City Council and Concurrent Authorities
April 28, 2026

838
Description Ext PriceUnit PriceQty>=
1 Accessories: 48" Fixed Solid Sides
- 48" tall, 10ga fixed sides with middle V-crimp,
formed top rail, 2” X 2” X 3/16" steel tubing
uprights on 24" centers, and 2" X 3" X 3/16"
tubing rear posts
- 1/2" X 2" flatbar ladder rungs mounted between
rear post and rear most upright, both sides, with
30" X 3/4" pipe grabhandles on both sides and 2-
rung underbody pull out ladder
- (2) Rubberized LED Worklamps mounted at rear
posts below tarp rest wired to UPFITTER SWITCH #6
- Sides Painted Black; Underbody Ladder
Powdercoated SAFETY YELLOW
- Installed
1 Liftgate: Tommygate G2-92-2050 EA41
- 2,000# Capacity
- 85" X 41" + 6" taper extruded aluminum platform
- Bolt On LED Light Kit
- (2) ECCO ED3801A Amber LED Strobe lamps mounted
to liftgate enclosure wired to UPFITTER SWITCH #5
- Installed
***PLATFORM TO BE OPENED PRIOR TO DUMPING LOAD***
1 Accessories: Electric Arm Tarping System
- Tarp housing mounted to shelf at front of
headboard over cab
- Steel arms attached to lower rail of body
- Mesh Tarp with grommets
- Control switch mounted to front of headboard,
driver side
- Installed
1 Accessories: Toolbox, 60"
- 60" X 18" X 18" steel toolbox with single door
mounted to frame rail, driver side
- Powdercoated Black
1 Accessories: Underbody Basket, 60"
- 60"L X 18"D X 18"T fabricated basket mounted to
frame rail, passenger side
- Basket formed out of 12ga laser cut steel side
panels with solid bottom (with drain holes)
- Painted Black
- Installed

ATTACHMENT E

EXHIBIT C

839
Description Ext PriceUnit PriceQty>=
TOTAL $48,539.20
1/20/2026
Authorized by:_____________________________________
Date:_____________________________________________
senochian
Enoven Truck Body + Equipment
This Quote is good for 30 days. Acceptance of this Quote is confirmed and accepted by issuance of a Purchase Order, signing and returning this Quote, and/or delivery of a truck chassis to Enoven. This quotation was made expressly upon your request and is confidential and non transferable. If provided, estimated delivery dates are estimates only; actual delivery dates depend on a variety of factors that may/may not be within the direct control of Enoven. FUEL SERVICE CHARGE - IF A TRUCK IS DELIVERED WITH LESS THAN 1/4 TANK OF DIESEL/GASOLINE OR LESS THAN 1,500PSI CNG, A $100.00 FUEL SERVICE CHARGE WILL BE ADDED TO THE FINAL INVOICE. For complete Terms and Conditions please go to www.enoven.com. 1/20/2026
Authorized by:_____________________________________
Date:_____________________________________________
Net10
Terms of Sale:
senochian
Enoven Truck Body + Equipment
Printed: 1/20/2026 11:43:47 AM

ATTACHMENT E

EXHIBIT C

840
A. Minimum Specifications for Class 5 Cab Chassis w/ 14’ Landscape Dump with Liftgate – Unit (rep. 5451)
 Class 5 - 6 (F-550 - F-600 or equivalent) Super or Crew Cab and chassis (if available) 2027 F-650 CREW CAB GAS
 19,500 – 22,000 GVWR 26,000
 Dual rear wheel DRW
 108” Cab to axle 126” CA
 47” After frame minimum 75” AF
 Wide track axle FRONT: DANA D-850F REAR: DANA S17-140  2-wheel drive 4X2
 V8 Engine Minimum V8
 Diesel engine preferred 7.3L 2V DEVCT NA PFI V8 GAS – 335HP @ 3750 RPM
 Single rear 40-gallon tank preferred LH 60 GALLON
 Automatic transmission AUTOMATIC 10-SPEED
 Power steering STD
 Power brakes STD
 Power windows POWER EQUIPMENT GRP
 Air conditioning STD
 AM/FM radioSTD
 Bluetooth capabilitySTD
 Backup safety camera REAR VIEW CAMERA WITH MIRROR DISPLAY  Backup alarm BACK-UP ALARM ELECTRIC 102 dBA
 Gray vinyl seats 30/0/30 FIXED DRIVER AND FIXED PASSENGER W/ CONSOLETTE – VINYL // 60/40 REAR BENCH SEAT W/ FLIP=UP

CUSHION AND FOLD-DOWN BACK
 Rubber floor covering VINYL FLOOR COVERING
 Factory running boards STD
 Factory upfitter switches 4 SWITCHED MOUNTED IN CENTER

INSTRUMENT PANEL
 Tow hitch package STD
 Painted white OXFORD WHITE
 4 sets of keys 4 TOTAL ENGINE KEYS
Equipment:
 14’ L X 94” W Dumping landscape body with smooth steel floor painted black
 7 ga. high strength steel floor, and 12 ga. formed high strength steel sides and end rails
 Underbody rope hooks on every other crossmember
 48” Tall solid front bulkhead
 48” Tall steel fixed solid sides, no side access door  Cable step mounted to each side of body at rear with 4-rung step ladder

ATTACHMENT E

EXHIBIT C

841
 Pull Tarps steel protector+ fully automatic tarp system mounted level to side rails with electric driven arms and standard black HD mesh tarp.

Up/down switch mounted to front end of body next to driver door  Rugby SR-5020 double acting electric/hydraulic underbody hoist or equivalent. 10-13 Ton capacity with body prop, mounted to frame rails  Bed-up switch, and pilot light indicator on dash
 Pendant controller on right side of driver seat on the floor  (1) 60” L x 18” H x 18” D underbody toolbox streetside mounted to sub- frame
 (1) 60” L x 18” H x 18” D underbody perforated basket curbside mounted to sub-frame
 (8) Title 13 compliant LED amber strobes. (2) mounted on front grille, (2) each side of body front and rear corners, (2) at rear under body near taillights all wired hot to upfitter switch
 (2) LED work lights, (1) mounted to top of each rear corner post of streetside rear side next to rear beacon, wired hot to upfitter switch  2000lb – 2500lb Capacity liftgate at rear with 42” extruded aluminum platform minimum and led S/T/T LED light kit
 Rear LED Stop/Tail/Turn & backup lights, and clearance lighting per FMVSS #108
 Mud flaps and Anti-sail brackets
 Install backup safety camera
 4 body toolbox keys

ATTACHMENT E

EXHIBIT C

842
Stageline SL 100 Sales Quote 2026
28-Jan-26 City of Stockton - CA
Stageline SL 100 Mobile Stage
Floor Size: 24' x 20'
Wind Resistance:

Trailer Weight:

If
115 mph without windwalls
9,990 lb
ST AND ARD EQUIPMENT *

ROOF STRUCTURE & RIGGING

HYDRAULICS
STAGE

TRAILER
4 Built-in trusses I aluminum 2" diameter tube trussing 24 Built-in rigging points - 4 movable rigging brackets included Rigging bar/ 14' - spans 2 rigging points from left to right 2 side overhang rigging trusses 6'
Rigging points in front of corner posts
4 Aluminum corner posts
Fiberglass roof molded and wrapped around structure - black roof Rigging load capacity tested at twice the working load
Total roof load capacity with sound wings:

Galvanized steel column - one on each side
Reversible as standard
Double mast lifting mechanism (for a fully hydraulic set up of the stage, roof, sound, lighting and other equipment)
High power integrated hydraulic system
4 Hydraulic stabilizers / stage levels from 3' 6" to 4' 3" Vertical support capacity (each): 15,000 lb
Lateral support capacity (each): 2,000 lb
Gas engine
Plywood, black finish, non slip / quick levelling legs
Multifunctional extruded aluminum deck edges
Guardrails (stage model)/ aluminum
Support brackets built-in for Stageline platforms
Aluminum stairway - 7 steps - adjustable - 35" wide - with handrails 4 LED work lights
Spares kit
Drawbar with pintle eye
2 Leaf spring axles
4 Tires
Electric brakes on all wheels
Emergency breakaway system
Spare wheel / full-size rim / integrated storage
2 Storage bumpers
10 Equipment tie-downs
Storage weight capacity
Storage space capacity

STANDARDS & CERTIFICATIONS
Applicable regulations
Vertical load:

Wind resistance:

Certificate stamped by professional engineers
All technical documents supplied
24n service support +1(800) 267-8243
REV.1
Sales Rep: Marc Brousseau
Email: [email protected]
Standard Equipment * ............... $
Options & accessories . .. ... . . . .. . ... $
Services ............... $
Sub-Total ............... $
Total ............... $
All prices are in USD
Taxes not included (if applicable)
160 000
41 020
20 540
221 560
221 560
Payment terms: 30% to confirm, balance prior to departure Approval
Date:

Signature:

Name:

EIN # (if applicable):

Compatible with industry clamps
Capacity: up to 1,500lb
Capacity: 30 lb / ft
Capacity: 1500 lb per side
Capacity: 1500 lb per side
Added roof stability and safety
11,400 lb
System safely hoists rigged loads
Downstage will reverse in difficult to access venues
Lifting Capacity: 3,800 lb - balanced load
Equipped with safety valves on all cylinders
No tools required
No other power source required
24' X 20'
To install decks, skirts, guardrails & staircases
5 X 5' 9" + 2 X 2' 8"
Full perimeter
2 in the roof, 2 on the chassis
Capacity: 14,990 lb

0.40 m (16")
DOT requirement
Protects structure
GVWR: 15,000 lb - adaptable to your requirements
23' 10" X 5' 6" X 5' 6" = 720 ft3

IBC, SAE, DOT, NFPA, CBC, NBC & CWB
Floor: 7.18 KPa (150 psf) / Roof: 1 KPa (20 psf)
115 mph without windwalls
77 mph with windwalls
Stageline Mobile Stage Inc. Page 1 / 3

ATTACHMENT F
843
Stageline SL 100 Sales Quote 2026
28-Jan-26 City of Stockton - CA

OPTIONS & ACCESSORIES

A WINDWALLS -
SKIRTS
a1 Upstage fire retardant windwall - 44' long x full height (with doors) (keder aluminum track system for easy installation) - black
a2 Backdrop (with doors) - 24' x 15' - black
a3 Downstage windwall extensions - 10' 3" x 15' (with doors) - (Set of 2) - black a4 Skirting - 40' x 4' 9" - black
as Skirt extension - 8' 6" - black - (set of 2)
• for options a1 to a5, select material - also available in grey - fabrication delay • if option a3 selected, f1 (keder for windwal/s on downstage roof panels) must be selected

B SOUND WINGS & RIGGING
b1 Extension platforms (black non-slip) & accessories - 4' x 8' - (sugg'td qty: 4) b2 Guardrails (platform model)/ aluminum - 3' 8" - (sugg'td qty: 8) b3 Reinforced flybays with line array and screen rigging points (set of 2) b4 FOH pipes - capacity: 700 lb - (set of 2)
bS Movable rigging brackets - (set of 2)
b6 2 Cylinder locks (comer post substitute)
b7 PA Extension bars (set of 2)
b8 Additional rigging bar / 14' - spans 2 rigging points from left to right

C BANNER SUPPORTS
c1 Rooftop banner support posts - 37' x 4'
c2 Banner framing bars
c3 Lateral banner supports - 6' x 15' 1 0" - includes pulley rigging points for retractable banner system
c4 2 Lateral tightening bars / stage level
D EXTEND TO 24' x 24'
d1 3 Extension platforms & accessories - 4' x 24' - upstage d2 8 Guardrails (platform model) / aluminum - 3' 8" - upstage d3 Bracing system for extension platforms - upstage
d4 Windwall to cover increased area - upstage
dS Roof extension - vinyl canopy & hardware - 4' 9" I downstage - (b4 required)

E HYDRAULICS
e1 Hydraulic quick connectors
e2 Electric motor, 1 hp, 110 V, hydraulic connections and pump for dual power (storage compartment included)
e3 Safety cut off switch

F ENHANCED REVERSIBILITY OPTIONS
f1 Keder for windwalls on downstage roof panels
f2 Multi-purpose, heavy-duty structural connectors for side overhang rigging beams and lateral banners. FOH pipe sliders included.
f3 Reinforced 6' flybay trusses (b3) with all hinged and articulated components on upstage roof panel (set of 2) - f2* required
Note: Options f1, f2 and f3 need to be selected for full reversibility

H TRAILER HITCH
h1 Gooseneck with kingpin for 5th wheel hookup (instead of drawbar with pintle eye) h2 Gooseneck with 2 5/16" ball hitch hookup (instead of drawbar with pintle eye) h3 Hydraulic gooseneck option for h1 or h2
h4 Drawbar with pintle hitch (in addition to gooseneck) hS Ball hitch (attachment only)
h6 Drawbar with 2 5/16" ball coupler (instead of drawbar with pintle eye)

ACCESSORIES -
i1 Aluminum stairway - 7 steps - adjustable - 35" wide - with handrails i2 Loading ramp / aluminum - 3' x 12'
i3 Underfloor storage for loading ramp (2nd storage compartment recommended) i4 ADA lift - up to 5' - 600 lb max load - portable - access from all sides iS Extension platform (black non-slip) & accessories - 4' x 8' iSa Cutout gooseneck extension platform (black non-slip) & accessories - 4' x 8' iSb Cutout engine extension platform (black non-slip) & accessories - 4' x 8' i6 Extension platform (black non-slip) & accessories - 4' x 4' i7 Guardrail (platform model) / aluminum - 3' 8"
i8 Guardrail (stage model) / aluminum - 2' 8"
i9 Guardrail (stage model) / aluminum - 5' 9"
i10 Guardrail (stage model) / aluminum - 5 x 5' 9" + 2 x 2' 8" i13 Storage compartment I aluminum checker plate - 14" x 16" x 36" - up to 3 i14 Additional spares kit
i15 Underfloor storage system for options and accessories i16 Skids/skis
i17 Aluminum mags - 16" x 6" 8/6.5 bolt pattern
i18 Heated pads - 2' x 2' - winter conditions on hard standing (suggested qty 10) i19 Spiked pads - 2' x 2'- winter conditions on grass (i18 required) - (suggested qty 10) i20 Storage container for heated pads
i21 Dolley leg
VINYU
SCRIM
Vinyl
Vinvl
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Price (USD)
5 200
2 350
2 850
1 350
600
Price IUSDl
1 300
205
2 010
2 105
175
575
520
410
Price IUSDl
Price
835
520
920
1 035
I >l USD
3 900
1 640
930
620
3 680
Quantity
1 1
Quantitv
4 8
1 1
Quantity
1 1
1 1
Quantitv
Price IUSDl Quantitv
520
3 735
775
Price IUSDl Quantity
400 1
2 485
4 945
Price IUSDl Quantity
2 415
2 415
3 910
2 760
1 265
Price IUSDl Quantity
1 725
1 990 1
775 1
15 750 1
1 300
1 720
1 720
1 040
205
185
370
2 200
1 005 1
490
2 875 1
7 645
1 840
1 500
500
4 000
1 250
REV.1
$ 5 200
$ 1 350
$ 5 200
$ 1 640
$ 2 010
$ 520
$ 835
$ 520
$ 920
$ 1 035
$ 400
$ 1 990
$ 775
$ 15 750

INCLUDED
$ 2 875
Stageline Mobile Stage Inc. Page 2 / 3

ATTACHMENT F
844
Stageline SL 100 Sales Quote 2026
28-Jan-26
K
k1
k2
City of Stockton - CA

OPTIONS & ACCESSORIES

TRAILER GRAPHICS
Logo only
Full graphic trailer wrap - (2 x (24' 7" x 7' 2") -
2 x (4' 11" x 7'))
Customized scrim* banners - printed graphics - 4 color process k3 Rooftop header banner - 24' x 3' 1 0"
k4 Rooftop header banner - 37' x 3' 10" - spans lateral banners kS Lateral banners - 6' 6" x 15' 9" (Set of 2)
k6 Rear banner - 23' 4" x 12' 11" - installs full size, with or without backdrop •available in vinyl - prices vary

L MISCELLANEOUS
12 Misc_2
* Possible production delay
Price USO
TBD
$ 5 620
$ 970
$ 1 390
$ 1 540
$ 2 725
Price USO
TBD
REV.1
Quantit
--
Quantit
Total for Options & Accessories�! $� __ 4_1_ 0_2_0�1
m1
m2
m2a
m3
m4
■

SERVICES

SERVICES
Trailer shrink wrap
Transport to Stockton, CA
Transport to Champlain, NY
Training course - 3 day comprehensive (subject to options chosen) - maximum 4 technicians Trainer expenses - to, in & from training site
Costs related to transportation, training and trainer expenses (travel, accommodation and per diem) not included.

EXW: L'Assomption, Quebec, Canada
Stageline Mobile Stage Inc.
700 Marsolais Street, L'Assomption, Quebec, Canada J5W 2G9 Price (USO) Quantity
$ 700
$ 13 500 1 $ 13 500
$ 1 500
$ 2 890 1 $ 2 890
$ 41 50 1 $ 4 150
Total for Services IL...$.;...._ __ 2_0_5_4_0_.I
Stageline SL 100 - Sales Quote 2026
Tel.: (450) 589-1063, Fax: (450) 589-1711
www.stageline.com
Stageline Mobile Stage Inc. Page 3 / 3

ATTACHMENT F
845
City of Stockton
Legislation Text
File #: 26-0392, Version: 1
THE FISCAL YEAR 2026-27 PROJECT LIST FOR THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 AND SUBMITTAL OF REPORTS TO THE CALIFORNIA TRANSPORTATION

COMMISSION

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

1. Approve the Fiscal Year 2026-27 project list for the Road Repair and Accountability Act of 2017.

2. Approve submittal of reports to the California Transportation Commission related to the Road Repair and Accountability Act of 2017.

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

Summary
Adoption of the proposed resolution allocates an estimated $9,003,336 in new funding to local street resurfacing; curb, gutter, sidewalk, and curb ramp repairs; street furniture painting; street re-striping; and routine bridge maintenance. On April 28, 2017, the Governor signed Senate Bill 1 (SB1), known as the Road Repair and Accountability Act of 2017. SB1 funding provides for basic road maintenance, rehabilitation, and critical safety needs on both the State highway and local streets and road systems. The California Transportation Commission (CTC) is responsible for oversight of funding and/or programs created with the approval of SB1.

SB1 funds the Road Maintenance and Rehabilitation Account (RMRA) Program. The CTC adopted guidelines that require agencies to submit a list of eligible RMRA projects by July 1 of each fiscal year. The Fiscal Year (FY) 2026-27 RMRA funding allocation for the City is estimated at $9,003,336.

Staff recommends that funding be allocated to local street resurfacing; curb, gutter, sidewalk, and curb ramp repairs; street furniture painting; street re-striping; and routine bridge maintenance.

Specific locations within these project categories are selected by utilizing a variety of data resources and analysis methods. Street resurfacing locations are selected based on pavement condition data and cost/benefit analysis utilizing the City’s pavement management system (PMS). Curb, gutter, sidewalk, and curb ramp repair locations are prioritized in chronological order, based on the date of the original customer service request. Re-stripe of worn traffic striping along arterial and collector streets will be done as funding allows.

The recommended action approves the allocation of available funding for the projects listed in Exhibit 1 to the Resolution. The projects are included in the proposed FY 2026-27 Capital Improvement Plan City of Stockton Printed on 4/23/2026Page 1 of 4
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File #: 26-0392, Version: 1
(CIP). The projects are anticipated to be advertised for construction bids by late 2026, with most of the construction activity to be undertaken in 2027, weather permitting.

DISCUSSION
Background
On April 28, 2017, the Governor signed SB1, known as the Road Repair and Accountability Act of 2017. SB1 funding provides basic road maintenance, rehabilitation, and critical safety needs on both the State highway and local streets and road systems. The CTC is responsible for oversight of funding and/or programs created with the approval of SB1.

SB1 provides funding for the RMRA Program. Other programs include the Local Partnership Program, the Active Transportation Program, State Highway Operation and Protection Program, and Local Streets and Roads Program. The RMRA funding is part of the City’s overall Gas Tax allocation; however, RMRA funds can only be expended on projects that meet eligibility criteria and have been approved by the CTC. RMRA funds are accounted for and reported separately from the regular Gas Tax funds.

At its June 2017 meeting, the CTC adopted programmatic guidelines which set forth the process and procedures for using the RMRA funding. The guidelines are intended to provide guidance and ensure accountability of funding invested in public projects.

An estimated $8.4 million in SB1 RMRA Program funding was allocated to the City for FY 2025-26 as approved by Council on April 1, 2025, by Resolution No. 2025-04-01-1215. An update of the delivery of the FY 2025-26 projects is included as Attachment A.

Present Situation
In accordance with the program guidelines, each agency is required to submit a list of eligible RMRA projects to the CTC by July 1 of each year. The criteria for eligible projects include road maintenance and rehabilitation, safety initiatives, railroad grade separations, complete streets components, and traffic control improvements. The funds cannot be used for general miscellaneous transportation maintenance operations.

Funding for the City is estimated to be $9,003,336 for FY 2026-27. Staff recommends that the project funding be allocated to the following local street resurfacing; curb, gutter, sidewalk, and curb ramp repairs; street furniture painting; street re-striping; and routine bridge maintenance:
· Local Street Resurfacing - Install approximately 42 centerline miles of resurfacing treatments on local roadways Citywide ($6,403,336). The City’s PMS is used to determine which specific roadway segments should be included. The system analyzes variables, such as current pavement conditions and projected traffic load, to forecast how roadway segments will decline over time. The forecasts are used to evaluate the cost and benefit of repair options and identify the optimal pavement resurfacing plan. The current pavement condition is numerically represented by the pavement condition index (PCI), which is calculated for each roadway segment utilizing a nationally standardized method. A PCI rating of 100 means the street is in City of Stockton Printed on 4/23/2026Page 2 of 4
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File #: 26-0392, Version: 1
perfect condition. A zero means the road has no functioning surface. Resurfacing work consists of either slurry seal resurfacing, micro-surfacing, cape seal, or an asphalt overlay. A cost-effective method of maintaining streets is to provide treatment for streets that are in fair to good condition (PCI ratings near or above 70). The preservation of streets in this condition is critical, as rehabilitation costs rise exponentially as pavements deteriorate. Examples of project locations include:
· Long Island Drive from Pock Lane to Time Square Lane
· Sixth Street from Skyline Drive to D Street
· Arch Road from Logistics Drive to Ausin Road
· Madrid Drive from Farmington Road to 178 feet north of Juliet Road · Tarragona Way from Castellon Way to Juliet Road
The City’s current overall PCI for the entire network is approximately 57 (on a 0 to 100 scale).

Continued current allocation of a significant portion of RMRA funds to pavement resurfacing is expected to reduce the overall network by two PCI annually. · Sidewalk, Curb, and Gutter, and Curb Ramp Repairs - Remove and replace City tree- damaged curb, gutter, and sidewalk and update curb ramps at approximately 150 (100 sidewalk and 50 curb ramps) locations Citywide ($1,550,000). The City regularly receives requests for the repair of curbs, gutters, and sidewalks and the installation of curb ramps.

Each request is evaluated to determine if the repair is the City’s responsibility. If repairs are warranted, the location is added to a database for future permanent repairs. For sidewalk locations that need immediate correction, the temporary repair is made using asphalt concrete material to patch the displaced area to remove the tripping hazard. Permanent repairs are made as funding becomes available and are prioritized in chronological order, based on the date of the original service request.
· Street Furniture Painting - Repaint streetlight poles, railings, and other street furniture to prolong the useful life and aesthetics of the asset ($250,000). · City Street Re-Striping - Re-stripe worn traffic striping along arterial and collector streets ($300,000).
· Bridge Maintenance Program - The project will cover routine bridge maintenance that would not be funded with Federal-Aid Highway Program funding. Routine bridge maintenance is defined as regularly scheduled activities that maintain bridge components in their present or intended condition ($500,000).

The CTC established a standardized project submission form, and the list of projects to be submitted to the CTC in the required format is attached as Exhibit 1 to the Resolution. The FY 2026-31 CIP will include the budget for the estimated $9,003,336 in FY 2026-27 SB1 RMRA funding. These projects are anticipated to be advertised for construction bids by late 2026, with most of the construction activity to be undertaken in 2027, weather permitting.

RMRA funding is estimated to be relatively the same in FY 2026-27 at approximately $9.0 million.

City of Stockton Printed on 4/23/2026Page 3 of 4
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File #: 26-0392, Version: 1
Expenditure of these funds will be programmed to specific projects in the FY 2026-31 CIP, with separate approvals by Council prior to July 1, 2026.

FINANCIAL SUMMARY
The total RMRA funding is estimated to be $9,003,336 for FY 2026-27. The FY 2026-31 CIP will include the appropriation for the estimated $9,003,336 in FY 2026-27 SB1 RMRA funding as follows:
· Local Street Resurfacing, Project No. WD27003, in the amount of $6,403,336. · Sidewalk, Curb, and Gutter, and Curb Ramp Repairs, Project No. WD27004, in the amount of $1,550,000.
· Street Furniture Painting, Project No. WD27008, in the amount of $250,000. · City Street Re-Striping, Project No. WD27009, in the amount of $300,000. · Bridge Maintenance Program, Project No. WT16003, in the amount of $500,000.

Attachment A - RMRA Project List FY 2025-26
City of Stockton Printed on 4/23/2026Page 4 of 4
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849
City: Stockton
County: San Joaquin
Legistlative District: Assembly 13; Senate 5
Average PCI: 64
Year of PCI Measurement: 2021

PROJECT

NUMBER DESCRIPTION LOCATION CONSTRUCTION

START DATE

ESTIMATED

USEFUL LIFE

FUNDING

ALLOCATED
WD26003
Includes projects to provide
approximately 42 centerline miles
of various types of resurfacing
treatments
Street segments within City Council Districts 1, 2, 3, 4, 5, and 6 will be resurfaced. Final street segments will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items/ ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2026 5-7 years 5,803,380.00$
WD26004
Includes removal and replacement
of City tree-damaged curb, gutter,
sidewalk, and construction of curb
ramps
Damaged curb, gutter, and sidewalk will be replaced, and wheelchair ramps will be constructed within City Council Districts 1, 2, 3, 4, 5, and 6. Final locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items/ ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2026 50 years 1,550,000.00$
WD26008
Repaint streetlight poles, railings,
and other street furniture to
prolong the useful life and
aesthetics of the asset
Street furniture within City Council Districts 1, 2, 3, 4, 5, and 6 will be re-painted. Final locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items/ ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2026 7-10 years 250,000.00$
WD26009 Re-stripe worn traffic striping
along arterial and collector streets
Street segments within City Council Districts 1, 2, 3, 4, 5, and 6 will be re-striped. Final street segments will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items/ ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2026 5-7 years 300,000.00$
WT23010
This project will maintain City
bridges that are not included in the
federal Highway Bridge
Replacement and Rehabilitation
(HBRR) program
Bridges within City Council Districts 1, 2, 3, 4, 5, and 6 will be evaluated. Project locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items/ ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2026 7-10 years 500,000.00$
8,403,380.00$ TOTAL SB1 RMRA FUNDING ALLOCATED FOR FY 2025-2026 ROAD MAINTENANCE AND REPAIR ACCOUNT (RMRA) PROJECT LIST FOR FISCAL YEAR 2025-26

PROJECT NAME
Bridge Maintenance Program
Local Street Resurfacing FY 25-26 SB1
Sidewalk, Curb, and Gutter, and Curb Ramp
Repairs FY 25-26 SB1
City Street Re-Striping FY 25-26 SB1
Street Furniture Painting FY 25-26 SB1

ATTACHMENT A
850
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPROVING THE FISCAL YEAR 2026-27 PROJECT LIST FOR THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 AND SUBMITTAL OF

REPORTS TO THE CALIFORNIA TRANSPORTATION COMMISSION

On April 28, 2017, the Governor signed Senate Bill 1 (SB1), known as the Road Repair and Accountability Act of 2017. SB1 funding provides for basic road maintenance, rehabilitation, and critical safety needs on both the State highway and local streets and road systems; and

The California Transportation Commission (CTC) is responsible for oversight of funding and/or programs created with the approval of SB1; and

SB1 provides funding for the Road Maintenance and Rehabilitation Account (RMRA) Program. The RMRA funding is part of the City’s overall Gas Tax allocation; however, RMRA funds can only be expended on projects that meet eligibility criteria and have been approved by the CTC; and

The Fiscal Year (FY) 2026-27 RMRA funding allocation for the City is estimated to be $9,003,336; now, therefore,

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

1. The City Council approves the FY 2026-27 project list for the Road Repair and Accountability Act of 2017 (SB1), in the amount of $ 9,003,336, a copy of which is attached as Exhibit 1 and incorporated by reference.

