barricaded suspects. • Deployments to search for fleeing/concealed suspects. • Deployments in preparation for and during warrant services. • Deployments in support of SWAT operations.
• Deployments for search and rescue operations.
• Deployments to search for missing persons.
• Deployments during illegal sideshow activity.
• Deployments to investigate suspicious devices.
• Training deployments.

ATTACHMENT B
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8 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Fiscal Impact:

In 2024, Category 1 new equipment acquisitions totaled $1,400.

In 2024, Category 1 equipment training departmentwide consisted of 1,500 hours totaling $84,282.

It is estimated that $38,500 is utilized for the maintenance and software licensing of all Category 1 equipment.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

An internal audit found that one Mavic Air 2 was not reported on the 2024 report. The device was purchased in 2021.
2024 Policy Violations:

No violations.

Category 1 Intended Equipment Acquisition in 2025:

The Stockton Police Department anticipates acquiring two DJI Matrice 4T UAS and battery charging stations. These UAS weigh approximately 2.6 pounds, features a radiometric thermal camera with an infrared super-resolution mode, a 48-megapixel camera with up to 200x digital zoom, a wide-angle camera, and a laser rangefinder which can give the precise coordinates of objects up to 1,800 meters away. This UAS has a flight time of approximately 42 minutes and can operate in harsh weather conditions. The estimated purchase cost is $10,000 each.

The Stockton Police Department anticipates acquiring a Peraton Remotec Andros Spartan robot. Department staff are in the process of writing a grant application for this equipment, which is state-of-the-art. The estimated purchase cost is $400,000.

The Stockton Police Department anticipates acquiring 1 DJI Avata UAS and additional batteries for those systems. This UAS weighs approximately 1 pound, features a super wide field of view camera with powerful video stabilization. It has enhanced safety with a built-in propeller guard that makes it capable of flying indoors. The estimated purchase cost is $2,600 each.

ATTACHMENT B
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9 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 2 – Armored Personnel Carriers
Assembly Bill 481 Category 2 reporting requirements: mine-resistant ambush-protected vehicles or armored personnel carriers.

Armored Personnel Carrier

1. Mine-Resistant Ambush Protected (M-RAP)
Description and Purpose:

An MRAP (Mine-Resistant Ambush Protected) vehicle, while primarily designed for high-risk military operations, can be repurposed for specialized law enforcement needs.

It could serve as a mobile command post or protective transport during natural disasters, such as floods or wildfires, where its durability allows it to traverse challenging terrain.

Additionally, it could be used for critical incidents requiring officer safety, such as active shooter responses or high-risk warrant services, and as a tool for community engagement, showcasing the department's preparedness for large-scale emergencies.

Its capabilities also make it ideal for mutual aid requests in regional disasters or major public safety events.

Acquisition Cost: Free
Quantity: 1
Number of Authorized Usages of Category 2 Equipment in 2024: Zero Annual Costs:

It is estimated that the annual maintenance for the M-RAP will be $5,000. 2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

Category 2 Acquisition anticipated for 2025:

The Stockton Police Department does intend to acquire another Armored Personnel Carrier in 2025.

ATTACHMENT B
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10 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 3 – High Mobility Multipurpose Wheeled Vehicles (HMMWV) or Vehicles That Have a Breaching or Entry Apparatus Attached Assembly Bill 481 Category 3 reporting requirements: high mobility multipurpose wheeled vehicles (HMMWV), two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

Vehicle With Breaching Apparatus

1. Lenco Bearcat Tactical Armored Vehicle
Description and Purpose:

The Lenco Bearcat Tactical Armored Vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet resistant glass, overhead lights, and sirens.

This tactical vehicle may be used to facilitate rescue operations, conduct evacuations, provide emergency medical aid in dangerous environments, during rapidly evolving critical incidents having a potential of injury or death, for high-risk pre-planned events, and other approved law enforcement purposes as needed. The vehicle’s ballistic protection provides an environment and opportunity for our officers to de-escalate incidents with potentially armed suspects while minimizing risk to all involved.

This tactical vehicle has an attachable breaching apparatus that can be used to gain entry into structures or other fortified locations where other breaching methods are impractical or would otherwise be ineffective.

Acquisition Cost: $292,294
Quantity: 1
Number of Authorized Usages of Category 3 Equipment in 2024: 146 Authorized Usages Included:
• Deployments during incidents involving barricaded suspects. • Deployments during calls for service involving armed suspects. • Deployments during the service of search warrants.

Annual Costs:

It is estimated that $8,200 is utilized for the maintenance of all Category 3 equipment.

In 2024, Category 3 equipment training department-wide consisted of 47 hours totaling $2,643.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.

ATTACHMENT B
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11 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report 2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

Category 3 Intended Equipment Acquisition in 2025:

The Stockton Police Department anticipates acquiring a new Lenco Bearcat Tactical Armored Vehicle. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet resistant glass, overhead lights, and sirens. The estimated purchase cost of this vehicle would be $530,000 and the annual fiscal impact would be estimated at $10,000 for maintenance.

The Stockton Police Department anticipates acquiring a Humvee (HMMWV) for supply delivery/logistics during emergency and extended duration incidents, and for use during community engagement events. The estimated purchase cost of this vehicle would be free through the Law Enforcement Support Program (LESO) and the fiscal impact would be estimated at $5,000 for annual maintenance.

ATTACHMENT B
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12 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 4 – Tracked Armored Vehicles
Assembly Bill 481 Category 4 reporting requirements: tracked armored vehicles that provide ballistic protection to their occupants.

The Stockton Police Department did not possess, acquire, or use tracked armored vehicles in 2024.

Category 4 Intended Equipment Acquisition in 2025:

The Stockton Police Department anticipates acquiring an Armored Critical Incident Vehicle, also known as a Rook. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet resistant glass, mechanical platform, and breaching capabilities. Acquisition of this vehicle will be dependent on the availability of adequate grant funding. The estimated purchase cost of this vehicle would be $478,640.00 and the fiscal impact would be estimated at $16,292 for yearly maintenance.

