Attachment E - Updated Regional Homelessness Action Plan — City Council and Concurrent Authorities, September 9, 2025

ANNUAL UPDATE
AUGUST 2025

ATTACHMENT E
DRAFT Public Review:
8/1/2025

CONTENTS
I. Statement of Purpose .................................................................................................. 1 II. Summary of Strate
gic Plan Progress ............................................................................. 3 III. 2025 Planning Proces
s ................................................................................................. 5 Stakeholder Engagement ................................................................................................. 5 IV. Baseline Data .............................................................................................................. 6 Population Data ............................................................................................................... 6 Program Data .................................................................................................................. 8 V. System Performanc
e Measures .................................................................................... 9 People Experiencing Homelessness ................................................................................. 9 Racial and Ethnic Disparities by Performance Measures ................................................. 11 VI. Additional Consid
erations .......................................................................................... 12 Affordability: Root Cause Analysis .................................................................................. 12 VII. Recommendations ......
............................................................................................... 13 Input From Public Meetings ............................................................................................ 13 VIII. 2025 Action Plan Up
date............................................................................................. 15 Roles and Responsibilities ............................................................................................. 16 Regional Logic Model ..................................................................................................... 20 System Performance Measures Improvement Plan ......................................................... 21 IX. Funding and Impl
ementation PLan ............................................................................. 27 HHAP-6 Funding Plan ..................................................................................................... 27 Sustaining the Region’s Interim Housing Portfolio ........................................................... 29 X. Appendices ............
................................................................................................... 31

ATTACHMENT E
DRAFT Public Review:
8/1/2025
I. STATEMENT OF PURPOSE
Purpose: Through this Action Plan Update, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care (SJCoC) commit to working jointly in a coordinated, regional fashion to:
• Expeditiously reduce unsheltered homelessness;
• Increase client self-sufficiency and decrease the risk of returns to homelessness; and • Make homelessness rare, brief, and non-recurring.

This updated Statem
ent of Purpose is driven by community and stakeholder feedback, reviewed and refined by the members of the SJCoC, and in alignment with the guidance and direction of our federal, state, and local elected representatives.

Intent: Through this Ac
tion Plan, the three partners express their intentions and the planned strategies to address homelessness through the articulation of specific roles and responsibilities, actions, and funding plans.

Invitation: The Cit
ies of Lathrop, Lodi, Manteca, Mountain House, Ripon, and Tracy are hereby invited to adopt this Action Plan and join this partnership. As independent public entities, the San Joaquin County Office of Education, the Housing Authority of the County of San Joaquin, and the San Joaquin Council of Governments are also invited to partner in the work expressed within this 2025 Action Plan Update.

Strategic Shift: This update describes a strategic shift in the local response strategy towards a greater emphasis on addressing and reducing street homelessness and ensuring that individuals and households experiencing homelessness have more consistent pathways to finding their own best long-term stability.

And, consistent with guidance, this update represents the beginning of a shift from the construction of new program spaces, to now shifting resources towards the maintenance and sustainability of operations within these interim and permanent housing programs.

Fund Allocations: Through this Action Plan, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to the collective allocation of $22,698,332.21 in Homeless Housing Assistance and Prevention (HHAP) Round 6 funds as follows:

Proposed Eligible Uses Proposed County /
SJCoC Allocations
Proposed City of
Stockton Allocations
Permanent Housing (18%)
• Rapid Rehousing
• Services and Coordination
$2,009,978.18
• $1,004,989.09
• $1,004,989.09
$2,075,721.62
• $1,037,860.81
• $1,037,860.81
Homeless Prevention (18%)
• Diversion Programs
• Prevention Programs
$2,009,978.18
• $1,004,989.09
• $1,004,989.09
$2,075,721.62
• $1,037,860.81
• $1,037,860.81
Interim Housing (46%)
• Operating Costs
• Enhanced Services
$5,136,610.89
• $2,568,305.45
• $2,568,305.45
$5,304,621.92
• $2,652,310.96
• $2,652,310.96
Youth Set Aside (10%)
• Homeless Prevention
• Interim Housing
$1,116,654.54
• $279,163.64
• $837,490.91
$1,153,178.68
• $288,294.67
• $864,884.01
Administration (7%) / HMIS (1%) $ 893,323.63 $ 922,542.94 Total $11,166,545.42 $11,531,786.79

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Roles and Responsibilities: This update reaffirms and refines the following:
 Partner Roles and Responsibilities to the San Joaquin Continuum of Care (SJCoC) are as described in the updated SJCoC Governance Charter, Adopted 7/10/2025.  Partner Roles and Responsibilities to Implement this Regional Action Plan Update are described in this update.

Authority for this
Action Plan: This was developed under the collaborative management of the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care.

Consistent with CA
Health and Safety Code, Chapter 6.5 of Part 1 of Division 31:
§50240 (a) This is a
n update to the regionally coordinated homeless action plan. §50240 (c) This update
s and refines the following components of the prior 2024 Homeless Action Plan:

1. Roles and Responsibilities of Participating Jurisdictions

2. System Performance Measures Key Findings

3. System Performance Measures Improvement Plan
§50240 (d) The community pl
anning process included seven public meetings and a community-wide survey. Components were also discussed in meetings of the SJCoC Strategic Planning Committee and brought for public review and feedback at the SJCoC General Membership meeting on July 10, 2025. §50240 (e) The planning p
rocess invited input from:

1. People with lived experience of homelessness

2. Youth with lived experience of homelessness

3. Local departmental leaders (County) and Staff from local municipalities (other smaller jurisdictions)

4. Homeless service and housing providers

5. Medi-Cal managed care plan partners

6. Street medicine providers and other outreach partners

7. Federally recognized tribal governments
§50240 (f) A [DRAFT until 8/28] Memorandum of Understanding (MOU) committing each signatory to participate in and comply with the Action Plan is included in the appendix. §50240 (h) This updated Ac
tion Plan will be submitted for review by the California Department of Housing and Community Development no later than August 29, 2025, with the signed and executed copy of the MOU.
§50240 (i) This updated Action P
lan was posted for community review by the County of San Joaquin and the City of Stockton on August 1, 2025, and announcements of the posting were circulated through the respective Public Information Officers for each qualifying jurisdiction.

Action Plan Term: This
Action Plan will be implemented under a joint Memorandum of Understanding (MOU), which shall be entered into following plan review and acceptance by the SJCoC Board of Directors, the Stockton City Council, and the San Joaquin County Board of Supervisors, as of August 29, 2025, and continued until its termination on June 30, 2029, or modified or renewed.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
II. SUMMARY OF STRATEGIC PLAN PROGRESS
The following section pr
ovides an update on:
• Progress in meeting the goals outlined in the 2020 Strategic Plan. • Additional actions and next steps underway to meet objectives.

San Joaquin Community Response to Homelessness (2020 Strategic Plan) Goal 1. Establish a Coordinated and Engaged Regional System of Care

1.1. Establish a cross
jurisdictional effort to create a
shared processes to access
funding streams, identify
community priorities, and
coordinate activities.

Progress / Next Steps
2025 Governance Charter, Collaborative Applicant Agreement, Action Plan, and MOUs. New SJCoC committee structure
strengthens program coordination with public agencies and managed care health partners. Multiple jurisdictions are participating in the SJCoC on an active basis.

1.2. Improve data collection,
measurement and analysis.

Progress / Next Steps
All programs receive funding for HMIS system licensure and training on data entry. Expanded system capacity and utility is desired.

1.3. Educate and engage the
community.

Progress / Next Steps
Robust participation in SJCoC and widespread awareness on issues and best practices for addressing homelessness. There is more public support for affordable housing and enhanced services for homeless individuals.

Goal 2. Increase Access and Reduce Barriers to Homeless Crisis Response System

2.1. Expand low-barrier shelter
capacity, hours, and services.

Progress / Next Steps
Emergency shelter capacity has increased from 883 beds to a projected total of 1,934 by the end of 2026 (120% increase since 2019). Majority of shelters are now entry/exit, not night-by-night. All shelters are low-barrier and have enriched services available. The SJCoC supports completing existing pipeline programs and working collaboratively to ensure the sustainability of shelter programs.

2.2. Invest in Prevention. Progress / Next Steps
Over the five previous years nearly 10,000 households have received some form of emergency rental assistance. Homeless prevention remains a priority. Consistent with best practices, homelessness prevention activities will now be paired with wraparound support services and employment assistance. Diversion programs will be available for those exiting an institution.

2.3. Improve and Expand Outreach
and Engagement.

Progress / Next Steps
Encampments under the Interstate 5/Highway 4 interchange complex and in the Mormon Slough are relatively dispersed, as are major encampments in Manteca and Tracy. However, unsheltered homelessness is at record highs. Outreach efforts are now coordinated by SJ CARES in cooperation with CalTrans and local law enforcement. New policies on addressing encampments are in review. All jurisdictions are encouraged to adopt the Governor’s Model Ordinance on Addressing Encampments (March 2025).

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Goal 3. Ensure Households Experiencing Homelessness have Access to Affordable and Sustainable Permanent Housing Solutions

3.1. Increase affordable housing
stock for vulnerable adults, youth,
and families.

Progress / Next Steps
240 units of permanent supportive homeless housing have been constructed in the past five years and an additional 200+ are in the development pipeline. However, major changes to federal fund allocations may require new planning to ensure the long-term sustainability of these programs.

3.2. Invest in landlord
engagement, housing navigation,
and incentives.

Progress / Next Steps
A county wide Coordinated Entry System (CES) is in place. SJCoC is adopting a by-name list case conferencing process. All placements in affordable housing programs must be through the CES. Landlord engagement and incentives will be standardized per HUD guidance.

Rapid Rehousing and Rental Assistance programs are time limited with certain eligibility requirements and participation expectations that are trauma informed and consistent with harm-reduction.

3.3. Expand case management,
employment supports, and
services.

Progress / Next Steps
Services remain fragmented and uncoordinated. Major efforts are needed to develop a uniform approach and service standards, including criteria for program success and participant completion.

Key Actions for S
ystem Strengthening (2025 updates):

Improve program out
comes

1. Develop a housing-f
ocused shelter model. Standardize expectations for housing navigation and case management within interim housing programs, including eligible transitional housing. Standardize processes for working with individuals living unsheltered or in places not fit for human habitation.

2. Develop regional Rapid-Rehousing / Rental Assistance funding and practice expectations. Develop practice guidelines for other innovative and creative housing solutions, including master leasing and landlord incentives.

3. Create regional screening and referral protocols to escalate case management and treatment for individuals likely to have serious mental illnesses or other disabling conditions that require specialty interventions.