2. The City Council authorizes the Public Works Director or his/her designee to submit all necessary reports to the CTC related to the Road Repair and Accountability Act of 2017 (SB1).

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

PASSED, APPROVED, and ADOPTED April 28, 2026 .

CHRISTINA FUGAZI
ATTEST: Mayor of the City of Stockton

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
851
City: Stockton
County: San Joaquin
Legistlative District: Assembly 13; Senate 5
Average PCI: 64
Year of PCI Measurement: 2021

PROJECT

NUMBER DESCRIPTION LOCATION CONSTRUCTION

START DATE

ESTIMATED

USEFUL LIFE

FUNDING

ALLOCATED
WD27003
Includes projects to provide
approximately 40 centerline miles
of various types of resurfacing
treatments
Street segments within City Council Districts 1, 2, 3, 4, 5, and 6 will be resurfaced. Final street segments will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items /ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2027 5-7 years 6,403,336.00$
WD27004
Includes removal and replacement
of City tree-damaged curb, gutter,
sidewalk, and construction of curb
ramps
Damaged curb, gutter, and sidewalk will be replaced, and wheelchair ramps will be constructed within City Council Districts 1, 2, 3, 4, 5, and 6. Final locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items /ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2027 50 years 1,550,000.00$
WD27008
Repaint streetlight poles, railings,
and other street furniture to
prolong the useful life and
aesthetics of the asset
Street furniture within City Council Districts 1, 2, 3, 4, 5, and 6 will be re-painted. Final locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items /ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2027 7-10 years 250,000.00$
WD27009 Re-stripe worn traffic striping
along arterial and collector streets
Street segments within City Council Districts 1, 2, 3, 4, 5, and 6 will be re-striped. Final street segments will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items /ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2027 5-7 years 300,000.00$
WT16003
This project will maintain City
bridges that are not included in
the federal Highway Bridge
Replacement and Rehabilitation
(HBRR) program
Bridges within City Council Districts 1, 2, 3, 4, 5, and 6 will be evaluated. Project locations will be reported upon completion in the expenditure report. City Council District map can be found at the following link:
https://gisportal.stocktonca.gov/portal/sharing/rest/content/items /ff53dbc8dad24f618d2826dd49aecd79/data
Anticipated Spring
2027 7-10 years 500,000.00$
9,003,336.00$ TOTAL SB1 RMRA FUNDING ALLOCATED FOR FY 2026-2027 ROAD MAINTENANCE AND REPAIR ACCOUNT (RMRA) PROJECT LIST FOR FISCAL YEAR 2026-27

PROJECT NAME
Bridge Maintenance Program
Local Street Resurfacing FY 26-27 SB1
Sidewalk, Curb, and Gutter, and Curb
Ramp Repairs FY 26-27 SB1
City Street Re-Striping FY 26-27 SB1
Street Furniture Painting FY 26-27 SB1
EXHIBIT 1
852
City of Stockton
Legislation Text
File #: 26-0517, Version: 1
CONTINUE FROM THE APRIL 14, 2026 COUNCIL MEETING - DISCUSSION AND THE

POSSIBLE ACTION TO REMAIN OR REMOVE THE NAME CESAR CHAVEZ FROM CITY

FACILITIES

RECOMMENDATION
The City Council will lead the discussion on the name of the Cesar Chavez Stockton San Joaquin County Public Library and provide direction to staff on whether the name Cesar Chavez should remain or be removed from the Stockton San Joaquin County Public Library.

Should the City Council decide to remove the name Cesar Chavez from the Stockton San Joaquin County Public Library, the City of Stockton has an established policy for naming city facilities. The purpose of the policy is to establish uniform guidelines for the naming of City facilities, parks, and other City properties. (Attachment A - Naming of Facilities Policy).

Attachment A - Naming of Facilities Policy
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853
SUBJECT: NAMING, CITY FACILITIES, PARKS, PROPERTY NUMBER: 15.02 RESPONSIBLE OFFICER:

City Manager
EFFECTIVE DATE:

Octoper 10, 2022
DIRECTIVE OWNER:

City Manager
LAS
d-tJ!:erU7P,D2AOOT8ED:

DIRECTIVE CONT ACT:

City Manager's Office ' )k!:

I Tl 7% '% _
'_; Y 1 !Sack
DIRECTIVE 'c,)-
The purpose of this directive is to establish uniform guidelines for the naming of City facilities, parks, and other City property. This directive does not apply to naming City streets and facilities designated for naming rights.

RELEV ANT AUTHORITY
City Charter Section 1201

RELATED CITY POLICIES
Naming of City Facilities, Parks, and Property 15.02.01 0

RELATED CITY PROCEDURES
Naming of City Facilities 15. 02.01 0. 01

FREQUENTLY ASKED QUESTIONS
N/A

UPDATE HISTORY
01/02/1974 - Adopted by Resolution No. 30,999
08/22/1977 -AmertdedbyResolutionNo. 34,445
01/02/1985 -AmendedbyResolutionNo. 85-0015
10/10/2000 -Amended by Resolution No. 00-0495
05/07/2002 -Amended by Resolution No. 02-0361
10/07/2008 - Amended by Resolution No. 08-0407

ATTACHMENT A
854
NAMING OF CITY Fh5itmffis,' Pants', ,15.0:2JOiO
SUBJECT: NAMING, CITY FACILITIES, PARKS, PROPERTY NUMBER: 15.02.010 RESPONSIBLE OFFICER:

City Manager
EFFECTIVE DATE:

October 10, 2022
POLICY OWNER:

Director of Community Services
L.ASl
Or:toq
' UPDATED:
er 7, 2008
POLICY CONT ACT:

Director of Community Services ,: PPI
('-
s
;v[:
fl
POLICY
1 ) Naming of City facilities, parks and buildings within parks, and other designated properties are subject to approval by the City Council.
2) A list of nominated names for facilities, parks, and properties (the "Master List") will be established by the City Manager and maintained by the Community Services Department ("Department") 3) Staff in the Department with responsibility for the facility, park, or property will facilitate the naming process in accordance with 15.02.010.01. Naming must adhere to geographic, topographic, or historical significance generally recognized and known within the City of Stockton or San Joaquin County. In considering naming, staff shall solicit help from historical societies, cultural organizations, or other groups having knowledge or the area.
4) Where there is a desire to name a new facility, park, or property after an individual, group, or entity, the City Council may choose to do so directly, or consider a recommendation from the ad hoc Naming Committee selected by the City Manager in accordance with the procedures outlined in 15.02.010.01.

A) The Naming Committee is responsible for reviewing applications submitted for naming and making recommendations to the City Council. The Naming Committee may not put forward their own recommendation.

B) The Naming Committee may choose not to make a recommendation after reviewing submitted nominations.
5) The following criteria must be considered when nominating and reviewing an application for naming after an individual, group, or other entity:

A) A nominee should have a direct connection to the facility, through providing significant financial support or a significant level of service to the facility to be named. A significant level of service is measured by at least 25 years of dedicated service, a measurable positive impact on the residents of Stockton, or contributions to the community through major development or enhancement of facilities or programs.

B) A nominee should be viewed as a role model in the community as evidenced by support from at least two recognized local community organizations.

C) In the case of individuals, a nominee must have been deceased for at least one year. 6) Names of individuals or groups nominated should not be those which have received significant recognition previously.

ATTACHMENT A
855
7) Naming is an honor that is intended to be permanent. However, in certain circumstances where the historical record reveals new information, or when there is extraordinary community support, renaming of existing City facilities may be considered. Nominations to rename an existing City facility must include a detailed explanation of why renaming is warranted. The nomination for renaming must also adhere to the criteria outlined in section 5 above.

A) Those City facilities, parks, or properties already named shall not be subject to renaming as a result of a financial contribution.

B) Renaming process will follow the same procedures as outlined in 15.02.010.01. 8) Where the naming of a City of Stockton facility, facility component, park, or other City property is later considered to place the City of Stockton in a negative or embarrassing light, the City Council may choose to revoke the honor.
9) General nominations, those nominations that do not specify property to be named, will be accepted at any time. When a new facility, park, or property is identified to be named, there will be a public announcement followed by a nomination period of no less than 60 days for the submission of names for the specific facility, park, or property.
10) All nominations will remain on the Master List for naming future facilities, parks, or properties for three years from the date the nomination was submitted.

RESPONSIBILITIES
Outlining responsibilities including delegation.

RELEV ANT AUTHORITY
City Charter Section 1201

RF,LATED CITY POLICIES

RELATED CITY PROCEDURES
Naming of City Facilities 15.02.01 0.01

RELATED FORMS, DOCUMENTS, OR LINKS
Application for Naming a City Facility, Park, or Property

FRF,QUENTLY ASKED QUESTIONS
N/A

ATTACHMENT A
856

UPDATE HISTORY
01/02/1974 - Adopted by Resolution No. 30,999
08/22/1977 -AmendedbyResolutionNo. 34,445
01/02/1985 -AmendedbyResolutionNo. 85-0015
10/10/2000 -Amended by Resolution No. 00-0495
05/07/2002 -Amended by Resolution No. 02-0361
10/07/2008 -AmendedbyResolutionNo. 08-0407
)OUXX/XXXX - Repealed and Replaced

ATTACHMENT A
857
SUBJECT: NAMING, CITY FACILITIES, PARKS, PROPERTY NUMBER: 15.02.010.01 RESPONSIBLE OFFICER:

City Manager
EFFECTIVE DATE:

October 10, 2022
PROCEDURE OWNER:

Director of Community Services
LAST UPDATED:

Oyto+r 7, 2008
PROCEDURE CONT ACT:

Director of Community Services
i
LThf' !.. ,,.
jFlCYEl) .

PURPOSE
When a new facility, park or other property is constructed, or when a suggestion for facility naming or renaming is submitted in writing to the City Manager, an ad hoc Naming Committee comprised of seven members will be convened at the direction of the City Manager. The Committee will be responsible for reviewing all applications for naming after an individual or group. The Committee will make recommendations to the City Council for approval based on their review. The Community Services Department will act as the staff lead for the Committee.

PROCEDURE
1 ) Nominations for individuals and organizations to be considered for future City facility, park, or property will be open continuously. For each specific naming opportunity, it will be the responsibility of the City Manager to appoint an ad hoc Naming Committee and to declare an open nomination period to last no less than 60 calendar days. All applications must be submitted in writing to the City Manager for review by the Naming Committee.
2) To be considered, the nominee must be recommended by at least two community organizations.

Organizations and individuals may not nominate themselves. Nominations must attach signed letters from each organization's administrative body (Executive Director, Chairman of the Board, etc.) supporting the nomination. The letter should be on organization letterhead and include the name, address, and contact information for the organization.
3) The Naming Committee may consist of representatives from the Parks and Recreation Commission, Stockton Arts Commission, Cultural Heritage Board, Planning Commission, and up to three City of Stockton staff. Additional representatives may be added to ensure a thorough vetting or the nominees. 4) The Naming Committee will be responsible for approving and including the nominated names on an active Master List. The names on the Master List will be active for three years. Names removed after three years may not be precluded from being nominated again.
5) For the nomination to be accepted, the nominee must meet the criteria for a significant level of financial support or service to the City. A significant level of service is measure by at least 25 years of dedicated service, a measurable positive impact on the residents of Stockton, or contributions to the community through major development or enhancement of facilities or programs. All accepted nominees will be

ATTACHMENT A
858
forwarded to the Naming Committee at the City Manager's direction. Community Services Department will serve as the staff lead for the Committee.
6) Individual and group nominees that meet the criteria for a significant level of service must be nominated by a minimum or two recognized City of Stockton organizations. Nominations must be approved at a regular meeting of the organization's administrative body such as a Board of Directors. Organizations may not nominate themselves. Examples of recognized organizations include school boards, non-profit organizations, chambers of commerce, alumni associations, service organizations and other similar community organizations. Organizations are not required to have 501(c)(3) status. 7) The Naming Committee will develop a recommendation to be presented to the City Council for approval.

The Committee may recommend against naming a facility for an individual or group in favor of a name with geographic, historical, or topographical significance. However, the Naming Committee may not recommend naming for an individual or group for whom no application has been submitted. 8) The official name and signage language or the City Facility, park, or property will be approved by a majority vote of the City Council at a regularly scheduled Council meeting. 9) Following approval, City staff, in consultation with the entity that requested the naming, will be responsible For selecting the appropriate signage material, lettering, signage location, and installation. 10) Signage costs for naming will be borne by the City. 1l)When the City Council determines that a significant financial contribution has been made towards the development or an agreement has been entered into for the project to be named, the Council may authorize the naming of the facility after the contributor, private citizen, or business entity, bypassing steps 2-5.

RELEV ANT AUTHORITY
City Charter Sectionl20l

RELATED CITY POLICIES

15.02.010

RELATED FORMS, DOCUMENTS, OR LINKS
Application for Naming a City Facility, Park, or Property

FREQUENTLY ASKED QUESTIONS
N/A

UPDATE HISTORY
01/02/1974 -Adopted byResolutionNo. 30,999
08/22/1977 - Amended by Resolution No. 34,445
01/02/1985 -AmendedbyResolutionNo. 85-0015
10/10/2000 -AmendedbyResolutionNo. 00-0495

ATTACHMENT A
859
05/07/2002 - Amended by Resolution No. 02-0361
10/07/2008 - Amended by Resolution No. 08-0407
XX/XX/XXXX - Repealed and Replaced

ATTACHMENT A
860

CITY OF STOCKTON

APPLICATION FOR NAMING A CITY FACILITY,

PARK, OR PROPERTY
Applicant Information
Name:

Organization:

Address:

Phone:

Email:

Nominee Information
What is the name of the person or organization you are nominating? What facility, park, or property are you proposing for naming? Location address:

Current location name:

Proposed name:

ATTACHMENT A
861
Please answer the following questions:

1. If the nominee is an individual, has the nominee been deceased for more than one (1 ) year? If the nominee is not an individual, check "N/A" g YES [1 NO g N/A

2. The individual or group being nominated should have a relationship to the facility, park, or property being named. Please indicate the relationship (check all that apply):
[1 Historic [1 Geographic [21 Individual g Financial

3. Does the nominee have an existing facility, park, or property already in their name?
g YES g NO [1 N/A
If yes, please provide the exact location.

On a separate sheet of paper, please attach a response to the following questions. Please limit your response to one-page per question.

4. The nominated individual or group should have a direct connection to the facility to be named, through providing significant financial support or a significant level of service. A significant level of service is measured by at least twenty-five (25) years of dedicated service, a measurable positive impact on the residents of Stockton, or contributions to the community through major development or enhancement of facilities or programs.

Please explain how the nominee fulfills these criteria.

5. The nominated individual or group should be viewed as a role model in the community as evidenced their accomplishments and positive impact on the lives of Stockton residents. Please explain how the nominee meets these criteria.

ATTACHMENT A
862
Community Recommendation
To be considered, the nominee must be recommended by at least two community organizations. Organizations and individuals may not nominate themselves. Please attach a signed letter from each organization's administrative body (Executive Director, Chairman of the Board, etc.) supporting the nomination. The letter should be on organization letterhead and include the name, address, and contact information for the organization.

Submit this application, along with all supporting documentation to [email protected]. If you have questions about this application, please contact the Community Services Department at 209.937.8206 What Happens Next?
* City staff will review your application to confirm requirements are met. * Nomination will be forwarded to the City Manager for official inclusion on the list of names to be considered for future naming of a City facility, park, or property.
* City Manager will appoint an ad hoc Naming Committee to review all applications or staff recommendations For naming this location. * The ad hoc Naming Committee will make a recommendation to the City Council for naming of the location.
* If the City Council approves the recommendation, staff will consult with you to select the appropriate signage material, lettering, and signage location. Staff has final decision-making authority on this matter. * Any signage costs will be borne by the City.

ATTACHMENT A
863
City of Stockton
Legislation Text
File #: 26-0349, Version: 1
PUBLIC HEARING: FY 2026-2027 ANNUAL ACTION PLAN FOR HOUSING AND URBAN

DEVELOPMENT FUNDING, INCLUDING COMMUNITY DEVELOPMENT BLOCK GRANT, HOME

INVESTMENT PARTNERSHIPS, AND EMERGENCY SOLUTIONS GRANT PROGRAMS

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

1. Approving the FY 2026-2027 Annual Action Plan and the estimated Sources and Uses of Funds for the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grants (ESG) Programs awarded by the U.S. Department of Housing and Urban Development (HUD); and

2. Authorizing the City Manager, or designee, to make the appropriate adjustments to the FY 2026-2027 Annual Action Plan and Sources and Uses for the CDBG, ESG, and HOME programs upon HUD’s publication of the official 2026-2027 awards to the City of Stockton; and

3. Authorizing the City Manager, or designee, to execute and submit all documents to HUD and to take whatever actions are deemed necessary and appropriate to carry out the purpose and intent of the resolution.

Summary
The U.S. Department of Housing and Urban Development (HUD) requires jurisdictions to prepare an Annual Action Plan (AAP) to receive CDBG, HOME, and ESG funding (Exhibit 1 to the Resolution).

The AAP identifies the types of projects and/or services to fund during the year to accomplish the goals established in the Five-Year Consolidated Plan (Con Plan), as listed in the proposed Source and Uses of Funds (Exhibit 2 to the Resolution). The AAP and related information must be submitted to HUD by May 15, 2026 to meet HUD’s funding allocation deadlines.

DISCUSSION
Background
2026-2027 Annual Action Plan
The City of Stockton is designated as an entitlement community, enabling the receipt of federal CDBG, HOME, and ESG funds. In order to receive annual federal entitlement funds, HUD requires jurisdictions to prepare an Annual Action Plan (AAP). The 2026-2027 AAP represents year two (2) of the 2025-2029 Consolidated Plan and identifies the specific projects and activities that the City will fund during the year to help accomplish the goals established in the City’s Five-Year Consolidated City of Stockton Printed on 4/23/2026Page 1 of 4
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File #: 26-0349, Version: 1
Plan. The AAP contains funding recommendations for CDBG, HOME, and ESG funds for the upcoming program year 2026-2027. The AAP recommendations align with local established adopted goals and metrics, HUD requirements, and best practices.

Using award amounts from the previous program year as projected entitlement awards for FY 2026- 2027, the City expects to receive approximately $3,255,850 in CDBG funds, $1,342,709 in HOME funds, and $283,814 in ESG funds. Final award amounts and distribution among the different projects/activities identified in this AAP and Sources and Uses will be proportionately increased or decreased upon HUD’s official announcement of 2026-2027 allocations.

Community Input and Funding Process
The initial planning process for the development of this AAP began through a community meeting held on December 18, 2025 by the Community Development Committee (CDC) with an overview of the 2026-2027 Annual Action Plan development process and the Public Service Notice of Funding Availability (NOFA) framework.

The 2026-2027 NOFA for CDBG public services and ESG homeless services programs was launched on December 3, 2025 and closed on January 15, 2026 with applications being received through the City’s online grant application portal. The recipients of the NOFA funding will be brought before Council at a later date to allow review of the allocation recommendations. Meanwhile the goals and objectives contained in the drafted AAP define the expectations that those services in the NOFA support.

The AAP has been prepared in accordance with community participation requirements with publication of public notices announcing the availability of the Annual Action Plan and the 30-day public review prior taking place from March 26 through April 28, 2026. The contents of the draft AAP were shared with the CDC, an advisory body of the City Council, at a public hearing held on March 27, 2026.

Present Situation
Below is an overview of each funding source within the 2026-2027 Annual Action Plan:

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

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

CDBG funds can be used for a wide range of activities, including but not limited to:
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· Demolition
· Public facilities and infrastructure improvements
· Economic development
· Public services (up to 15% annually)
The primary eligibility requirement for each activity is that it must benefit low-income persons. HUD defines low-income as a household that is at or below 80% of the area median income (AMI), which in Stockton as of April 2025, is an annual income of $83,700 for a family of four. HUD has not yet released income limits for FY 2026, but they are expected to be updated in May 2026.

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

The CDBG-funded initiatives being recommended in the draft 2026-2027 Annual Action Plan includes public infrastructure projects, various public service activities, and economic development activities such as the Commercial Rehabilitation Program and Business Support Programs.

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

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

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

The HOME-funded initiatives being recommended in the draft 2026-2027 Annual Action Plan includes activities related to the construction and rehabilitation of affordable housing.

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

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

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

The ESG-funded activities being recommended in the draft 2026-2027 Annual Action Plan includes a homeless prevention program and emergency shelter operations.

Notification
In conformance with HUD's requirements and the City's current Community Participation Plan (CPP), a notice of the public hearings were published in The Stockton Record on March 17, 2026, identifying the dates of the public hearings and notifying the community about the availability of the draft AAP for the 30-day public review period beginning on March 26, 2026. A copy of the draft Annual Action Plan is posted on the City’s website and a hard copy is available at the City’s Economic Development Department.

In addition to the public hearings, five (5) public meetings were held throughout the community to present the draft Annual Action Plan:
· April 7, 2026, at Van Buskirk Community Center
· April 8, 2026, at Sierra Vista Community Center
· April 13, 2026, at Seifert Community Center
· April 15, 2026, at Arnold Rue Community Center
· April 21, 2026, at Oak Park Senior Center
As part of the CPP process, the Annual Action Plan will be presented to the City Council on April 28, 2026 during a public hearing, providing an additional opportunity for public comment. Public comments received as of the date of this staff report can be found in AP-12 Participation, Table 3, of the draft Annual Action Plan.

FINANCIAL SUMMARY
The proposed resolution will have no financial impact on the General Fund or any other unrestricted fund. The Annual Action Plan includes estimated appropriations from HUD to the Economic Development Department’s FY 2026-2027 budget for: CDBG, HOME, and ESG funds. These appropriations are dependent upon the receipt of anticipated funds from HUD and may vary based upon actual funding received.

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Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPROVING AND ADOPTING THE 202 6-2027 ANNUAL ACTION

PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT, HOME

INVESTMENT PARTNERSHIPS, AND EMERGENCY SOLUTIONS GRANTS

PROGRAMS

Title I of the Housing and Communi ty Development Act of 1974 (“Act”) finds and declares that the future welfare of the nation and the well -being of its citizens depends upon establishing and maintaining viable urban communities as social, economic, and political entities and requires syste matic and sustained action by federal, state, and local governments to eliminate blight and conserve and renew older urban areas in order to improve the living conditions and environment of low and moderate income families and to develop new centers of population growth and economic activity; and

The City of Stockton (“City”) is an entitlement city and receives funding each year from the U.S. Department of Housing and Urban Development (“HUD”) for housing, community, and economic development activities pursuant to the Act; and

Of utmost importance to the welfare of the community and a vital concern under the Act with regard , to persons of low and moderate income , is eliminating slums and blight, preventing blighting influence, and preventing the deteriorat ion of private property, neighborhoods, and community facilities; and

The elimination of conditions that are detrimental to the health, safety, and public welfare through infrastructure improvements, environmental cleanup, rehabilitation assistance, community development, and related activities are vital concerns to the City of Stockton; and

In compliance with 24 CFR, Parts 91, 92, 570, and 576, which address the Consolidated Submission for Community Planning and Development Programs, the City prepared a Five-Year Consolidated Plan for Community Development Block Grant (“CDBG”), Home Investment Partnerships (“HOME”), and Emergency Solutions Grants (“ESG”) Programs; and

The Consolidated Plan is the City’s five -year planning document for CDBG, HOME and ESG funds, which provides an assessment of local housing conditions and a long-term strategy for addressing community needs; and

Each year, the City prepares a one -year action plan (“Annual Action Plan”), which identifies the specific activities that will be funded during that program year to accomplish the goals and objectives that were established in the Consolidated Plan; and
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Pursuant to 24 CFR 570.280(b), CDBG funds are permitted for activities related to aiding in the prevention or elimination of slum or blight as meeting one of the national objectives so long as the activities address at least one of the causes; and

It is hereby found and declared that there exists in the City a “blighted area” as defined by federal HUD regulation 24 CFR 570.280(b), Stat e law regulations California Health and Safety Code section s 33030 and 33031(a)(1), and local law regulation Stockton Municipal Code section 8.36.040; and

On March 17, 2026, a public notice was published announcing the availability of the 2026-2027 Annual Action Plan for public review. The Annual Action Plan contains the proposed allocations and uses of CDBG, HOME, and ESG funds. The notice was published in The Record, the local newspaper of general circulation and posted in public places including the City’s website. A 30-day period for citizens to review and comment on the draft plan began March 26, 2026; and

On March 27, 202 6, the Community Development Committee held a public meeting to review the Annual Action Plan and funding recommendations; and

On April 2 8, 202 6, the City Council held a public hearing during which staff presented an overview of the elements of the proposed Annual Action Plan and residents were provided an opportunity to comment and all persons requesting to be heard were heard and their comments considered; now, therefore,

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

1. The City Council hereby approves and adopts the 2026 -2027 Annual Action Plan for the CDBG, HOME, and ESG Programs, and the related applicati on documents, all of which are on file with the Office of the City Clerk and the Economic Development Department, and a summary of which is attached hereto as Exhibit 1 and the sources and uses, attached hereto as Exhibit 2 , both of which are incorporated by this reference.

2. The City Manager, or designee, is hereby authorized to coordinate final revisions to the Annual Action Plan to ensure that approved activities and all public comments received during the 30 -day public comment period are included in the final Annual Action Plan.

3. The City Manager, or designee, is hereby authorized to take such actions as necessary and appropriate to file the 202 6-2027 Annual Action Plan, including proportional adjustments to funding amounts based on the final HUD allocations.

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4. The City Council hereby assures the United States of America and the Secretary of HUD that the City, as the applicant, shall:

a. Fully comply with the HUD regulations effectuated by Title VI of the Civil Rights Act of 1964.

b. Fully comply with the federal labor standards imposed under Title VII of the Housing and Community Development Act of 1977.