This vehicle was approved in 2024; however, it has not been acquired.

ATTACHMENT B
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13 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 5 – Command and Control Vehicles
Assembly Bill 481 Category 5 reporting requirements: command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Command and Control Vehicles

1. Mobile Command Post (MCP1)
Description and Purpose:

MCP1 is a tractor-trailer combination vehicle requiring a Class A license to operate.

This vehicle is used on prolonged investigations or operations requiring command staff or outside agency assistance. The vehicle is broken up into several compartments.

The tractor houses a Negotiations Operation Center (NOC) where Crisis Negotiators may conduct negotiations. This is connected to the trailer via phone and data lines.

There is also a port for the throw phone to connect into the NOC to minimize interruptions to ongoing negotiations.

The trailer has a Command Room with a table and chairs. This area is designated for command staff, city departments heads, or outside agencies to meet. There is a PD workstation in the Command Room.

There are three workstations in the main body of the trailer and four Computer Aided Dispatch (CAD) stations. The CAD stations are set up with foot pedals and headsets to allow multiple dispatchers to operate at the same time.

This vehicle is capable of being run on shore power or the installed generator.

MCP1 is additionally equipped with the following for long-term deployments:
• Cell coverage for internet and phone
• Satellite coverage for internet and phone
• Camera with recording capabilities mounted on a boom
• Bathroom
• Microwave/coffeepot
Acquisition Cost: $509,783
Quantity: 1

2. Mobile Command Post (MCP2)
Description and Purpose:

ATTACHMENT B
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14 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report MCP2 is a quick response vehicle utilized on smaller callouts and shorter operations. It was built on a Ford E-450 Cutaway chassis, the vehicle features a

7.3L gasoline engine with electronic 6-speed automatic transmission. Bright LED tripod light poles are included for after-hours operations.

Inside, the vehicle features two workstations each with a 32-inch high-resolution display monitor. A magnetic closure pocket door segregates the rear NOC/interview room from the front work room. A small electronics rack houses the vehicle's equipment. A multi-function printer/copier is also included.

The rear room is utilized for crisis negotiation operations and is available for witness interviews during investigations. There are dual fixed bench seats and a center worktable with access to the CNT equipment. A vandal-resistant dome network camera with audio can be accessed through the network and is installed in this room to record interviews.

This vehicle is capable of being run on shore power or the installed generator.

Acquisition Cost: $219,245
Quantity: 1

3. SWAT Quick Response Vehicle (SWAT1)
Description and Purpose:

SWAT1 is designed as a rapid response vehicle equipped with lockers to hold SWAT operators’ call-out gear (e.g., ballistic vests, helmets, duty belts, etc.), rifles, shotguns, less lethal munitions, and other SWAT equipment.

SWAT1’s purpose is to respond to a critical incident with all required gear and equipment needed for SWAT operators to safely de-escalate or manage rapidly evolving incidents. This enables SWAT operators to respond directly to the scene of a critical incident without having to stop elsewhere to acquire their individual equipment. SWAT1 also acts as a forward tactical command post to aid with command and control over SWAT operations.

Acquisition Cost: $425,897
Quantity: 1

4. Bomb Squad Truck and Trailer:

Description and Purpose:

The Bomb Squad truck and trailer allow Bomb Technicians to store and transport the necessary equipment to calls for service involving suspicions packages or

ATTACHMENT B
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15 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report hazardous devices. The vehicle enables Bomb Squad personnel to maintain command and control over Bomb Squad operations.

Acquisition Cost: $150,000
Quantity: 1
Number of Authorized Usages of Category 5 Equipment in 2024: 61 Authorized Usages Included:
• Deployments to incidents requiring crisis negotiations. • Deployments during SWAT operations to facilitate logistical support. • Deployments to facilitate interviews during homicide investigations. • A deployment to exercise command and control over an officer involved shooting scene.
• Deployments to investigate suspicious devices.

Fiscal Impact:

In 2024, Category 5 equipment training department-wide consisted of 1,864 hours totaling $103,483.

Annually, it is estimated that $24,000 is utilized for the maintenance of all Category 5 Equipment.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

Category 5 Intended Equipment Acquisition in 2025:

The Stockton Police Department anticipates acquiring a command-and-control vehicle similar to Item # 2, the MCP2, to improve our ability to effectively respond to multiple negotiations and/or complex investigations simultaneously. Acquisition of this vehicle will be dependent on the availability of adequate grant funding. The anticipated acquisition cost is expected to be approximately $220,000 with $10,000 in annual maintenance.

The Stockton Police Department anticipates acquiring a command-and-control vehicle to replace Item # 4, the Bomb Squad Truck. The replacement vehicle will either be a sprinter van or delivery truck outfitted to house the Bomb Squad’s tools and equipment.

The anticipated acquisition cost is expected to be approximately $300,000 with annual maintenance expected to be less than the $20,500 used for the current Bomb Squad Truck.

ATTACHMENT B
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16 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 6 – Weaponized Aircraft, Vessels, or Vehicles of Any Kind Assembly Bill 481 Category 6 reporting requirements: weaponized aircraft, vessels, or vehicles of any kind.

The Stockton Police Department did not possess, acquire, or use weaponized aircraft, vessels, or vehicles in 2024.

ATTACHMENT B
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17 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 7 – Battering Rams, Slugs, and Breaching Apparatuses Explosive in Nature
Assembly Bill 481 Category 7 reporting requirements: battering rams, slugs, and breaching apparatuses that are explosive in nature. Bolt cutters and handheld rams designed to be operated by one person are excluded.

Breaching Slugs
Description and Purpose:

Ballistic breaching rounds are specially designed rounds made to defeat locking mechanisms, hinges, and other fortifications used to delay or prevent entry into a structure or vehicle. Ballistic breaching rounds are fired using a 12-gauge shotgun.