Improve system tr
ansparency and accountability

4. Release regular co
mmunications for community stakeholders and partners; update the website to better publish and distribute information. Provide clear guidance to all stakeholders on new approaches to expeditiously reduce unsheltered homelessness.

5. Complete a comprehensive review of the HMIS to enhance client-level coordination and collaboration, program management and monitoring, and system-wide assessments of performance measures.

6. Standardize procurement and contract monitoring processes. Develop a coordinated County/City review process to ensure the timely, appropriate, and consistent use of public resources to achieve desired outcomes for people experiencing homelessness.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
III. 2025 PLANNING PROCESS

Stakeholder Engagement
Rane Community Development led research activities for this 2025 Regional Homeless Action Plan Update.

The mixed-method approach combined qualitative research consisting of public meetings, discussion groups, and a community survey, as described below;

 Analysis of a local community online survey regarding program priorities, including strategies to expeditiously reduce unsheltered homelessness. (Conducted Spring 2025, with 236 respondents).  Feedback from the seven public meetings held in May 2025.

City Date Time Address
Tracy Wed. May 14th 10am - Noon City Hall Rm 203- 333 Civic Center Plaza Stockton Tues. May 20th 3pm - 5pm Behavioral Health - 1212 N. California St.

Stockton Thurs. May 22nd 5pm - 7pm Civic Auditorium - 525 N Center St.

Manteca Tues. May 27th 3:30pm - 5:30pm Manteca City Hall - 1001 W. Center St.

Stockton Tues. May 27th 5pm - 7pm Arnold Rue CC - 5758 Lorriane Ave.

Lodi Tues. May 28th 1pm - 3pm Hutchins Street Square - 125 S Hutchins St Stockton Thurs. May 29th 5pm - 7pm Van Buskirk CC - 734 Houston Ave

 Initial findings were reviewed and clarified by key stakeholders and partners of the SJCoC. The SJCoC Strategic Planning Committee, General Membership, and its Board reviewed and approved all strategies and priorities in this Action Plan Update.

Meeting Date Venue
SJCoC Strategic Planning Committee Retreat Fri. June 20th By invitation / In-person SJCoC Strategic Planning Committee Meeting Mon. June 30th Open Meeting / Online SJCoC General Membership Meeting Thur. July 10th Open Meeting / Hybrid SJCoC Strategic Planning Committee Meeting Mon. July 28th Open Meeting / Online Stockton City Council Tues. July 29th City Hall / Hybrid

 The Updated Action Plan was posted for public review on August 1, 2025, and subsequently submitted for discussion and/or review at the following public meetings.

Meeting Date Venue
Stockton City Council Tues. Aug 12th Stockton City Hall SJCoC Board Meeting Thur. Aug 14th Open meeting / Hybrid San Joaquin County Board of Supervisors Tues. Aug 26th County Admin Building

And;
 Quantitative analyses of data from the State of California’s Homeless Data Integration System (HDIS), the U.S. Housing and Urban Development’s (HUD’s) Homeless Management of Information System (HMIS), the SJCoC’s Point-in-Time (PIT) count, and local Housing Inventory Counts (HICs).

ATTACHMENT E
DRAFT Public Review:
8/1/2025
IV. BASELINE DATA

Population Data

POINT IN TIME COUNT

 The total number of persons experiencing homelessness is increasing. Locally, 73% of persons experiencing homelessness are unsheltered.
 Persons experiencing homelessness are increasingly female (38%), over 55 years of age (27%) or under 25 (13%). Homelessness among youth 18 – 24 is rising at a faster pace than other population groups.
 Homelessness affects persons of all race/ethnicities, however Black/African American community members remain disproportionately impacted, accounting for 19% of those identified through the Point in Time Count, despite representing less than 8% of the region’s overall population make-up.  Most people have experienced more than one episode of homelessness (56%) and when they are homeless, continue in that state for one year or more (70%).  System involvement is common, with 24% having spent a night in detention/custody over the past year and 14% self-reporting as prior foster care recipients.  Over one-third (38%) of homeless individuals surveyed reported having a disabling condition and 27% reported that they were completely unable to work.

0 500
1000
1500
2000
2500
3000
3500
4000
4500
5000
2017 2018 2019 2020 2021 2022 2023 2024
Point in Time Count 2017 through 2024
Sheltered and Unsheltered Persons
Sheltered Count Unsheltered Count
200%
Increase
1,552
4,732
11 ATTACHMENT E
DRAFT Public Review:
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14 12

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Program Data

HOUSING INVENTORY COUNT
Utilization Data f
rom 2025 Housing Inventory Count
Housing/Program Type Capacity
(# of Beds)
Occupancy Occupancy Rate 2024
Beds and Use Rate
Emergency Shelters 1,346 1,085 80.6% 1,311 68.0%
Transitional Housing 352 206 58.5% 326 52.1%
Permanent Housing Vouchers 1,261 1,261 100% 530 77.0% Permanent Supportive
Housing or PH w/ services 789 722 91.5% 752 86.4% Rapid Re-Housing 532 532 100% 381 100%
Total (All Types) 4,280 3,806 88.9% 3,300 75.8%
 The number of available interim shelter beds and permanent housing solutions has increased significantly over the past five years.
 Program utilization improved in 2025 and was stronger than any prior year.  Despite bed/unit capacity increasing, the number of people experiencing homelessness and living unsheltered remains high.
 Construction / development projects are not keeping up with the growing demand for safe places for people who are experiencing homelessness to stay as they work to regain stability. 502 371523
932
591
1452
0 200
400
600
800
1000
1200
1400
1600
Family Shelter Adult Shelter
Change in Shelter Bed Capacity
2019 - 2025
* 2025/2026, New or in construction
2019 2024 2025
883
2019 2026
1,934
120% increased capacity

ATTACHMENT E
DRAFT Public Review:
8/1/2025
V. SYSTEM PERFORMANCE MEASURES
People Experiencing Homelessness
According to the most recent report generated by the San Joaquin CoC Homeless Management Information System (HMIS) and released by the state's Homeless Data Information System (HDIS), the number of unduplicated individuals receiving homeless services is 11,287, about the same as the prior year, but an increase of nearly 40% from 2020.

SYSTEM PERFORMANCE MEASURES

Measure CY 2020 10/1/23 –
9/30/24
% Change
from 2020
Progress /
Score

1.a. Number of persons experiencing
homelessness in HMIS
8,138 11,287 + 39% worsening

1.b. Estimated number of people experiencing
unsheltered homelessness on the SJCoC PIT
count1
1,558 3,469 +123% worsening

2. Number of people accessing services who
are experiencing homelessness for the first
time
4,273 5,452 +28% worsening

3. Number of people exiting homelessness into
permanent housing
715 1,183 +65% improving

4. Average length of time (in days) that people
were enrolled in non-residential or short-term
programs without securing long-term housing
69 94 +36% worsening

5. Percent of people who return to
homelessness within 6 months of exiting
homelessness response system to permanent
housing

10.8% 8.64% -1.44% improving

6. Number of people with successful
placements from street outreach (temporary or
permanent)
2* 15* +650% improving
* Low numbers are likely the result of inconsistent / erroneous data entry or submission upload practices.

Technical assistance has been requested to rectify this issue.

1 The 2024 PIT Count used an updated survey sampling methodology to count unsheltered homelessness. 2024 PIT count figures likely correct an undercounting from prior years. Locally, the SJCoC recognizes that there has been an increase in homelessness, though the rate of change may be closer to 39% (as indicated by the increase in unique service recipients reported in measure 1.a. above,) than the123% increase reflected through the changes in people experiencing unsheltered homelessness.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
INDIVIDUALS SERVED BY KEY CHARACTERISTICS (N=11,287)
Gender / Household Composition Number Proportion of Total Man/Boy 6,011 53%
Woman/Girl 5,229 46%
Transgender 31 0%
Single adults without children 5,780 51%
People in families with at least 1 child 5,190 46%
People in households with only children 671 6%

INDIVIDUALS SERVED BY VULNERABILITIES
Additional Vulnerabilities Count (2024) Count (2025) Change Adults with Substance Use Disorders (SUD) 1,339 1,327 - 1% Adults with Serious Mental illnesses (SMI) 1,182 1,346 + 14% Veterans 463 359 - 22%
Adults fleeing Domestic Violence (DV) 337 257 - 24%
Parenting Youth 249 282 + 13%
Unaccompanied Youth (18-24) 511 545 + 7%
Older Adults (50+ years old) NA 2,233 NA
 HDIS program service utilization data shows slightly different data than Point-in-Time data though generally the trends remain consistent, with:
o A greater proportion of females experiencing homelessness o One-fifth of those served were over the age of 50.
o A disconcerting number of children are experiencing homelessness, and data shows an increase in the number of homeless unaccompanied youth who are themselves parents.  The proportion of adults with serious mental illnesses may be increasing, although this may be consistent with better coordination with San Joaquin County Behavioral Health Services and improved diagnostics rather than an actual change in the population composition.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Racial and Ethnic Disparities by Performance Measures
PROGRAM UTILIZATION RACE/ETHNICITY2:

Measure 1a:

Number of
people
accessing
services who are
experiencing
homelessness
Measure 2:

Number of
people
accessing
services who are
experiencing
homelessness
for the first
time
Measure 3:

Number of
people exiting
homelessness
into permanent
housing
Measure 4:

Average length of
time (in days)
Measure 5:

Percent of people
who return to
homelessness
within 6 months
of exiting
homelessness to
permanent
housing
American Indian or
Alaska Native (alone or
in combination)
3% 2% 3% 16% 0%
Asian or Asian
American (alone or in
combination)
4% 5% 4% 14% 11%
Black or African
American (alone or in
combination)
29% 30% 30% 14% 4%
Hispanic/Latino (alone
or in combination) 29% 32% 27% 13% 18%
Middle Eastern or
North African (alone or
in combination)***
0% 0% 0% 4% 0%
Native Hawaiian or
Other Pacific
Islander (alone or in
combination)
1% 1% 2% 23% 0%
White (alone or in
combination) 34% 30% 34% 16% 10%
100% 100% 100% 100% 100%

 People who are Black or African American and experiencing homelessness are accessing services at rates that are disproportionately higher than their rate in the general population.  People who are Hispanic/Latino return to homelessness within 6 months of exiting homelessness to permanent housing at rates somewhat higher than for others.  Variations in performance measures are not statistically significant across other ethnicity/race categories, or measures, due to low sample sizes.
2 Data is extrapolated from HDIS data run, provided to CA-511 on 4-4-2025. Data includes Ethnicity and Race data whenever that race/ethnicity was indicated either alone or in combination with another category. Of the 11,287 people served, there were 13,520 race/ethnicity entries. Respondents were more likely to select White or Hispanic/Latino in combination than other ethnicity and racial categories.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
VI. ADDITIONAL CONSIDERATIONS

Affordability: Root Cause Analysis

CHALLENGES:
 Since 2010, the region has grown nearly 20%.
 Housing demand has outpaced supply, driving prices up.  Our region needs housing for 13,293 very low-income households who earn less than 50% of AMI.  Federal funding for affordable housing is likely to decline. o 189 households (554 individuals) are losing their emergency housing voucher and at imminent risk of homelessness.
o An estimated 2,000 households are at risk of having a permanent housing voucher converted to a shorter term rental assistance program, putting the housing stability of an estimated 6,000 individuals at risk over the next several years.