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

PASSED, APPROVED, AND ADOPTED April 28, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton

ATTEST:

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

870
ANNUAL

ACTION PLAN
2026-2027
Economic Development Department
501 West Weber Avenue, Building 2, 4th Floor
Stockton, California 95203
DATE: APRIL 2026
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1 Table of Contents
Executive Summary ......................................................................................................................... 2 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)........................................................... 2 PR-05 Lead & Responsible Agencies – 91.200(b) ........................................................................ 8 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ..................................................................... 9 AP-12 Participation – 91.105, 91.200(c) ................................................................................... 23 Expected Resources ...................................................................................................................... 29 AP-15 Expected Resources – 91.220(c)(1,2) ............................................................................. 29 Annual Goals and Objectives ........................................................................................................ 35 AP-20 Annual Goals and Objectives .......................................................................................... 35 Projects ...................................................................................................................................... 38 AP-35 Projects – 91.220(d) ........................................................................................................ 38 AP-38 Project Summary ............................................................................................................ 40 AP-50 Geographic Distribution – 91.220(f) ............................................................................... 48 Affordable Housing ....................................................................................................................... 50 AP-55 Affordable Housing – 91.220(g) ...................................................................................... 50 AP-60 Public Housing – 91.220(h) ............................................................................................. 52 AP-65 Homeless and Other Special Needs Activities – 91.220(i) .............................................. 54 AP-75 Barriers to affordable housing – 91.220(j) ..................................................................... 59 AP-85 Other Actions – 91.220(k) ............................................................................................... 62 Program Specific Requirements.................................................................................................... 65 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ........................................................ 65 City Of Stockton Emergency Solutions Grant (ESG) Written Standards ....................................... 78 DRAFT
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2 Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Stockton Annual Action Plan (AAP) outlines the expected activities to be undertaken during the Program Year (PY) beginning July 1, 2026, and ending June 30, 2027. The identified activities will use funding from the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) program funds that the City of Stockton receives from the U.S. Department of Housing and Urban Development (HUD).

This AAP represents the second year of the City of Stockton five-year 2025-2029 Consolidated Plan (the Consolidated Plan). The AAP describes how the City will address the proposed priority goals, activities, planned outcomes, budget, and the resources allocated for PY 2026-2027, to housing and community development projects to meet its established goals as identified in the City’s Consolidated Plan. The AAP identifies the expected resources and the activities for funding during the program year.

2. Summarize the objectives and outcomes identified in the Plan The PY 2026-2027 AAP identifies the various activities and projects that will be implemented and funded under the CDBG, HOME, and ESG federal programs to meet the goals and objectives identified in the Five-Year Consolidated Plan. The City anticipates receiving $3,255,850 in CDBG funding, $1,342,709 in HOME funding, and $283,814 in ESG funding; these are projections using award amounts from the previous program year. Final award amounts and distribution among the different projects/activities identified in this AAP and sources and uses will be proportionately adjusted (increased or decreased) upon HUD’s official announcement of the PY 2026-2027 allocations. The objectives and outcomes expected from implementing the 2026-2027 AAP are identified in AP-20 and AP-35.

The Consolidated Plan sets goals and strategies to accomplish over the fiscal years of 2025- 2029. It identifies a list of funding priorities established based on data from the Consolidated Plan’s Needs Assessment, Market Analysis, public meetings, and community survey results. The goals listed below represent the City’s priority needs and serve as the basis for the fiscal year 2026-2027 programs and activities identified in the Action Plan.

1. Develop & Rehabilitate Affordable Housing Units: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Assist existing DRAFT
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3 low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.

2. Provide Services to Prevent & Reduce Homelessness: Provide funding for housing and supportive services for the City’s homeless populations. These housing options and supportive services including emergency, transitional, and permanent supportive housing, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

3. Resilient Infrastructure & Public Facilities: Prioritize the maintenance and improvement of publicly owned facilities and infrastructure If eligible, this goal may allow activities for the improvement of neighborhood parks, community centers, streets, sidewalks, lighting, ADA accessibility, among other activities that serve low- income residents.

4. Healthy Neighborhoods & Residents: Through partnerships with qualified organizations, ensure the provision of high-quality public services to support ongoing community development, fair housing services, and other activities.

5. Support Businesses: Promote economic development activities that restore commercial spaces, assist and retain small businesses, and promote economic activity, especially those that provide economic opportunities for low- and moderate-income individuals.

6. Increase Access to Economic Opportunity: Prioritize and expand job and business readiness programs targeting low-income persons, including low-income youth, disabled persons, and homeless persons.

7. Compliance: Efficient use of administrative funding for general management, oversight, coordination, and subrecipient monitoring.

3. Evaluation of past performance
In PY 2025-2026, the Economic Development Department (EDD) continued to work on implementing planned activities and any prior year unmet needs. The projects and activities identified in this 2026- 2027 Annual Action Plan are a result of an assessment of the City’s past DRAFT
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4 programs and activities and continued engagement with community members, stakeholders, and the City Council.

During PY 2025-2026, staff developed new underwriting guidelines for both CDBG and ESG subrecipient selection as well as for the City’s affordable housing development projects. The intent of these newly designed guidelines is to improve the city’s effectiveness and efficiency in underwriting all future planned activities and as a result make better funding decisions with the end goal of improved performance efficiencies by subrecipients and in turn the City of Stockton.

The CDBG and ESG programs provided operating funds for many local programs, allowing the City to make progress toward the goals outlined in the Consolidated Plan.

Housing programs funded through the CDGB and HOME programs assisted in expanding the supply of affordable housing. CDBG and ESG funded public service programs supported a combination of fair housing services, food security, and the provision of shelter and housing solutions for low-income residents.

In partnership with local community partners, the following are several projects that feature the City’s performance/progress in PY 2025-2026:

Develop & Rehabilitate Affordable Housing Units:

With the support of local funds, the City was able to provide $2.1 million in necessary gap funding for La Passeggiata, the future site of a 93-unit affordable housing development.

The City also celebrated the completion of two (2) affordable housing projects – Calaveras Quarters and Park Center Apartments. The City contributed $9.2 million to these projects creating more than 110 units for individuals, families, and transition-aged youth experiencing homelessness and providing various wraparound services.

Through an Affordable Housing Acquisition and Rehabilitation Notice of Funding Availability (NOFA), the City also provided funding to local affordable housing developers to purchase two (2) properties for future multi-family housing projects. The Ruhl Building and Edison House are expected to provide a total of 48 additional affordable units. Through this NOFA, the City also assisted in the acquisition of two (2) single family homes in order to provide scattered-site housing options for low-income families.

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5 Provide Funding to Services to Prevent & Reduce Homelessness:

As of December 2025, with the support of local funds, programs to reduce homelessness included: Central Low Income Housing Corporation’s Homeless Prevention Program served 22 people with rental assistance, back rent payments and other housing payments necessary to avoid homelessness. PREVAIL Shelter Program provided shelter and support services to 13 domestic violence victims and their children, as well as seven (7) unaccompanied youth.

Resilient Infrastructure & Public Facilities:

In collaboration with Public Works, a total of $1 million was earmarked and deployed for Public Infrastructure improvements. Construction is underway for four (4) sidewalk gap closure and safe routes to school projects, leveraging HUD funding to complete critical public facility improvements.

Healthy Neighborhoods & Residents: A total of $738,000 was awarded to six (6) non-profits offering the following range of services, including Fair Housing, youth and transition aged youth services, food assistance programs, literacy and papermaking workshops, and reentry support services for the formerly incarcerated.

4. Summary of Citizen Participation Process and consultation process The City utilizes various community participation modes of outreach in the Annual Action Plan (AAP) planning process. See AP-12 Participation for a summary of outreach modes and summary of comments. The planning process for the development of this AAP began in December 2025. The initial communications for planning the 2026-2027 Action Plan started with informing the public of the Community Development Committee (CDC) meeting. The Community Development meeting held on December 18,
2025, was held for the purpose of
sharing with the CDC the AAP process and the 2026-2027 CDBG/ESG Public Service NOFA. All meetings were held in public spaces, open to the public, accommodated the needs of vulnerable populations, and offered alternatives to limited English proficiency community members, if requested. Spanish language interpreters were available at meetings.

In addition, City staff engaged in comprehensive consultations with local agencies and community organizations as part of ongoing and continuous regional collaboration efforts.

These interactions are supplemented by staff’s active participation in numerous annual community forums. Notably, in 2025, the Homeless Strategic Initiatives Unit, under the Director's leadership, inaugurated bi-monthly stakeholder meetings specifically for homeless service providers to enhance regional coordination.

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6 The insights gained from the totality of these exchanges are deeply rooted in the providers' daily service delivery to the community. This frontline perspective provides invaluable data that serves as a consistent compass, guiding the strategic direction of the Annual Action Plan development year after year.

The public will have two public meetings, both containing Public Hearings, to share input on the proposed AAP. A 30-day public review period for the draft 2026-2027 AAP will occur from March 26, 2026, through April 28, 2026. On March 27, 2026, the first Public Hearing will be held in front of the CDC. The draft AAP will be presented at the second Public Hearing at the City Council meeting on April 28, 2026. The Public Hearings were noticed to the public in the local newspaper, The Stockton Record. The draft AAP will be made available on the City of Stockton Economic Development Department website, at: www.stocktonca.gov/housing. Hard copies will be made available for review during the public review period at the City of Stockton’s Economic Development Department at 501 West Weber Avenue, Building 2, 4th Floor, Stockton CA, 95203.

5. Summary of public comments
A summary of comments received is in AP-12 Participation. A summary of comments received will be included as an attachment to this AAP at the conclusion of the public review period. It will include any public comments received at the CDC Public Hearing on March 27, 2026, and Stockton City Council’s Public Hearing to be held on April 28, 2026.

6. Summary of comments or views not accepted and the reasons for not accepting them Not applicable, all comments are received for consideration.

7. Summary
The City of Stockton’s AAP represents the second year of the City’s 2025-2029 Consolidated Plan. The AAP identifies activities to complete during the program year 2026-2027 to address community priority needs. The City is prioritizing CDBG funding to support public infrastructure improvements, economic development activities to promote entrepreneurship, and public services to support low-income populations, all consistent with the community needs expressed in the Consolidated Plan. Similarly, for ESG funding the City is prioritizing funding for the provision of supportive services for the homeless population, including Emergency Shelter Operations/Transitional Housing and Homelessness Prevention services. Funding under the DRAFT
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7 HOME program will continue to be deployed for the construction and/or rehabilitation of affordable housing, in accordance with future Affordable Housing NOFAs and Council approvals.

In addition, the City will continue efforts to provide expanded business assistance and educational opportunities for workers and entrepreneurs to help increase residents’ opportunities to improve their economic self-sufficiency, so that resources made available pursuant to the Consolidated Plan can be provided to those most in need of assistance.

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8 PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan

Table 1 – Responsible Agencies
Narrative (optional)
The Economic Development Department of the City of Stockton prepares the Consolidated Plan, the Annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). The Economic Development Department (EDD) comprises several divisions, which work together to administer the CDBG, HOME, and ESG programs. In addition, the City collaborates with a network of governmental agencies and non-profit organizations to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

Funding recommendations for the City’s CDBG & ESG public service awards are facilitated through a collaborative NOFA process led by City staff and involving the Community Development Committee (CDC). This committee is appointed by the City Council and is comprised of community representatives from each District.

Consolidated Plan Public Contact Information
The following are various ways in which an interested party can contact the City of Stockton Economic Development staff with comments regarding the City’s Consolidated Plan or Annual Action Plan:
• Telephone: (209) 937-8539
• Email: [email protected]
• In Person: City of Stockton, Economic Development Department, 501 West Weber Ave, Building 2, 4th Floor, Stockton, CA 95203 Agency Role Name Department/Agency
CDBG Administrator STOCKTON Economic Development Department HOME Administrator STOCKTON Economic Development Department ESG Administrator STOCKTON Economic Development Department DRAFT
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9 AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City of Stockton consults with several organizations, stakeholders, community members, and service providers. Consultations occur throughout the year as part of the City’s engagement with local community forums and collaboration with San Joaquin Continuum of Care, local homeless service providers, housing advocates, the Housing Authority of the County of San Joaquin, and affordable housing providers, amongst other entities.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City’s engagement strategy includes active participation in several committees and working groups with members from public and assisted housing organizations, service agencies, social services, and mental health providers. The City holds a Board seat on the San Joaquin Continuum of Care (CoC). The CoC includes service providers such as private/governmental health, youth/senior services, affordable housing, mental health, and other government agencies. These meetings serve as a collaboration meeting for all members for service delivery throughout San Joaquin County.

The City’s Economic Development Department meets regularly with sub-recipients and partner agencies (including close collaboration with other City departments) to discuss HUD planning activities and/or projects. Similarly, the City works directly with the Housing Authority of the County of San Joaquin and other affordable housing providers through partnerships on affordable housing projects. Regular communication between the agencies mentioned above is maintained to address needs in the community.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

Consultation and coordination with the San Joaquin County Continuum of Care (CoC) representatives is a fundamental component of the plan development process. Efforts to address the needs of homeless persons are described in greater detail throughout the Consolidated Plan. The City of Stockton is an active San Joaquin County CoC member, with the DRAFT
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10 City’s Homeless Strategic Initiatives Manager maintaining a seat on the Board. Areas of coordination with the CoC include:
• Coordinated Funding Strategies: The City partners with the CoC Collaborative Applicant to review local community needs and program opportunities. The City works in partnership with local funders, including the County, managed care plans, and hospitals to create high-level systems change.
• Data Sharing and Analytics: The City participates in the local Data and HMIS committee and works jointly with the HMIS lead to foster uniform data reporting. ESG subrecipients are required to participate in the HMIS and funding is allocated toward the operations and management of the HMIS, including licenses and staff training. • Coordinated Entry: Regionally, the CoC has adopted a Housing First framework. Through City and partner funding, the CES system is functional, serving to identify and prioritize individuals and families facing the highest vulnerability for permanent or permanent supportive housing.
• Education Capacity Building: The City of Stockton works in partnership with the United Way of San Joaquin provide the Nonprofit Capacity Building Program (NPCBP). Now in its fourth year. This program was designed to strengthen the business sense and sustainability of nonprofits in order to better understand the homeless service system and serve within it. United Way’s NPCBP program is a nine month commitment from local nonprofits emerging community leaders, including those with lived experience.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS As the largest city within the San Joaquin CoC area, the City of Stockton maintains a seat on the CoC governing body and participates in consultation with the San Joaquin County, and other participating agencies and organizations, regarding ESG funding. The City of Stockton included a CoC member in the ESG grant review process to assist with grant application review. The application review is based on past performance and outcomes, alignment with homeless action plan goals/priorities, and an assessment to avoid duplication of services in the funding decisions. In addition, the City notifies the CoC during the AAP citizen participation period as a mode of consultation with the CoC.

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11 The Homeless Management Information System (HMIS) is an effective relational database for coordinating client services, community planning and public policy, and increasing collaboration across agencies. HMIS can help identify gaps in service, racial and ethnic disparities, and service provision to homeless individuals and families as well as individuals at risk of homelessness.

Example performance measures include length of homelessness, returns to homelessness, first time homelessness, number of sheltered homeless persons, and exits to permanent housing.

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12 2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities

1 Agency/Group/Organization Emergency Food Bank
Agency/Group/Organization Type Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - Homeless
Services - Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Coordination with this organization informed this plan of the unmet nutritional needs of the Stockton community.
2 Agency/Group/Organization Second Harvest of the Greater Valley Agency/Group/Organization Type Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - homeless
Services - Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
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13 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City coordinated with this organization through the course of the program year to collect data informing the plan of the unmet nutritional needs of the Stockton community.
3 Agency/Group/Organization Children's Home of Stockton Agency/Group/Organization Type Services - Homeless
Services - Education
Services - Housing
What section of the Plan was addressed by
Consultation?
Homelessness Needs - Transition Aged Youth
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization provides temporary housing for transition aged youth (ages 18-24) experiencing homelessness. Collaboration with this organization is anticipated to collect data to inform the City's decision making around youth homelessness and to enhance coordination with utilizing HMIS to collect robust data on transition aged youth clients.
4 Agency/Group/Organization Tuleburg Press
Agency/Group/Organization Type Services - Education
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
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14 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization provides literacy and papermaking workshops to the community. Data collected from this organization informed funding decisions made in this plan. The anticipated outcome of this partnership is to gauge the effectiveness of literacy classes and education in gaining and maintaining permanent employment and housing.

5 Agency/Group/Organization St. Mary's Dining Room
Agency/Group/Organization Type Services - Housing
Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - Persons with HIV/AIDS
Services - Victims of Domestic Violence
Services - Homeless
Services - Health
Services - Victims
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners with this organization year-round to strengthen and transform homeless shelter services through various shelter rehabilitation improvements and the development of a new 24-hour Navigation Center. The anticipated outcome is to collect information regarding the services provided and to identify gaps in service for homeless and at risk populations, as well as to improve coordination with the housing, homelessness, and anti-poverty strategies.

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15 6 Agency/Group/Organization Bread of Life
Agency/Group/Organization Type Services - Housing
Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - Homeless
Services - Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City coordinated with this organization to collect data informing the plan of the unmet nutritional needs of the Stockton community. 7 Agency/Group/Organization Uplift All Foundation
Agency/Group/Organization Type Services - Homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City collaborates with this organization throughout the year. The organization provides hygienic services to the homeless population of Stockton. The anticipated outcome was to collect information regarding the services provided and to identify gaps in service for homelessness and to improve coordination of HMIS data.
8 Agency/Group/Organization PROJECT SENTINEL
Agency/Group/Organization Type Service - Fair Housing
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16 What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
An RFP was released to acquire Fair Housing services for the City of Stockton.

Project Sentinel was selected to investigate housing discrimination complaints based on state/federal protected classes. Services also contracted for are:
education, information, and referral, investigations, outreach, as well as auditing and reporting.
9 Agency/Group/Organization Central Valley Low Income Housing Corporation Agency/Group/Organization Type Services - Housing
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization assists the homeless population and those vulnerable to homelessness. The anticipated outcome is to collect information regarding resources available for, coordination efforts in place, promotion of services, and the needs of homeless and at-risk populations, as well as to improve coordination with housing, homelessness, and anti-poverty strategies.

Identified areas for improved coordination are length of contract execution time for awarding and a coordinating the collection of data and education around the HMIS platform.

10 Agency/Group/Organization PREVAIL
Agency/Group/Organization Type Services - Victims of Domestic Violence Services - Homeless
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17 What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homeless Needs - Transition Aged Youth
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization provides critical services to victims of domestic violence. The anticipated outcome is to address the needs of this population. 11 Agency/Group/Organization Visionary Home Builders of California, Inc.

Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Public Housing Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization provides affordable housing opportunities to low-income individuals and families. The anticipated outcome is to address the needs of this population.
12 Agency/Group/Organization Housing Authority of the County of San Joaquin Agency/Group/Organization Type Housing
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
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18 Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

The organization provides affordable housing opportunities to low-income individuals and families. The anticipated outcome is to address the needs of this population.
13 Agency/Group/Organization Downtown Stockton Alliance Agency/Group/Organization Type Economic Development
What section of the Plan was addressed by
Consultation?
Economic Development
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City has initiated several collaborative efforts and hosted a number of workshops around supporting local businesses by strengthening the entrepreneurship ecosystem and developing goals for revitalizing downtown Stockton. DSA was an active partner in the development of the Downtown Strategic Plan, Mapping Entrepreneurship Assets report, and Exploring the Feasibility of a Stockton Business Food Accelerator report.

14 Agency/Group/Organization San Joaquin Continuum of Care Agency/Group/Organization Type Continuum of Care
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The Annual Action Plan was sent to the San Joaquin Continuum of Care email distribution list for comments and consultation. The City works year-round with the CoC to inform our City plans.

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19 15 Agency/Group/Organization San Joaquin Delta College Agency/Group/Organization Type Higher Education Institution What section of the Plan was addressed by
Consultation?
Economic Development
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
San Joaquin Delta College participated in workshops that helped inform the Exploring the Feasibility of a Stockton Business Food Accelerator report, which looked at the existing resources, gaps in services, and recommendations in strengthening the business support services for food-based startups in Stockton.
16 Agency/Group/Organization Stockton Community Kitchen Agency/Group/Organization Type Business Service Organization What section of the Plan was addressed by
Consultation?
Economic Development
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The Stockton Community Kitchen also participated in workshops and webinars that helped inform the Mapping Entrepreneurship Asset report and Exploring the Feasibility of a Stockton Business Food Accelerator report, which looked at the existing business resources and gaps in services for small business support.

Table 1 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting Not Applicable.

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20 Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Continuum of Care
Identified goals of the San Joaquin Community Response to Homelessness plan that align with the City of Stockton goals to increase access and reduce barriers to homeless crisis response services and ensure households experiencing homelessness have access to affordable and sustainable permanent housing.

Economic Development
Strategic Action Plan
(EDSAP)

City of Stockton
Economic
Development
Department
The EDSAP outlines the medium-term goals and strategies for supporting the needs of the business and entrepreneurial community. The Plan informs decision making around program creation to support the business community, particularly in disinvested areas.

Mapping
Entrepreneurship Assets
in Stockton, CA

City of Stockton
Economic
Development
Department
The report analyzes the landscape of support services for entrepreneurs and small business owners in Stockton as well as identifies the gaps in services. The report helps to inform what services are essential to ensuring a thriving and sustainable local small business economy.

Exploring the Feasibility
of a Stockton Food
Business

City of Stockton
Economic
Development
Department

The report evaluates the challenges, resources and network for food-based startups in Stockton and provides recommendations on how to strengthen the entrepreneurial network to support successful locally grown food-based businesses.

Envision Stockton 2040
General Plan

City of Stockton
Community
Development
Department

The General Plan overlaps significantly with the Strategic Plan goals by promoting activities and strategies to address housing needs in the community.

Community Health
Needs Assessment
St. Joseph's Medical
Center
The CHNA identifies significant health needs in San Joaquin County and provides guidance for prioritization for health-related programs and activities for priority census tracts.

Food Access Research
Atlas

U.S Department of
Agriculture

With the goal of ensuring Americans healthy living, the USDA's Food Access Research Atlas provides an overview of food accessibility indicators for low-income and other census tracts.

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21 Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Regional Homeless
Action Plan
City of Stockton
Economic
Development
Department

The City of Stockton and San Joaquin County HHAP Regional Action Plan prioritizes a strategic shift toward reducing unsheltered homelessness by aligning city and county resources to expand low-barrier interim housing and permanent supportive housing units.

Central to the plan is a regional coordination model that leverages homeless services funding (e.g. HHAP) to deliver trauma-informed services, rapid rehousing, and targeted outreach aimed at connecting the City’s and County’s most vulnerable residents to long- term stability.

Housing Action Plan City of Stockton
This plan serves as the original planning document that creates a framework to encourage both affordable and market-rate housing across the city. The plan also identifies priority housing sites and outlines recommendations for further action. This document helps inform decisions to achieve affordable housing goals set forth in the AAP.

Neighborhood Action
Plans City of Stockton
In November 2024, the City Council adopted the Neighborhood Action Plans for South Airport Way, Little Manila/Gleason Park, and Cabral/East Cabral Station Area as components of the Housing Action Plan. These Plans establish strategies to remove barriers to housing production and promote new developments in collaboration with residents and developers. The goals of the Consolidated Plan and the activities proposed in this 2026-2027 AAP are consistent with the objectives and strategies of the Neighborhood Action Plans.

Housing Element City of Stockton
Goals of the City General Plan Housing Element serve as a policy guide to help Stockton meet existing and future housing needs and were considered when preparing the AAP. The goals of the AAP and Housing Element address creating and preserving affordable housing in the City.

HOME-ARP Plan City of Stockton
This plan addresses how to prioritize funding coming in the City and identifies the need for affordable permanent housing and permanent supportive housing for homeless individuals or those at risk as the overwhelming priority, especially for vulnerable populations; priorities align with those set forth in the AAP.

Table 2 – Other local / regional / federal planning efforts DRAFT
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22 Narrative (optional)
No further narrative is available.

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23 AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City of Stockton follows its Community Participation Plan as a guide for engaging with the community and encouraging participation. The planning process for the development of this Annual Action Plan began in December 2025 with the launch of the City’s public service NOFA. During the process, community meetings were held to inform the public of the 2026-2027 AAP process and the programs offered by various funding sources covered under the AAP. Comments from the community meetings were obtained for needs assessment to consider for activity setting in the AAP. A Public Hearing will be held before the City Council on April 28, 2026. The public comment period is being held from March 26, 2026, through April 28, 2026. An English and Spanish public notice announcing the AAP draft availability was published in the Stockton Record on March 17, 2026. Dates, times and locations of the Public Hearings were published through these mediums and are summarized in Table 4.

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24 Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
1 Newspaper
Ad
Non-
targeted/broad
community
English and Spanish
Public Hearing Notice
published in the
Stockton Record for the
following: Annual
Action Plan 30-day
public comment period;
a Public Hearing at the
Community
Development
Committee meeting on
March 27, 2026 to
present the committee
with the draft Action
Plan and receive
comments; and the
Public Hearing at the
City Council meeting
held on April 28, 2026.

No comments
received. N/A N/A
2 Public
Hearing
Non-
targeted/broad
community
outreach
Public Hearing and
approval by City Council
at the April 28, 2026
meeting.
[Pending Summary of
comments received
during Public
Hearing]

TBD N/A
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25 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
3 Public
Hearing
Non-
targeted/broad
community
outreach
Public Hearing at
Community
Development
Committee on March
27, 2026. This meeting
was attended by five
members of the CDC
and six members of the
public.

Public comments
included the need to
fund the arts, the
importance of art as a
public service, and
the arts positive
impact to the
community.

EDD accepted all
comments received. N/A
4 Website
Posting
Non-
targeted/broad
community
outreach Non-
English
Speaking
(Spanish)
A section of the
webpage dedicated to
the Draft Annual Action
Plan and a timeline of
the Annual Action Plan
process.

As of agenda posting,
no formal public
comments have been
received on the draft
document.

EDD accepted all
comments received. www.stocktonca.gov/housing
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26 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
6 Public
Meeting –
April 7,
2026, Van
Buskirk
Community
Center
Non-
targeted/broad
community
outreach
EDD hosted five
members of the public
to present the Draft
Annual Action Plan and
collect feedback from
residents.

Public comments
included concerns
about traffic and
pedestrian safety on
Manthey Road and
the desire to upgrade
pedestrian sidewalks
as part of the plan. A
discussion was held
to outline how Public
Works would
prioritize public
facility improvements
as part of their
Capital Improvement
Projects to address
community needs.

EDD accepted all
comments received. N/A
7 Public
Meeting –
April 8,
2026,
Sierra Vista
Center
Non-
targeted/broad
community
outreach
EDD hosted three
members of the public
to present the Draft
Annual Action Plan and
collect feedback from
residents.

Public comments
included the desire of
residents to have a
down payment
assistance program.

Additionally,
residents expressed a
desire to help
homeless individuals
with criminal records.

EDD accepted all
comments received. N/A
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27 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
8 Public
Meeting –
April 13,
2026,
Seifert
Community
Center
Non-
targeted/broad
community
outreach
EDD hosted a public
meeting to present the
Draft Annual Action
Plan and collect
feedback from
residents.

No comments
received. N/A N/A
9 Public
Meeting –
April 15,
2026,
Arnold Rue
Community
Center
Non-
targeted/broad
community
outreach
EDD hosted four
members of the public
to present the Draft
Annual Action Plan and
collect feedback from
residents.

Public comments
included concerns
about the public
service NOFA having
a minimum dollar
request threshold.

Additionally, a
discussion was held
about the importance
of the City’s fair
housing services
needing a physical
location in Stockton.

EDD accepted all
comments received. N/A
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28 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
10 Public
Meeting –
April 21,
2026, Oak
Park
Community
Center
Non-
targeted/broad
community
outreach
EDD hosted six
members of the public
to present the Draft
Annual Action Plan and
collect feedback from
residents.