SWAT utilizes ballistic breaching rounds to breach fortified entry points during high-risk situations where any delay poses a great risk to the victims, suspects, or public safety personnel. Ballistic breaching is used for, but not limited to hostage rescue, active shooter incidents, natural disasters, and high-risk warrant service.

Inventory:

1. Royal Arms TESAR 1 Breaching Rounds
Acquisition Cost: $7.95 each
Quantity: 25

2. Royal Arms TESAR 2 Breaching Rounds
Acquisition Cost: $8.96 each
Quantity: 250
Battering Rams

1. Aardvark KBT Breaching Tool
Description and Purpose:

The Kinetic Breaching Tool (KBT) is a powder-actuated kinetic energy forced entry tool. The KBT operates using a crimped blank explosive charge that drives a captive steel impact plate. The impact plate extends forward and strikes the targeted door hardware to defeat it. The impact plate automatically retracts and is reset in less than a second. Semiautomatic cycling allows repeated strikes on hardened or multiple targets.

The KBT is used when forced entry into a location is necessary, but other entry tools have failed, are unlikely to facilitate entry, or would otherwise jeopardize the safety of officers or the public and the use of the KBT could mitigate that risk.

ATTACHMENT B
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18 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Acquisition Cost: $12,500
Quantity: 2
Number of Authorized Usages of Category 7 Equipment in 2024: 7 Authorized Usages Included:
• Deployments during search warrant services.
• Emergency response to critical incidents.
• Probation and parole searches.

Financial Impact:

In 2024, Category 7 new equipment acquisitions totaled $0.

In 2024, Category 7 equipment training department-wide consisted of 614 hours totaling $34,077.

Annually, it is estimated that $8,395 is utilized for replacement and maintenance of Category 7 equipment.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

ATTACHMENT B
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19 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 8 – Firearms of .50 Caliber or Greater
Assembly Bill 481 Category 8 reporting requirements: firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns.

The Stockton Police Department did not possess, acquire, or use any firearms of .50 caliber or greater in 2024.

ATTACHMENT B
1247
20 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 9 – Ammunition of .50 Caliber or Greater
Assembly Bill 481 Category 9 reporting requirements: ammunition of .50 caliber or greater, excluding standard issue shotgun ammunition.

The Stockton Police Department did not possess, acquire, or use any ammunition of .50 caliber or greater in 2024.

ATTACHMENT B
1248
21 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 10 – Specialized Firearms and Ammunition of Less Than .50 Caliber Assembly Bill 481 Category 10 reporting requirements: specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard-issue handguns.

Carbine Rifles
Description and Purpose:

Carbine rifles are firearms, capable of accurately stopping an armed subject at various distances including those that exceed the capabilities of a service pistol. The carbine rifle is a lightweight, air-cooled, gas operated, magazine fed, shoulder fired weapon.

The .223/5.56 cartridge is used as a lethal option designed to stop a violent encounter.

The projectile is capable of penetrating soft body armor being worn by armed subjects.

Inventory:

1. Axelson Tactical AXE-18
Acquisition Cost: $2,056 each
Quantity: 60

2. Colt LE6933
Acquisition Cost: $2,167 each
Quantity: 67

3. Colt LE6945CQB
Acquisition Cost: $2,200 each
Quantity: 28

4. Colt M-4 Carbine
Acquisition Cost: $1,900 each
Quantity: 14

5. Colt M-4 Commando
Acquisition Cost: $1,900 each
Quantity: 16

6. Daniel Defense MK18
Acquisition Cost: $1,577 each
Quantity: 2

7. Heckler & Koch MP5SD
Acquisition Cost: $0 each
Quantity: 2

ATTACHMENT B
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22 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report

8. Daniel Defense DDM4V7S
Acquisition Cost: $1,306 each (2024)
Quantity: 20

9. Cobalt Kinetics CK-Pro
Acquisition Cost: $2,275 each (2024)
Quantity: 26
Sniper Rifles
Description and Purpose:

The sniper element of the Stockton Police Department SWAT team deploys bolt action and semiautomatic precision rifles, which enables the stopping of an armed subject at a safe distance. These weapons fire a .308 caliber cartridge that is capable of penetrating soft body armor being worn by armed subjects and is designed to stop violent encounters.

1. GA Precision MCM A5
Acquisition Cost: $8,140
Quantity: 2

2. Remington 700
Acquisition Cost: $2,200
Quantity: 6

3. LaRue Tactical LT762
Acquisition Cost: $6,000
Quantity: 2

4. JP Enterprises LRP-07
Acquisition Cost: $6,107 each
Quantity: 5 (2 acquired in 2024)
Ammunition
Description and Purpose:

The department utilizes .223/.566 rounds in the carbine rifles which provide good accuracy within intermediate ranges and yield relatively low recoil. The department utilizes .308 rounds in the sniper rifle which offer longer range and provide greater barrier penetration than the .223/5.56 rounds.

1. .223/5.56

ATTACHMENT B
1250
23 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Acquisition Cost: $0.49/round
Quantity: $29,913.85

2. .308
Acquisition Cost: $0.86/round
Quantity: 20,000 (No acquisition in 2024)
Number of Authorized Usages of Category 10 Equipment in 2024: 2 Authorized Usages Included:
• Defense of the threat of loss of life or great bodily injury. • Deployments were during two events in which officers were being shot at or attacked.

Fiscal Impact:

In 2024, weapons replacement for Category 10 equipment was $97,484.

In 2024 ammunition replacement for Category 10 equipment was $29,913.85.

In 2024, Category 10 equipment training department-wide consisted of approximately 3,599 hours totaling $200,000. This does not include semiannual rifle qualifications for trained personnel.
2024 Summary of Complaints or Concerns:

The Stockton Police Department received one complaint about the deployment of the above listed rifles. The investigation found that there was no policy or law violation. 2024 Internal Audits:

No discrepancies.
2024 Policy Violations:

No violations.