OPPORTUNITIES:
 There are new shelters and affordable housing projects being developed in nearly every community.  Four cities have dedicated homeless services coordinators bringing partners together to address the crisis.
 New state guidance provides a framework for more successfully addressing encampments and expeditiously reducing unsheltered homelessness.

ON THE HORIZON:
 New opportunities to develop innovative housing programs, including shared communities and programs that meet clients’ recovery and job training needs.  More clarity on the role of HHAP funds to address housing-focused solutions, that sustain existing operations.
 More clarity on recommended policies, practices, and funding opportunities for street outreach, safe parking sites, and other strategies to expeditiously reduce unsheltered homelessness.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
VII. RECOMMENDATIONS
Input From Public Meetings

SUMMARY

1. Re -examine residential services and supports and adopt an incremental approach. There should be more flexibility for movement up and down a housing continuum. Locally the SJCoC will strengthen its coordination with health care, behavioral health, and justice partners to prevent homelessness, or returns to homelessness, for vulnerable populations.  Consistent with guidance, investments will be directed towards programs that provide rental assistance, rapid rehousing, and other diversion support programs that prevent people at-risk of homelessness (or recently experiencing homelessness) from entering unsheltered homelessness or interim shelter programs, including those exiting institutions.

2. The region will meet its capital expansion goals for shelters and housing with pipeline projects. Investments must shift from capital projects to sustaining operations of programs.
 Consistent with guidance, all HHAP 6 funds are budgeted towards eligible Housing Solutions. Funding prioritizes sustaining operations within existing interim housing programs and trauma-informed and evidence-based intensive case management services, housing navigation, connecting people to substance use or mental health treatment, public benefits advocacy, and other supportive services to promote stability and referral into permanent housing.

3. The local approach must shift from “housing” as the goal to that of long-term client success. All projects must strive to optimize self-sufficiency among individuals and families experiencing homelessness.
 Consistent with guidance, investments in program operations will be directed towards service enriched programs that are trauma-informed and practice harm reduction, to include intensive case management services, assertive community treatment services, critical time intervention services, other tenancy support services, evidence-based employment services, coordinating mental health, substance use, and primary care treatment of other evidence-based supportive services to increase housing retention.

4. Homelessness among children and youth, and among youth 18-24 who are themselves parenting is increasing.
 Consistent with evidence-based practices, children and youth focused services will include transitional housing with longer-term program supports and services available; as is consistent with the developmental needs of young people and the supports necessary to stabilize entire families.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

DETAILED INPUT BY KEY STAKEHOLDER GROUP

Stakeholders Description of how stakeholders were
invited and encouraged to engage.

The specific input
incorporated into plan
People with lived
experience of
homelessness, including
but not limited to survivors
of domestic violence
Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND partnership with local homeless
shelters to encourage shelter residents to attend
public meetings.

Request for more assistance
achieving long-term self-sufficiency.

More employment readiness and job
seeking support and easier access
to substance use treatments
services.

Youth with lived
experience of
homelessness
Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND partnership with the Youth Advisory
Board
Recognition of the growing
incidence of youth homelessness.

Discussions of “what works,” when
engaging youth overcoming trauma.

Local department
leaders and staff from
qualifying smaller
jurisdictions.

Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND targeted invitations to department
leaders and city staff from smaller jurisdictions.

Intention to better align homeless
services with existing workforce
development programs.

Homeless services and
housing providers,
including developers of
permanent affordable
housing operating within
the region.

Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND targeted outreach / discussions with
Local Housing Authority.

Intention to prioritize (1) sustaining
operations of shelters programs (2)
preparing for potential cuts in
federal housing subsidies and
preventing returns to homelessness
and (3) more case management and
workforce development in
conjunction with housing solutions.

Each Medi-Cal Managed
Care Plan contracted
with the State
Department of Health
Care Services in the
region
Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND targeted outreach / discussions with
the MCPs.

Leveraging resources from the MCPs
under the CalAIM expansion to
partially address shelter operational
costs through billable services.

More assistance with application
processes requested from MCPs.

Federally recognized
tribal governments
pursuant to Section 4103
of Title 25 of the United
States Code that are
within the region.

Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND letters of invitation to Tribal entities
and Native serving organizations.

Ongoing attention to the
disproportionate rates of
homelessness among Native
Americans and the systemic takings
of land/homes by government
and/or the deliberate removal of
children from families as causal-
factors for intergenerational Native
poverty and incarceration must
shape trauma informed services.

Street medicine
providers, victim service
providers, and other
service providers ass-
isting people experiencing
homelessness or at risk
of homelessness
Joint effort of the Public Information teams of the
City of Stockton and the County of San Joaquin.

Additional posting and distribution through the
CoC. AND targeted invitations to local service
providers to ensure broad participation and
attendance at public meetings and the
stakeholder planning process.

Stronger coordination is required
between partner agencies.

Leadership and direction is needed
to guide more uniform program
eligibility, intake, service
expectations, and referral / exit
criteria.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
VIII. 2025 ACTION PLAN UPDATE

COMMUNITY STRATEGIC PRIORITIES

HHAP 6 EXPENDITURES

 Permanent Housing Solutions
o Rapid rehousing and rental assistance: HSC §50243 (e)(1)(A-C) and §50243 (e)(2) o Operating subsidies (priority is to sustain existing programs): HSC §50243 (e)(1)(D) o Services and service coordiantion: HSC §50243 (e)(1)(E) and §50243 (e)(1 )(G)  Homelessness Prevention and Youth Homelessness Prevention o Prevention and diversion: HSC §50243 (e)(2)(A) and §50243 (e)(2)(B)  Interim Housing and Youth Transitional Housing
o Costs associated with operations: HSC §50243 (e)(3)(A-D) o Services and service coordiantion: HSC §50243 (e)(3)(E) and §50243 (e)(3)(H)  Administrative Costs
o Up to 7% for Administrative costs, and 1% for HMIS related costs.

MEASURES OF SUCCESS (STATE AND LOCAL PRIORITIES)

From a 2024 HDIS baseline of 11,287 total persons experiencing homelessness:
 Decrease the number of people experiencing unsheltered homelessness (on a single day). o From a 2024 PIT baseline of 3,469.
 Reduce the proportion first time homelessness for those exiting institutional settings. o Baseline not yet measured. (HDIS measure pending)
 Increase the number of people exiting homelessness into permanent housing. o From a 2024 HDIS baseline of 1,183.
 Decrease the number of people experiencing chronic homelessness. o From a 2024 PIT baseline of 1,078; among whom 72% are unsheltered.  Decrease the number of unaccompanied children and youth experiencing homelessness. o From a 2024 PIT baseline of 304; among whom 80% are unsheltered.

Prevent Imminent
Risk of
Homelessness
Sustain Interim
Housing
Operations
Expand Housing
Assistance and
Self-Sufficiency
Supports
Address Increases
in Youth
Homelessness

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Roles and Responsibilities

OUTREACH AND SITE COORDINATION
Activities pertaining to the outreach and engagement of unsheltered homeless individuals and site coordination for the resolution of unsanctioned encampments.

Participating
Jurisdictions
Role(s) and Responsibilities in Outreach and Site Coordination SJCoC • Convene workgroups of homeless service partners, people with lived experience, local law enforcement agencies, public works agencies, CalTrans, and others to develop and adopt a uniform set of practice guidance for homeless outreach and encampment resolution.
• Review the Governor’s Model Ordinance and other emerging policies, legislation, and best practices. Provide information to members of the public, including people experiencing homelessness on anticipated changes in local practices for outreach, engagement, and encampment resolution.
• Endorse the Governor’s Model Ordinance and encourage regional adoption. • Coordinate the Point-in-time Count activities to provide regular information on the impact of local efforts to expeditiously reduce the number of people who are experiencing unsheltered homelessness with urgency and dignity.

San Joaquin
County
• The Collaborative Applicant will initiate convenings by December 31, 2025. • Will continue to provide leadership in outreach and site coordination through San Joaquin County Behavioral Health Services and the SJCARES team, respectively. • Will provide guidance on model co-response practices for outreach and engagement, as well as when and how to utilize a mobile 24/7 BHS response team. • Will provide leadership in deploying joint resources (site coordination) for encampment resolution activities through SJCARES.
• Will task the Human Services Agency (HSA), the Health Care Services Agency (HCSA) and its affiliated departments, including Behavioral Health Services (BHS), and the Probation Department’s SJ CAREs team to provide resources, information and other assistance as best able during targeted activities to sites for the purpose of providing a trauma-informed and problem-solving approach to addressing factors contributing to households living unsheltered and in places not fit for human habitation.

City of Stockton • City public safety and municipal services will continue to work jointly to address encampments of unsheltered homeless households with urgency and dignity. • Will work in partnership with the County and SJCoC to develop a uniform set of practice guidance for homeless outreach and encampment resolution. • Will review the Governor’s Model Ordinance and develop recommendations on how the Draft Ordinance can contribute to City efforts.
• Stockton Police Department will continue to work in partnership with the SJ CARES team and other public safety partners to monitor the situation in encampments for matters pertaining to community safety, public health, potential damage to civic infrastructure, and other criteria and create monitoring and patrol plans to address situations as they arise.
• Stockton Police Department will continue to work in partnership with health, behavioral health, and other community-based service providers to ensure that all providers are aware of the individuals and families who are living unsheltered in our community and in need of coordinated support and assistance.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

SITING AND USE OF AVAILABLE LAND
Advanced planning to make housing more affordable within the region and to ensure compliance with state guidance for local and regional land use planning.

Participating
Jurisdictions
Role(s) and Responsibilities in Land Use and Development SJCoC • The CoC has no direct role or responsibility as it relates to land use and development.

However, the SJCoC will continue to work collaboratively with San Joaquin County, the City of Stockton, and other smaller jurisdictions within the region regarding the importance of innovative and affordable housing opportunities to address the needs of the 13,293 households earning less than 50% of AMI in our community who are severely rent burdened and/or at risk of homelessness.