Public comments
included how the City
needs to improve
communication to
the public regarding
available programs.

Additionally,
residents expressed
interest in some of
the HUD funded
programs.

EDD accepted all
comments received. N/A
Table 3 – Citizen Participation Outreach
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29 Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During the program year 2026-2027, the City will receive $3,255,850 in annual CDBG funding. The City will receive $1,342,709 in HOME funding. The City also will receive $283,814 in annual ESG funding. The table below provides a breakdown of these anticipated resources and eligible uses. Final award amounts and distribution among the different projects/activities identified in this AAP and sources and uses will be proportionately adjusted (increased or decreased) upon final allocation from HUD.

Anticipated Resources
Program
Source
s of
Funds
Use of Funds
Expected Amount Available Year 2 Expected Amount
Available
Remainder of Con
Plan: $
Narrative
Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total: $
CDBG Public-
Federal
Acquisition,
Administration
and Planning,
Economic
Development,
Housing, Public
Facilities,
Infrastructure
Improvements,
Public Services,
Environmental
$3,255,850 $350,878 $3,245,261 $6,851,989 $9,661,014
Expected
amount based
on 25/26
allocation
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30 Cleanup,
Homeowner
Rehab
HOME Public-
Federal
Administration
& Planning,
Acquisition,
Homebuyer
Assistance,
Multifamily
Rental,
Multifamily
Rental Rehab,
New
Construction
for ownership,
Tenant Based
Rental
Assistance
(TBRA)
$1,342,709 $437,985 $0 $1,780,694 $4,187,535
Expected
amount based
on 25/26
allocation
ESG Public-
Federal
Administration
& Planning,
Homeless
Prevention,
Rapid
Rehousing,
Emergency
Shelter
Operations,
Street
Outreach,
HMIS
$283,814 $0 $0 $283,814 $855,470
Expected
amount based
on 25/26
allocation
Table 5 - Expected Resources

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31 Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Existing HUD resources allow the City to leverage additional local, state, and private funding sources to maximize impact. The City identifies additional funds during the project planning phase and prior to project award to complement the goals in the five-year Consolidated Plan. For example, the City has been successfully awarded six rounds of Homeless Housing, Assistance and Prevention (HHAP) funding from the State of California to build regional coordination and a unified regional response to reduce and end homelessness, informed by a best-practices framework focused on moving homeless individuals and families into permanent housing and supporting the efforts of those individuals and families to maintain their permanent housing. Another State source of funding is Project Homekey grant funding for the construction or renovation of permanent housing units for homeless individuals. In addition, Permanent Local Housing Allocation (PLHA) funds from the State provide resources to complement Federal and local resources allocated to a wider range of affordable housing projects. It is important to note that HHAP and Homekey funds are not permanent sources of funding, however the City will continue to use these resources to leverage HUD funds as they continue to become available.

An additional State of California funding source recently created is the Prohousing Incentive Pilot Program (PIP). PIP was designed to reward local governments with a Prohousing Designation, such as the City of Stockton, with additional funding to accelerate affordable housing production and preservation. The City plans to continue leveraging sources such as PIP to augment federal funding for the construction of affordable housing.

In 2018, the City was awarded a Brownfields Assessment Coalition Grant from the Federal Environmental Protection Agency (EPA) which has supported several of the City’s goals of transforming underutilized parcels to promote affordable housing, small business development, and promote overall economic growth and development. The EPA Grant expired in November 2023; however, the DRAFT
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32 initiative resulted in the leveraging of nearly $5.25 million of additional funding from the California Department of Toxic Substances Control (DTSC), as outlined below.

For the City’s unsheltered population, funding has also been leveraged via the American Rescue Plan Act (ARPA) allocations to expand homeless services and strengthen public infrastructure and facilities for very-low-income communities, including those experiencing homelessness. The City continues to leverage ARPA funding to support homeless shelter operations by St. Mary’s Community Services, with an anticipated 600 beds available for use.

The City also received funding from the US Small Business Administration Office of Grants Management in 2022 and continues to leverage the funds to support economic development activities to support local microenterprises. The City continues to search for additional opportunities to leverage funds on a regular basis.

Private Resources: Affordable Housing Program (AHP) is a semi-annual competitive grant program offered to housing developers by financial institutions associated with the twelve local Federal Home Loan (FHL) Banks. Private Mortgages provided by private lenders have financed many of the larger multifamily housing projects, as well as some CDBG projects undertaken within the City. Private Industry companies and groups have established funds that can be leveraged to facilitate affordable housing development. Private Philanthropy through the San Joaquin Community Foundation, local hospitals and health systems, and United Way of San Joaquin continues to support programs for the most vulnerable individuals in our communities. Philanthropic partners, including local managed care plans are making significant investments to programs within the homeless continuum of care. Any funding source matching requirements imposed on the City are generally passed on to subrecipients requiring the respective match as a minimum threshold.

HOME funded housing projects typically far exceed minimum matching requirements due to the need for developers to secure most of the funding from other public and private funding sources. Currently, HUD has granted the City a 100% match reduction for HOME funded projects per the match reductions published by HUD in November 2024.

HUD requires a 100% match for the City’s ESG grant. ESG match requirements are passed on to subrecipients. The City closely assesses that this requirement is met during its review of program application review and enforced during the project period.

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33 If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City of Stockton was awarded $5.25 million from the Department of Toxic Substances Control (DTSC) under the Equitable Community Revitalization Grant (ECRG) to remediate a nine-acre City-owned site along the waterfront. The four (4) parcels, collectively known as South Pointe, are located at 705, 833, and 855 West Weber Avenue. On February 6, 2024, City Council approved a Disposition and Development Agreement with RBH Stockton OZ Project, with Phase 1 including no fewer than 300 units (including independent living senior housing), 4,000 square feet of educational space, 16,00 sf of retail and/or community serving facility space. Phase 2 will include 220 units of housing, including market rate and affordable housing. No fewer than fifteen percent (15%) of the total units in Phase 1 and Phase 2 shall be reserved as affordable for lower income households. Depending on the results of the remediation efforts, Phase I is expected to begin construction in 2027 or 2028.

In addition, the State Surplus Land Act requires the city to identify surplus and excess local public lands to be declared surplus by City Council and issue a Notice of Availability to housing developers and local agencies. All dispositions must be approved by HCD before a sale or lease can be finalized. Three areas of City-owned properties have been deemed surplus and are available and suitable for housing: Lafayette/Stanislaus (four parcels), Weber Avenue (four parcels, known as South Pointe), and South Airport (one parcel).

The address and acreage of each property is listed below:
530 Lafayette - 0.11 acres
534 Lafayette - 0.09 acres
536 Lafayette - 0.14 acres
411 S Stanislaus – 1.66 acres
833 W Weber – 3.73 acres
705 W Weber – 3.08 acres
Weber Avenue – 0.29 acres
855 W Weber – 1.97 acres
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34 2135 South Airport – 0.33 acres
The State of California has identified three State-owned surplus properties suitable for the development of affordable housing. In partnership with the City of Stockton, Visionary Home Builders of California (VHB) have begun construction on 94 new affordable homes at La Passeggiata, located at 601 East Miner Avenue/622 E. Lindsay Boulevard in Downtown Stockton, which will serve low- income residents.

In addition, the State has awarded VHB two additional Downtown Stockton sites to support the development of more than 200 affordable housing units on previously State-owned surplus land. The View at Channel, located at 31 E. Channel Street, is currently the site of the California Department of General Services, while the Don Shalvey Apartments, located at 710 N. American Street, will be developed on the site of a former California Department of Motor Vehicles facility.

Discussion
The City of Stockton combines local, state, and private funds together with federal HUD resources to maximize its investment impact. State funds like HHAP and Project Homekey are used to help homeless individuals find permanent housing. EPA grants are used to transform underused land for housing and business development. The City continues to seek new funding opportunities and partners with private organizations to support affordable housing projects. It will also continue to identify and use surplus land for housing development.

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35 Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Develop &
Rehabilitate
Affordable
Housing Units
2026 2027 Affordable
Housing
Homelessness
Citywide Increase and
Preserve
Affordable
Housing
Opportunities
HOME:
$1,496,423
50 new multifamily rental units constructed
25 multifamily rental units rehabilitated
5 homeowner housing units rehabilitated
2 Provide Services
to Prevent &
Reduce
Homelessness
2026 2027 Affordable
Housing
Homelessness
Citywide Reduce
Homelessness
ESG:
$262,528
40 persons served with homeless
prevention
15 homeless persons served at overnight
shelters
3 Resilient
Infrastructure &
Public Facilities
2026 2027 Non-Housing
Community
Development
Citywide Resilient &
Healthy
Communities
CDBG:
$4,932,309

5 public infrastructure improvements
installed
500 persons served by public infrastructure
improvements

0.25 acres of hazardous site clean-up

4 Healthy
Neighborhoods &
Residents
2026 2027 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Resilient &
Healthy
Communities
CDBG:
$518,509

31,271 persons served
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36 Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
5 Support
Businesses
2026 2027 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen
Local Economy
CDBG:
$350,000
3 façade treatment/business buildings
rehabilitated
2 businesses assisted
2 micro-enterprises assisted
6 Increase Access to
Economic
Opportunity
2026 2027 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen
Local Economy
Funded with
carryover $
5 persons assisted
5 micro-enterprises assisted
7 Compliance 2026 2027 All Citywide All
Table 6 – Goals Summary

Goal Descriptions
1 Goal Name Develop & Rehabilitate Affordable Housing Units Goal Description Preserve, improve, and expand the supply of decent affordable housing for lower-income households.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance. 2 Goal Name Provide Services to Prevent & Reduce Homelessness Goal Description Provide housing and supportive services for the City’s homeless populations including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention.

Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

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37 3 Goal Name Resilient Infrastructure & Public Facilities Goal Description Prioritize the maintenance and improvement of publicly owned facilities and infrastructure If eligible, this goal may allow activities for the improvement of neighborhood parks, community centers, streets, sidewalks, lighting, ADA accessibility, among other activities that serve low-income residents. 4 Goal Name Healthy Neighborhoods & Residents
Goal Description Through partnerships with qualified organizations, ensure the provision of high-quality public services to support ongoing community development, fair housing services, and other activities. 5 Goal Name Support Businesses
Goal Description Promote economic development activities that restore commercial spaces, assist and retain small businesses, and promote economic activity, especially those that provide economic opportunities for low- and moderate-income persons.
6 Goal Name Increase Access to Economic Opportunity
Goal Description Prioritize and expand job and business readiness programs targeting low-income persons, including low- income youth, disabled persons, and homeless persons.
7 Goal Name Compliance
Goal Description Efficient use of administrative funding for general management, oversight, coordination, and subrecipient monitoring.

Table 7 – Goal Description

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38 Projects
AP-35 Projects – 91.220(d)
Introduction
The projects that the City will fund with CDBG, HOME, and ESG funds during the 2026-2027 program year (July 1, 2026 – June 30, 2027) are summarized below. The City will utilize funds available to address the goals outlined in the Consolidated Plan to address the priority needs and specific objectives. Each year, the City’s funding is used for a range of eligible activities including but not limited to affordable housing, public services, economic development, homelessness services, and enhancements to public facilities or infrastructure improvements.

The projects and programs that the City funded with CDBG, HOME, and ESG funds during the previous five fiscal years have contributed toward substantial improvements in the lives and neighborhoods of Stockton’s low-income residents and provided safe, decent housing for many who would otherwise not be able to afford it. The activities funded in the FY 2026-27 Action Plan will build on prior successes and continue to meet the objectives of the 2025-2029 Consolidated Plan.

Projects
# Project Name
1 CDBG Administration
2 CDBG Housing Program Delivery
3 CDBG Housing Programs
4 Business Support Programs
5 Public Services & Fair Housing
6 Public Infrastructure Improvements
7 Remediation Activities
8 Entrepreneurship Program
9 Commercial Rehabilitation
10 HOME Administration
11 HOME Program Delivery
12 HOME Housing Loans
13 HOME CHDO Set-Aside Funds
14 ESG Entitlement 2025 Stockton
Table 8 – Project Information
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39 Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The allocation priorities derive from the needs and goals outlined in the 2025-2029 Consolidated Plan, and the expressed desire from the Council and community to address underlying public infrastructure deficiencies.

The City has identified the lack of sufficient funding as the greatest obstacle to meeting the underserved needs. Other noted obstacles in addressing community needs are, but not limited to, housing market conditions (e.g. affordability), economic conditions, services available to support diverse populations, cost of real estate, prevailing wage requirements, increased construction costs, and supply chain disruption.

During the next year, the City will continue to apply for funding and/or support applications by other organizations to expand affordable housing opportunities, homeless assistance and supportive services, and to meet the general needs of the low-income residents and neighborhoods. The city will continue to foster partnerships with local organizations to address the city’s community development needs.

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40 AP-38 Project Summary
Project Summary Information
1 Project Name CDBG Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Resilient Infrastructure & Public Facilities
Healthy Neighborhoods & Residents
Support Businesses
Increase Access to Economic Opportunity
Compliance
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Resilient & Healthy Communities
Strengthen Local Economy
Funding CDBG: $651,170
Description Administration of CDBG program including staff and operational costs of oversight and management.

Matrix code: 21A Citation: 570.206
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
N/A - Administration
Location Description N/A - Administration
Planned Activities General Program Administration
2 Project Name CDBG Housing Program Delivery
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing Opportunities
Funding CDBG: $400,000
Description Staff and service delivery costs associated with implementation of various housing programs.

Matrix Code: 14H National Objective: LMH Citation:
570.202
Target Date 6/30/2027
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41 Estimate the number and type
of families that will benefit
from the proposed activities
N/A - Delivery Costs
Location Description N/A - Delivery Costs
Planned Activities Rehabilitation Administration
3 Project Name CDBG Housing Programs
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing Opportunities
Funding CDBG: $0
Description The Single-Family Housing Repair Loan Program assists in the rehabilitation of owner-occupied
residences, and the Emergency Repair Loan
Program provides for the repair of immediate
health and safety conditions that present a danger
to the occupants of the owner-occupied home.

Program funding for 26-27 will utilize remaining
carryover from prior allocations.

Citation: 570.202
Matrix Code: 14A
National Objective: 570.208(a)(3) LMH
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Five affordable single-family homes will be
rehabilitated for low- and moderate-income
persons.

Location Description City-wide
Planned Activities Rehabilitation
4 Project Name Business Support Programs
Target Area City-wide; Slum Blight Area Map
Goals Supported Support Businesses
Needs Addressed Strengthen Local Economic
Funding CDBG: $0
Description Provide financial assistance to microenterprises and small, low-income for-profit business owners for
economic development activities. Programs include
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912
42 the Stocked Full of Produce Program for equipment
purchases and the Code Compliance Program to
address documented code violations for active or
prospective businesses.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Businesses assisted: 4
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes: 18A, 18B, 18C
National Objectives: SBA, SBS, LMC, LMA
5 Project Name Public Services & Fair Housing
Target Area City-wide
Goals Supported Healthy Neighborhoods & Residents
Needs Addressed Resilient & Healthy Communities
Funding CDBG: $518,509
Description Invest in services and partner with agencies that provide public services to address priority goals and
needs that provide essential services to the
community. This project includes fair housing
services.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Public service activities for Low/Moderate Income
benefit: 31,271 Persons Assisted
Location Description City-wide
Planned Activities Matrix Codes: 05A to 05Z
Nation Objective: LMC 570.208(a)(2)
Citation: 570.201(e)
6 Project Name Public Infrastructure Improvements
Target Area City-wide
Goals Supported Resilient Infrastructure & Public Facilities Needs Addressed Resilient & Healthy Communities
Funding CDBG: $3,932,309
Description Invest in various public infrastructure
improvements, including but not limited to: Street
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43 and Sidewalk Repairs (including ADA); Curb, gutter,
storm drain, or sidewalk installation; Safety
improvements (Streetlights, crosswalks); Water,
Storm, and Sewer line Improvements/Replacement;
Tree Planting.

Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
5 public infrastructure improvements installed
500 persons served by public infrastructure
improvements

Location Description Low/Mod Census Block Groups
Planned Activities Matrix Codes: 03J to 03L
Nation Objective: LMA 570.208(a)(1)
Citation: 570.201(c)
7 Project Name Remediation Activities
Target Area City-wide
Goals Supported Resilient Infrastructure & Public Facilities Needs Addressed Resilient & Healthy Communities
Funding CDBG: $1,000,000
Description Invest in clearance and abatement activities for hazardous sites to improve safety and access to
public infrastructure.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities

0.25 acres of hazardous site clean-up
Location Description City-wide
Planned Activities Matrix Codes: 04 to 04A
National Objective: SBS 570.208(b)(2)
Citation: 570.201(d)
8 Project Name Entrepreneurship Program
Target Area City-wide
Goals Supported Increase Access to Economic Opportunity Needs Addressed Strengthen Local Economy
Funding CDBG: $350,000
Description Funding for organizations that serve as business service providers to facilitate and provide services
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44 to entrepreneurs, new innovators, emerging or
existing businesses.

Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
5 persons assisted
5 micro-enterprises assisted
Location Description City-wide
Planned Activities Matrix Codes: 18B, 18C
National Objectives: LMC, LMA, LMH
9 Project Name Commercial Rehabilitation
Target Area City-wide, Slum-Blight Area
Goals Supported Support Businesses
Needs Addressed Strengthen Local Economy
Funding CDBG: $0
Description Provide financial assistance for exterior
improvements to support commercial
revitalization.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Façade treatment: 3
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes 14E, 18A,
National Objectives: SBA, SBS, and LMA
10 Project Name HOME Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Resilient Infrastructure & Public Facilities
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Resilient & Healthy Communities
Funding HOME: $134,270
Description Staff costs associated with the implementation of DRAFT
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45 HOME program activities.

Citation: 92.207
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities HOME Program Administration
11 Project Name HOME Program Delivery
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Needs Addressed Increase and Preserve Affordable Housing Opportunities
Funding HOME: $150,000
Description Staff and service delivery costs are associated with the implementation of various affordable housing
projects.

Citation: 92.206
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities HOME Administration
12 Project Name HOME Housing Loans
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Funding HOME: $1,295,016
Description Financial assistance for the rehabilitation or development of affordable housing. Funds will be
made available for multi-family rehabilitation or
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46 new construction projects.

Citation: 92.205 & 92.206
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
To be determined subject to housing
proposals/awards.

Location Description City-wide
Planned Activities Rehabilitation; Construction; Multi-unit residential 13 Project Name CHDO Set-Aside Funds
Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Develop & Rehabilitate Affordable Housing Units
Needs Addressed Reduce Homelessness
Increase and Preserve Affordable Housing
Opportunities
Funding HOME: $201,406
Description Set-aside funds are required by HUD HOME
regulations for housing activities owned,
developed, and/or sponsored by qualified
Community Housing Development Organizations
(CHDO).

Citation: 92.205 & 92.206
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
To be determined subject to housing
proposals/awards.

Location Description City-wide
Planned Activities Rehabilitation; Construction; Multi-unit residential

14 Project Name ESG Entitlement 2026 Stockton
Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Healthy Neighborhoods & Residents
Needs Addressed Reduce Homelessness
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47 Resilient & Healthy Communities
Funding ESG: $283,814
Description Homeless services including Emergency Shelter, Homeless Prevention, Rapid Rehousing, Street
Outreach, and HMIS costs.

Citations: 576.100; 576.101; 576.103; 576.104;
576.105; 576.106; 576.107; 576.108; 576.109
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Homeless Person Overnight Shelter: 15 Persons
Assisted
Homelessness Prevention: 40 Persons Assisted
Location Description City-wide
Planned Activities Homeless Prevention and Emergency Shelter Table 9 – Project Summary
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48 AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution
The City makes resources available on a citywide basis but provides additional focus in areas with high concentrations of unmet needs. The CDBG Slum Blight Area (SBA) national objective allows the use of CDBG program funds to fund activities aimed at preventing or eliminating slums or blight.

Since 1996, Stockton has used a portion of CDBG funds in addressing slum and blight through various programs, including the Commercial Façade Improvement Forgivable Loan Program. The programs have aided in revitalizing blighted commercial properties within the previous Redevelopment Project Areas, which also met the definition for HUD’s Slum Blight Area designation.

Pursuant to HUD guidelines, 24 CFR 570.208(b)(1), an activity be considered to address prevention or elimination of slums or blight on an area basis if:
i) The area “meets a definition of a slum, blighted, deteriorated or deteriorating area under State or local law”;
ii) The area also meets the conditions in either paragraph (A) or (B):

A) At least 25 percent of properties throughout the area experience one or more of the following conditions:
1) Physical deterioration of buildings or improvements; 2) Abandonment of properties;
3) Chronic high occupancy turnover rates or chronic high vacancy rates in commercial or industrial buildings;
4) Significant declines in property values or abnormally low property values relative to other areas in the community; or
5) Known or suspected environmental contamination.

B) The public improvements throughout the area are in a general state of deterioration.

Rationale for the priorities for allocating investments geographically The City of Stockton allocates HUD resources on a city-wide basis. For example, the City’s housing rehabilitation program is equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the income of the household receiving assistance.

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49 A Slum Blight Area Map will be used for activities / programs related to the elimination of slums and blight including but not limited to infrastructure improvements in a deteriorated area and economic development assistance to induce redevelopment in blighted areas.

The City conducted a lot by lot survey in 2023 for these areas. The evaluation determined that 34 percent of properties within the Slum Blight Area exhibit one or more forms of HUD’s condition of blight. The area also met the slum and blight criteria established under State law (California Health and Safety Code Section 33030 and 33031(a)(1)) and local law (Stockton Municipal Code Section

8.36.040). Therefore, the area qualifies as a slum and blighted area under the CDBG program regulations, and the SBA national objective will be used in deploying CDBG-funded activities and programs to assist in addressing slum and blight within the map area. The new Slum-Blight Area map is below.

Figure 1 – 2023 Stockton Slum-Blight Area Map
Data Source: City of Stockton GIS
Discussion
To provide further guidance for the use of public funds in blighted areas throughout the city and to encourage further investment in specific areas, the City developed a Slum Blight Area map for eligible activities. The Slum Blight Area consists of 5.62 square miles with 34% of all parcels being categorized as “blighted / deteriorated”. The 5.62 square miles is comprised of 7,728 parcels, of which 1,406 parcels have conditions of physical blight, 33 buildings have a vacancy rate of 9.9 percent or higher, and 258 parcels have reports of environmental contamination.

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50 Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The 2025-2029 Consolidated Plan includes goals directly associated with addressing affordable housing needs. The City’s approach to addressing affordable housing needs includes but is not limited to 1) Developing new affordable housing, 2) Rehabilitating existing affordable housing stock, and/or 3) Preserving existing affordable housing.

The City operates its housing programs based on these strategies, which have been prioritized to guide the allocation of resources. Consistent with the priorities outlined in the Consolidated Plan, the City will undertake or fund the following activities to address housing needs:
• Partner with local affordable housing developers and public agencies to develop additional single family and/or multi-family housing, as well as substantial rehabilitation of multi-family housing.
• Continue to administer the Housing Rehabilitation Program and Emergency Repair Program designed to assist owner-occupied residential properties with low-interest loans to conduct health and safety related repairs; this includes emergency assistance.

The following are the City’s one-year goals for affordable housing activities to be supported:

Population to Be Supported # of Households
(HUD Sponsored
Units)
Non-HUD
Sponsored
Units
Homeless 0 33
Non-Homeless 80 90
Special-Needs 0 0
Total 80 123
Table 10 – One Year Goals for Affordable Housing by Support Requirement

Type of Housing Production
# of Households
(HUD Sponsored
Units)
Non-HUD
Sponsored
Units
Rental Assistance (TBRA) 0 0
The Production of New Units 50 33
Rehab of Existing Units 30 90
Acquisition of Existing Units 0 0
Total 80 123
Table 11 – One Year Goals for Affordable Housing by Support Type DRAFT
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51 Discussion
Housing Production (HUD Sponsored Units):

Owner Occupied Rehabilitation: 5 Units
Rehabilitation of existing affordable units (Estimated): 25 Construction of new affordable units (Estimated): 50

Housing Production (Non-HUD Sponsored Units):

Edison House: 33 Units
Kentfield Apartments: 90 Units

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52 AP-60 Public Housing – 91.220(h)
Introduction
The City of Stockton and the Housing Authority of San Joaquin County (HASJC) maintain a strong partnership built on the common goal and priority of providing affordable housing opportunities for Stockton’s low-income residents. The Housing Authority of the County of San Joaquin (HACSJ) is the largest affordable housing property manager of multi-family and single household public housing units for lower income people in San Joaquin County. According to the HACSJ 2025 PHA Plan, the HACSJ currently operates 911 public housing units and 5,237 housing choice vouchers.

Actions planned during the next year to address the needs to public housing It is anticipated that the HASJC will continue to seek funding local, state, federal, and private sources to replace aging housing stock at the public housing sites with new affordable housing units.

The Housing Authority’s 5-Year PHA Plan defines the following goals related to public housing:
• Expand the supply of assisted housing
• Reduce the number of vacancies at each Public Housing site by decreasing maintenance turnaround time
• Improve curb appeal at all Public Housing sites.
• Replace aging/outdated housing stock.
• Continue to conduct outreach efforts to Public Housing residents to promote community involvement. These include community meetings, resident fairs, and quarterly resident newsletters.
• Manage the assisted housing programs in an efficient and effective manner to maintain the Authority’s High Performing status.
• Provide an improved living environment
• Continue plans to upgrade or replace aging housing stock in Sierra Vista Homes and Conway Homes.
• Expand Resident Councils’ community involvement.
• Increase public housing security improvements

Actions to encourage public housing residents to become more involved in management and participate in homeownership
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53 The City continues to maintain a partnership with the HASJC to assist public housing residents to achieve homeownership. The HACSJ administers a Family Self Sufficiency (FSS) Program.

Public housing FSS participants are invited to attend a variety of workshops hosted by the Housing Authority including health fairs, homeownership fairs, and job fairs.

Under its Family Self-Sufficiency (FSS) program, public housing residents can participate in the program and receive referred to services and establish a family escrow savings account. The FSS program allows residents to establish an escrow savings account based on earned income.

Contributions can be made to the escrow savings account monthly if there is an increase in earned income during their participation in the FSS program. FSS participants have utilized the escrow savings account to accomplish homeownership goals, such as credit repair, credit counseling, and down payments on a home. HASJC will continue to collaborate with the City to provide supportive services for potential homeownership families.

HASJC also has a homeownership program available to its Housing Choice Voucher (HCV) participants who meet the homeownership eligibility requirements. The homeownership program allows first-time homebuyers to use the voucher subsidy to meet monthly homeownership expenses. HCV participants interested in applying for the HCV Homeownership program must meet the following program criteria:
• Must be a participant in the HCV program for at least one year in San Joaquin County. • Must be a first-time homebuyer.
• Meet the minimum employment and income requirements.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Housing Authority of San Joaquin County is not designated as “troubled” by HUD.

Discussion
The City of Stockton and the Housing Authority of San Joaquin County (HASJC) have a strong partnership focused on providing affordable housing for low-income residents. Over the past five years, HASJC has secured funding through the City's Notice of Funding Availability (NOFA) to support various affordable housing projects which will increase affordable housing supply in the City of Stockton. In the coming year, it is expected that the HASJC plans to seek more funding to continue their efforts on developing affordable housing through rental and homeownership housing programs.

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54 AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
In 2018, the Stockton City Council declared a local homeless emergency directing the City Manager and all applicable City departments to develop strategies and solutions to address homelessness. Much has been accomplished since then but the number of people experiencing homelessness and living unsheltered remains a top concern for City leaders and residents.