Category 10 Intended Equipment Acquisition in 2025:

Category 10 ammunition will need replacement/restocking as they are used throughout the year for training, qualifications, and as they are assigned as duty ammunition.

Category 10 ammunition is a part of the overall annual ammunition budget estimated to be $250,000. Additionally, several rifles are in need of replacement. The estimated cost of replacement is $9,100.

ATTACHMENT B
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24 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 11 – Firearm Designed to Launch Explosive Projectiles Assembly Bill 481 Category 11 reporting requirements - Any firearm or firearm accessory that is designed to launch explosive projectiles.

The Stockton Police Department did not possess, acquire, or use any firearm or firearm accessory that is designed to launch explosive projectiles.

ATTACHMENT B
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25 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 12 – Flashbangs, Explosive Breaching, Tear Gas, Pepper Balls Assembly Bill 481 Category 12 reporting requirements: “flashbangs,” diversionary devices, explosive breaching tools, “tear gas,” and “pepper balls,” excluding handheld pepper spray.

Flashbang Diversionary Devices
Description and Purpose:

Noise Flash Diversionary Devices (NFDD), commonly referred to as “flashbangs,” are a non-fragmenting device that creates a bright flash and loud sound to temporarily divert the attention of subjects in the immediate area. NFDDs are used to distract and temporarily incapacitate suspects by overwhelming their senses of vision and hearing.

The distraction allows officers to seize a moment of opportunity and take control of highrisk situations.

Inventory:

1. NFDD Defense Technology (DT8901) Single bang
Acquisition Cost: $50 each
Quantity: 120

2. NFDD Defense Technology (CTS-7290-9) 9-bang
Acquisition Cost: $153 each
Quantity: 80
Explosive Breaching Apparatuses
Description and Purpose:

Explosive breaching apparatuses are explosives designed for specific breaching goals.

SWAT currently utilizes C-1 Flex Sheet, 25GR/FT Det cord, 50GR/FT Det cord, and NONEL 40FT blasting caps for charge construction. Explosives are purpose built for the specific fortification/barrier needing defeat.

SWAT utilizes explosive breaching to defeat fortified entry points during high-risk situations, where delay poses a great risk to the victims, suspects, or public safety personnel. Explosive breaching is used for, but not limited to hostage rescue, active shooter situations, natural disasters, and high-risk warrant service.

Inventory:

1. Aesflex Sheet C-1
Acquisition Cost: $326/lb
Quantity: 6lbs

2. Primacord 5 (25GR/FT)
Acquisition Cost: $0.64/ft

ATTACHMENT B
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26 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Quantity: 3000ft

3. Primacord 10 (50GR/FT)
Acquisition Cost: $0.66/ft
Quantity: 1000ft

4. Nonel MS 0 Blasting Caps
Acquisition Cost: $18 each
Quantity: 120
Tear Gas
Description and Purpose:

Chemical agent munitions, which are commonly referred to as “tear gas,” are used by the Stockton Police Department as a less-lethal tool to disperse rioting suspects and on barricaded suspects. The Stockton Police Department uses chemical agents commonly used by law enforcement across the United States including OC (Oleoresin Capsicum) and CS (2-Chlorobenzylidenemalononitrile). CS is an irritating agent that irritates the eyes and causes tears to flow. CS has been medically tested in the UK and by the U.S.

Army. There are no known allergic reactions to CS. OC was de-regulated in California in 1996, is endorsed by the FBI, and is available to members of the public to legally possess (2.5oz or less). OC is an inflammatory agent which causes involuntary closure of eyes and respiratory inflammation.

The Stockton Police Department uses a variety of munitions that disperse chemical agents including grenades, 40mm rounds, and liquid dispersal.

Inventory:

1. Defense Technology Flameless Tri Chamber OS
Acquisition Cost: $36 each
Quantity: 8

2. Defense Technology Flameless Expulsion OC grenade
Acquisition Cost: $36 each
Quantity: 4

3. Defense Technology 40mm Barricade Penetrator Ferret Rounds CS Powder Acquisition Cost: $25 each
Quantity: 80

4. Defense Technology 40mm Barricade Penetrator Ferret Rounds OS Powder Acquisition Cost: $25 each
Quantity: 91

ATTACHMENT B
1254
27 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report

5. Defense Technology 40mm Barricade Penetrator Muzzle Blast Rounds CS Acquisition Cost: $22 each
Quantity: 12

6. Defense Technology 40mm Barricade Penetrator Muzzle Blast Rounds OS Acquisition Cost: $22 each
Quantity: 125

7. Defense Technology HC Smoke Grenade
Acquisition Cost: $44 each
Quantity: 25

8. Defense Technology Instantaneous Blast OC grenade
Acquisition Cost: $56 each
Quantity: 12

9. Defense Technology Speed-Heat 40 mm CS
Acquisition Cost: $34 each
Quantity: 28

10.Defense Technology Skat Shell 37mm multiple projectile CS round Acquisition Cost: $46 each
Quantity: 69

11.Defense Technology Triple Chaser Separating Canister CS Acquisition Cost: $60 each
Quantity: 31

12.Defense Technology Riot Control Continuous Discharge Grenade CS Acquisition Cost: $33 each
Quantity: 20

13.Defense Technology Pocket Tactical Grenade CS
Acquisition Cost: $32 each
Quantity: 2

14.Defense Technology 46oz MK46 CS Riot Extinguisher
Acquisition Cost: $642 each
Quantity: 2

15.Defense Technology 46oz MK46 CS Mace Liquid
Acquisition Cost: $109 each
Quantity: 6

ATTACHMENT B
1255

28 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report

16.Defense Technology Spede-Heat CS Grenade
Acquisition Cost: $33 each
Quantity: 12

17.Defense Technology Stinger Rubber Ball CS Grenade
Acquisition Cost: $51 each
Quantity: 12

18.Defense Technology 40mm OC Direct Impact Foam Round
Acquisition Cost: $35 each
Quantity: 37

19.Defense Technology Large Style Maximum HC Yellow Smoke Grenade Acquisition Cost: $62 each
Quantity: 22

20.Defense Technology Large Style Maximum HC Red Smoke Grenade Acquisition Cost: $51 each
Quantity: 5
Number of Authorized Usages of Category 12 Equipment in 2024: 80 Authorized Usages Included:
• Deployments of flashbangs during search warrant services.