San Joaquin
County
• The County will identify available areas and projects for development opportunities; build partnerships with third party developers that streamline or improve development projects and timelines.
• The County has updated its housing element to allow for expanded development of mobile and manufactured housing throughout the unincorporated regions of the County in an effort to encourage the development of low and very low income housing. • The County has also removed a discretionary permit requirement for residential uses in its commercial zones and permitted all multifamily residential uses with a ministerial zoning compliance review.
• The County will continue its collaboration with the City of Stockton, Smaller Jurisdictions, the local Housing Authority, and others to support development opportunities, including the pursuit of funding opportunities such as Homekey to expand the regional portfolio of housing for very low and acutely low income households.

City of Stockton • The City will identify available areas and projects for development opportunities; build partnerships with third party developers that streamline or improve development projects and timelines.
• The City has made available on its public website both a community land inventory and a listing of surplus properties. The City has an open invitation for Requests for Interest / Statement of Qualifications for Development of Partnership Opportunities for the surplus land parcels.
• An interactive mapping tool shows pipeline projects and vacant sites within the City that are prioritized for residential development.
• The City has been awarded the “Prohousing Designation” from the CA Department of Housing and Urban Development. Key components of the Prohousing designation include:
o 100% density bonus that exceeds State standards,
o allowance of duplexes “by-right” in single-family residential zones, o streamlined project reviews, and
o the Citywide Affordable Housing Development Fee Exemption Program, which reduces the financial burden of developing affordable housing. • The City has an active program to encourage major projects, including new and rehabilitated mixed use and multi-family housing, through the Advantage Stockton initiative which showcases available properties suitable for development.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

DEVELOPMENT OF SHELTER, INTERIM AND PERMANENT HOUSING OPTIONS Ensuring a broad continuum of housing solutions for homeless individuals and families is available and can be sustained over time to address local needs.

Participating
Jurisdictions
Role(s) and Responsibilities in Development of Interim and Permanent Housing Options
SJCoC • Will continue to work collaboratively with San Joaquin County, the City of Stockton, and Smaller Jurisdictions to support them in the development and financing of interim and permanent housing within the regions.
• Will continue to work closely with agencies that provide Permanent Housing options to the homeless: Housing Authority County of San Joaquin, Visionary Home Builders, STAND Affordable Housing, Central Valley Low Income Housing Corporation and others that provide Vouchers for both tenant-based and project-based opportunities. • Consistent with SB 166, our local priority is to complete the development of projects in the pipeline and bring the estimated 588 shelter beds and 221 permanent housing units under construction into operation within the next 12-24 months.

San Joaquin County • See above for SJCoC, and;
• Anticipates the opening of an additional 252 shelter beds within three Smaller Jurisdictions over the next 12-24 months.
• A key priority is ensuring the ongoing sustainability of these programs as they are necessary to our strategy to expeditiously reduce unsheltered homelessness in the County.
• Will develop the Be Well Behavioral Health Campus, a 23-acre parcel currently approved for 354,400 gross square feet of behavioral health facilities and 426 residential units/beds. The campus will feature facilities that will provide outpatient care, urgent behavioral and mental health services, residential treatment, and transitional housing. The projected budget is $261.8 million, and construction is anticipated in 2026, following an environmental review and final permitting.

City of Stockton • See above for SJCoC, and;
• Anticipates the opening of an additional 336 shelter beds within the City over the next 12 months (which includes an additional 68 beds for families). • A key priority is ensuring the ongoing sustainability of these programs as they are necessary to our strategy to expeditiously reduce unsheltered homelessness in the County.
• Will continue to work closely with the affordable housing projects under construction within the City to provide streamlined project reviews and timely inspections using a concierge approach with routine project meetings between city staff and the development teams.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

COORDINATION AND CONNECTION TO SERVICE DELIVERY
Regional coordination and collaboration across jurisdictions and service divisions to connect homeless individuals and families to existing community services and supports.

Participating
Jurisdictions
Role(s) and Responsibilities in connection to Service Delivery SJCoC • The CoC promotes community-wide commitment to the goal of ending homelessness.

Serves as the convenor of partners and stakeholders, including those experiencing homelessness. Roles and responsibilities were adopted July 2025, through the Governance Charter of the CoC and the Regional Action Plan, Updated August 2025. • Will fund regional housing related solutions, including sustaining the operations of interim housing.
• Will continue to strengthen collaboration with Service Providers and stakeholders, including those with lived experience, transitional aged youth, and veterans. • Will continue to emphasize the utilization of the Homeless Management Information System (HMIS) and the expansion of the Coordinated Entry System (CES) to support housing placement and coordination practices that improve the delivery of services. • Will facilitate discussions on the coordination of and connection to service delivery leveraging the CoC Committee structure to ensure a CoC wide approach and/or effort that improves the delivery of services for people experiencing or at-risk of experiencing homelessness.

San Joaquin
County • The County serves as the Collaborative Applicant for the CoC and provides day-to-day staffing, management, and expertise to address and prevent homelessness. Coordinates the PIT Count and oversees activities for HMIS and CES management. • Will fund housing related solutions, including contributions to efforts to sustain the operations of interim housing in smaller jurisdictions. • The designees of the San Joaquin County Probation Department, Public Health Department, and Behavioral Health Department shall serve on the CoC Board and actively participate in committee activities. The Deputy Director of the Human Services Agency’s Employment and Youth Services Program shall oversee the activities of County staff serving as the Collaborative Applicant for SJCoC.

City of Stockton • The City works in close partnership and collaboration with the County and CoC to develop a regional approach and strategy to address and prevent homelessness. • Will contribute a fair share allocation of costs for the operations, management, oversight, of certain federally mandated activities of the CoC, including PIT Count, HMIS, and CES operations.
• Will fund housing related solutions, including contributions to efforts to sustain the operations of interim housing within the City’s Sphere of Influence. • A designee of the City of Stockton shall serve on the CoC Board and actively participate in committee activities. The City’s Economic Development Department and Community Development Departments will continue their close partnership in the siting and development of interim and permanent housing.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Regional Logic Model

ATTACHMENT E
DRAFT Public Review:
8/1/2025
System Performance Measures Improvement Plan

STRATEGIES, ACTIVITIES, AND PERFORMANCE MEASURES

Success Measure 1: Decrease the number of people experiencing unsheltered homelessness.

Key Actions: 3.a, 3.b, 4.a, A.1, A.2
Strategy Activity Tracking Success Performance Measure

1. Strengthen local policies and
municipal codes to compliment
street outreach activities.

Adopt Governor’s Model Ordinance
for addressing encampments.

Adopt uniform outreach practice
model, based on Cal-ICH and
UCSF- Benioff guidance reports.
• Cities with updated ordinances.
• Cities with street outreach policies.

Reduce the number of people
living unsheltered, as
measured through the bi-
annual point-in-time count.

Improved parity in
experiences across
race/ethnicity and as
consistent with the
demographic proportion of
the county population.

2. Improve street outreach
through more effective case
management and staff/program
accountability.

Deploy coordinated teams of
outreach workers, case managers,
and others to provide time-limited
outreach activities / interventions.
• Unsheltered clients open to the street
outreach teams in HMIS.
• Unsheltered clients successfully
closed to a known location in HMIS.

3. Leverage additional (non-HHAP)
resources.

Work in partnership with public
safety, health care providers, and
behavioral health services.
• Amount of local resources (funding
and/or staff members) invested in
outreach efforts.
• Average length of time cases are open.

4. Seek additional funding for
targeted encampment
resolution activities.

Apply to ERF for temporary safe
parking / triage services to resolve
entrenched encampments.
• Amount of new resources (funding
and/or staff members) secured to
address encampments is sufficient.

5. Support, sustain, and enhance
existing interim housing
programs.

Distribute HHAP funding to existing,
qualifying shelter programs for
operations and enhanced services.
• Homeless clients transition from night-
by-night only to enrolled program
clients receiving intensive services
through an entry/exit program.

Success Measure 1, HHAP-6 Eligible Expenditures:
• Operating Costs for Navigation Centers or other emergency shelters that are existing, low-barrier, and as defined in Sections 65660 and 65662 of the Government Code.
• Services provided to people in Interim Housing, so long as the services are trauma-informed and practice harm reduction.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Success Measure 2: Reduce first time instances of homelessness for those exiting institutional settings, including, but not limited to juvenile detention or wardship (youth) or jails, prisons, or hospitals (youth and adults) Key Actions: 2.a, A.1, A.2
Strategy Activity Tracking Success Performance Measure

6. Leverage additional (non-HHAP)
resources.

Work in partnership with public
safety, health care providers, and
behavioral health services.

Coordinate efforts to address youth
homelessness in partnership with
child welfare services division.
• Amount of local resources (funding
and/or staff members) invested in
activities for jail / custody reentry
services.
• Number of street outreach clients
identified as having recently existed
an institution.
• Number of youth / young adult clients
identified as having prior child welfare
involvement.

HMIS enrollments show a
decrease in clients whose
prior living situation was in an
institution, as defined by
federal statute.

Improved parity in
experiences across
race/ethnicity and as
consistent with the
demographic proportion of
the county population.

7. Expand investments in
transitional housing and
diversion programs.

Distribute HHAP funding to qualifying
programs providing trauma-informed
case management services.
• Enrollments in problem solving,
diversion, and transitional programs.
o Average length of time in program
o Successful closures (to
permanent housing / placement)

Success Measure 2, HHAP-6 Eligible Expenditures:
• Problem solving and diversion programs intended to assist people exiting an institution in resolving their immediate housing crisis and averting a placement in a shelter or living unsheltered on the streets. • Youth-focused homeless prevention / interim housing activities, including rental assistance and transitional housing programs with intensive case management services.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Success Measure 3: Increasing the Number of People Exiting Homelessness into Permanent Housing Key Actions: 1.a, 1.b, A.1, A.2
Strategy Activity Tracking Success Performance Measure

8. Expand the RRH/RA program
and enhance with more
supportive services and service
coordination.

Work in partnership to create
RRH/RA policies that provide clear
guidance on assistance eligibility
and criteria.

Work through the CES to determine
eligibility and priority based on
household vulnerabilities.

Convene monthly case conferencing
sessions to develop housing
placement plans for those
experiencing chronic homelessness
and at high levels of vulnerability.

• Enrollments into an RRH/RA program
(eligible for voucher).
• Average length of time enrolled in a
RRH/RA program between eligibility
and placement.
• Average length of time enrolled in a
RRH/RA program from initial
placement to case closure.
• Proportion of households gaining a
place to live that previously met the
definition of chronic homeless.

Number of exits from a street
outreach program to a
permanent housing program.

Number of exits from an
interim or transitional
housing program to a
permanent housing program.

Number of exits from a
permanent housing program
to a known location,
indicative of a successful
graduation from homeless
system supports.