According to the 2024 Point-in-Time (PIT) Count, 2,450 unique individuals experienced homelessness on a given night, with 520 utilizing emergency shelters or transitional housing facilities within the City. The City actively works with the San Joaquin Continuum of Care, to investigate the needs and concerns of those experiencing homelessness, develop strategic approaches to prevent and end homelessness, and to prioritize investments in housing, programming, and capacity-building initiatives. Jointly, the City and the CoC have developed and adopted a Regional Plan describing the County-wide Community Response Prevent and End Homelessness, and the City has created an Action Plan describing investments through 2025/2026, to address the City’s commitment to meeting the regional goals and objectives. The Regional Plan outlines the following three major objectives:

1. Establish a Coordinated and Engaged Regional System

2. Increase Access and Reduce Barriers to Homeless Crisis Response Services

3. Ensure Households Experiencing Homelessness Have Access to Affordable and Sustainable Permanent Housing
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
With its ESG and CDBG public service funding, the City plans to provide services to prevent and reduce homelessness in the coming year:
• 40 persons served with homeless prevention
• 15 homeless persons served at overnight shelters

These goals are part of a broader strategy to address homelessness. These actions include investing in critical homeless system infrastructure supports, such as Coordinated Entry, the Homeless Management Information System, and the Point in Time Count. The City will invest in and participate in regional and local strategic planning efforts and will grant funds to support DRAFT
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55 local organizations to enhance services and to support local non-profit housing development for underserved homeless individuals.

In recent years, ESG funds have been supplemented by State of California funding from programs such as the Homekey and Homeless Housing, Assistance and Prevention (HHAP) programs which require a regional coordination and a unified regional response to reduce and end homelessness. The City will continue to work with local agency partners in addressing homelessness challenges.

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The San Joaquin County Coordinated Entry system has a “no wrong door” approach. This means that an unhoused family or individual can present at any homeless housing and service provider and be assessed using the same assessment tool to determine their needs. Additionally, all CoC meetings are open to the public and people with lived experiences in homelessness make up a portion of the Board and/or regularly attend meetings.

The City conducts a variety of activities to engage and listen to unhoused people including ongoing program planning and monitoring, including regular reviews of HMIS data, discussion groups with unhoused individuals, and site visits to encampments and emergency shelters. The City is also an active participant in the Point in Time count, whereby City staff, County and nonprofit outreach teams, and volunteer community members are deployed to count and talk with those experiencing homelessness.

Since the Winter of 2025 City Staff has hosted bi-monthly meetings, both virtually and in- person, with homeless service providers, advocates, and former or current homeless people.

These meetings seek to understand the gaps, persistent issues, successes and even reveal future partnerships and collaborations to address homelessness. These meetings have and will continue on through 2026.

Addressing the emergency shelter and transitional housing needs of homeless persons The City relies upon a cadre of local program partners and their staff to provide emergency shelter and transitional housing needs of homeless persons. The City’s primary role is to fund and monitor program operations to ensure programs are achieving overall objectives and program goals. Additionally, the City works with stakeholders and regional partners to prioritize the strategies/actions needed to meet objectives and achieve target goals. The City is currently focused on the following major emergency shelter and transitional housing strategies:

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56 1. Increase Bed/Unit Capacity - Point in Time Count data shows that there an insufficient count of shelter beds or emergency housing units for individuals and families. This year the City will see an increase of over 334 beds added to create capacity for additional homeless persons to receive safe sheltering through two major shelter expansion projects. The new shelter spaces mark an abrupt shift from congregate, dormitory style programs, to shelters that offer non-congregate private spaces for individuals and couples and more accommodations for people with mobility limitations or other serious and ongoing health care needs. In addition to the creation of more privacy all shelter expansions are designed to accommodate pets and provide options to store personal possessions.

2. Enhance Operations - The City is working with both local homeless service providers and shelter providers to implement extensive housing navigation services and increase the amount of intensive case managers. In part, this is being accomplished with a shift from a model of night-by-night shelter operations only to the creation and delivery of full service (24/7) navigation centers. Site construction is wrapping up with build-out of the newly designed navigation center shelter and pathways individual units and associated program offerings.

3. Secure Program Resources - The City continues to seek and procure additional state and regional funding to address homelessness. In addition to federal CDBG and ESG resources, the City has been awarded six rounds of temporary Homeless Housing Assistance Program (HHAP) state funds and is working in partnership with homeless programs to help them develop the certifications and capacity to provide Medicare/Medicaid reimbursable services under the State’s CalAIM project.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Federal regulations encourage providing homeless persons and households with housing as quickly as is practicable. The City has adopted a housing first model, with rapid rehousing and preventative services, emerging as the most effective strategies to shorten or ameliorate the risk of homelessness. Core strategies include:

1. Strengthening the Coordinated Entry System. Through non-federal funds, the City made investments into the development and build-out of a county-wide Coordinated Entry DRAFT
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57 System, implemented and operated by the Family Resource Center. Additionally, the City is requiring all contracted homeless service partners to participate, utilize, and track their funded programs in HMIS and CES. The two systems are integrated in order to assess and match make for housing placements.

2. Investing in housing stabilization. Homelessness prevention, rapid rehousing, and rental assistance investments all help strengthen housing stability. Rapid rehousing is a strategy that has proven to help people stay housed, and to shorten the length of time that individuals and families experience homelessness. Rapid rehousing provides case management services and short-term rental assistance. Often, funding for short term rental assistance, such as rental application fees, security deposits, rental arrears or utility deposits, may make the difference in an individual’s ability to remain stably housed.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City is working with San Joaquin County Whole Person Care health outreach workers, hospital discharge planners, the custody division, and local street outreach teams to identify people who are at risk of discharge or release from health care facilities or institutions into homelessness. Connecting patients with competent social workers is critical in preventing homelessness when discharging extremely low-income individuals from hospitals, mental health care facilities, and other inpatient health care institutions. Social workers work with health care professionals to create discharge plans and identify appropriate housing for patients who may not have a home to return to. In addition, the social worker can connect the patient to other supportive resources that may be needed. Funding for these initiatives is through sources other than the federal funds described through this Action Plan, but are a critical component of the homeless continuum.

Investments through federal and state funds as well as local philanthropies include:
• Mobile teams, comprised of highly trained health outreach workers that are meeting people prior to discharge from hospitals or release from custody settings to develop a plan to address ongoing housing, health, and care stabilization needs.

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58 • Mobile teams, working in partnership with law enforcement to de-escalate situations involving homeless individuals or people with mental health disorders / co-occurring substance use disorders and avert arrest for low level quality of life violations. • Rental supplements and permanent housing vouchers, enabling people with serious mental illnesses or other permanent disabilities to pay local market rents.

This year’s ESG funding commitments targets emergency programming for these vulnerable populations including ESG investments toward emergency shelter services and homelessness prevention services to individuals and families at risk of homelessness.

Discussion
The City of Stockton is committed to a comprehensive and effective system to support homeless individuals and those with special needs. The City’s partners use a coordinated and engaged regional system of care, ensuring that households experiencing homelessness have access to affordable and sustainable permanent housing solutions. Efforts are focused on preventing homelessness through activities designed to keep individuals and families from moving into emergency shelters or living in unsuitable conditions. Additionally, Stockton supports basic needs programs that provide food, hygiene, and other essentials to unsheltered individuals. These comprehensive efforts aim to build a supportive and sustainable environment for residents in need.

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59 AP-75 Barriers to affordable housing – 91.220(j)
Introduction
Barriers to affordable housing in Stockton include limited resources and significant development costs. Development impact fees represent a substantial constraint. Estimated fees in Stockton are $61,725 for the hypothetical 1,800 sq ft single-family unit and $33,028 for the hypothetical multifamily unit, including City fees, permit fees, as well as County fees and school district fees. The City's 2023-2031 Housing Element identifies these costs as barriers while highlighting opportunities to expand housing production through flexible development standards and streamlined processes.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City of Stockton has implemented several measures to address development barriers. The 2022 Density Waivers program for small infill lots allows modification of underlying zoning requirements to facilitate development. Expanded density allowances now permit up to 136 units per acre in the Downtown Core, while development standards have been modified to encourage infill development in areas with existing infrastructure. The City continues to address development barriers through the Stockton Economic Stimulus Plan (SESP), which includes fee reductions that apply to single-family residential, multifamily residential, and nonresidential (commercial/industrial) permits issued citywide for builders/developers who comply with the terms of the program. The City maintains streamlined permit processing and has reduced parking requirements for affordable housing and transit-oriented developments.

The City is working to address financial barriers to development progress by collaborating more closely with housing developers and exploring new funding sources. Project feasibility remains challenging in the current environment. Construction costs, interest rates, and insurance costs create significant barriers to development. The affordable housing development process faces additional challenges related to state regulations and utility coordination, including significant delays caused by utility companies such as PG&E which are delaying housing development progress by three to six months or more. The City recognizes that sustainable affordable housing programs require stronger site control and partnerships. Property management services and wrap-around support services add complexity to project implementation, particularly when multiple funding sources are involved. These operational considerations affect both new development and ongoing maintenance of affordable housing stock.

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60 The City is also investigating infill housing opportunities in Downtown Stockton. Although HUD funds are not being used, The City is in the process of developing a Downtown Master Plan & Visioning document, which will establish the design standards, necessary environmental clearances, and infrastructure improvements to accelerate infill housing production in Downtown Stockton. The Downtown Master Plan & Visioning document will also seek to establish potential vehicles for tax-increment financing or similar programs. Staff will continue to track the extremely low-income, lower income units and funding opportunities for brownfield sites, and pursue additional opportunities to accelerate infill housing production.

Pro-Housing Designation:

In April 2023, the City received a Pro-housing Designation from the California Housing and Community Development Department (HCD), and now Stockton is one of several jurisdictions within California that has this designation. This designation was determined by the community's commitment to build more housing and adopting policies whose goal is to increase housing production to help meet the state's goal of 2.5 million new homes over the program life, with at least one million serving the needs of low-income Californians. The Pro-housing Designation allows the City to receive incentives such as additional points or other preferences in the scoring of competitive funding programs administered by the HCD and allow the City to be eligible for the Pro-housing Incentive Pilot Program with funding to help accelerate the City's affordable housing production.

The Economic Review Committee
The Economic Review Committee (ERC) provides guidance and assistance for development in Stockton. Coordinated through the Economic Development Department, the Committee is comprised of high-level staff from each of the permitting departments. The Committee will meet with project managers and review preliminary site plans, providing feedback and project requirements before the project is submitted for site plan/design review and building permits.

This allows the project manager to be aware of and address the possible challenges to the project early in the development process. The ERC committee has assisted with many recent affordable housing development projects to help developers navigate and understand the regulatory environment and entitlement process, meet additional building regulations based on funding sources, and provide additional access to local and state resources.

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61 Discussion
Stockton faces barriers to affordable housing due to limited resources and high development costs, including significant impact fees. The City's 2023-2031 Housing Element identifies these barriers and suggests flexible development standards and streamlined processes to expand housing production. Measures like the 2022 Density Waivers program, expanded density allowances, and the Stockton Economic Stimulus Plan (SESP) aim to reduce fees and streamline permits. The City collaborates with developers and explores new funding sources to address financial barriers, despite challenges from construction costs, interest rates, and regulations.

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62 AP-85 Other Actions – 91.220(k)
Introduction
Actions planned to address obstacles to meeting underserved needs The City will continue to work in partnership with several non-profit and public service agencies to address the needs of the underserved populations. The City will identify agencies to provide food assistance, youth services, shelter, affordable/fair housing services, and/or services for the homeless and vulnerable populations.

Actions planned to foster and maintain affordable housing The City will leverage public funds with other resources and align its program with other city initiatives, including the Single-Family Rehabilitation Loan Program. The City will continue to use its Notice of Funding Availability (NOFA) process to solicit eligible affordable housing projects to fund and continue to pursue funding at the State level, including Homekey, Pro- housing Incentive Pilot Program, Permanent Local Housing Allocation Program (PLHA), and Homeless Housing, Assistance and Prevention (HHAP) funds to advance affordable housing developments.

Actions planned to reduce lead-based paint hazards
The City of Stockton and the Housing Authority of San Joaquin County (HACSJ) comply with federal and state lead poisoning prevention requirements. HACSJ actively identifies, evaluates, and mitigates lead-based paint (LBP) hazards in public housing and Housing Choice Voucher (HCV) units. Households in the HCV program receive lead poisoning danger notices, and units built before 1978 with peeling paint are inspected and remediated if necessary. The City also provides EPA information pamphlets and uses certified professionals for inspections and risk assessments. If LBP hazards are found, the City works with the housing provider to address the presence of lead-based paint in accordance with lead-safe housing rules. Children with elevated blood lead levels are referred for home inspections and families are guided on reducing exposure. After lead hazard control work, final inspections ensure safety.

Actions planned to reduce the number of poverty-level families The activities in the City’s antipoverty strategy can be classified under two categories: Economic Development and Supportive Service Programs. The Consolidated Plan recognizes that households need vocational training, resource management, and life skill training to increase economic empowerment. The Plan also recognizes that households will continue to need assistance in meeting their basic needs while obtaining this training. The City will allocate DRAFT
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63 resources to organizations that provide services to vulnerable populations, including:
• Programs that provide food and nutritional education to homeless and low-income individuals
• A fair housing program that provides tenant and landlord mediation services as well as workshops for tenants and landlords to be informed of their rights. • Programs that serve vulnerable populations such as transition age youth, elderly, and women.
• Operational costs for shelters. In addition to providing shelter, these organizations also provide services that assist individuals in achieving self-sufficiency. • Fund homelessness prevention activities to help keep households stably housed.

Actions planned to develop institutional structure
The City of Stockton Economic Development Department (EDD) is the lead agency responsible for the development of the Consolidated Plan and Annual Action Plan. EDD is also the primary agency responsible for the administration and management of programs and projects covered by these Plans.

During the 2026-2027 Program Year the City will:
• Continue to work with private housing developers to expand the availability of affordable housing, including pursuing joint funding opportunities • Continue to participate in the San Joaquin County Continuum of Care • Continue implementation of the Housing Element
• Continue to work with affordable housing developers to ensure that their developments include the facilities to provide the services needed for the residents • Involve the public in the establishment of the Plans’ goals and objectives to ensure measurable progress
• Follow the procedures outlined in the Language Access Plan and the updated Community Participation Plan
• Update its website, providing handouts and program guidelines to keep the public informed
• Continue ongoing training opportunities for staff, including but not limited to environmental review certifications and enhancing staff expertise of the CDBG, ESG, and HOME programs.

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

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

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

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $350,000.00

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

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

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

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

Other CDBG Requirements

1. The amount of urgent need activities $0

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

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

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

92.205 is as follows:

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

To encourage a variety of project types and locations, the City's HOME program does not limit beneficiaries. Applications are made available electronically through the City's online grant application program. The competitive applications are reviewed by City staff and/or a committee of local housing experts. The applications are scored through set criteria, including eligible uses, commitment and expenditure deadlines, developer capacity, experience, concurrence with established goals and policies, leveraging, or other requirements.

Recommendations for funding are made to the City Council.

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

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

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

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

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

HOME subsidy X Net proceeds = HOME amount to be recaptured HOME subsidy + Homeowner Investment

Homeowner Investment X Net proceeds = Amount to homeowner HOME subsidy + Homeowner Investment

In the event of foreclosure, the amount subject to recapture will be based on the amount of net proceeds (if any) from the foreclosure sale.

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

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

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

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

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

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68 The City does not currently offer HOME TBRA.

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

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

Not applicable.

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

The City’s HOME funding is used to support local or regional housing developers’ affordable housing projects through loans or grants. Developers use local housing needs market data and/or other housing subsidy requirements in deciding the target sub-population that each proposed housing project will serve (e.g. homeless, at risk of homeless, veterans, seniors, farm workers, etc.). However, HOME program requirements at 24 CFR 92.253(d)(3), require that if there is any limitation or preference given to a particular segment of the population on any affordable housing project assisted with HOME program funds, the limitation or preference must be described in the City’s HUD Consolidated Plan (without violating any nondiscrimination requirements). To comply with this requirement, the City adopted HOME preferences in 2024 which were also incorporated in the 2025-2029 Consolidated Plan. The City’s HOME preference policy stipulates that when issuing affordable housing NOFAs, the City will consider awarding HOME funds to eligible projects that propose to serve any of the following target populations:

Housing Project
Population
Definition of
Population

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

Must meet
HUD/HCD definition
of homelessness.

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

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

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

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

The San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key DRAFT
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69 subpopulations identified by the federal government was children and youth under age 25 experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 304 individuals were identified as being children and transition aged youth under 25. Compared to the other four vulnerable
subpopulations identified in the report, children and youth under the age of 25 experienced the highest share of unsheltered homelessness as 80% of this population reported they were unsheltered.

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

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

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

Must meet
HUD/HCD definition
of homelessness.

The 2024 City of Stockton Housing Element cites persons with disabilities as a key population with special housing needs. The report cites “14.6 percent of the total population in Stockton five years and older had one or more disabilities in 2020, compared

13.3 percent countywide, and 8.0 percent in California.” Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, people with serious mental illness (SMI) and people with substance use disorders (SUD) were a significant population that faced housing insecurity.

The San Joaquin County 2024 Point in Time Count (PITC) collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key subpopulations identified by the federal government was individuals with disabilities experiencing chronic
homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 1,078 individuals were identified as being chronically homeless. According to the PITC, 72% of the chronically homeless population are unsheltered.

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

The analysis cites that persons with disabilities can face discrimination in the housing market due to biases about adaptive equipment and the need for modifications. Property owners might be concerned about potential damage from equipment or be reluctant to accommodate service animals, even if it means violating a no-pet policy.

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

Must meet

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

The updated 2024 City of Stockton Housing Element cites large families as a key population with special housing needs. HUD defines a large household or family as consisting of five or more members. Large families are cited as a special housing needs population because 21.2% of households in Stockton are
considered large households compared to 19.6% in the County and 13.8% in California.

The San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key subpopulations identified by the federal government was families with children experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 454 individuals were identified as being members of homeless families with children.

The 2025-2029 Consolidated Plan identified large households as a special housing needs population. Multifamily rental housing units typically consist of one or two bedrooms, while large families need housing units with a higher bedroom count. As a result, the large families that are unable to rent single-family units may be overcrowded in smaller units. Further, the Housing Element recommends that amenities for this subpopulation should include safe outdoor play areas for children and a central location to provide convenient access to schools and childcare facilities.

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

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

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

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

Housing for
Survivors of
Domestic Violence

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

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

Senior Housing • 55 years of age or
older if at least
80% of units are
occupied by at
least one person
of this age.
• OR at least one
person 62 or older
resides in each
unit (100% of the
units)
• AND the housing
project is required
to demonstrate
the “intent” to be
“Housing for Older
Persons.”
The 2024 City of Stockton Housing Element cites seniors as a key population with special housing needs. Senior households make up 21.6% of Stockton households and nearly 30% of senior households in Stockton have an income of less than $25,000.

The 2025-2029 Consolidated Plan identified seniors as a special housing needs population. The analysis describes that senior housing needs are a growing concern as the population ages. A large number of seniors may face displacement if senior housing are converted to market rate, making it essential for the city to explore additional senior housing options to meet future demand.

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72 • Head of
Household or
spouse must meet
the age definition.

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

The updated 2024 City of Stockton Housing Element cites farmworkers as a key population with special housing needs. The plan states that farmworkers are an essential component of Stockton’s economy and according to the 2016-2020 American Community Survey 5,010 Stockton residents work in agriculture, forestry, fishing and hunting, or mining. Moreover, according to the 2017 Census, 19,741 farmworkers worked in San Joaquin County. Programs 11, 12, 16, 22, 23, and 30 of the Housing Element commit to actions to
support developing new homes and
rehabilitating existing homes for farmworkers, along with prioritizing outreach and programs for farmworkers. While farmworkers are important to the local economy, many are low- income workers and are often subject to substandard housing. . The 2025-2029 Consolidated Plan identified farmworkers as a special housing needs population. Migrant farmworker
households earn incomes lower than the AMI, which forces the farm working community to compete for the lowest-cost housing.

Significant barriers to farmworker housing include high rates of overcrowding, living in structures that pose health and safety risks, and low homeownership rates.

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

Households in workforce housing typically earn too much to qualify for programs under HUD. At the same time, they are also unable to afford most quality market-rate apartments.

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

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

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

Table 12 – HOME Preferences and Supporting Data

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

92. DRAFT
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73 c. The project shall comply with the HOME Tenant Selection requirements at 24 CFR 92.253(d) as follows:
i. An owner of rental housing assisted with HOME funds must comply with the affirmative marketing requirements established by the City of Stockton pursuant to § 92.351(a).
ii. The owner must adopt and follow written tenant selection policies and criteria that:
1) Limit the housing to very low- income and low-income families; 2) Are reasonably related to the applicants' ability to perform the obligations of the lease (i.e., to pay the rent, not to damage the housing; not to interfere with the rights and quiet enjoyment of other tenants);
3) Limit eligibility or give a preference to a particular segment of the population if permitted in its written agreement with the City of Stockton (and only if the limitation or preference is described in the City of Stockton’s Consolidated Plan).
(i.) Any limitation or preference must not violate
nondiscrimination requirements in § 92.350. A limitation or preference does not violate nondiscrimination
requirements if the housing also receives funding from a Federal program that limits eligibility to a particular segment of the population (e.g., the Housing Opportunity for Persons with AIDS program under 24 CFR part 574, the Shelter Plus Care program under 24 CFR part 582, the
Supportive Housing program under 24 CFR part 583,
supportive housing for the elderly or persons with
disabilities under 24 CFR part 891), and the limit or
preference is tailored to serve that segment of the
population.
(ii.) If a project does not receive funding from a Federal program that limits eligibility to a particular segment of the population, the project may have a limitation or
preference for persons with disabilities who need services offered at a project only if:
(A.) The limitation or preference is limited to the
population of families (including individuals) with
disabilities that significantly interfere with their
ability to obtain and maintain housing;
(B.) Such families will not be able to obtain or maintain themselves in housing without appropriate
supportive services; and
(C.) Such services cannot be provided in a
nonsegregated setting. The families must not be
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74 required to accept the services offered at the
project. In advertising the project, the owner may
advertise the project as offering services for a
particular type of disability; however, the project
must be open to all otherwise eligible persons with
disabilities who may benefit from the services
provided in the project.
4) Do not exclude an applicant with a voucher under the Section 8 Tenant-Based Assistance: Housing Choice Voucher Program (24 CFR part 982) or an applicant participating in a HOME tenant- based rental assistance program because of the status of the prospective tenant as a holder of such voucher or comparable HOME tenant-based assistance document.
5) Provide for the selection of tenants from a written waiting list in the chronological order of their application, insofar as is practicable. The Continuum of Care’s (CoC) Coordinated Entry process is not a compliant tenant selection process therefore not permitted;
6) Give prompt written notification to any rejected applicant of the grounds for any rejection; and
7) Comply with the VAWA requirements prescribed in § 92.359.

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

1. Include written standards for providing ESG assistance (may include as attachment)

See “ESG Written Standards” attachment.

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

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

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

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

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

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

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

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

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

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

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77 5. Describe performance standards for evaluating ESG.

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

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

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78 City Of Stockton Emergency Solutions Grant (ESG) Written Standards

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

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

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

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

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

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

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

Housing First Core Features
1) Few to no programmatic prerequisites to permanent housing entry – People experiencing homelessness are offered permanent housing with no programmatic preconditions such as demonstration of sobriety, completion of alcohol or drug treatment, or agreeing to comply with a treatment regimen upon entry into the DRAFT
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81 program. People are also not required to first enter a transitional housing program in order to enter permanent housing.
2) Low barrier admission policies – Permanent Supportive Housing’s admissions policies are
• Designed to “screen-in” rather than screen-out applicants with the greatest barriers to housing, such as having no or very low income, poor rental history and past evictions, or criminal histories. Housing programs may have tenant selection policies that prioritize people who have been homeless the longest or who have the highest service needs as evidenced by vulnerability assessments or the high utilization of crisis services.
• Rapid and streamlined entry into housing – Many people experiencing chronic homelessness may experience anxiety and uncertainty during a lengthy housing application and approval process. In order to ameliorate this, Housing First permanent supportive housing models make efforts to help people experiencing homelessness move into permanent housing as quickly as possible, streamlining application and approval processes, and reducing wait times. • Supportive services are voluntary but can and should be used to persistently engage tenants to ensure housing stability - Supportive services are proactively offered to help tenants achieve and maintain housing stability, but tenants are not required to participate in services as a condition of tenancy. Techniques such as harm reduction and motivational interviewing may be useful. Harm reduction techniques can confront and mitigate the harms of drug and alcohol use through non-judgmental communication while motivational interviewing may be useful in helping households acquire and utilize new skills and information. • Tenants have full rights, responsibilities, and legal protections – The goal of the Housing First approach is to help people experiencing homelessness achieve long-term housing stability in permanent housing. Permanent housing is defined as housing where tenants have leases that confer the full rights, responsibilities, and legal protections under Federal, state, and local housing laws. Tenants are educated about their lease terms, given access to legal assistance, and encouraged to exercise their full legal rights and responsibilities. Landlords and providers in Housing First models abide by their legally defined roles and obligations. For instance, landlords and providers do not enter tenants’ apartments without tenants’ knowledge and permission except under legally defined emergency circumstances. Many Housing First permanent supportive housing programs also have a tenant association or council to review program DRAFT
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82 policies and provide feedback, and formal processes for tenants to submit suggestions or grievances.
• Practices and policies to prevent lease violations and evictions – Housing First supportive housing programs should incorporate practices and policies that prevent lease violations and evictions among tenants. For instance, program policies consistent with a Housing First approach do not consider alcohol or drug use to be lease violations. Housing First models may also have policies that give tenants some flexibility and recourse in the rent payment, which in many subsidized housing programs is 30% of the participant’s income. For example, rather than moving towards eviction proceedings due to missed rent payments, programs may allow tenants to enter payment installment plans for rent arrearages or offer money management assistance to tenants. • Applicable in a variety of housing models – The Housing First approach can be implemented in different types of supportive housing settings, including:
scattered-site models in private market apartments, where rental assistance is provided, and tenants have access to mobile and site-based supportive services; single-site models in which permanent supportive housing buildings are newly constructed or rehabilitated and tenants have access to voluntary on-site services; and set-asides, where supportive services are offered to participants in designated units within affordable housing developments.