Financial Impact:

In 2024, replacement/restocking cost for Category 12 equipment was approximately $24,240.

In 2024, Category 12 equipment training departmentwide consisted of 580 hours totaling $32,190.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

Category 12 Intended Equipment Acquisition in 2024:

Category 12 munitions will need replacement/restocking as they are used throughout the year in training, authorized deployments, and as expired munitions are replaced.

The anticipated cost of annual replacement/restocking is $32,000.

ATTACHMENT B
1256
29 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report The Stockton Police Department plans to acquire a gas injector system as an attachment to the Category 3 Lenco Bearcat Tactical Armored Vehicle that was requested for acquisition. The gas injector unit is a device that is mounted to the tactical armored vehicle’s ram and enables the safe delivery of a CS or OS canister into a structure, vehicle, or other location where an approach on foot or with another delivery system is too dangerous or impractical. The gas injector system attachment is expected to cost $14,552 with no anticipated annual maintenance costs.

ATTACHMENT B
1257
30 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 13 – TASER Shockwave, Microwave Weapons, Water Cannons, and Long-Range Acoustic Devices
Assembly Bill 481 Category 13 reporting requirements: TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices.

The Stockton Police Department did not possess, acquire, or use any TASER® Shockwaves, microwave weapons, water cannons, and long-range acoustic devices in 2024.

Category 13 Intended Equipment Acquisition in 2025:

The Stockton Police Department plans to acquire a Long-Range Acoustic Device (LRAD) as an attachment to the Category 3 Lenco Bearcat Tactical Armored Vehicle requested acquisition. The LRAD is a specialized loudspeaker used for communicating at a distance such as when negotiating with armed suspects, barricaded suspects, suicidal persons who are in a location that is unsafe to access, and for providing mass notifications during emergencies or natural disasters. The LRAD attachment is expected to cost $41,213 with no anticipated annual maintenance costs.

ATTACHMENT B
1258
31 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 14 – Kinetic Energy Weapons and Munitions
Assembly Bill 481 Category 14 reporting requirements: the following projectile launch platforms and their munitions - 40mm projectile launchers, “bean bag,” rubber bullets and specialty impact munitions weapons.
40mm Projectile Launchers

1. Defense Technology 40mm Tactical Launcher
Description and Purpose:

The Stockton Police Department possesses single shot 40mm projectile launchers that expel less-lethal munitions. These launchers can deliver both kinetic and chemical munitions. The single shot nature of these launchers requires the officer to assess after every spent munition.

These launchers are used in crowd control situations such as unlawful assemblies and riots as well as with physically resistant suspects where other force options would be inappropriate, less effective, or otherwise unavailable.

Acquisition Cost: $1,047 each
Quantity: 4
40mm Kinetic Rounds
Description and Purpose:
40mm kinetic rounds are less-lethal rounds that are deployed from a 40mm projectile launcher. These rounds deliver energy on impact to a target, typically for crowd control/riot situations and actively resistant suspects. These munitions may be point-ofaim, point-of-impact direct fire rounds or skip fire rounds. The kinetic projectiles used by the department are sponge, foam, or rubber.

Inventory:

1. Defense Technology Exact Impact 40mm Standard Range Sponge Round Acquisition Cost: $33 each
Quantity: 134

2. Defense Technology Stinger 40mm 32-Caliber Rubber Balls Round Acquisition Cost: $64 each
Quantity: 10

3. Defense Technology Direct Impact 40mm Marking Crushable Foam Round Acquisition Cost: $24 each

ATTACHMENT B
1259
32 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Quantity: 15

4. Defense Technology Foam Baton 40mm Round
Acquisition Cost: $29 each
Quantity: 10

5. Defense Technology Stinger 37mm 32-Caliber Rubber Balls Round Acquisition Cost: $23 each
Quantity: 11
Bean Bag Shotguns
Description and Purpose:

Bean bag shotguns are specialized shotguns designated specifically to only be loaded with less-lethal rounds. These shotguns are clearly marked and identified with bright orange buttstocks and foregrips. These shotguns are used to dispense less-lethal rounds at suspects who are armed and/or physically resisting officers attempts to take them into custody.

Inventory:

1. Remington 870
Acquisition Cost: $700 each
Quantity: 58
Kinetic Shotgun Rounds
Description and Purpose:

Kinetic shotgun rounds are less-lethal rounds that are fired from a 12-gauge shotgun.

These include both bean bag and rubber ball rounds. Bean bag rounds are 40-gram tear shaped bags made from a cotton and ballistic material blend, filled with #9 shot, and loaded into a 12-gauge shell. Rubber ball rounds are 12-gauge shells loaded with approximately eighteen 32-caliber rubber balls. These rounds deliver a kinetic impact and pain to suspects with the goal of gaining the subject’s compliance and the cessation of their hostile behavior.

Inventory:

1. 12-gauge Bean Bag Rounds
Acquisition Cost: $5.40 each
Quantity: 5,600

ATTACHMENT B
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33 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report

2. Defense Technology Stinger 12-gauge 32-Caliber Rubber Balls Round Acquisition Cost: $7.10
Quantity: 10
Number of Authorized Usages of Category 14 Equipment in 2024: 15 Authorized Usages Included:
• Deployments to apprehend armed suspects.
• Deployments during the service of search warrants.
• De-escalation device.
• Deployments were utilized 15 times in 10 incidents, most of them involved an armed suspect.

Financial Impact:

In 2024, ammunition replacement for Category 14 equipment was $0.