9. Leverage existing employment
and benefit assistance
programs.

Work in partnership with CalWorks,
Worknet, and other local workforce
development programs.
• Participation of workforce partners in
case conferencing sessions.

Number of people exiting
homelessness with increased
amount / sources of income.

Percent exiting with income
over 30% AMI.

Success Measure 3, HHAP-6 Eligible Expenditures:
• Rental subsidies, including to support placement of individuals in CARE Court or related problem-solving court. • Landlord incentives (security deposits or holding fees) or move-in expenses. • Supportive services for people in permanent housing.
• Service coordination and linkages to programs and other services to promote client capacity to maintain their housing stability. • Operating subsidies, on a time limited basis, to address potential loss of federal housing subsidies. (For existing programs only).

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Success Measure 4: Reduce the number of individuals experiencing homelessness (Prevent homelessness) Key Actions 2.b, 4.b, A.1, A.2
Strategy Activity Tracking Success Performance Measure

10. Sustain, as feasible, existing
permanent housing programs
for people with disabling
conditions and the elderly at
risk of housing loss due to
federal policy changes.

Provide temporary rental
assistance for other qualifying
households whose HUD
program eligibility has been
terminated.

Work with coordinated entry system
and local housing authority to
develop short-term plan to address
anticipated loss of federal housing
vouchers.
• Count of households impacted by
HUD policy changes.
• Count of qualifying households
offered short-term rental assistance.
o Count of new enrollments into the
HMIS system whose prior living
situation was a rental by client,
with ongoing housing subsidy
[HMIS Field # 435]
Reduced incidence of and
returns to homelessness for
individuals as measured
through PIT Count and annual
HDIS system performance
reports.

Among those households
experiencing first time
homelessness, minimize the
proportion with prior federal
housing subsidies.

Improved parity in
experiences across
race/ethnicity and as
consistent with the
demographic proportion of
the county population.

11. Leverage existing employment
and benefit assistance
programs. Engage eligible
households.

Workforce development programs
receiving public funds will be tasked
with engaging with clients of interim
and permanent housing programs,
as appropriate.
• Partnership with local CalWorks
program administrator and services.
• Guidance developed regarding
income and household stabilization.

Success Measure 4, HHAP-6 Eligible Expenditures:
• Rental assistance, rapid rehousing, and other programs prioritizing households with income at or below 30 percent of the area median income. • Service coordination, including access to workforce, education, and training programs or other services needed to promote housing stability.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Success Measure 4: Reduce the number of individuals experiencing homelessness (Chronically Homeless) Key Actions: 1.b, 2.a, 3.a., A.1, A.2
Strategy Activity Tracking Success Performance Measure

12. Leverage existing employment
and benefit assistance
programs.

Reduced incidence of and
returns to homelessness for
chronically homeless
individuals as measured
through PIT Count and annual
HDIS system performance
reports.

Improved parity in
experiences across
race/ethnicity and as
consistent with the
demographic proportion of
the county population.

13. Expand investments in
services and supports for
interim and permanent
housing programs which offer
evidence-based employment
services, coordination with
mental health and substance
use recovery treatment, and/or
other services to increase
housing retention.

Distribute HHAP funding to qualifying
programs providing evidence-based
services to increase housing
retention.

• Successful exits from permanent
housing programs.
o HMIS data shows positive change
in income from program
enrollment to case closure.
o Average length of time enrolled in
a RRH/RA program from initial
placement to case closure.

14. Sustain, as feasible, existing
permanent housing programs
for people with disabling
conditions and the elderly at
risk of housing loss due to
federal policy changes.

Provide temporary rental
assistance for other qualifying
households whose HUD
program eligibility has been
terminated.

Work with coordinated entry system
and local housing authority to
develop short-term plan to address
anticipated loss of federal housing
vouchers.
• Count of households impacted by
HUD policy changes.
• Count of qualifying households
offered short-term rental assistance.
• Count of new enrollments into the
HMIS system whose prior living
situation was a rental by client, with
ongoing housing subsidy [HMIS Field #
435]

Count of households
experiencing first time
homelessness.

Proportion with prior federal
housing subsidies.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Success Measure 4: Reduce the number of individuals experiencing homelessness (Children and Youth) Key Actions: 2.c, 3.c., A.1, A.2
Strategy Activity Tracking Success Performance Measure

15. Leverage existing children and
youth services programs,
including child welfare and
safety net systems of care.

Create transitional housing plans for
all children and youth exiting foster
care system or wardship. Work in
partnership with SJCoC to identify
eligible programs for HHAP funds.
• Partnership with local Child Welfare
program administrator and services.
• Guidance developed regarding
income stabilization.

Reduced incidence of and
returns to homelessness
among children and youth as
measured through PIT Count
and annual HDIS system
performance reports.

Improved parity in
experiences across
race/ethnicity and as
consistent with the
demographic proportion of
the county population.

16. Expand investments in
transitional housing programs
for youth which offer intensive
wrap-around support services
for youth launching into adult-
hood without supports from a
parent or guardian.

Distribute HHAP funding to qualifying
transitional housing programs
providing evidence-based services to
children and youth.

• Enrollments to THPs.
• Average length of time enrolled
• THP clients closed with placement
• THP clients closed with increased
self-sufficiency.

17. Provide short term rental
assistance vouchers to young
adult headed households.

Work in partnership with children’s
services to create RRH/RA policies
that provide clear guidance on
assistance eligibility and assessment
benchmarks for success &/or need
for escalating interventions.
• Youth enrollments to Rental
Assistance program.
• Average length of time enrolled in RA
• Youth-RA clients closed successfully
• Youth-RA clients closed with
increased self-sufficiency.

Success Measure 4, HHAP-6 Eligible Expenditures:
• Qualifying transitional housing / group living programs providing pro-social and developmental supports for eligible youth. • Rental assistance, and other programs prioritizing TAY households with income at or below 30 percent of the area median income, and who have prior experience with the child welfare, justice, of mental health care system, pursuing education or employment, and are without natural social supports (alone).
• Service coordination, including access to workforce, education, and training programs or other services needed to promote housing stability.

ATTACHMENT E
DRAFT Public Review:
8/1/2025
IX. FUNDING AND IMPLEMENTATION PLAN
HHAP-6 Funding Plan
Through this Action Plan Update, the County of San Joaquin, the City of Stockton, and the San Joaquin County Continuum of Care agree to the collective allocation of Homeless Housing Assistance and Prevention (HHAP) Round 6 funds:

Proposed Eligible Uses Proposed County /
SJCoC Allocations
Proposed City of
Stockton Allocations
Permanent Housing (18%)
• Rapid Rehousing
• Services and Coordination
$2,009,978.18
• $1,004,989.09
• $1,004,989.09
$2,075,721.62
• $1,037,860.81
• $1,037,860.81
Homeless Prevention (18%)
• Diversion Programs
• Prevention Programs
$2,009,978.18
• $1,004,989.09
• $1,004,989.09
$2,075,721.62
• $1,037,860.81
• $1,037,860.81
Interim Housing (46%)
• Operating Costs
• Enhanced Services
$5,136,610.89
• $2,568,305.45
• $2,568,305.45
$5,304,621.92
• $2,652,310.96
• $2,652,310.96
Youth Set Aside (10%)
• Homeless Prevention
• Interim Housing
$1,116,654.54
• $279,163.64
• $837,490.91
$1,153,178.68
• $288,294.67
• $864,884.01
Administration (8%)
• Management (7%)
• HMIS (1%)
$ 893,323.63
• $781,658.18
• $111,665.45
$ 922,542.94
• $807,225.08
• $115,317.87
Total $11,166,545.42 $11,531,786.79

The HHAP 6 budget does not propose spending on any of the following uses:
 New interim housing
 Non-housing solutions

ADDITIONAL FUNDING SOURCES
The region is anticipating lower allocations through HOME, CDBG, and ESG program funds in 2026.

The region is preparing for major policy changes regarding eligibility and lower reimbursements through Medi- Cal, SSI/SSP, CalFresh, and various HUD housing and voucher programs in 2026.

The region will leverage local public safety, probation realignment, and behavioral health services funding to the extent possible to expand and enhance street outreach activities and other non-housing solutions.

The region will apply for state and federal grants to address encampments and build affordable housing.

SJCoC will seek local philanthropy to continue its stipend program for people with lived experiences.

The region is working closely with managed care providers to stabilize reimbursable services through street outreach and interim shelter programs.

San Joaquin County Human Services Agency has directed program units responsible for in-home supportive services, adult protective services, child welfare, childcare and development, and employment support services to work closely with the homeless continuum of care.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

HHAP-6 FUNDING PLAN: BY ELIGIBLE USE CATEGORY AND SYSTEM PERFORMANCE MEASURE

Key Actions HHAP 6 Budget Eligible Use Category SPM (OUTCOME GOAL)

1.a. Permanent Housing $ 2,042,849.90 Rapid Rehousing / Rental Subsidies SPM4. Increasing the Number of People Exiting Homelessness into Permanent Housing

1.b. Permanent Housing $ 2,042,849.90 Permanent Housing Services and Service Coordination
SPM4. Increasing the Number of People Exiting Homelessness into Permanent Housing

2.a. Homeless Prevention $ 2,042,849.90 Problem Solving and Diversion Programs
SPM3. Reducing first time instances of homelessness for those exiting institutional settings, including, but not limited to jails, prisons, and hospitals.

2.b. Homeless Prevention $ 2,042,849.90 Rapid Rehousing / Rental Subsidies SPM6. Reducing the number of individuals who return to homelessness after exiting homelessness into permanent housing.

3.a. Provide Interim Housing $ 5,220,616.41 Navigation Centers SPM2. Decreasing the number of people experiencing unsheltered homelessness

3.b. Provide Interim Housing $ 5,220,616.41 Interim Housing Services and Service Coordination
SPM5. Decreasing the average length of time that people experience homelessness while accessing services.

4.a Non-Housing Solution $ - Street outreach teams with intensive case management
SPM7. Number of people with successful placements from street outreach projects

4.b Non-Housing Solution $ - Stipends for people with lived experiences.

SPM 1-7. Reducing disparities across system performance measures.

2.c. Youth Set Aside
Homeless Prevention
$ 567,458.31 YSA -Homeless Prevention through Rapid Rehousing / Rental Subsidies
SPM4. Increasing the Number of People Exiting Homelessness into Permanent Housing

3.c. Youth Set Aside Interim
Housing
$ 1,702,374.92 YSA -Permanent Housing Services and Service Coordination
SPM2. Decreasing the number of people experiencing unsheltered homelessness
A.1. Administrative Costs $ 1,588,883.25 Administrative Costs SPM1. Decreasing the number of people accessing services who are experiencing homelessness
A.2. Administrative Costs $ 226,983.32 HMIS Costs SPM 1-7. Reducing disparities across system performance measures.