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

Category 1: Literally Homeless
• Individual or family who lacks a fixed, regular, and adequate night-time residence, meaning:
i. Has a primary night-time residence that is a public or private place not meant for human habitation; or
ii. Is living in a publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state and local government programs); or
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83 iii. Is exiting an institution where (s)he has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

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

Category 3: Homeless under Federal statutes
• Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who:
i. Are defined as homeless under other listed federal statutes; ii. Have not had a lease, ownership interest, or occupancy agreement in permanent housing during the 60 days prior to the homeless assistance application; iii. Have experienced persistent instability as measured by two moves or more during in the preceding 60 days; and
iv. Can be expected to continue in such status for an extended period of time due to special needs or barriers
Category 4 Fleeing/Attempting to Flee DV
• Any individual or family who:
i. Is fleeing, or is attempting to flee, domestic violence; ii. Has no other residence; and
iii. Lacks the resources or support networks to obtain other permanent housing Homeless Recordkeeping Requirements (576.500)
Category 1 Literally Homeless 24 CFR 576.500 (b)
• Third-party verification will always be attempted first to verify homeless status i. Written observation by the outreach worker; or
ii. Written referral by another housing or service provider; or DRAFT
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84 iii. A written certification by the individual or head of household seeking assistance; or
iv. Records contained in an HMIS or comparable database used by victim service or legal service providers are acceptable evidence of third-party documentation and intake worker observations if the HMIS retains an auditable history of all entries, including the person who entered the data, the date of entry, and the change made; and if the HMIS prevents overrides or changes of the dates on which entries are made.
• Intake Worker Observation will be the second form of homeless status verification • Certification by the individual or head of household seeking assistance stating that (s)he was living on the streets or in shelter will be the last resort of homeless status verification.
• For individuals exiting an institution – one of the forms of evidence above and:
i. Discharge paperwork or written/oral referral, or
ii. Written record of intake worker’s due diligence to obtain above evidence and certification by individual that they exited institution Category 2 Imminent Risk of Homelessness §576.500 (c)
• A court order resulting from an eviction action notifying the individual or family that they must leave; or
• For individuals and families leaving a hotel or motel – evidence that they lack the financial resources to stay; or
• A documented and verified oral statement; and
• Certification that no subsequent residence has been identified; and • Self-certification or other written documentation that the individual lack the financial resources and support necessary to obtain permanent housing Category 3 Homeless under Federal statutes
• Certification by the nonprofit or state or local government that the individual or head of household seeking assistance met the criteria of homelessness under another federal statute; and
• Certification of no permanent housing in last 60 days; and • Certification by the individual or head of household, and any available supporting documentation, that (s)he has moved two or more times in the past 60 days; and • Documentation of special needs or 2 or more barriers
Fleeing/Attempting to Flee DV
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85 • For victim service providers:
i. An oral statement by the individual or head of household seeking assistance which states; they are fleeing; they have no subsequent residence; and they lack resources. Statement must be documented by a self-certification or a certification by the intake worker
• For non-victim service providers:
i. Oral statement by the individual or head of household seeking assistance that they are fleeing. This statement is documented by a self-certification or family is not jeopardized, the oral statement must be verified; and ii. Certification by the individual or head of household that no subsequent residence has been identified; and
iii. Self-certification, or other written documentation, that the individual or family lacks the financial resources and support networks to obtain other permanent housing.

Program Coordination (576.400(c)):

All recipients and subrecipients of ESG program funds are expected to maintain the minimum standards for ongoing system and program coordination and integration of ESG funded activities to the maximum extent practicable. This includes coordination with the following:
• Street Outreach (SO) providers
• Emergency Shelter (ES) providers
• Homelessness Prevention (HP) providers
• Transitional Housing (TH) providers
• Permanent Supportive Housing (PSH) providers
• Rapid rehousing (RRH) assistance providers
Other Homeless Assistance Programs:
• Shelter Plus Care Program
• Supportive Housing Program
• Section 8 Moderate Rehabilitation Program for Single Room Occupancy Program for Homeless Individuals
• HUD-Veterans Affairs Supportive Housing (HUD-VASH);
• Education for Homeless Children and Youth Grants for State and Local Activities (McKinney-Vento Homeless Assistance Act);
• Grants for the Benefit of Homeless Individuals;
• Healthcare for the Homeless;
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86 • Programs for Runaway and Homeless Youth;
• Projects for the Assistance in the Transition from Homelessness; • Services in Supportive Housing Grants;
• Emergency Food and Shelter Program;
• Transitional Housing Assistance Grants for Victims of Sexual Assault, Domestic Violence, Dating Violence, and Stalking Program (section 40299 of the Violent Crime Control and Law Enforcement Act;
• Homeless Veterans Reintegration Program (section 5(a)(1)) of the Homeless Veterans Comprehensive Assistance Act;
• Domiciliary Care for Homeless Veterans Program;
• VA Homeless Providers Grant and Per Diem Program;
• Health Care for Homeless Veterans Program;
• Homeless Veterans Dental Program;
• Supportive Services for Veteran Families Program; and • Veteran Justice Outreach Initiative
Termination and Grievance Procedures (576.402):

Minimum standards for termination of assistance are:
1) In general: If a program violation occurs and the provider terminates assistance as a result, the termination shall follow an established process that recognizes the rights of the individuals affected. Termination shall only occur in the most severe cases after other remedies have been attempted. Termination of individuals and families in projects funded through the ESG program must be consistent with 576.402. 2) Due process rights for individuals and families facing program termination: When terminating assistance to an ESG program participant receiving rental assistance or housing relocation and stabilization services, the required formal process shall minimally consist of:
• Written notice clearly stating the reasons for termination; • Review of the decision that gives the participant opportunity to present objections to the decision and to have representation. Any appeal of a decision shall be heard by an individual different from and not subordinate to the initial decision- maker; and
• Prompt written notice of the final decision on the appeal. • Ability to provide further assistance: Termination will not bar the provider from providing later, additional assistance to the same family or individual DRAFT
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87 Coordinated Entry Participation (24 CFR 576.400(d))
Under the requirements of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act as well as requirements identified by the Continuum of Care (CoC) Program Interim Rule, and HUD’s Notice Establishing Additional Requirements; San Joaquin County has established a Coordinated Entry (CE) process that aims to increase the efficiency of the local crisis response system and improve fairness and ease of access to resources, including mainstream resources. Additional goals of (CE) process include:
• Reduce the burden on households experiencing a housing crisis • Identify the most appropriate housing resource to facilitate a rapid and permanent exit from homelessness
• Prioritize the most vulnerable households with the longest time homeless for housing resources
• Collect system-wide data to inform necessary shifts in resources, identify gaps, and enable data-driven decision making at the CoC, organizational and project levels HMIS Participation (24 CFR 576.400(f))
A Homeless Management Information System (HMIS) is a locally administered, electronic data collection system that stores longitudinal person-level information about persons who access the homeless service system. All recipients and subrecipients of ESG and/or CoC program funds are required to enter and maintain their project data in the local HMIS. HMIS Participation Exceptions include:
• Providers, except for victim service providers shall actively utilize the Homeless Management Information System (HMIS), to enter data on people served and assistance provided under ESG and the CoC Programs.
• Victim service providers shall actively utilize a comparable data system that meets HUD’s standards (24 CFR 576.107 and 578.7(b))
Emergency Shelter
Participant Eligibility
People are eligible for these services if they qualify as “homeless” based on categories (1, 2, or 4) of the “homeless” definition found at 24 CFR 576.232. Eligible activities, in compliance with federal ESG rules (24 CFR 576.102) in addition to the provision of decent, safe, and sanitary emergency shelter accommodations include:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

DRAFT
EXHIBIT 1
964
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION
2026-2027

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 3,220,474 3,240,738 3,229,216. 00 3,255,850.00 26,634 Program Income 70,000 150,000 150,000.00 150, 000.00 - Prior Years Program Income - 1,194,493 1,714,610. 00 200,878.00 (1,513,732) Successor Agency Repayment Program Income 1,397,794 - - - Reprogrammed Funds 592,368 420,441 2,952,551. 00 2,952,551 Prior Year Reprogrammed Funds 1,400,000 462,500 462,500.00 292, 710.00 (169,790) TOTAL SOURCES $ 6,680,636 $ 5,468,172 5,556,326.00 6,851,989.00 $ 1,295,663 USES OF FUNDS:

Program Delivery Costs
CDBG General Program Administration 923,654 648,148 645,843.00 651, 170.00 5,327 Program Delivery 350,000 350,000 400,000.00 400, 000.00 - Total $ 1,273,654 $ 998,148 1,045,843.00 1,051,170.00 $ 5,327 Housing Programs
Housing Loan/Grant Program (Acquisition, Aff Hsg Site Improveme 1,510,261 2,300,024 2,772,551. 00 (2,772,551) Housing Rehab Program 200,000 750,000 - - Emergency Repair Program 60,000 - - - Homeless Support -
Housing Programs Total $ 1,770,261 $ 3,050,024 2,772,551.00 - $ (2,772,551) Subrecipient Assistance (Public Services)
Bread of Life 90,000 120,000.00 (120,000) Children's Home of Stockton 100,000 150,000 135,000.00 ( 15,000) Emergency Food Bank 60,000 75,000 125,000.00 50, 000 Kelly's Angels Foundation 25,000 -
Fair Housing 105,000 200,000 180,000.00 20, 000.00 (20,000) Friends Outside 117,931.44
Second Harvest Food Bank 40,000 45,000 (45,000)
St. Mary's Dining Room 125,000 -
Three Seeds Organization 50,000 -
Tuleburg Press 25,000 60,000.00 60,000
100,000 498,509.20 -
Subrecipient Assistance Total $ 720,000 $ 470,000 737,931.44 518,509.20 $ (90,000) Economic Development Programs
Commercial Rehabilitation Programs
450,000 - -
Business Support Programs 250,000 - - Stockton Entrepreneurship Program 140,000 250,000 - 350,000.00 350, 000 Commercial Façade Improvement Program 235,000 -
Fresh Produce Access Grant - Stocked Full of Produce 30,000 - Removing Barriers for Blight Abatement 400,180 -
Micro Storefront Beautification Grant -
Food Entrepreneurship & Urban Garden Support 150,000 -
Public Infrastructure Improvements - 1,000,000. 00 4,932,309.80 3,932,310 Economic Development Programs Total $ 815,180 $ 950,000 1,000,000.00 5,282,309.80 4,282,310 Debt Service - Section 108 Loan $ 1,961,541 $ - - - TOTAL USES OF FUNDS $ 6,540,636 $ 5,468,172 5,556,325.44 6,851,989.00 $ 1,425,086 2026-2027 SOURCES AND USES DRAFT

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
Total yet to allocated in 2026/27
EXHIBIT 2
965
2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION
2026-2027

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 1,760,707 1,393,227.48 1,382,561.08 1,342,709.20 ( 39,852) Program Income 200,000 200,000.00 100,000.00 (100,000) Prior Years Program Income 1,117,658 595,104.00 437,985.00 437, 985 Reprogrammed Funds -
TOTAL $ 3,078,365 2,188,331.48 1,482,561.08 1,780,694.20 $ 298,133 USES OF FUNDS:

HOME Administration 245,000 164,383.10 138,256.11 134,270.92 ( 3,985) Program Delivery 150,000 150,000.00 150,000.00 150,000.00 - Loan Fund 2,419,259 1,664,964.25 986,920.81 1,295,016.90 308, 096 CHDO Set-Aside 264,106 208,984.12 207,384.16 201,406.38 ( 5,978) TOTAL USES OF FUNDS $ 3,078,365 2,188,331.47 1,482,561.08 1,780,694.20 $ 298,133 2023-2024

ALLOCATION
2024-2025

ALLOCATION
2025-2026

ALLOCATION
2026-2027

ALLOCATION DIFFERENCE
SOURCES OF FUNDS:

New Entitlement 275,046 283,046 284, 821.00 283,814.00 ( 1,007) TOTAL $ 275,046 $ 283, 046 284, 821.00 283,814.00 ( 1,007) -
USES OF FUNDS: -
ESG Administration $ 19,250 $ 21, 228 21, 361.00 21,286.00 $ 21,361 Subrecipient Assistance
Gospel Center Rescue Mission -
Haven of Peace 76,500 -
Women’s Center - Youth/Family Services 76,500 -
Ready to Work -
Central Valley Low Income Housing Corp. 88,296 91,991 109, 230.00 (109,230) CVLIHC ( HMIS Administration) 14,500 -
PREVAIL 169,827 154,230.00 (154,230) Subrecipient Assistance Total $ 255,796 $ 261, 818 263, 460.00 262,528.00 ( 932) TOTAL USES OF FUNDS $ 275,046 $ 283, 046 284, 821.00 283,814.00 $ 20,429

HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME)

EMERGENCY SOLUTIONS GRANT (ESG)
2026-2027 SOURCES AND USES DRAFT
EXHIBIT 2
966
City of Stockton
Legislation Text
File #: 26-0320, Version: 1

PUBLIC HEARING TO ADOPT A RESOLUTION ADOPTING THE FIRE DEPARTMENT PLAN

CHECK FEE STUDY AND APPROVING THE FIRE DEPARTMENT PLAN CHECK FEE

ADJUSTMENTS

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

1. Adopt the Fire Plan Check Fee Study Final Report dated November 2025 as prepared by Matrix Consulting Group;

2. Approve the Fire Plan Check Fee adjustments using a 2-year tiered approach to bring the fees up to the levels as identified in the study and the amended Fire Department Fee Schedule; and

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

Summary
The Department’s Fire Plan Review and related fire prevention service fees were last comprehensively updated in 2008. The Stockton Fire Department (SFD) retained Matrix Consulting Group (Matrix) to conduct a comprehensive Fire Plan Check Fee Study to evaluate whether current fees equitably and proportionately recover the cost of providing fire plan review services and related fire prevention plan review activities associated with construction and fire protection systems. Matrix evaluated all direct and indirect costs associated with delivering these services and concluded that current fee-related revenue does not fully offset the total annual cost resulting in under-recovery of approximately $470,000 annually. The proposed updated fee schedule is designed to align individual service fees with the calculated cost of service delivery, using a 2-year tiered approach.

DISCUSSION
Background
Fire plan review involves the technical examination of building plans and construction documents to ensure compliance with the California Fire Code and other adopted building standards. These reviews identify potential fire and life safety hazards and verify that proposed structures incorporate appropriate fire protection systems and emergency response infrastructure designed to protect life and property.

City of Stockton Printed on 4/23/2026Page 1 of 3
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967
File #: 26-0320, Version: 1
In addition to building plan review, the Department performs plan review services related to fire protection systems, fire alarm systems, underground fire service infrastructure, and other specialized fire prevention plan review functions associated with construction and development.

On December 31, 2024, the Stockton Fire Department issued an informal Request for Proposals seeking qualified consultants to conduct a Fire Plan Check Fee Study. Following evaluation of the proposals received, SFD selected Matrix Consulting Group as the firm whose proposal was determined to be the most advantageous to the City.

Matrix Consulting Group conducted a comprehensive evaluation of the Department’s existing fee structure and the actual cost of providing fire prevention services. The study applied a full cost-of- service methodology using Fiscal Year 2025-26 budgeted salaries and benefits, productive hours, divisional overhead, and departmental support costs. Service time estimates were developed in collaboration with Fire Prevention staff and reviewed for reasonableness to ensure an accurate allocation of costs to each service.

To inform stakeholders and receive community input, Fire Department staff conducted two public outreach meetings regarding the proposed fee adjustments. Meetings were held on December 2, 2025, at the Stockton Civic Auditorium (North Hall) and on December 9, 2025, at the Seifert Community Center. Meeting notices were publicly distributed and included bilingual messaging to encourage participation. Fire Department staff and Matrix Consulting Group also held a meeting with the Industry Working Group (IWG) on April 2, 2026 to provide information about the fire plan check fee study, and to give them an opportunity to provide input regarding the proposed fee adjustments.

Present Situation
The Study (Exhibit 1 to the Resolution) determined that SFD is currently recovering approximately 64 percent of the cost of providing Fire Plan Review and related fire prevention plan review services.

The total annual cost of providing these services is calculated at $1,312,914, compared to $841,174 in fee-related revenue, resulting in an annual deficit of approximately $471,740. The largest source of under-recovery, approximately $199,000 annually, occurs within the Building Plan Check category.

The second largest deficit, approximately $117,000 annually, is associated with Automatic Fire Sprinkler Systems. These variances reflect fee levels that have not kept pace with the actual cost of providing these services. The Study also identified limited areas where minor over-recovery occurs; those categories were adjusted to ensure that no individual fee exceeds the calculated full cost of service.

The results of the fee study are as follows:

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File #: 26-0320, Version: 1
Fee Category Current Revenue Annual Cost Difference
Building Plan Check 236,255.00 435,411.00 (199,156.00)
Land Use / Entitlement Plan
Review
37,101.00 85,973.00 (48,872.00)
Infrastructure Plan Review 8,715.00 20,195.00 (11,480.00) Automatic Fire Sprinkler System 245,207.00 362,110.00 (116,903.00) Fire Sprinkler Appliances 6,680.00 5,833.00 847.00
Underground Fire Service 47,204.00 49,751.00 (2,547.00) Automatic Fire Extinguishing /
Fire Suppression System
22,274.00 23,468.00 (1,194.00)
Fire Alarm Systems / Sprinkler
Monitoring System / Automatic
Fire / Smoke / Heat Detection
System
123,065.00 197,822.00 (74,757.00)
Specialized Gas Detection
Systems
23,604.00 20,160.00 3,444.00
Emergency Responder Radio
Coverage (ERRC)
- 1,320.00 (1,320.00)
Additional Plan Review Services /
Miscellaneous
91,069.00 110,871.00 (19,802.00)
Total 841,174.00 1,312,914.00 (471,740.00)
The recommendation uses a 2-year tiered approach to establish the maximum fees that may be imposed for the identified services. The City Council retains full discretion to adopt the fees at full cost recovery or at a lower level based on policy considerations. Consistent with California law, the proposed fees do not exceed the reasonable cost of providing the associated services and are supported by the cost-of-service analysis prepared by Matrix. Proposed Tier 1 reflects cost levels for the Fiscal Year 2025-2026; beginning in Fiscal Year 2026-27, the fees will be adjusted by the Consumer Price Index (CPI) as determined by the City’s Budget Office and will be incorporated through the City’s annual budget adoption process. Proposed Tier 2 of the updated plan check fees will be implemented in FY2027-28 and adjusted based on the applicable CPI through the City’s annual budget development process. Each year thereafter, the fees will be increased by the CPI as determined by the City’s annual budget development and adoption process.

FINANCIAL SUMMARY
Implementation of the updated Fire Plan Check Fees and amended Fire Department Fee Schedule is projected to generate approximately $331,622 in year one, and an additional $140,118 in year 2, for a total of $471,740 in additional annual revenue for the Fire Prevention Development Services Special Revenue Fund 220-225. There is no impact to the General Fund, or to any unrestricted funds, from this action.

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969
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION ADOPTING THE FIRE PLAN CHECK FEE STUDY AND APPROVING

THE FIRE DEPARTMENT PLAN CHECK FEE ADJUSTMENTS
The Stockton Fire Department provides fire plan review and related fire prevention services to ensure compliance with the California Fire Code and other adopted building standards; and

The City’s Fire plan review and related fire prevention service fees were last comprehensively updated in 2008 and no longer reflect the actual cost of providing these services; and

The Stockton Fire Department retained Matrix Consulting Group to conduct a comprehensive Fire Plan Check Fee Study to evaluate the full cost of providing fire plan review and related fire prevention services; and

The Stockton Fire Department will use a 2-year tiered approach to align individual service fees with the calculated cost of service delivery and to ensure that the fees do not exceed the reasonable cost of providing the associated services, consistent with California law; and
Fire Department staff and Matrix Consulting Group c onducted public outreach meetings on December 2, 2025, and December 9, 2025, to inform stakeholders and provide an opportunity for public input regarding the proposed fee adjustments; and On April 2, 2026, Fire Department staff and Matrix Consulting Group conducted a meeting with the Industry Working Group (IWG), to provide information about the fire plan check fee study, and to give them an opportunity to provide input regarding the proposed fee adjustments; and
On April 28, 2026, the City Council conducted a duly noticed Public Hearing and at the Public Hearing has been informed and considered all materials in relation to the Proposed Fire Plan Check Study; and
The City Council is authorized and has determined t o approve the Proposed Fire Plan Check Study and act accordingly on the matter; now, therefore,

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

1. The City Council hereby approves the Plan Check Fee Study Final Report dated November 2025 as prepared by Matrix Consulting Group, a copy of which is attached hereto as Exhibit 1 and incorporated by this reference. 970

2. The City Council approves the amendment of the Fiscal Year 2025-26 Fee Schedule for the Fire Department’s Plan Check Fees as shown in Exhibit 2.

3. The City Council approves Fire Department Plan Check fee adjustments, implemented over a 2-year tiered approach as identified in Exhibit 3, a copy of which is attached hereto and incorporated by this reference and the amended Fire Department Fee Schedule.

4. Following Fiscal Year 2025-26, the 2-year tier approach will be implemented as highlighted in Exhibit 3. Fees will be adjusted by the recommended Consumer Price Index (CPI) in both Year 1 and Year 2 through the City’s annual budget development process. Year 1 Fees will be adjusted by the CPI as determined by the annual budget development process for FY 2026-27. Year 2 Fees will be adjusted by the combined CPI for Year 1 (FY 2026-27) and the CPI for Year 2 (FY 2027-28), as determined by the City’s annual budget development and adoption process.

5. Each year thereafter, the Fees will be increased by the CPI as determined by the City’s annual budget development and adoption process.

6. The City Manager, or designee, is hereby authorized to take all appropriate and necessary actions to implement and administer the updated Fire Plan Check fees and amended Fire Department Fee Schedule in accordance with applicable law and City policy.

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

8. This Resolution shall be eligible to take effect 60 days after adoption.

PASSED, APPROVED, and ADOPTED April 28, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
971
Stockton, CA

FIRE PLAN CHECK FEE STUDY

FINAL REPORT
November 2025
Final Version 4/6/2026
EXHIBIT 1
972
INTRODUCTION AND EXECUTIVE SUMMARY 1
LEGAL FRAMEWORK 4
USER FEE STUDY METHODOLOGY 7
MODIFICATIONS 9
DETAILED RESULTS 12
ANNUAL REVENUE IMPACT 15
RECOMMENDATIONS 16
APPENDIX – COMPARATIVE SURVEY 18

TABLE OF CONTENTS
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MATRIX CONSULTING GROUP 1
The re
port that follows presents the results of the Fire Plan Check Fee Study conducted by Matrix Consulting Group for the Stockton Fire Department (Department).

PROJECT BACKGROUND AND OVERVIEW
The Stockton Fire Department’s fees were last updated in 2008. In 2020, Matrix Consulting Group conducted a comprehensive fee study for the Department; however, the results were not adopted due to the economic climate. The Department is looking to re-evaluate the relationship between its service costs and the fees associated with construction, fire protection systems, and emergency responder radio coverage. For this analysis, the project team used the prior study as a foundation, focusing specifically on the plan check component. The results of this study provide the Department with a tool to better understand current service levels and the associated costs.

GENERAL PROJECT APPROACH AND METHODOLOGY
The methodology employed by Matrix Consulting Group is a widely accepted “bottom up” approach to cost analysis, where time spent per unit of fee activity is determined for each position within a Department or Program. Once the time spent on a fee activity is defined, all applicable fire prevention costs are then considered in calculating the “full” cost of providing each service. The following table provides an overview of the types of costs applied in establishing the “full” cost of services provided by the Department:

TABLE 1: OVERVIEW OF COST COMPONENTS
Cost Component Description
Direct Fiscal Year 2025-26 Budgeted salaries, benefits, and allowable expenditures.

Indirect Division, departmental, clerical, and Department-wide support.

Together, the cost components in the table above comprise the calculation of the total “full” cost of providing a service, regardless of whether a fee for that service is charged. The work accomplished by Matrix Consulting Group in the analysis of the proposed fees for service involved the following steps:
• Staff Interviews: The project team interviewed staff regarding their needs for clarification of the structure of existing fee items or for the addition of new fee items. • Data Collection: Data was collected for each permit/service, including time estimates. In addition, all budgeted costs and staffing levels for Fiscal Year 2025-26 were entered into Matrix Consulting Gr
oup’s analytical software model.

INTRODUCTION AND EXECUTIVE SUMMARY
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• Cost Analysis: The full cost of providing each service included in the analysis was established. Cross- checks, including allocating no more than 100% of staff resources to both fee- and non-fee-related activities, ensured the validity of the data used in the analysis. • Comparative Survey: A review of the surrounding jurisdictions’ (identified by the Department) published fee schedules and public documents (i.e., agenda items, staff reports, budgets, fee schedules, and ordinances) was conducted to provide a comparative fee analysis. • Review and Approval of Results with Staff: Department management has reviewed and approved these documented results.

A more detailed description of user fee methodology and legal and policy considerations is provided in subsequent chapters of this report.

SUMMARY OF RESULTS
When comparing fee-related revenue with the calculated total annual cost, the Department is under- recovering its costs by approximately $472,000, or 64%. The following table shows the revenue collected, total annual cost, resulting difference, and resulting cost recovery percentage for Plan Check-related services.

TABLE 2: ANNUAL COST RECOVERY ANALYSIS
Service Area
Fee-Related
Revenue
Fee-Related
Cost Difference
Cost
Recovery %
Fire Plan Check Services $841,174 $1,312,914 ($471,740) 64%

The most significant deficiencies are in Building Plan Check and Automatic Fire Sprinkler Systems, which account for about $199,000 and $117,000 of the deficit, respectively.

The detailed documentation of this study reveals over-collection for some fees (per unit) and undercharging for most others. The results of this analysis will provide the fire prevention division with guidance on how to right-size their fees to ensure each service unit is set at a level that does not exceed the full cost of providing that service. The display of the cost recovery figures in this report is intended to provide a basis for policy development discussions among Council members and fire prevention staff. It does not constitute a recommendation on how or where the City Council should act. The setting of the “rate” or “price” for services, whether at full cost recovery or at a lower level, is a policy decision to be made only by the City Council, with input from fire prevention staff and the community.

IMPLEMENTATION RECOMMENDATIONS
This report provides the Department with detailed information regarding cost recovery at the unit level.

To ensure the Department can effectively utilize the information in this report and implement the results appropriately, Matrix Consulting Group has provided the following recommendations.

1. Adopt a formal policy regarding cost recovery goals.

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MATRIX CONSULTING GROUP 3

2. Adopt an annual fee-increase mechanism to raise its fees each year to keep pace with cost- recovery goals and market conditions.

3. Perform a comprehensive update of its Fee Assessment every 5 to 7 years.

The above measures will help the Department document any cost-recovery decisions and allow future decision-makers to understand the fees charged for services and the reasons for any subsidies.

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MATRIX CONSULTING GROUP 4

This section of the report provides an overview of the legal rules and regulations governing what constitutes a fee-for-service, how those fees can be calculated, general principles, philosophies, and policy considerations for setting fees for service.

LEGAL FRAMEWORK
A “user fee” is a charge for a service provided by a governmental agency to a public citizen or group.

California has several Government Codes and Propositions that regulate fees for service, with the purpose of ensuring that fees are reasonable and justified. The most prominent and relevant of these include:
v Proposition 26: Passed in 2010, specifically outlined the difference between a fee and a tax and dictates that fees must be directly related to a service and cannot exceed the reasonable cost of that service.
v Government Code § 50076: clarifies that fees for service costs are not special taxes and do not need voter approval.
v Government Code § 65104: gives local governments the authority to charge planning and zoning fees to recover processing costs.

When determining service fees, it is important to ensure there is a direct benefit—the service is provided directly to the payer—and that the fees are cost-based and do not exceed the reasonable cost of providing the service.

GENERAL PRINCIPLES AND PHILOSOPHIES REGARDING USER FEES Local governments provide many types of general services to their communities. While all services provided by local government are beneficial to constituents, some services are globally advantageous to all citizens, while others offer more direct benefits to specific groups or individuals. The following table provides examples of services provided by local government within a continuum of the degree of community benefit received:

LEGAL FRAMEWORK
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TABLE 3: SERVICES IN RELATION TO BENEFIT RECEIVED
Funding for local government is obtained from myriad sources, such as taxes, fines, grants, special charges, and user fees. In recent years, alternative tax revenues, which typically offset subsidies for community services, have become increasingly limited. These limitations have led to increased attention on user fees as a revenue source that can offset costs otherwise subsidized (usually) by the general fund. In Table 3, services in the “global community benefit” section are primarily funded by voter- approved tax revenues. In the middle of the table, one typically finds a mixture of taxes, user fees, and other funding sources. Finally, in the “individual or group benefit” section of the table, are the services provided by local government that are typically funded almost entirely by user fees.