Category 14 equipment training department-wide consisted of 758 hours totaling $12,069. This does not include semi-annual bean bag shotgun qualifications for trained personnel.
2024 Summary of Complaints or Concerns:

No complaints or concerns received.
2024 Internal Audits:

No discrepancies noted.
2024 Policy Violations:

No violations.

Category 14 Intended Equipment Acquisition in 2024:

Category 14 ammunition will need replacement/restocking as they are used throughout the year in training and authorized deployments. The anticipated cost of annual replacement/restocking is $12,740.

ATTACHMENT B
1261
34 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Category 15 – Any Other Equipment as Determined to Require Additional Oversight
Assembly Bill 481 Category 15 reporting requirements: any other equipment as determined by a governing body or a state agency to require additional oversight.

The Stockton Police Department did not possess, acquire, or use any other equipment as determined by a governing body or a state agency to require additional oversight in 2024.

ATTACHMENT B
1262
35 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Externally Hosted Training Costs
The personnel cost of training is absorbed into the Department’s operating budget.

Except where noted here, training was completed internally by the Department. The cost for staff to attend externally hosted training for military equipment usage in 2024 was approximately $142,105.46.

Training for Military Equipment Usage in 2024

COURSE COURSE
COST

PERSONNEL
HOURS

PERSONNEL COST
($55.50 per hour)
Firearm Courses $27,380.20 676 $37,518
Tactical based courses $15,712.37 406 $22,533
Chemical Agents Courses $1,218 48 $2,664
Less Lethal Courses $5,722.96 96 $5,328
Explosives Courses $83,488.93 280 $15,540
TOTAL $133,522.46 2,026 $83,583

ATTACHMENT B
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36 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Conclusion
The equipment, resources, and training outlined in this report allows the Stockton Police Department to protect our community by enhancing both public and officer safety. The use of “military equipment,” aids us in resolving critical incidents safely and effectively by providing us with sufficient engagement options to minimize the risk of serious injury or death that may be sustained by community members, officers, and suspects.

Although “military equipment,” is utilized infrequently, it is crucial that the equipment be readily available to deploy in rapidly evolving and dynamic situations where such equipment can be used to effectively respond to threats to public safety.

When deciding what “military equipment,” is funded, acquired, or used, the Stockton Police Department seriously considers the public's welfare, safety, concerns, and civil liberties. This annual “military equipment,” report was designed to reinforce the department's commitment to inform and provide transparency to our community and elected officials in addition to ensuring compliance with the law.

The department welcomes meaningful public input regarding the possession and use of “military equipment,” within our community. Inquiries, complaints, or concerns can be submitted via email to the Stockton Police Department's Military Equipment Coordinator, Lt. Esteban Arrieta at [email protected].

ATTACHMENT B
1264
37 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Stockton Police Department
Policy Manual
Policy - Military Equipment
Effective Date: April 11, 2024
Revised Date:

Issuing Authority:

Chief Stanley McFadden
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.
• High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-halfton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.
• Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram. • Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § Policy
706

ATTACHMENT B
1265
38 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles.
• Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• Area denial electroshock devices, microwave weapons, water cannons, longrange acoustic devices, acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by the City Council or a state agency to require additional oversight.
706.2 POLICY
It is the policy of the Stockton Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment.
706.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate the Research and Development Manager as the Military Equipment Coordinator. The responsibilities of the Military Equipment Coordinator include but are not limited to:
(a) Identifying department equipment that qualifies as military equipment in the current possession of the department, or the equipment that the department intends to acquire which requires approval by the City Council. (b) Conducting an inventory of all military equipment at least annually. (c) Collaborating with any allied agency that may use military equipment within the jurisdiction of Stockton Police Department (Government Code § 7071). (d) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(e) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).

ATTACHMENT B
1266
39 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report (f) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the department will respond in a timely manner. 706.4 MILITARY EQUIPMENT REPORTING
The Chief of Police should designate the Training Section Manager as the liaison to the City Council.
(a) Acting as liaison to the City Council for matters related to the requirements of this policy.

1. A list of each request and authorized budget item will be maintained within Research and Development.
706.5 MILITARY EQUIPMENT INVENTORY
The attached annual report includes a list of qualifying equipment for the department. 706.6 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the City Council by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the City Council and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the City Council prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the City Council. (f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS

ATTACHMENT B
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40 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy.
706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the City Council for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.
706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment. 706.9 ACQUISITION OF MILITARY EQUIPMENT
706.9.1 PROGRAM MANAGER RESPONSIBILITIES
Program Managers who utilize or wish to acquire military equipment shall:
(a) Confirm the item requested is authorized via the department's current Assembly Bill 481 Annual Report prior to acquisition.
(b) Complete the Military Equipment Acquisition Request Form and submit it to Research and Development via email. The form can be found in the Police SharePoint folder.
(c) Update Research and Development on any budget changes, which may prevent the acquisition of an authorized item.
(d) Annually provide the Military Equipment Coordinator with a list of planned acquisitions and the related budgets for the following year. (e) Ensure the use of authorized equipment is tracked including:

1. Number of deployments of each category of military equipment.

2. General nature of those deployments.

3. Hours of in-house training on each category of military equipment.

ATTACHMENT B
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41 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report

4. Names of outside schools that train the use or administration of military equipment, tuition costs, and number of hours.

5. The maintenance costs associated with possessed military equipment. 706.9.2 MILITARY EQUIPMENT COORDINATOR
The Military Equipment Coordinator or designee will review the applicable Program Manager's request and respond within 10 working days.
706.9.3 DEPARTMENTAL SCREENERS
Screeners are responsible for tracking the availability of and acquiring authorized military equipment from the Law Enforcement Support Program (LESO). In order to requisition equipment, screeners shall:
(a) Obtain authorization from the Military Equipment Coordinator or designee before submitting a request via Reutilization, Transfer, and Donation (RTD) for the following items:

1. Vehicles

2. Vessels

3. Aircraft

4. Weapons

5. Weaponized equipment
(b) Be familiar with requests and specifications of each item, ensuring the item for requisition meets the specifications submitted by the requesting Program Manager.
(c) Verify the budget for each item provided by the requesting Program Manager. (d) Obtain the fiscal impact for the acquisition of each item which may include transportation, delivery, or repairs.
(e) Contact the Military Equipment Coordinator or designee if the fiscal impact for the item supersedes the budgeted amount.