Total Allocations $ 22,698,332.21

ATTACHMENT E
DRAFT Public Review:
8/1/2025
Sustaining the Region’s Interim Housing Portfolio

ATTACHMENT E
DRAFT Public Review:
8/1/2025

PLAN TO SUSTAIN SHELTER OPERATIONS

1. Total Existing Interim Housing
• 1,346, per the 2025 Housing Inventory Count.

2. Total Beds to be Added During the Grant Term
• 588, for a new total of 1,934 beds by the end of 2026.

3. Total Estimated Capital and Operating Costs during the Grant Term Capital Costs: $0, ongoing
• Funding from HHAP 1, HHAP 2, and HHAP 3 were allocated for construction purposes. Additional funding was leveraged through the American Rescue Plan Act, and various local sources. Construction is in final stages.

Annual Operating Costs:
• $14,899,293.89, annually (low range @ $21.11 per bed/day) • $28,166,019.51, annually (mid range @ $39.90 per bed/day)

Basis for estimate:
• Low range is based on a 5% cost of living adjustment from initial planned rate of $15 per bed/day. May not be indicative of the costs of a service enriched program. • National Low Income Housing Coalition Estimate (2021) $43.84 per/day • City of Los Angeles’ reimbursement rate (2024) $80 per/day • CalWORKs Homeless Assistance rate (2025) $85 per/day for up to 16 days.

4. Total Funding Sources Identified
Annually
3-year Budget
FY: 26/27, 27/28, 28/29
Estimated Cost $ 14,899,293.89 $ 44,697,881.67

Revenues
HHAP 4 $ 1,338,840.68 $ 4,016,522.04 HHAP 5 $ 1,500,544.54 $ 4,501,633.62 HHAP 6 $ 3,480,410.94 $ 10,441,232.82
HHAP 7 $ 1,740,205.47 $ 5,220,616.41 Federal ESG Funding $ 500,000.00 $ 1,500,000.00 MediCal Revenue $ 3,000,000.00 $ 9,000,000.00 BHS, VA, and Primary Care $ 3,000,000.00 $ 9,000,000.00 Donations $ 400,000.00 $ 1,200,000.00 Total Planned Revenue $ 14,960,001.63 $ 44,880,004.89

ATTACHMENT E
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X. APPENDICES

A. Public Meetings Invitation Flyer
B. Public Meeting Press Release
C. Community Survey Instrument
D. Key Action Project Descriptions
E. Cal-ICH Guidance for Encampment Resolution Planning
F. Encampment Resolution Plan Maps
G. Model Ordinance
H. HHAP Round 6: Other Requirements
I. Memorandum of Understanding

ATTACHMENT E
DRAFT Public Review:
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Community Planning Meetings
To Update the County’s Coordinated Homelessness Action Plan

Join us for a community meeting to discuss homelessness needs, services, and prevention in San Joaquin County. You'll hear updates on the use of Homeless Housing Assistance and Prevention (HHAP) funds to prevent and reduce homelessness. You will have an opportunity to provide input on improving programs for individuals and families experiencing homelessness. We will discuss:
• Encampment resolution strategies
• Homelessness prevention and diversion
• Operating expenses for existing shelters and temporary-stay programs • Affordable and safe housing options for very low-income individuals and families

We are counting on your voice to guide local priorities .

Join us at any of the meetings listed below.

City Date Time Address
Tracy Wed. May 14th 10am - Noon City Hall - 333 Civic Center Plaza Stockton Tues. May 20th 3pm - 5pm Behavioral Health - 1212 N. California St.

Stockton Thurs. May 22nd 5pm - 7pm Civic Auditorium - 525 N Center St.

Manteca Tues. May 27th 3:30pm - 5:30pm Manteca City Hall - 1001 W. Center St.

Stockton Tues. May 27th 5pm - 7pm Arnold Rue CC - 5758 Lorriane Ave.

Lodi Tues. May 28th 1pm - 3pm Hutchins Street Square - 125 S Hutchins St Stockton Thurs. May 29th 5pm - 7pm Van Buskirk CC - 734 Houston Ave

Meeting accessibility is important. Please contact us at [email protected] to discuss accessibility.

Translation assistance is available upon request. Families are welcome.

ATTACHMENT E
DRAFT Public Review:
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MEDIA ADVISORY
May 13, 2025

Contacts:

Hilary Crowley, Public Information Officer
San Joaquin County
[email protected] / (209) 468-2997

Connie Cochran, Community Relations Officer
City of Stockton
(209) 937-8212

San Joaquin County Human Services Agency and Local Partners to Host Community Meetings on County’s Coordinated Homelessness Action Plan Updates and Receive Public Feedback

Who:

San Joaquin County Human Services Agency
San Joaquin Homeless Services Continuum of Care

What:

Community Planning Meetings to Update the County’s Coordinated Homelessness Action Plan

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When and Where:
• Wednesday, May 14, 2025 – 10:00 a.m. – Noon
333 Civic Center Plaza, Room 203, Tracy, CA

• Tuesday, May 20, 2025 – 3:00 p.m. – 5:00 p.m.
1212 N. California Street, Stockton, CA

• Thursday, May 22, 2025 – 5:00 p.m. - 7:00 p.m.
525 N. Center Street, Stockton, CA

• Tuesday, May 27, 2025 – 3:30 p.m. – 5:30 p.m.
1001 W. Center Street, Manteca, CA

• May 27, 2025 – 5:00 p.m. - 7:00 p.m.
5758 Lorraine Avenue, Stockton, CA

• Wednesday May 28, 2025 – 1:00 p.m. – 3:00 p.m.
125 S. Hutchins Street, Lodi, CA

• Thursday, May 29, 2025 – 5:00 p.m. – 7:00 p.m.
734 Houston Avenue, Stockton, CA
Why:

The community meetings will be held to discuss homelessness needs, services, and prevention in San Joaquin County. Residents will hear updates on the use of Homeless Housing Assistance and Prevention funds to prevent and reduce homelessness. The community will have an opportunity to provide input on improving programs for individuals and families experiencing homelessness.

Discussion items will include:
• Encampment resolution strategies
• Homelessness prevention and diversion
• Operating expenses for existing shelters and temporary-stay programs • Affordable and safe housing options for very low-income individuals and families

Families are welcome. Translation assistance is available upon request.

Contact [email protected] to discuss accessibility.

ATTACHMENT E
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HHAP 6 Needs Survey
The County of San Joaquin and the City of Stockton are working together to apply for state funding through the Homeless Housing Assistance and Prevention (HHAP) Program – Round 6.

Your input will help shape how San Joaquin County and the City of Stockton prioritize resources for homelessness solutions. This short survey asks for your perspective on local needs and the most effective strategies.

1. Please select the city/neighborhood where you reside:

Lodi ☐ Lathrop ☐ Tracy
Manteca ☐ French Camp ☐ Ripon / Escalon
☐ Stockton ☐ Mountain House ☐ Other, county unincorporated  If Stockton was selected,
which region: ☐ North ☐ Central ☐ South

2. Have you ever experienced homelessness? ☐ Yes ☐ No  If yes, would you describe yourself as someone who is:
☐ Youth (under 24) ☐ Domestic Violence Survivor ☐ Other:
☐ Veteran ☐ Currently homeless

3. Do you currently work in this ﬁeld? ☐ Yes ☐ No  If yes, please select agency type below:
☐ Local Government ☐ Non-profit or faith-based organization ☐ Health-Care or Behavioral Health
(including Managed Care Plan Providers)
☐ Program for homeless individuals (e.g. outreach,
emergency shelter, case management, etc.)
☐ Housing provider (developer or operator) for
formerly homeless individuals
☐ Other:

4. Select your top 2 funding priorities (where we should allocate the most resources):
☐ Construction of new homeless housing
☐ Temporary rental assistance vouchers
☐ Additional emergency shelters
☐ Funding to provide services at existing shelters
☐ Intensive street outreach / encampment resolution
☐ Innovative housing programs
☐ Services for youth experiencing homelessness (under 24)

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5. Please select up to 2 investments to strengthen local Outreach Services:
☐ Case management or navigation support
☐ Linkages to mental health or substance use treatments ☐ Street-based healthcare
☐ Trauma response teams
☐ Connection to employment or job training program

6. Please select up to 2 investments to strengthen local Emergency Shelters:
☐ Safe and clean facilities

☐ Provide 24/7 access and programming
☐ Staff trained in trauma-informed care

☐ Services for youth, families, or survivors of DV
☐ Case managers on-site

☐ Pets allowed (crates or kennels on site)
☐ Privacy or individual rooms ☐ On-site hot meal program

7. Please select up to 2 investments to strengthen local Housing Solutions:
☐ Short-term rental or move-in assistance ☐ Help ﬁnding landlords willing to rent

☐ On-site supportive services (e.g., case
management)
☐ Specialty housing for veterans, youth, people in
recovery, or other vulnerable groups
☐ Permanent housing programs
(e.g., supportive housing for people with
permanent disabilities)
☐ Job training, beneﬁt management, or other
self-sufficiency programming for residents

8. Are there any other comments or ideas you wish to share with us?

Thank you for your input!

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HHAP-6 FUNDING PLAN: PROJECT DESCRIPTION AND OTHER LEVERAGED RESOURCES Key Actions Eligible Use Category Description of Project HHAP-6 and Other Leveraged Resources

1.a. Permanent Housing Rapid Rehousing / Rental
Subsidies
RRH / RA vouchers for homeless households. Eligibility and priority for a voucher is determined through the Coordinated Entry System.
* Short and Medium Term RRH Vouchers for qualified households. * Flexible RA vouchers for qualified individuals to live in shared or group housing * Landlord incentives or other one-time costs associated with moving.

HHAP - 6, HUD

HUD allocations through the
CoC Program Competition and
to HASJC (cuts anticipated)

1.b. Permanent Housing Permanent Housing
Services and Service
Coordination
Comprehensive case management, services, and supports that work with clients towards an ultimate goal of housing stability and a pathway towards permanent self-sufficiency, consistent with realistic and feasible case plan objectives and goals envisioned by each client.

HHAP - 6, HUD

HUD allocations through the
CoC Program Competition and
to HASJC (cuts anticipated)

2.a. Homeless
Prevention
Problem Solving and
Diversion Programs
Prevention and diversion programs that prevent people at risk of or recently experiencing homelessness from entering unsheltered or sheltered homelessness. * Residential and non-residential rehabilitation/reunification programs for 6 -24 months depending on assessed need and case plan by probation officer, officer of the court, or other County approved case manager.
* Programs must meet applicable standards and pass inspections to participate. * Programs must have appropriate services to provide a pathway for client self sufficiency.