The following are two central concepts regarding the establishment of user fees:
v Fees should be assessed according to the degree of individual or private benefit gained from services. For example, the processing and approval of a land use or building permit generally result in a monetary gain for the applicant, whereas Police services and Fire Suppression are essential to the saf
ety of the community at large.
v A profit-making objective should not be included in the assessment of user fees. In fact, California law requires that charges for services be in direct proportion to the costs of providing those services.

Once a service charge exceeds the actual cost of providing the service, the term “user fee” no longer ap
plies. The charge then becomes a tax subject to voter approval.

Therefore, it is commonly accepted that user fees are set at a level that recovers, at most, the cost of providing a particular service.

GENERAL POLICY CONSIDERATIONS REGARDING USER FEES
Undoubtedly, there are programs, circumstances, and services that justify a subsidy from a tax-based or alternative revenue source. However, it is essential that jurisdictions prioritize the use of revenue sources for service provision based on the continuum of benefits received.

Within services typically funded by user fees, Matrix Consulting Group recognizes several reasons why fire prevention staff or the City Council may not advocate full cost recovery. The following factors are key policy considerations in setting fees at less than 100 percent of cost recovery:
"Global" Community Benefit
•Police
•Park Maintenance
•Fire Suppression
"Global" Benefit and an
Individual or Group Benefit
•Recreation / Community
Se
rvices
•Fire Prevention
Individual or Group Benefit
•Building Permits
•Planning and Zoning
Appro
val
•Engineering Development
Review
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v Limitations posed by an external agency. The State or an outside agency will occasionally set a maximum, minimum, or limit the jurisdiction’s ability to charge a fee at all. Examples could include State-licensed residential care facilities.
v Encouragement of desired behaviors. Keeping fees for certain services below full cost recovery may lead to better community compliance. For example, suppose the cost of a vegetation management plan is too high. In that case, the community may not be able to obtain approval from the fire department, which could lead to hazardous conditions.
v Effect on demand for a particular service. Sometimes raising the “price” charged for services can reduce the number of program participants. This is essentially the case in Fire Prevention programs, such as CPR, CERT, Fall Prevention, or defensible space evaluations, where participants may compare the City’s fees to those of surrounding jurisdictions or other options for support activities. v The benefits received by the service user and the community at large are mutual. Many services that directly benefit a group or individual equally benefit the community as a whole. Examples include event booth inspections and Fire/EMS standby at specific types of special events.

Matrix Consulting Group recognizes the need for policies that intentionally subsidize certain activities.

The primary goals of a Fee Study are to provide a fair and equitable basis for determining the costs of providing services and ensure that the fire prevention division complies with State law.

SUMMARY OF LEGAL RESTRICTIONS AND POLICY CONSIDERATIONS Once the full cost of providing services is known, the next step is to determine the “rate” or “price” for services at a level not more than the full cost. The Council is responsible for this decision, which often involves striking a balance between service levels and funding sources. The placement of a service or activity within the continuum of benefit received may require extensive discussion and, at times, fall into a “grey area.” However, with the resulting cost-of-service information from this Analysis, the Council can be assured that the adopted fee-for-service is reasonable, fair, and legal.

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MATRIX CONSULTING GROUP 7

The Matrix Consulting Group utilizes a cost allocation methodology commonly known and accepted as the “bottom-up” approach to establishing User Fees. The term means that several cost components are calculated for each fee or service. These components then build upon each other to comprise the total cost for providing the service. The following chart describes the elements of a full cost calculation:

The following subsections discuss the two components of the full cost basis.

TIME ESTIMATION
The use of time estimates is a reasonable and defensible approach, especially since experienced staff members who understand service levels and the unique processes of the fire prevention division developed them. The project team worked closely with fire prevention staff in developing time estimates with the following criteria:
• Estimates represent the average time required to provide services. Extremely difficult or abnormally simple projects are not factored into the analysis.
• Estimates reflect the time required for the position or positions that typically perform the service. • Estimates are reviewed by the project team for “reasonableness” against their experience with other agencies.
• Estimates were not based on time-in-motion studies, as they are not practical for the scope of services and the time frame of this project.
• Estimates match current or proposed staffing levels to ensure no over-allocation of staff resources to fee- and non-fee-related activities.

Matrix Consulting Group agrees that while the use of time estimates is not perfect, it is the best alternative available for setting a standard level of service on which to base a jurisdiction’s fees for service, and it meets the requirements of California law.

FULLY BURDENED HOURLY RATES
The fully burdened hourly rates calculated through this study include the following components:
v Salaries: FY25-26 Budgeted salaries were utilized and consolidated at the positional level.

TIME ASSUMPTION
(by position)

FULLY BURDENED
HOURLY RATE Total Cost

USER FEE STUDY METHODOLOGY
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MATRIX CONSULTING GROUP 8
v Benefit
s: FY25-26 Budgeted benefits were utilized and consolidated at the positional level. v Productive Hours: Based on Stockton Fire Department’s current personnel system rules, working or pr
oductive hours were calculated. This means taking the starting total working hours and reducing th
em by vacation, sick leave, holidays, training, and administrative leave, based on each bargaining uni
t.
v Departmental/Divisional Overhead: This captures any internal service charges or operating supply costs, such as vehicle expenses, supplies, and other related expenses. Additionally, this component includes the cost associated with support from the Fire Chief, Administrative, and Analytical staff who do not directly work on fees.

Together, these components result in the generation of fully burdened hourly rates by position/classification and/or by department /division. These rates were multiplied by the time assumptions to calculate the full cost of services noted in this report.

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MATRIX CONSULTING GROUP 9

The Stockton Fire Department provides fire suppression, fire prevention, and emergency services to the City of Stockton and the surrounding Fire Districts it supports. The scope of fee-related services included in this analysis is plan check services related to construction projects, fire protection systems, and emergency responder radio coverage.

In discussions with staff, the following modifications were proposed to the current plan check portion of the fee schedule:
v New Fees: Staff proposed the addition of the following fees to capture new services or to capture services already provided but not codified in the current fee schedule:

Ø Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.) § ‘Alterations (Wet Systems Only) - 1-10 heads’ was added as an over-the-counter permit. § A ‘per system’ fee for ‘Special Hazard Fire Extinguishing Foam Water Spray Nozzle System’ was added.

Ø Fire Alarm Systems / Sprinkler Monitoring System/Automatic Fire/Smoke/Heat Detection System
§ ‘Extension to Existing System (Up to Five Devices)’
§ ‘Fire Alarm System for Large Day Care’
§ ‘Panel / Dialer Replacement’
Ø An Emergency Responder Radio Coverage (ERRC) category was added with two fees: a ‘per hour’ ‘Preliminary Testing’ fee and a ‘per system’ ‘Plan Check & Functional Testing’ fee.

Ø Additional Plan Review Services / Miscellaneous
§ ‘Up to 90 Day Extension (Limit 2 Per Fire Marshal Approval)’ § ‘Demolition Work’
§ ‘Office of Statewide Health Planning and Development (OSHPD) Review’ § ‘Department of State Architecture (DSA) Review’
§ ‘San Joaquin County Building Permit Plan Review’
v Eliminated Fees: Staff proposed eliminating the following plan check fees from their fee schedule as these services are no longer offered or are no longer under the purview of the Department’s responsibilities:

Ø The fees associated with ‘Photovoltaic (Solar) System Plan Check’ were eliminated as the applicant will now be charged for these services under the building permit.

MODIFICATIONS
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Ø Under Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.), ‘NFPA 13-R System’ was eliminated.

Ø Under Additional Plan Review Services / Miscellaneous, ‘Over the Counter (Express)’ was eliminated.
v Expanded Fees: Staff proposed expanding the following fees to more accurately capture the complexity of services offered:

Ø Underground Fire Service
§ ‘Fire Service for Fire Sprinkler System’ was expanded into a ‘Base’ and ‘Per Lateral’ category. § ‘Fire Service for Private Fire Hydrant System’ was expanded into a ‘Base’ and ‘Per Hydrant’ category.

Ø Automatic Fire Extinguishing / Fire Suppression System (Clean Agent, Dry Chemical, Hood & Duct)
§ ‘Clean Agent Fire Suppression /Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.)’ was expanded into the following three categories: ‘1-5 Nozzles’, ‘6-10 Nozzles’, and ‘11+ Nozzles’.

Ø Fire Alarm Systems / Sprinkler Monitoring System/Automatic Fire/Smoke/Heat Detection System
§ A ‘per device’ fee for ‘Over 100 devices’ was added to the ‘Fire Alarm System’ tier.

v Consolidated Fees: To streamline the fee schedule, staff proposed the following consolidations:

Ø Building Plan Check was consolidated into two categories: a ‘Base Fee’, which encompasses two reviews and two inspections, and an additional ‘Plan Check Hourly Rate’, applicable to any reviews beyond the two included in the base fee.

Ø To avoid duplicates, all fees associated with the Specialized Fire Sprinkler System category were consolidated into Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre- Action, etc.) fees.

Ø To avoid duplicates, all fees associated with the Automatic Fire Detection System category were consolidated into the following categories: Fire Alarm Systems / Sprinkler Monitoring Systems, Automatic Fire/Smoke/Heat Detection Systems.

Ø The Specialized Gas Detection Systems (Ammonia / Carbon Monoxide / Refrigerant / Hydrogen / Medical Gas / C02) category and all fees associated with the Water Flow category were consolidated into two ‘per system’ fees: ‘Detection Services’ and ‘All Other’.

Ø All revision fees within the Additional Plan Review Services / Miscellaneous category were consolidated into a single ‘per review’ fee titled ‘Each Additional Cycle / Review’. v Modified Fees: Staff proposed the following miscellaneous modifications to improve the transparency and usability of their fee schedule:

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Ø Currently, ‘Land Use / Entitlement Plan Review’ and ‘Infrastructure Plan Review’ are captured based on an hourly rate. Staff proposed creating two flat fees that account for these frequently used plan reviews.

Ø The
following fee names were reworked to reflect the service provided more accurately:
§ Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.) • ‘NFPA 13 System’ was renamed ‘New Fire Protection System’ • ‘Alterations’ was renamed ‘Alterations (Wet Systems Only)’ • ‘Alterations - 1-20 heads’ was renamed ‘Alterations – 11-20 heads’ § Underground Fire Service
• Replace Fire Dept. Connection/Fire Hydrant/Post Indicator Valve/Other’ was renamed ‘New/Replace/Repair Fire Dept. Connection/Fire Hydrant/Post Indicator Valve/Backflow De
vice/Other
§ Automatic Fire Extinguishing / Fire Suppression System (Clean Agent, Dry Chemical, Hood & Duct)
• ‘Clean Agent Fire Suppression System (includes FM 200, Inergen, C02, Novec, etc.)’ was renamed ‘Clean Agent Fire Suppression /Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.)’
§ Additional Plan Review Services / Miscellaneous
• ‘Expedite Request (Review and approved within 3 business days)’ was renamed ‘Expedite Request’.
• ‘Fi
re Marshal Review’ was renamed ‘Fire Marshal Review (Alternative Materials & Me
thods)’
The modifications noted ensure that the proposed Fire Plan Check fee schedule more accurately reflects the services provided by Department staff.

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MATRIX CONSULTING GROUP 12

o

The motivation behind a cost of services (User Fee) analysis is to provide City Council and Department staff with an understanding of the cost of delivering services and whether current fees cover those costs. The results of this study should be used to adjust fees so that services are maintained at a level that is both acceptable and effective for the community, while also being fiscally responsible.

It should be noted that the results presented in this report are not a precise measurement. In general, a cost-of-service analysis takes a “snapshot in time,” utilizing a fiscal year's financial and operational information. Changes to the structure of fee names, along with the use of time estimates, allow only for a reasonable projection of subsidies and revenue. Consequently, the Council and staff should rely conservatively upon these estimates to gauge the impact of implementation going forward. The complete analytical results were provided to fire prevention staff under separate cover from this summary report.

The Department administers fees for plan check services related to construction projects, fire protection systems, and emergency responder radio coverage. The total cost calculated for each service includes direct staff costs and divisional/departmental overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 4: TOTAL COST PER UNIT RESULTS
Fee Name Unit Current Fee Total Cost Difference
Building Plan Check
Plan Check - Express Each $281 $850 ($569)
Plan Check
Base Fee Each $562 $987 ($425)
Plan Check hourly rate Per Hour $249 $182 $67
Land Use / Entitlement Plan Review
Land Use / Entitlement Plan Review Each $249 $577 ($328) Infrastructure Plan Review
Infrastructure Plan Review Each $249 $577 ($328)
Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.) New Fire Protection System

1-20 heads Per Riser $811 $914 ($103)
21-99 heads Per Riser $1,436 $1,468 ($32)
100-400 heads Per Riser $1,686 $2,244 ($558)
Over 400 heads Per Riser $1,935 $3,197 ($1,262)
NFPA 13-D System Per System $875 $1,482 ($607)
Alterations (Wet Systems Only)
1-10 heads Per Riser $437 $614 ($177)
11-20 heads Per Riser $437 $705 ($268)
21-99 heads Per Riser $875 $1,108 ($233)
100-plus heads Per Riser $1,124 $1,482 ($358)

DETAILED RESULTS
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Fee Name Unit Current Fee Total Cost Difference
Special Hazard Fire Extinguishing Foam Water Spray
Nozzle System
Per System New $1,970 N/A
Fire Sprinkler Appliances
Standpipe Systems (wet, dry, combo) Each $811 $869 ($58) Fire Hose Racks Each $562 $869 ($307)
Fire Pump (plan check & test) flat rate Each $1,686 $1,365 $321 Underground Fire Service
Fire Service for Fire Sprinkler System

Base Base $1,436 $1,306 $130
Per Lateral Each Modified $580 N/A
Fire Service for Private Fire Hydrant System

Base Base $1,436 $1,306 $130
Per Hydrant Each Modified $580 N/A
Emergency Repair for Underground Fire Service Each $875 $839 $36 New/Replace/Repair Fire Dept. Connection/Fire
Hydrant/Post Indicator Valve/Backflow Device/Other Each $562 $839 ($277) Automatic Fire Extinguishing / Fire Suppression System (Clean Agent, Dry Chemical, Hood & Duct) New

1-11 Flow Points Flat $811 $960 ($149)
12-22 Flow Points Flat $1,060 $1,140 ($80)
23 or more flow points Flat $1,373 $1,411 ($38)
Alteration to Existing System $562 $869 ($307)
Clean Agent Fire Suppression /Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) 1 - 5 Nozzles Flat $1,373 $960 $413
6 - 10 Nozzles Flat $1,373 $1,140 $233
11+ Nozzles Flat $1,373 $1,411 ($38)
Fire Alarm Systems / Sprinkler Monitoring System / Automatic Fire / Smoke / Heat Detection System Fire Alarm System

1-10 devices Flat $811 $1,195 ($384)
11-25 devices Flat $1,124 $1,646 ($522)
26-50 devices Flat $1,373 $2,104 ($731)
51-100 devices Flat $1,686 $2,814 ($1,128)
Over 100 devices Per Device $17 $29 ($12)
Each Additional Story (above or below 1st floor) Each $249 $651 ($402) Extension to Existing System (Up to Five Devices) Flat New $778 N/A Fire Alarm system for Large Day Care Flat New $778 N/A
Panel / Dialer Replacement Each New $778 N/A
Specialized Gas Detection Systems (Ammonia / Carbon Monoxide / Refrigerant / Hydrogen / Medical Gas / C02)
Detection Systems Per System $1,124 $960 $164
All Others Per System $1,124 $960 $164
Emergency Responder Radio Coverage (ERRC)
Preliminary Testing Per Hour New $236 N/A
Plan Check & Functional Testing Per System New $1,320 N/A Additional Plan Review Services / Miscellaneous
Each Additional Cycle/Review Per Review $249 $452 ($203) Hourly Rate (plan review) Per Hour $249 $182 $67
Expedite Request Each Double Permit Fee
Work Performed Without Permit(s) Each Double Permit Fee EXHIBIT 1
986

STOCKTON FIRE PLAN CHECK FEE STUDY
MATRIX CONSULTING GROUP 14
Fee Name Unit Current Fee Total Cost Difference
"As Built" Drawings Per Submittal $125 $543 ($418)
Up to 90 Day Extension (Limit 2 Per Fire Marshal
Approval) Each $85 $270 ($185)
Demolition Work Each New $270 N/A
Office of Statewide Health Planning and Development
(OSHPD) Review Per Review New $1,458 N/A
Department of State Architecture (DSA) Review Per Review New $1,458 N/A San Joaquin County Building Permit Plan Review Each New $1,515 N/A Fire Marshal Review (Alternative Materials & Methods) Each $313 $817 ($504) Technology Fee - Fire % of Permit New 2.51% N/A
Generally, the fees evaluated through this analysis tend to under-recover. The largest under-recovers at $1,262 and $1,128 are in relation to ‘Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.) – Over 400 heads’ and ‘Fire Alarm Systems / Sprinkler Monitoring System/Automatic Fire/Smoke/Heat Detection System – 51 – 100 devices’ respectively.

Overages range from a high of $413 for ‘Clean Agent Fire Suppression /Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) – 1-5 Nozzles’ to a low of $32 for ‘New Fire Protection System 21-99 heads’. Most overages result from staff recommendations to re-categorize various services, allowing staff time and effort to be more accurately aligned with project complexity.

As part of this analysis, the project team calculated a fire-specific Technology Fee. The intent behind the surcharge is to allow the City to recover costs associated with the software licensing of the permit and plan check systems used (Acella, Bluebeam, etc.), as well as the eventual replacement costs of the systems, annual maintenance of the systems, and other related expenses. Annual staffing and licensing costs were divided by total projected annual fire revenue, resulting in a 2.51% fee to be assessed on all fire prevention fees, not just plan check fees.

It is best practice to collect and account for the Technology surcharge in a separate account or subaccount, as this ensures compliance with funding requirements, enables the appropriate allocation of funds to long-term technology-related activities, and mitigates potential issues arising from the commingling of funds.

EXHIBIT 1
987

STOCKTON FIRE PLAN CHECK FEE STUDY
MATRIX CONSULTING GROUP 15
o
Based on the prior year’s workload information, the Department has a deficit of roughly $472,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 5: ANNUAL RESULTS – STOCKTON FIRE DEPARTMENT
Fee Category
Revenue at
Current Fee Annual Cost Difference
Building Plan Check $236,255 $435,411 ($199,156)
Land Use / Entitlement Plan Review $37,101 $85,973 ($48,872) Infrastructure Plan Review $8,715 $20,195 ($11,480)
Automatic Fire Sprinkler System $245,207 $362,110 ($116,903) Fire Sprinkler Appliances $6,680 $5,833 $847
Underground Fire Service $47,204 $49,751 ($2,547)
Automatic Fire Extinguishing / Fire Suppression System $22,274 $23,468 ($1,194) Fire Alarm Systems / Sprinkler Monitoring System /
Automatic Fire / Smoke / Heat Detection System $123,065 $197,822 ($74,757) Specialized Gas Detection Systems $23,604 $20,160 $3,444 Emergency Responder Radio Coverage (ERRC) $0 $1,320 ($1,320) Additional Plan Review Services / Miscellaneous $91,069 $110,871 ($19,802) Total $841,174 $1,312,914 ($471,740)
The largest source of the deficit, at $199,000, is within the Building Plan Check category, specifically for the ‘Plan Check’ fee. The City currently charges $562 per review, while the calculated full cost is $987, resulting in a per-unit deficit of $425. Given that this fee was applied roughly 300 times during the past fiscal year, this variance accounts for the majority of the cost-recovery gap.

The next most significant deficit, totaling $117,000, is associated with the Automatic Fire Sprinkler category. The ‘NFPA 13-D System’ and ‘New Fire Protection System – Over 400 heads’ fees make up a majority of the difference. As with Building Plan Check, the existing fee levels are lower than the calculated costs, and even slight adjustments would significantly improve cost recovery.

Two categories, Specialized Gas Detection Systems ($3,100) and Fire Sprinkler Appliances ($963), show minimal overages. Both categories were modified following discussions with City staff, and the resulting proposed fee structure more accurately reflects the current level of service offered. It is typical to see adjustments like these during fee studies, as part of the goal of ensuring the fees reflect current process improvements and staff effort.

The typical cost recovery range for Fire Prevention services is 80%-100%. The Department is at 64%, which is below the typical range.

Overall, the department should review these results and adjust fees to align with cost-recovery goals.

ANNUAL REVENUE IMPACT
EXHIBIT 1
988

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 16

This chapter presents recommendations to strengthen the Fire Department’s Plan Check fee structure and overall cost recovery framework. The recommendations address strategies for refining fee calculation methodologies, establishing a regular timeline for comprehensive fee studies, implementing an annual fee adjustment mechanism, and developing formal cost recovery policies. Together, these recommendations aim to enhance transparency, ensure long-term cost recovery, and maintain the Department’s plan check services as both financially sustainable and responsive to community needs.

FORMALIZED COST RECOVERY POLICY
This study has identified areas where the Department is under-collecting the costs associated with providing services. Other City revenue sources are therefore subsidizing this known funding gap.

Whenever a cost recovery policy is established at less than 100% of the full cost of providing services, a known funding gap is recognized.

The Governmental Finance Officers Association’s (GFOA) best practices for Establishing Government Charges and Fees state that governmental entities should adopt formal policies regarding charges and fees which include the jurisdiction’s intention to recover the full cost or partial costs of providing services, sets forth circumstances under which the jurisdiction might set a charge or fee at less than or more than 100% of full cost, and outlines the considerations that might influence pricing decisions.

The development of cost recovery policies and procedures ensures that current and future decision- makers understand how and why fees were determined and set. It provides a roadmap for ensuring consistency as the Department moves forward. Policies can be general in nature and can apply broadly to the Department as a whole, or to specific divisions or programs. Division- or program-specific policies enable the Department to manage cost recovery for various types of services, ensuring alignment with fiscal goals and community benefits.

INCREASE MECHANISMS
To keep fees aligned with cost recovery goals and keep pace with inflation and other market conditions, the Department should adopt an annual increase mechanism. The development of annual update mechanisms allows jurisdictions to maintain current levels of cost recovery while accounting for increases in expenditures related to permit services. The two most common types of update

RECOMMENDATIONS
RECOMMENDATION #1
The Department should review current cost recovery levels and adopt a formal policy regarding cost recovery.

EXHIBIT 1
989

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 17

mechanisms are the Consumer Price Index (CPI) and the Cost of Living Adjustment (COLA). The following points provide further detail on each mechanism. • COLA/Personnel Cost Factor: Jurisdictions often provide their staff with annual salary adjustments to account for increases in local costs of living. These increases are not tied to merit or seniority, but rather intended to offset rising costs for housing, gas, and other livability factors. Generally, these factors are around two or three percent annually.
• CPI Factor: A standard method of increasing fees or costs is to look at regional cost indicators, such as the Consumer Price Index. The Bureau of Labor Statistics calculates these factors, which are released at various intervals throughout the year and are specific to each region.

The Department should review its current options internally (COLA) and externally (CPI) to determine which better reflects the Department’s and the City's goals. If choosing a CPI factor, the Department should specify which CPI to use, including the specific region and adoption date. If selecting an internal factor, the Department should again specify which factor, if multiple exist.

COMPREHENSIVE ANALYSIS UPDATE
The purpose of a comprehensive update is to revisit the analytical structure, service-level estimates, and assumptions from the previous study, and to account for any significant shifts in cost components, organizational structures, code changes, and other relevant factors. However, conducting an annual comprehensive analysis of fee-related services and costs would be time-consuming and costly.

The Government Finance Officers Association’s (GFOA) best practices for Establishing Government Charges and Fees state that governmental entities should review and update fees periodically based on factors such as the impact of inflation, other cost increases, and adequacy of cost recovery, use of services, and the competitiveness of current rates to avoid significant infrequent fee increases.

A general rule of thumb for comprehensive fee analyses is between five and seven years, as this allows for jurisdictions to ensure they account for organizational changes such as staffing levels and merit increases, as well as process efficiencies, code or rule changes, or technology improvements.

RECOMMENDATION #3
The City should perform a comprehensive update of its Fee Assessment every 5 to 7 years.

RECOMMENDATION #2
The City should adopt an annual fee-increase mechanism to raise its fees each year to keep pace with cost-recovery goals and market conditions.

EXHIBIT 1
990

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 18

As part of the Cost of Services (User Fee) study for the Stockton Fire Department, Matrix Consulting Group conducted a comparative survey of user fees. The City identified three agencies to be included in the comparative survey: the Coastside Fire Protection District, the Cosumnes Community Services District, and the Livermore-Pleasanton Fire Department1. The project team then reviewed public documents (i.e., agenda items, staff reports, budgets, fee schedules, and ordinances) and/or contacted jurisdictions to obtain comparative information.

While this full report provides the Department with a reasonable estimate and understanding of the actual costs of providing services, many jurisdictions also wish to benchmark themselves against other comparable jurisdictions to understand the local “rates” for similar services. This type of comparative analysis enables the City to determine the types of fee level changes its community can tolerate.

However, benchmarking does not provide adequate information regarding the relationship of other jurisdictions’ costs to their fees (i.e., policy decisions to subsidize, cost recovery goals, etc.). To contextualize this portion of the analysis, the project team provided economic and recency factors for the comparable jurisdictions.

The following sections detail various factors to consider when reviewing comparative survey results, as well as graphical comparisons of current fees and total calculated costs for multiple permits issued or services provided by the City.

ECONOMIC FACTORS
To provide additional context for the comparative survey information, the project team collected economic data for the included jurisdictions. Three critical economic factors to consider when comparing fees across multiple jurisdictions are: population, budget, and workforce size. These factors can impact how and when fees are administered. For instance, a jurisdiction with a smaller population may choose not to charge a fee, or a smaller workforce size may limit its ability to administer a fee effectively. The following tables rank each jurisdiction from smallest to largest for each of these economic factors:

1 While the Livermore – Pleasanton Fire Department is a single entity they charge different rates based on where the project is located . Due to this they will be represented separately to show fees administered by either city.

APPENDIX – COMPARATIVE SURVEY
EXHIBIT 1
991

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 19

TABLE 6: RANKING OF JURISDICTIONS BY POPULATION
Jurisdiction Population2
Coastside FPD3 30,000
Pleasanton 77,232
Livermore 85,899
Cosumnes CSD4 214,000
Stockton Fire 320,877

TABLE 7: RANKING OF JURISDICTIONS BY CITYWIDE TOTAL BUDGET Jurisdiction FY25-26 Budget5
Coastside FPD $21,473,299
Livermore $82,227,970
Pleasanton $164,138,082
Cosumnes CSD $203,021,156
Stockton Fire $996,016,180

TABLE 8: RANKING OF JURISDICTIONS BY FTE
Jurisdiction FY25-26 Authorized FTE
Coastside FPD 38
Cosumnes CSD 393
Pleasanton 435
Livermore 511
Stockton Fire 1,779

Compared to the surveyed jurisdictions, the City of Stockton ranks highest in terms of population, budget, and staffing.

RECENCY FACTOR
While the above comparative information can provide some perspective when comparing Stockton’s fees with those of surveyed jurisdictions, other key factors to consider include when a jurisdiction’s fee schedule was last updated and when the last comprehensive analysis was conducted. It is essential to note that, although jurisdictions may have conducted recent fee studies, their fees are not always adopted at full cost recovery. The comparative results only show the adopted fee for the surveyed jurisdiction, not necessarily the full cost associated with the comparable service.