1. The Military Equipment Coordinator or designee will contact the affected Program Manager to verify if a budget increase is authorized. (f) Send an email message to the Military Equipment Coordinator within 24 hours of submitting the requisition via RTD or at a Defense Reutilization Marketing Office (DRMO).

The Military Equipment Coordinator or designee will monitor the acquisition and ensure that all requirements are met.
706.10 AUDIT OF MILITARY EQUIPMENT

ATTACHMENT B
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42 Military Equipment Used by Law Enforcement – Stockton Police Department 2025 Annual Report In addition to the annual audit performed by the Military Equipment Coordinator, Division Commanders will ensure that the use of military equipment by their assigned personnel is audited to ensure compliance.

Any misuse of equipment discovered in this process shall be addressed by the responsible Division Commander or designee.

ATTACHMENT B
1270

CITY COUNCIL MEETING
APRIL 29, 2025
AGENDA ITEM 16.4
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
1271

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
Assembly Bill 481 established the following requirements to ensure the responsible use of military equipment for the safety of our community and our police officers
1 Requires Stockton Police
Department to create a
Military Equipment Use
Policy
2 City Council Approval of policy
and the use, funding,
acquisition and continued use
of already approved
equipment.
3 Annual Report including
the purpose, complaints,
annual costs, quantity
possessed and intended
acquisitions.
1272

CITY OF STOCKTON
ASSEMBLY BILL 481
MILITARY EQUIPMENT USE 1
Requires Stockton Police
Department to create a Military
Equipment Use Policy (created
February 2022)
Stockton Police Department Policy 706: Military Equipment • Military equipment includes, but is not limited to: • Unmanned, remotely piloted vehicles • Command and control vehicles
• Noise-flash diversionary devices
• Kinetic energy weapons and munitions
• All items in this policy are currently in use at the Stockton Police Department and have use policies in place. • This policy is available to the public through the Stockton Police Department website.
1273
2 City Council Approval for the use,
funding, acquisition and
continued use of already
approved equipment.

The Stockton Police Department recognizes the public’s ongoing interest in how military equipment is used to protect our community and our officers. We are committed to maintaining our community’s trust in providing professional and responsive police services effectively and safely for all involved.

The term “military equipment” as used in Assembly Bill 481, does not necessarily indicate the equipment is, or has been used, by the military.

Many items defined as “military equipment” by the bill are often used by law enforcement to preserve life and enhance public and officer safety while remaining prepared to handle the various challenges facing our communities. The Stockton Police Department’s use of “military equipment” is consistent with overall best practices employed by the police departments throughout the country.

Assembly Bill 481 establishes oversight for the responsible use, funding and acquisition of “military equipment”.

CITY OF STOCKTON
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The Stockton Police Department Military Equipment Annual Report is available to the public and can be found online through the Stockton Police Department website.

This Annual Military Equipment Use Report
outlines a summary of the equipment usage
guidelines, inventory, fiscal impact,
complaints, and reported community
concerns for calendar year 2024 (January
1, 2024, through December 31, 2024).

CITY OF STOCKTON
ASSEMBLY BILL 481 3 MILITARY EQUIPMENT USE
Annual Report including the
purpose, complaints, annual
costs, quantity possessed and
intended acquisitions.
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2024 AB 481 Annual
Report highlights

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Annual Report Summary
CATEGORY 1 – Unmanned aerial or ground vehicles
The Stockton Police Department currently has twenty-one (21) UAS (drones) in service and two (2) EOD hazardous duty
robots. These vehicles are used for search and rescue, tactical situations and bomb defusal.

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Annual Report summary
CATEGORY 2 – Armored Personnel Carriers
CATEGORY 3 – Vehicles that have a breaching or entry
apparatus attached
The Stockton Police Department has two (2) armored vehicles (one with breaching capabilities). These vehicles are used for emergency operations and provide officers and the public with a level of ballistic protection during critical incidents and rescues.

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Annual Report summary
CATEGORY 5 – Command and Control Vehicles
The Stockton Police Department has (4) command and
control vehicles. Two (2) are dedicated as mobile command posts and crisis negotiation vehicles. One (1) as a tactical command post for emergency response and one (1) as a
command vehicle for our Explosive Ordinance Disposal team.

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Annual Report summary
CATEGORY 7 – Battering Rams, Slugs, and Breaching
Apparatuses Explosive in Nature
The Stockton Police Department is currently equipped with Breaching Slugs, Explosive Breaching Apparatuses, and Battering Rams. Each of these tools is utilized for extremely dangerous situations where failure to gain entry is not an option. The breaching slugs and Battering Ram of explosive nature will be utilized by both patrol and the SWAT team.

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Annual Report summary

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CATEGORY 10 – Specialized firearms and ammunition of less than 50 caliber
CATEGORY 12 – Flashbangs, explosive breaching, tear gas, pepper balls CATEGORY 14 – Kinetic energy weapons and munitions
The Stockton Police Department utilizes a variety of tools and equipment to safely respond to rapidly evolving critical incidents with the goal of a peaceful resolution and safety for all parties involved.

These tools and equipment consist of, but are not limited to, less lethal munitions (bean bag rounds, 40 mm sponge rounds, tasers, etc.), patrol rifles, precision rifles, flashbangs, and chemical munitions. These tools are industry standard and commonly used by law enforcement across the nation. They provide capabilities and options while prioritizing the sanctity of life.
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Anticipated Acquisitions

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MILITARY EQUIPMENT USE
The Peraton Remotec EOD robot is used to provide Bomb
Technicians with advanced technology to safely disarm
explosives as well as tactical teams the ability to reduce the likelihood of a violent encounter.