HHAP - 6, Public Safety
Realignment, CARE Act Funds,
Medi-Cal Program funds.

2.b. Homeless
Prevention
Rapid Rehousing / Rental
Subsidies
RRH / RA vouchers for individuals at risk of returning to homelessness following a placement in a permanent supportive housing or other permanent affordable housing program.
* Eligible applicants were previously homeless or at risk of homelessness and placed through the Housing Authority, BHS, CES, or other permanent housing program provider HHAP – 6

(in the event of federal cuts to
the local permanent housing
voucher programs)

3.a. Provide Interim
Housing
Navigation Centers Funds ongoing operating costs (including staffing, supplies, maintenance, overhead, etc.) for service enriched emergency shelter programs and navigation centers. Must be low- barrier and trauma informed.

HHAP - 6, MHSA/BHSA

3.b. Provide Interim
Housing
Interim Housing Services
and Service Coordination
Funding for intensive case management services and supports including housing navigation, transportation, and recovery and rehabilitation programs, and education and training for workforce development. Must be low-barrier and trauma informed.

HHAP - 6, Medi-Cal Programs,

MHSA/BHSA

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Key Actions Eligible Use Category Description of Project HHAP-6 and Other Leveraged Resources

4.a Non-Housing
Solution
Street outreach teams
with intensive case
management (leveraged
resources)
Leverage funding for Co-response partnerships between SJC Behavioral Health Teams and local law enforcement. Includes additional allocations to support community based organizations to conduct intensive engagement activities and ensure basic needs are met, especially in the event of a weather-related emergency to prevent imminent risk to health and wellbeing.

Public Safety Realignment,
MHSA/BHSA, Local and
municipal allocations through
public works, police, and other
locally funded street outreach
crews.

4.b Non-Housing
Solution
Stipends for people with
lived experiences.
(leveraged resources)
Leverage funding to provide stipends, transportation assistance, and advocacy to ensure that the voices of people with lived experience are heard.

Local investments

2.c. Youth Set Aside
Homeless Prevention
YSA -Homeless Prevention
through Rapid Rehousing /
Rental Subsidies
RRH / RA vouchers for youth ages 18-24. Eligibility and priority for a voucher is determined through the Coordinated Entry System. These funds represent a special set-aside fund for Youth RRH/RA vouchers and may not be used for a non-qualifying household. * Short and Medium Term RRH Vouchers for qualified households. * Flexible RA vouchers for qualified individuals to live in shared or group housing * Landlord incentives or other one time costs associated with moving.

HHAP - 6, SSI, Child Welfare
Services, Medi-Cal Program,

HUD YHDP

3.c. Youth Set Aside
Interim Housing
YSA -Permanent Housing
Services and Service
Coordination
Comprehensive case management, services, and supports that work with clients towards an ultimate goal of housing stability and a pathway towards permanent self-sufficiency, consistent with realistic and feasible case plan objectives and goals envisioned by each client.
* Eligible applicants include Youth Transitional Housing Providers and other Housing Providers serving youth 18-24 and/or unaccompanied minors.

HHAP - 6, Child Welfare
Services, MHSA/BHSA
A.1. Administrative
Costs
Administrative Costs Costs associated with the administration and coordination of the CoC, supporting regional partnership and collaboration through the CoC Committees, and contract performance monitoring. Allocations also to support the work of the CES Lead agency in conducting and facilitating case conferencing and placement meetings with applicable housing providers.

Other costs may include technical assistance and support for PIT count administration, contract management and reporting, public communications, and program and system evaluation.

HHAP 6, HUD-ESG
A.2. Administrative
Costs
HMIS Costs An allocation to cover expenses associated with the administration of HMIS. Accurate data will help outreach teams in their communication with homeless individuals and provide service partners information on effect and impact of activities, especially regarding impact on clients and whether efforts are achieving desired results in an equitable fashion.

HHAP 6, HUD-ESG, CoC
Program Competition

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The State of California encourages local jurisdictions to continue to employ person- centered, Housing First, and trauma-informed approaches when addressing the needs of persons living in encampments on public property. These evidence-based practices ensure services are strategically coordinated and deployed prior to any enforcement effort and ensure the best possible outcomes for all involved.

Before removing an encampment on public property, Cal ICH recommends that a local government:

GUIDANCE:GUIDANCE:

ADDRESSINGADDRESSING

ENCAMPMENTSENCAMPMENTS
[email protected]
Is actively aware of interim housing capacity, including congregate and non-congregate shelter (i.e. motel vouchers), that is immediately available to serve persons in the encampment in question.

Has a
clear policy
for the handling and storage of unattended personal belongings of persons in encampments.

Provides as much advance notice of a removal action as possible. Cal ICH recommends a minimum of 48 hours notice, unless imminent threats to life, health, safety, or infrastructure
require a
shorter notice period, to persons living in the encampment and to any service provider actively serving and/or engaging with the encampment in question. Cal ICH recommends that the notice include:

The anticipated date and time of the removal action.

Information on services, including shelter, that are immediately available to persons living in the encampment.

Information on how unattended belongings will be handled the day of the removal action, including what will be stored and how they can be recovered.

Where an encampment presents specific safety hazards, it may be appropriate for a local government to remediate those hazards prior to or independent of a removal operation, for example addressing tapped electrical wires, removing dangerous items including apparatuses involving open flames, weapons, and controlled substances, or dismantling or removing structures within an encampment that pose a specific hazard.

Cal ICH further recommends that local governments are actively aware of and engaging with current local projects and/or efforts (i.e. Encampment Resolution Funds) serving the encampment in question and encampments in
general.

Cal ICH encourages local governments to make every effort to identify and offer shelter to persons living in an encampment in advance
of taking action to
remove an encampment. If
shelter cannot be secured prior to removal despite these efforts, it’s recommended that a local government ensure that there are reasonably accessible locations within the jurisdiction where a person may lawfully sleep.

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THE GOVERNOR’S THE GOVERNOR’S
MODEL ORDINACE:MODEL ORDINACE:

THOUGHTFULTHOUGHTFUL

IMPLEMENTATIONIMPLEMENTATION

MATTERSMATTERS
[email protected]
Q. If they can’t sleep “here”, where can they sleep?
A. The Model Encampment Ordinance underscores a basic principle: enforcement must be paired with shelter.

But asking someone to move without a real alternative
only shifts the crisis. Local governments must
plan ahead—identifying safe, accessible, and legal places to go before any encampment action occurs.

This may include indoor shelter or, when necessary, designated safe camping areas.

Cal ICH supports
communities in aligning enforcement with housing solutions—so people aren’t just moved, they’re supported.

Q. What is a reasonable offer of shelter?
A. All shelter beds are not the same.

A reasonable offer meets a person’s individual needs :
– A private room for a trauma survivor
– ADA
access for someone using a wheelchair
–
A place where partners and children are welcome

Reasonable offers increase the likelihood of acceptance and lead to better outcomes.

Cal ICH encourages local
teams to lead with dignity, ensuring every offer is made with thoughtfulness and care.

Q. What meaningful services should be included on the notice? A. Posting notice is more than
a legal requirement, it’s an opportunity to connect. Notices should include:
✔ How to access shelter and services
✘ Avoid long, generic resource lists with no connection to available support
Notices are most effective when
they offer timely, real options for immediately available shelter.

Q. What
items should be stored?
A. People's belongings are often all they have. Treat
them that way. Use the “mom test”: If your mom owned
it, would you
want it saved? This includes:
– ID cards, prescriptions, glasses
– Photos, documents, mobility aids
Hazardous or illegal items should be handled
separately, but most items deserve
secure, respectful storage.

Who should be onsite for enforcement actions?
A. Who’s present matters. When outreach teams, housing
navigators, and service providers are part of the
process, trust builds and outcomes improve. Enforcement should be a bridge to housing—not a barrier.

Are you a city or county in
need of support developing or implementing a local ordinance? Cal ICH is here to help communities implement humane, housing-focused strategies. Contact us at [email protected].

On May 12, 2025, Governor Newsom
released a Model Encampment Ordinance
for communities to use as a framework to
address encampments with urgency and
dignity. The Model Encampment
Ordinance references this Cal ICH
Guidance to Addressing Encampments,
which has been updated as of May 20,
2025, to expand on and offer clarification
to important points within the Model
Encampment Ordinance.

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GOVERNOR GAVIN NEWSOM • SACRAMENTO, CA 95814 • (916) 445-2841

OFFICE OF THE GOVERNOR

Model Ordinance: Addressing Encampments with Urgency and Dignity

After the Supreme Court’s decision in Grants Pass v. Johnson clarified that officials can take reasonable actions to clear encampments, the Governor signed Executive Order N-1-24, which directed state agencies to develop policies to prioritize addressing encampments on state property while providing reasonable advance notice and partnering with shelter and services providers.

That Executive Order also encouraged local governments to adopt similar policies, and to use all available resources and infrastructure, including the historic resources provided by the State, to take urgent action to humanely remove encampments from public spaces. And the Governor directed the California Interagency Council on Homelessness to create guidance, published here, for local governments to follow in creating and implementing those programs.

This model ordinance is intended to provide a starting point that jurisdictions may build from and adjust in creating their own policies. It draws from the state’s proven and workable approach — an approach that, between July 2021 and May 2025, has cleared more than 16,000 encampments and over 311,873 cubic yards of debris from sites along the state right of way. These results demonstrate that the policy is both effective and scalable, offering a sound, adoptable framework for jurisdictions to resolve encampments with urgency and dignity.

This model ordinance is not intended to be comprehensive or to impose a one-size-fits-all approach for every city. Tailoring is expected and appropriate to account for local differences and priorities. For example, a jurisdiction may choose to restrict camping at all times in certain sensitive locations, such as near schools; limit camping to no more than one night in the same location; or require a longer notice period before removal. While specific policies may vary, all local approaches should reflect three basic principles embodied in this model:

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• No person should face criminal punishment for sleeping outside when they have nowhere else to go. Policies that prohibit individuals from sleeping outside anywhere in the jurisdiction without offering adequate indoor shelter, effectively banishing homeless individuals from the jurisdiction’s borders, are both inhumane and impose externalities on neighboring jurisdictions, which must face the costs and challenges of an increased unsheltered homeless population.
• Encampment policies must prioritize shelter and services and ensure that people experiencing homelessness and their belongings are treated with respect.
• Policies must not unduly limit local authority to clear encampments.

Officials must be able to enforce common-sense policies to protect the health and safety of their residents and maintain their public spaces.

When officials lack appropriate tools, encampments persist, endangering the health and safety of those living in and alongside them.