The LRAD is a specialized loudspeaker used
for communicating at a distance,
negotiations with barricaded suspects,
mass notifications, and natural
emergencies.
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Anticipated Acquisitions
The Bearcat is utilized for preplanned operations, critical incidents, and rescues. We have had the original since 2012 and we are beginning to utilize it more on patrol. Recent example of armed suspect on Dr. MLK Jr. Blvd pointing a gun at passing vehicles.

The armor provides protection for us, which affords the opportunity for De-escalation and communication.

The “Rook” is an armored tracked vehicle. The protection and size of the vehicle allow for access to scenes not feasible by the Bearcat.

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Anticipated Acquisitions

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The Stockton Police Department is anticipating acquiring a command-and-control vehicle to improve our ability to effectively respond to multiple negotiations and / or
complex investigations occurring simultaneously. The
initial cost is approximately $220,000 and the annual
fiscal impact would be yearly maintenance.
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Anticipated Acquisitions

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The Stockton Police Department is committed to training our staff to be professional by advancing their expertise with de-escalation, firearms, less lethal devices, and
technology with the goal of reducing the use of force and providing great service to our community.
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APPROVAL NEEDED FROM COUNCIL
• Approve a change in terminology in SPD Policy 706: Military Equipment. • Continue the use of the equipment currently used by the Stockton Police Department in accordance with the current policy
• Approval for the acquisition of the MRAP (Rescue Vehicle), LRAD (Long Range Acoustic Device), second Bearcat, and Rook (armored tracked vehicle), Unmanned Aerial System (UAS), replacement of weapons and munitions / less lethal

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THANK YOU
Stockton Police Department
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City of Stockton
Legislation Text
File #: 25-0463, Version: 1

COUNCIL COMMITTEE/BOARD AND COMMISSION MINUTES

RECOMMENDATION
Information item only. No action required.

City of Stockton Page 1 of 1 Printed on 4/23/2025
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MINUTES

PLANNING COMMISSION
MEETING OF JANUARY 23, 2025
425 N. El Dorado St. Stockton, CA

1. CALL TO ORDER/ROLL CALL - 5:30 PM
Roll Call

Present:

Anne Mallett
Brenda Jones
Waqar Rizvi
Greg Thompson
Gurneel Boparai
Terry Hull

2. PLEDGE TO FLAG
The Pledge of Allegiance was led by Commissioner Rizvi

3. ADOPTION OF CONSENT CALENDAR
Approve the consent calendar
Moved by: Waqar Rizvi, seconded by Anne Mallett.

Vote: Motion carried 6-0
Yes: Anne Mallett, Brenda Jones, Waqar Rizvi, Greg Thompson, Gurneel Boparai, and Terry Hull.

3.1 25-0050 APPROVAL OF PLANNING COMMISSION MINUTES
Motion 2025-01-23-0301 approving filing minutes of the December 12, 2024 Planning Commission meeting.

Legislation Text
Attachment A- 2024-12-12 PC Minutes

3.2 24-1257 REQUEST FOR A ONE-YEAR TIME EXTENSION FOR AN APPROVED TENTATIVE MAP AND PLANNED DEVELOPMENT PERMIT (P21-1171) AT 8601 THORNTON ROAD (APNS 080-320-06 AND 080-320-07) (APPLICATION NO.

P24-0234)
Resolution 2025-01-23-0302:

1. Finding that the Project is subject to compliance with the prior adopted Final Initial Study /Addendum to the previously certified 2040 General Plan Environmental Impact Report (EIR) (SCH #2017052062)
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2. Adopting a Resolution approving a one-year time extension for the Davis Crossing Tentative Map and Planned Development Permit.

Legislation Text
Attachment A- Ai:2i:2roved Resolution 2023-02-26-0501-02 Attachment B - Location MaP- and Aerial PhotograP-bY.

Attachment C - Ai:2i:2roved Tentative MaP.,
Attachment D - AP-Qlicant Request
ProQosed Resolution
Exhibjt 1 - Tentative Ma12
Approved Resolution 2025-01-23-0302

4. PUBLIC COMMENT
None

5. PUBLIC HEARINGS/ENVIRONMENTAL ASSESSMENTS
None

6. NEW BUSINESS

6.1 24-0116 CULTURAL HERITAGE BOARD MEMBERSHIP -VACATE SEAT Legislation Text
Attachment A- Resolution 2024-07-09-1503 (CPM 3.02, 3.03) Attachment B - CHB Staff ReP-Qd
Attachment C - CHB Attendance (Dec '23 - Dec '24).

Pro12osed Resolution
AP-12roved Resolution 2025-01-23-0601
Approve Resolution 2025-01-23-0601 ratifying the removal of Commissioner Johnson from the Cultural Heritage Board
Moved by: Greg Thompson, seconded by Brenda Jones.

Vote: Motion carried 6-0
Yes: Anne Mallett, Brenda Jones, Waqar Rizvi, Greg Thompson, Gurneel Boparai, and Terry Hull.

7. UNFINISHED BUSINESS
None

8. REPORTS/COMMUNICATIONS/INFORMATIONAL ITEMS
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Mike McDowell, Assistant Director of Community Development - certificates provided to leaving commissioners
Stephanie Ocasio, Director of Economic Development - thanked leaving commissioners

9. COMMISSIONERS COMMENTS

10. Chair Hull - thanked commissioners leaving, fellow commissioners Commissioner Thompson - thanked City staff, Kevin Lincoln; teamwork with fellow commissioners
Commissioner Mallet - experiences gained from being on the commission; thanked Susan Lenz
Commissioner Rizvi - experiences gained from board; thanked City staff, fellow colleagues, Dan Wright; public engagement; thanked family Commissioner Jones - thanked Kim Warmsley, City staff, and fellow commissioners
Vice Chair Boparai - thanked fellow commissioners
�� ADJOURNMENT - 5:58 PM
Mj�ael McDowell
Assistant Director, Community Development
Department
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