There is no compassion in abandoning Californians to the dangers and indignities of encampments. Encampments pose a serious public safety risk, often causing fires and exposing encampment residents to increased risk of sexual violence and criminal activity, to property damage and break-ins, and unsanitary conditions affecting both residents and neighbors. And they dampen and deter both commercial and recreational activity through the accumulation of hazardous material and excessive debris, harming downtowns and depriving Californians of their public spaces. Large encampments and those with semi- permanent structures exacerbate and perpetuate these harms. Every local government must have a plan to address them.

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Model Ordinance [For Local Customization]
Section XX1. Encampments
Unless authorized by permit or other applicable law, it is unlawful:
(a) To construct, place, or maintain on public property any semi-permanent structure, including but not limited to hand-built sheds and structures with metal or other heavy roofing and siding materials, for the purpose of sheltering one or more persons.
(b) To camp on public property, including but not limited to using, placing or maintaining a tent, sleeping bag, blanket, or other materials for the purpose of sleeping, lying, or sheltering one or more persons for more than three consecutive days or nights in the same location. For purposes this section, the same location shall mean within 200 feet of the location in which the person camped on the previous day or night.
(c) To camp within 200 feet of any posted notice to vacate or other official signage designating a location for encampment clearance or otherwise prohibiting sitting, sleeping, lying, camping, or placing personal property in that location.
(d) To sit, sleep, lie, or camp on any public street, road, or bike path, or on any sidewalk in a manner that impedes passage within the meaning of the American Disabilities Act.

Section XX2. Enforcement
(a) Except in exigent circumstances involving an imminent threat to life, safety, health, or infrastructure, each of the following shall be satisfied prior to the enforcement of section XX1:
(i) City officials, or any agent acting on their behalf, shall make every reasonable effort to identify and offer shelter at an emergency shelter, navigation center, or other appropriate housing, and to offer supportive services, to persons living in the encampment. (ii) City officials, or any agent acting on their behalf, shall post a notice to vacate in a prominent location at the encampment site at least 48 hours prior to the enforcement action. That notice shall include, at a minimum:
(1) The anticipated date and time of the enforcement action

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(2) Information on services, including shelter, that are immediately available to persons living in the encampment (3) Information on how unattended belongings will be handled the day of the enforcement action, including what will be stored, how they can be recovered, and the date by which they must be claimed.
(iii) No enforcement operations shall begin earlier than the date and time on the notice to vacate. If the enforcement work does not begin within two days of the date written on the notice, a new notice must be posted a minimum of 48 hours before enforcement operations may begin.
(b) Where exigent circumstances require less than 48 hours’ notice prior to enforcement of section XX1:
(i) City officials, or any agent acting on their behalf, shall provide as much advance notice of enforcement as reasonably possible under the circumstances; and
(ii) As soon as reasonably possible following enforcement action, city officials or any agent acting on their behalf shall post notice at or near the encampment site describing where items taken during the enforcement action are stored, how they can be recovered, and the date by which they must be claimed.
(c) Personal belongings collected at the encampment site that are not a health or safety hazard shall be collected, tagged, and stored for not less than 60 days following an enforcement action.
(i) “Personal belongings” includes:
(1) items of apparent value of $50 or more
(2) items of apparent personal value, including, but not limited to: eyeglasses, operational wheelchairs, walkers, crutches, other medical equipment, habitable tents, personal papers (such as photographs, albums, ID's, bank statements, and legal papers), backpacks, containers, and operational
bicycles, scooters, and strollers.
(ii) Items that constitute a health and safety risk and will not be collected include, but are not limited to:
(1) Toxic sharps: needles, scissors, knives.
(2) Chemicals: bleach, paint, oils, etc.
(3) Items (including bedding and clothing) soiled by infectious materials, including human waste and bodily fluids.

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(4) Moldy, mildewed items.
(5) Items that may be infested by rodents and insects: rats, mice, fleas, lice, bed bugs.
(6) Items that pose a risk of fire or explosion, combustibles and propane tanks; any item containing fuel or corrosives or other unidentified liquids.
(7) Backpacks and closed containers that have been
determined by an individual licensed to identify and handle hazardous materials to contain items listed in (1)-(6) above or (iii) below. Such backpacks and closed containers may be discarded where no individual licensed in hazardous
materials is present to make a determination.
(8) If personal belongings are co-mingled or littered with needles, human waste, or other health risks, the entire pile of
belongings may be disposed of. The presence of clothing in a backpack or container shall not be the sole reason to discard the backpack or container.
(iii) Bulky items such as mattresses and sheds, perishable items such as food, controlled substances, contraband, and trash or debris will not be collected and stored. Contraband and controlled
substances should be handled by trained professionals and consistent with applicable law.
(d) Nothing in this section shall be construed to limit or prohibit city officials from enforcing any other city or state laws, including, but not limited to, laws governing use of controlled substances or weapons, fire codes, and public nuisance laws.

Section XX3. Regulations
(a) The [relevant department or agency] shall issue regulations or guidelines necessary to aid in the implementation or enforcement of this chapter.

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MEMORANDUM OF UNDERSTANDING BETWEEN THE

CITY OF STOCKTON ECONOMIC DEVELOPMENT

DEPARTMENT AND SAN JOAQUIN COUNTY HUMAN

SERVICES AGENCY

This MEMORANDUM OF UNDERSTANDING (“MOU”), eﬀec�ve the date the last party to this MOU signs, is entered into by and among the City of Stockton, through its Economic Development Department (EDD), and the County of San Joaquin, through its Human Services Agency (HSA), with reference to and considera�on of the following:

WHEREAS, like many other regions in California, the County of San Joaquin has seen a rapid and troubling growth in the homeless population over the past several years, a condition that has been difficult to address given the increased rates of persons with untreated addictive disorders involving substance abuse and mental health conditions, the high cost of housing and property in the area, and the shortage of emergency, transitional, and affordable housing available in the County to serve this population;

WHEREAS, consistent with the CoC Program Interim Rule, the CoC was formed in 1996 as the group organized to carry out the Continuum of Care program authorized by regulation [under subtitle C of title IV of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11381–11389)] and, as required, the CoC includes representative groups from within the geographic borders of San Joaquin County;

WHEREAS, San Joaquin County serves as the Collaborative Applicant for the CoC pursuant to a Collaborative Applicant Memorandum of Understanding to apply for and administer state and federal grants allocated directly to the CoC including CoC Program grants, and support the year -round CoC planning of homeless housing, services, and prevention;

WHEREAS, the City of Stockton is a municipality with a population over 320,000 people and also receive s annual and periodic entitlement funding from the state and federal government for addressing homelessness , with these funds received, administered, and monitored by the City of Stockton Economic Development Department;

WHEREAS, On February 28, 2025, the State of California invited counties, Continuums of Care, and certain cities to apply for funds pursuant to HHAP Round 6, a program authorized by Assembly Bill 166 (2023-2024), to provide local jurisdictions with flexible funding to continue efforts to improve regional and systems coordination to prevent and end homelessness in their communicates, in a manner that reflects the state’s priorities to prevent and expeditiously reduce unsheltered homelessness through homelessness prevention activities, sustaining existing interim housing solutions, and permanent housing solutions, including long-term sustainability of affordable permanent supportive housing [§ 50243 (a)].

WHEREAS, to apply for HHAP Round 6 funding, applicants must jointly create, or up d at e , a compliant Regionally Coordinated Homeless Action Plan and a Memorandum of Understanding (MOU) signed by each participating applicant committing to participate in and comply with the Regionally Coordinated Homelessness Action Plan;

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WHEREAS, the County, CoC, the City of Stockton jointly engaged in a regional strategic planning process to create a Regionally Coordinated Homeless Action Plan in 2024 and have conducted a thorough public planning process to update the Action Plan in 2025 that included seven public meetings, held at diverse times and locations throughout the county;

The Parties agree as follows:

1. PURPOSE OF THE MEMORANDUM OF UNDERSTANDING

1.1 Statutory Requirement: The Regionally Coordinated Homelessness Ac�on Plan shall be reﬂected in a Memorandum of Understanding (MOU) commi�ng each signatory to par�cipa�on in, and to comply with, the Regionally Coordinated Homelessness Ac�on Plan as updated August 2025.

2. COMITTMENTS
Each Party to t his MOU hereby commits to uphold, participate in, and comply with the actions, roles, and responsibilities assigned to it as described in the HHAP -6 Regionally Coordinated Homelessness Action Plan Update and summarized below.

2.1 Each Party commits to the roles and responsibilities as they pertain to outreach and site coordination, siting and use of available public land, the development of interim and permanent housing options, and coordinating, connecting, and delivering services to individuals experiencing homelessness or at risk of experiencing homelessness, within the region.

2.2 Each Party commits to Key Actions to improve the system performance measures.

2.3 Each Party commits to Key Actions to ensure racial and gender equity in service delivery, housing placements, housing retention, and any other means to affirm equitable access to housing and services for racial and ethnic groups overrepresented among residents experiencing homelessness.

2.4 Each Party c ommits to actions to reduce homelessness among individuals exiting institutional settings, including but not limited to jails, prisons, hospitals, and any other institutions such as foster care, behavioral health facilities, etc. as applicable in the region.

2.5 Each Party c ommits to roles in the utilization of local, state, and federal funding programs to end homelessness.

2.6 Each Party c ommits to the roles and responsibilities to connect individuals to wrap- around services from all eligible federal, state, and local benefit programs.

ATTACHMENT E
DRAFT Public Review:
8/1/2025

3. MISCELLANEOUS

3.1 Notice. Any notices provided to any Party in connection with this MOU shall be directed as follows:

City of Stockton,
Economic Development Director

Tina McCarty
[email protected]
County of San Joaquin,
Human Services Agency Director

Chris Woods
[email protected]

3.2 Parties as Independent Contractors. Each Party is, and at all times shall be deemed to be, independent of the other Parties. Nothing herein is intended or shall be construed as creating the relationship of employer and employee, or principal and agent, between any Party, or any Party's agents or employees. Each Party shall retain all authority for rendition of services, standards of performance, control of personnel, and other matters incident to the performance of the Program pursuant to this MOU. Each Party, and its agents and employees, shall not be considered to be employees of any other Party.

IN WITNESS WHEREOF, the Par�es to this MOU have caused the same to be executed by each of their duly authorized oﬃcers as follows:

City of Stockton
Will Crew
Ac�ng City Manager
San Joaquin County
Chris Woods
Director, Human Services Agency

Date: Date:

City Atorney
Approved to Form

County Counsel
Approved to Form

Date: Date:

ATTACHMENT E
DRAFT Public Review:
8/1/2025

City Council and Concurrent AuthoritiesSeptember 9, 2025

City Council and Concurrent Authorities
September 9, 2025