The following tables detail when each surveyed jurisdiction last conducted a fee analysis and when they last updated their fee schedule:

2 California Finance estimates as of 1/1/2025 were used to determine each jurisdiction’s population. 3 Coastside FPD provides services for the City of Half Moon Bay and the Communities of Montara, Moss Beach, Princeton, El Grana da and Miramar in addition to the surrounding unincorporated areas. 4 Cosumnes CSD provides services the City of Elk Grove, the City of Galt, and a portion of the unincorporated area of South Sac ramento County. 5 To ensure appropriate comparisons, full operating budget (all funds) has been used for all jurisdictions.

EXHIBIT 1
992

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 20

TABLE 9: LAST FEE SCHEDULE UPDATE
Jurisdiction Response
Coastside FPD 2024
Cosumnes CSD 2025
Livermore 2025
Pleasanton 2025
TABLE 10: LAST FEE STUDY CONDUCTED
Jurisdiction Response
Coastside FPD 2023
Cosumnes CSD 2023
Livermore 2017
Pleasanton N/A
All surveyed jurisdictions have published an updated fee schedule within the last two years. Coastside FPD and Cosumnes CSD both performed fee studies in 2023, and Livermore conducted a survey in 2017.

Information on the date of the last fee study conducted for Pleasanton was not available.

ADDITIONAL FACTORS
Along with keeping the statistics outlined in the previous sections in mind, the following issues should also be noted regarding the use of market surveys in the setting of service fees:
• Cost Recovery Factors: Each jurisdiction and its associated fees differ, and many are not based on the actual cost of providing services, as various policy decisions may subsidize these services.
• Fee Variance Factors: The same “fee” with the same name may include different steps or sub- activities. Jurisdictions also provide varying levels of service and incur other costs associated with providing services, such as staffing levels, salary levels, and indirect overhead costs.

In addition to the issues noted, market surveys can also run the risk of creating a confusing excess of data that obscures rather than clarifies policy issues. Because each jurisdiction is unique, Matrix Consulting Group recommends using the market comparison of fees as a secondary decision-making tool, rather than the primary method for determining an acceptable price point for services.

COMPARATIVE SURVEY RESULTS
As part of this study, the project team conducted a survey to compare the City’s current user fees and calculated full costs with those of other identified jurisdictions. The following subsections provide a comparative analysis of several fee-related services offered by the City versus those provided by the surveyed jurisdictions.

EXHIBIT 1
993

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 21

AUTOMATIC FIRE SPRINKLER SYSTEM - NEW FIRE PROTECTION SYSTEM: 20 HEADS Stockton currently charges $811 for a new fire sprinkler system with 20 heads. Through this study, the project team calculated the full cost of this service to be $914. The following graph illustrates the comparison between Stockton’s current fee and full cost with the fees charged by surveyed jurisdictions.

Stockton’s current fee and full cost are below the jurisdictional average of $1,171. The current fee is most comparable to Livermore’s fee of $860, while the full cost calculated is most comparable to the fee charged in Pleasanton ($952). At $2,265, Cosumnes CSD charges the highest fee for this service.

AUTOMATIC FIRE SPRINKLER SYSTEM - ALTERATIONS (WET SYSTEMS ONLY): 10 HEADS Stockton currently charges $437 for an alteration to a fire sprinkler system of 10 heads. Through this study, the project team calculated the full cost of this service to be $614. The following graph illustrates the comparison between Stockton’s current fee and full cost with the fees charged by surveyed jurisdictions.

EXHIBIT 1
994

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 22

Stockton’s current fee is lower than all surveyed jurisdictions. The full cost calculated is slightly below the jurisdictional average of $684 and most comparable to the fee charged by Coastside FPD ($608). At $860, Livermore charges the highest fee for this service.

FIRE ALARM SYSTEMS / SPRINKLER MONITORING SYSTEM / AUTOMATIC FIRE / SMOKE / HEAT DETECTION SYSTEM: 10 DEVICES
Stockton currently charges $811 for a new fire alarm system with 10 devices. Through this study, the project team calculated the full cost of this service to be $1,195. The following graph illustrates the comparison between Stockton’s current fee and full cost with the fees charged by surveyed jurisdictions.

EXHIBIT 1
995

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 23

Stockton’s current fee is lower than the jurisdictional average of $1,074 and most comparable to the fee charged by Coastside FPD ($659). The total cost calculated is above the jurisdictional average and most comparable to the fee charged by Livermore ($1,145). At $1,538, Cosumnes CSD charges the highest fee for this service.

UNDERGROUND FIRE SERVICE - FIRE SERVICE FOR PRIVATE FIRE HYDRANT SYSTEM: 1

HYDRANT
Stockton currently charges $1,436 for the underground fire service review of a single hydrant. Through this study, the project team calculated the full cost of this service to be $1,886. The following graph illustrates the comparison between Stockton’s current fee and full cost with the fees charged by surveyed jurisdictions.

EXHIBIT 1
996

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 24

Stockton’s current fee and full cost are above the jurisdictional average of $804 and most comparable to the fee charged by Livermore ($1,361). At $245, Cosumnes CSD charges the lowest fee for this service.

AUTOMATIC FIRE EXTINGUISHING / FIRE SUPPRESSION SYSTEM (CLEAN AGENT, DRY CHEMICAL, HOOD & DUCT): 11 FLOW POINTS
Stockton currently charges $811 for an automatic fire extinguishing system with 11 flow points. Through this study, the project team calculated the full cost of this service to be $960. The following graph compares Stockton’s current fee and full cost with the fees charged by surveyed jurisdictions.

EXHIBIT 1
997

STOCKTON FIRE PLAN CHECK FEE STUDY

MATRIX CONSULTING GROUP 25

Stockton’s current fee and full cost are above the jurisdictional average of $711. The current fee is most comparable to Livermore’s fee of $716, while the full cost calculated is most comparable to the fee charged by Cosumnes CSD ($1,123). At $497, Pleasanton charges the lowest fee for this service.

SUMMARY
Of the surveyed jurisdictions, Stockton’s current fees and total costs are most aligned with those charged by Livermore and Coastside FPD. It is essential to note that the results of this survey reflect only the fees adopted by the respective governing bodies, not the cost-recovery policy decisions of departments or the jurisdiction as a whole. Furthermore, these results do not provide a comparison of the tasks, services, or approvals associated with each permit. As such, the results of this survey should be used as a secondary tool for decision-making.

EXHIBIT 1
998
Description Reason Amount
Plan Check - Express (includes up to 30 minute Plan Check, plus 30 minute Inspection) (1) (2)
Fee will be modified to align the cost, time, and effort involved in providing this service and incorporated in the proposed new fees of the Plan Check Fee Study.
$281.00
Plan Check (up to 1 hour) (1) (2) $562.00
Plan Check (up to 2 hours) (1) (2) $811.00
Plan Check (up to 3 hours) (1) (2) $1,060.00
Plan Check (up to 4 hours) (1) (2) $1,309.00
Plan Check (up to 5 hours) (1) (2) $1,558.00
Plan Check (up to 6 hours) (1) (2) $1,807.00
Plan Check hourly rate thereafter (1) (2) $249.00
Plan Check - Single-Family Residential (R-3 Occupancy) - flat fee per building
$106.00
Plan Check Revision - Single-Family Residential (R-3 Occupancy) - flat fee per building
$106.00
Plan Check - Multi-Family Residential (R-1/R-2 Occupancy) - per hour, per building
$249.00
Plan Check - Commercial - per hour, per building $249.00 Plan Check - NFPA 13 System (1-20 heads per riser) (includes 2 hours Plan Check, plus 1 hour inspection)
$811.00
Plan Check - NFPA 13 System (21-99 heads per riser) (includes 2 hours Plan Check, plus 3 hour inspection)
$1,436.00
Plan Check - NFPA 13 System (100-400 heads per riser) (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - NFPA 13 System (over 400 heads per riser) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - NFPA 13-D System (per system) (includes 1 hour Plan Check, plus 2 hours inspection)
$875.00
Plan Check - NFPA 13-R System (includes 2 hours Plan Check, plus 2 hours inspection)
Charge as NFPA 13
Plan Check - ALTERATIONS (1-20 heads per riser) (includes 1/2 hour Plan Check, plus 1 hour inspection)
$437.00
Plan Check - ALTERATIONS (21-99 heads per riser) (includes 1 hour Plan Check, plus 2 hour inspection)
$875.00
Plan Check - ALTERATIONS (100-plus heads per riser) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - DELUGE WATER SYSTEM (1-20 heads per riser) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - DELUGE WATER SYSTEM (21-99 heads per riser) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - DELUGE WATER SYSTEM (100-400 heads per riser) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - DELUGE WATER SYSTEM (over 400 heads per riser) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - FIXED SPRAY SYSTEM (1-20 heads per riser) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Fees will be restructured/consolidated into two
categories and incorporated in the proposed new fee
structure of the Plan Check Fee Study.

Fees in this category will be eliminated as cost of services are incorporated with other fees in the proposed new fee structure of the Plan Check Fee Study.

Fees in the Specialized Fire Sprinkler System category will be restructured/ consolidated into Automatic Fire
Sprinkler System and incorporated in the proposed new
fee structure of the Plan Check Fee Study.

Fire Protection System Fire Plan Check - Specialized Fire Sprinkler System Building Plan Check
Photovoltaic (Solar) System Plan Check
Fire Protection System Fire Plan Check - Automatic Fire Sprinkler System FY 2025-26 Current Adopted Fees to be Modified
Fire Department
Plan Checks
EXHIBIT 2
999
Plan Check - FIXED SPRAY SYSTEM (21-99 heads per riser) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - FIXED SPRAY SYSTEM (100-400 heads per riser) (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - FIXED SPRAY SYSTEM (over 400 heads per riser) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - FOAM SYSTEM (1-20 heads per riser) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - FOAM SYSTEM (21-99 heads per riser) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - FOAM SYSTEM (100-400 heads per riser) (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - FOAM SYSTEM (over 400 heads per riser) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - PRE-ACTION SYSTEM (1-20 heads per riser) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - PRE-ACTION SYSTEM (21-99 heads per riser) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - PRE-ACTION SYSTEM (100-400 heads per riser) (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - PRE-ACTION SYSTEM (over 400 heads per riser) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - Standpipe Systems (wet, dry, combo) (includes 2 hours Plan Check, plus 1 hour inspection)
$811.00
Plan Check - Fire Hose Racks (includes 1 hour Plan Check, plus 1 hour inspection)
$562.00
Plan Check - Fire Pump (plan check & test) flat rate (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - Fire Service for Fire Sprinkler System (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - Emergency Repair for Underground Fire Service (includes 1 hour Plan Check, plus 2 hours inspection)
$875.00
Plan Check - Fire Service for Private Fire Hydrant System (includes 2 hours Plan Check, plus 3 hours inspection)
$1,436.00
Plan Check - Replace Fire Dept. Connection/Fire Hydrant/Post Indicator Valve/Other (includes 1 hour Plan Check, plus 1 hour inspection) $562.00
Plan Check - Hood & Duct Kitchen system New (1-11 flow points) (includes 2 hours Plan Check, plus 1 hour inspection)
$811.00
Plan Check - Hood & Duct Kitchen System New (12-22 flow points) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,060.00
Plan Check - Hood & Duct Kitchen System New (23 or more flow points) (includes 3 hours Plan Check, plus 2 hours inspection)
$1,373.00
Plan Check - Hood & Duct Kitchen System Alteration to Existing System (includes 1 hour Plan Check, plus 1 hour inspection)
$562.00
Plan Check - Clean Agent Fire Suppression System (includes FM 200, Inergen, C02, Novec, etc.) (includes 3 hours Plan Check, plus 2 hours inspection)
$1,373.00
Plan Check - Fire Alarm System (1-10 devices) (includes 2 hours Plan Check, plus 1 hour inspection) Fees applicable to new & existing fire alarm systems
$811.00
Plan Check - Fire Alarm System (11-25 devices) (includes 2 hours Plan Check, plus 2 hours inspection) Fees applicable to new & existing fire alarm systems
$1,124.00
Fees in the Specialized Fire Sprinkler System category will be restructured/ consolidated into Automatic Fire
Sprinkler System and incorporated in the proposed new
fee structure of the Plan Check Fee Study.

Fire Protection System Fire Plan Check - Fire Sprinkler Appliances Fire Protection System Fire Plan Check - Underground Fire Service Fire Protection System Fire Plan Check - Automatic Fire Extinguishing / Fire Suppression System Fire Protection System Fire Plan Check - Fire Alarm Systems Fees in this category will be modified and incorporated in the proposed new fee structure of the Plan Check Fee
Study.

Fees in this category will be expanded to more accurately capture the complexity of the services offered and will be incorporated in the proposed new fee structure of the
Plan Check Fee Study.

Fees in this category will be modified and incorporated in the proposed new fee structure of the Plan Check Fee
Study.

EXHIBIT 2
1000
Plan Check - Fire Alarm System (26-50 devices) (includes 2 hours Plan Check, plus 3 hours inspection) Fees applicable to new & existing fire alarm systems
$1,373.00
Plan Check - Fire Alarm System (51-100 devices) (includes 3 hours Plan Check, plus 3 hours inspection) Fees applicable to new & existing fire alarm systems
$1,686.00
Plan Check - Fire Alarm System (101 devices) (includes 4 hours Plan Check, plus 3 hours inspection) Fees applicable to new & existing fire alarm systems
$1,935.00
Plan Check - Each Additional Story (above 1st floor) (includes 1 hour Plan Check) Fees applicable to new & existing fire alarm systems $249.00
Plan Check - Smoke/Heat Detection System (1-10 devices) (includes 2 hours Plan Check, plus 1 hour inspection)
$811.00
Plan Check - Smoke/Heat Detection System (11-25 devices) (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - Smoke/Heat Detection System (26-50 devices) (includes 2 hours Plan Check, plus 3 hours inspection)
$1,373.00
Plan Check - Smoke/Heat Detection System (51-100 devices) (includes 3 hours Plan Check, plus 3 hours inspection)
$1,686.00
Plan Check - Smoke/Heat Detection System (101 devices or more) (includes 4 hours Plan Check, plus 3 hours inspection)
$1,935.00
Plan Check - Each Additional Story (above 1st floor) (includes 1 hour Plan Check)
$249.00
Plan Check - Ammonia Leak Detection System (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - Carbon Monoxide Detection System (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - Refrigerant Leak Detection System (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - Hydrogen Gas Detection System (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - Medical Gas (includes 2 hours Plan Check, plus 2 hours inspection)
$1,124.00
Plan Check - All Others (includes 2 hours Plan Check, plus 3 hours inspection)
$1,124.00
Plan Check - Simple water flow up to 5 devices (per riser) (includes 1 hour Plan Check, plus 1 hour inspection)
$562.00
Plan Check - Simple water flow 6-10 devices (per riser) (includes 2 hours Plan Check, plus 1 hour inspection)
$811.00
Plan Check - More than 10 devices (per riser) Charge as Fire Alarm System Plan Check - 1st Revision - per hour $249.00
Plan Check - 2nd Revision - per hour $249.00
Plan Check - 3rd Revision & each revision thereafter per hour $249.00 Plan Check - Hourly Rate (plan review) $249.00
Plan Check - Expedite Request (Review and approved within 3 business days)
Double Plan Check Fee
Plan Check - Over the Counter (Express) $281.00
Plan Check - Work Performed Without Permit(s) Double Plan Check Fee Plan Check - "As Built" Drawings (per submittal) $125.00 Plan Check - Alternative Materials and Methods - Fire Marshal Review (1 Hour Minimum Time Charged)
$313.00
Fees associated with Automatic Fire Detection System
category will be restructured/consolidated into a single category and incorporated in the proposed new fee
structure of the Plan Check Fee Study.

Fees in this category will be restructured/ consolidated with Water Flow category and incorporated in the
proposed new fee structure of the Plan Check Fee Study.

Fees in this category will be restructured/ consolidated with Specialized Gas Detection Systems category and
incorporated in the proposed new fee structure of the
Plan Check Fee Study.

Fees in this category will be modified and incorporated in the proposed new fee structure of the Plan Check Fee
Study.

Fire Protection System Fire Plan Check - Specialized Gas Detection Systems Fire Protection System Fire Plan Check - Water Flow
Fire Protection System Fire Plan Check - Additional Plan Review Services Fire Protection System Fire Plan Check - Automatic Fire Detection System Fees associated with Automatic Fire Detection System
category will be restructured/consolidated into a single category and incorporated in the proposed new fee
structure of the Plan Check Fee Study.

EXHIBIT 2
1001
(1) Plan Checks include: New Construction, Tenant Improvement, Master Plan/Site Improvement, Hazardous Material Fire and State Fire Marshal/OSHPD/DSA Plan Checks.

With the exception of the Express Plan Check, all other Plan Checks include 1 hour Inspection. (2) Hazardous Materials Fire Plan Check – A construction permit is required for the repair, modification, construction, installation and removal of any facility containing hazardous and/or flammable/combustible materials.

Division General Comments (Applicable to all Fees)
Plan check fees cover the initial review of pertinent plans and/or documents and if necessary, 1st plan revision which includes a re-check fee at the current prevailing hourly rate, as well as other administrative costs associated with plan checking. Additional plan review or re-inspections resulting from failure to correct plan errors or other special circumstances will be charged at the prevailing hourly rate.

For special circumstances, the Fire Marshal or designee may impose an hourly rate for Fire Prevention services to assure full cost recovery. These types of Inspection Fees are per hour/per person with a one-hour minimum, with the exception of the Express Plan Check.

Expiration: Construction permits shall automatically become invalid unless the work authorized by such a permit is commenced within 180 days after the issuance, or if the work authorized by such permit is suspended or abandoned for a period of 180 days after the time the work is commenced.

Extensions: The fire code official is authorized to grant, in writing, one or more extensions of the time period of a permit for periods of not more than 90 days each. Such extensions shall be requested by the permit holder in writing and justifiable cause demonstrated.

Division Footnotes
EXHIBIT 2
1002
Plan Checks
Description Reason Proposed Amount
Plan Check- Express (Each) $638.00
Plan Check - Base Fee (Each) $888.00
Plan Check- Hourly Rate $182.00
Land Use/ Entitlement Plan Review (Each) $433.00
Infrastructure Plan Review (Each) $433.00
Plan Check- New fire Protection System (1-20 heads)/ Per Riser $914.00 Plan Check- New fire Protection System (21- 99 heads)/ Per Riser
$1,468.00
Plan Check- New fire Protection System (100- 400 heads)/ Per Riser
$2,244.00
Plan Check- New fire Protection System (Over 400 heads)/ Per Riser
$2,877.00
Plan Check- NFPA 13-D System (Per System) $1,334.00
Plan Check - ALTERATIONS (Wet system only) (1-10 heads)/ Per Riser
$553.00
Plan Check - ALTERATIONS (Wet system only) (11-20 heads)/ Per Riser
$635.00
Plan Check - ALTERATIONS (Wet system only) (21-99 heads)/ Per Riser
$1,108.00
Plan Check - ALTERATIONS (Wet system only) (100-plus heads)/ Per Riser
$1,482.00
Plan Check-Special Hazard Fire Extinguishing Foam Water Spray Nozzle System/ Per System
New fee to capture new service or services
already provided but not in the current fee
schedule.
$1,970.00
Plan Check - Standpipe Systems (wet, dry, combo) - Each $869.00 Plan Check - Fire Hose Racks- (Each) $782.00
Plan Check - Fire Pump (plan check & test) flat rate.- (Each) $1,365.00 Plan Check - Fire Service for Fire Sprinkler System (Base) $1,306.00 Plan Check - Fire Service for Fire Sprinkler System (Per Lateral)- Each
$580.00
Plan Check - Fire Service for Private Fire Hydrant System (Base) $1,306.00 Fees in this category were modified from current city
fees as part of the Plan Check Fee Study.

Underground Fire Service
Fees in this category were modified/restructured from
current city fees as part of the Plan Check Fee Study.

The fees were modified/restructured from current city
fees as part of the Plan Check Fee Study.

Infrastructure Plan Review
The fees were modified/restructured from current city
fees as part of the Plan Check Fee Study.

Automatic Fire Sprinkler System ( Wet, Dry, Deluge, Foam, Fixed Spray, Pré- Action, etc.) Fees in this category were
modified/restructured/consolidated from
current city fees as part of the Plan Check Fee
Study.

Fire Sprinkler Appliances
FY 2025-26 Proposed New Fees
Fire Department
Building Plan Check
Fees in this category were
modified/restructured/consolidated from current city
fees as part of the Plan Check Fee Study.

Land Use/ Entitlement Plan Review
EXHIBIT 2
1003
Plan Check - Fire Service for Private Fire Hydrant System (Per Hydrant)- Each
$580.00
Plan Check - Emergency Repair for Underground Fire Service - Each
$839.00
Plan Check - New/Replace/Repair Fire Dept. Connection/Fire Hydrant/Post Indicator Valve/ Backflow Device/Other- Each $755.00
Plan Check- New System 1-11 flow points - (Flat) $960.00 Plan Check- New System 12- 22 flow points - (Flat) $1,140.00 Plan Check- New System 23 or more flow points- (Flat) $1,411.00 Plan Check - Alteration to Existing System - (Each) $782.00 Plan Check - Clean Agent Fire Suppression/ Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) 1-5 nozzles- (Flat)
$960.00
Plan Check - Clean Agent Fire Suppression/ Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) 6-10 nozzles- (Flat)
$1,140.00
Plan Check - Clean Agent Fire Suppression/ Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) 11+ nozzles- (Flat)
$1,411.00
Plan Check - Fire Alarm System 1-10 devices- (Flat) $1,076.00 Plan Check- Fire Alarm System 11-25 devices- (Flat) $1,481.00 Plan Check- Fire Alarm System 26-50 devices-( Flat) $1,894.00 Plan Check- Fire Alarm System 51-100 devices- (Flat) $2,533.00 Plan Check- Fire Alarm System over 100 devices - Per Device $26.00 Plan Check - Each Additional Story (Above or below 1st floor) - Each
$488.00
Plan Check -Extension to Existing System (Up to Five Devices) - Flat
$778.00
Plan Check- Fire Alarm System for Large Day Care - (Flat) $778.00 Plan Check- Panel/ Dialer Replacement- Each $778.00
Plan Check- Specialized Gas Detection Systems (Ammonia / Carbon Monoxide / Refrigerant / Hydrogen / Medical Gas / C02) -Detection Systems- (Per System)
$960.00
Plan Check- Specialized Gas Detection Systems - ALL OTHERS - (Per System)
$960.00
Plan Check- Preliminary Testing- (Per Hr) $236.00
Plan Check & Functional Testing - (Per System) $1,320.00 Plan Check- Each additional Cycle/ Review- (Per Review) $407.00 Plan Check - Hourly Rate (plan review) - Per Hour $182.00 Plan check- Expedite Request-(Each) Double Plan Check Fee Plan Check - Work Performed Without Permit(s) - Each Double Plan Check Fee Additional Plan Review Services / Miscellaneous
Fees in this category were
modified/restructured/consolidated from
current city fees as part of the Plan Check Fee
Study.

Fees in this category were
modified/restructured/consolidated from
current city fees as part of the Plan Check Fee
Study.

New fees to capture new service or services
already provided but not in the current fee
schedule.

Specialized Gas Detection System (Ammonia/ Carbon Monoxide/ Refrigerant/ Hydrogen/ Medical Gas/ CO2) Fees in this category were
modified/restructured/consolidated from current city
fees as part of the Plan Check Fee Study.

Emergency Responder Radio Coverage (ERRC)
New fees to capture new service or services already
provided but not in the current fee schedule.

Automatic Fire Extinguishing/ Fire Suppression System (Clean Agent, Dry Chemical, Hood & Duct) Fees in this category were modified/restructured from
current city fees as part of the Plan Check Fee Study.

Fire Alarm Systems/ Sprinkler Monitoring System/ Automatic Fire/ Smoke/ Heat Detection System EXHIBIT 2
1004
Plan Check - "As Built" Drawings- ( Per Submittal) $272.00 Plan Check- Up to 90 Day Extension (Limit 2 Per Fire Marshal Approval)- Each
$203.00
Plan Check- Demolition Work- (Each) $270.00
Plan Check- Office of Statewide Health Planning and
Development (OSHPD) Review- ( Per Review)
$1,458.00
Plan Check- Department of State Architecture (DSA) Review- (Per Review)
$1,458.00
Plan Check- San Joaquin County Building Permit Plan Review-( Each)
$1,515.00
Plan Check - Fire Marshal Review (Alternative Materials & Methods)-Each
Fee was modified from current city fee as
part of the Plan Check Fee Study
$613.00
Plan Check- Technology Fee (% of Permit Fee) New fee to capture new service or services already provided but not in the current fee
schedule.

2.51% of permit
New fees to capture new service or services already
provided but not in the current fee schedule.

Division General Comments (Applicable to all fees)
* Please note the rates will be adjusted by CPI effective 7/1/2026 as part of the Annual Budget Development Process for FY 2026-27.

Plan check fees cover the initial review of pertinent plans and/or documents and if necessary, 1st plan revision which includes a re-check fee at the current prevailing hourly rate, as well as other administrative costs associated with plan checking. Additional plan review or re-inspections resulting from failure to correct plan errors or other special circumstances will be charged at the prevailing hourly rate.

For special circumstances, the Fire Marshal or designee may impose an hourly rate for Fire Prevention services to assure full cost recovery. These types of Inspection Fees are per hour/per person with a one-hour minimum, with the exception of the Express Plan Check.

Expiration: Construction permits shall automatically become invalid unless the work authorized by such a permit is commenced within 180 days after the issuance, or if the work authorized by such permit is suspended or abandoned for a period of 180 days after the time the work is commenced.

Extensions: The fire code official is authorized to grant, in writing, one or more extensions of the time period of a permit for periods of not more than 90 days each. Such extensions shall be requested by the permit holder in writing and justifiable cause demonstrated.

A technology Fee of 2.51% will be charged in addition to the applicable permit/plan check/inspection fees EXHIBIT 2
1005
Fee Name Unit Proposed Fee Proposed Fee
Building Plan Check
Plan Check - Express Each $638 $850
Plan Check
Base Fee Each $888 $987
Plan Check hourly rate Per Hour $182 $182
Land Use / Entitlement Plan Review
Land Use / Entitlement Plan Review Each $433 $577
Infrastructure Plan Review
Infrastructure Plan Review Each $433 $577
Automatic Fire Sprinkler System (Wet, Dry, Deluge, Foam, Fixed Spray, Pre-Action, etc.) New Fire Protection System
1-20 heads Per Riser $914 $914
21-99 heads Per Riser $1,468 $1,468
100-400 heads Per Riser $2,244 $2,244
Over 400 heads Per Riser $2,877 $3,197
NFPA 13-D System Per System $1,334 $1,482
Alterations (Wet Systems Only)
1-10 heads Per Riser $553 $614
11-20 heads Per Riser $635 $705
21-99 heads Per Riser $1,108 $1,108
100-plus heads Per Riser $1,482 $1,482
Special Hazard Fire Extinguishing Foam Water Spray Nozzle SystemPer System $1,970 $1,970 Fire Sprinkler Appliances
Standpipe Systems (wet, dry, combo) Each $869 $869
Fire Hose Racks Each $782 $869
Fire Pump (plan check & test) flat rate Each $1,365 $1,365 Underground Fire Service
Fire Service for Fire Sprinkler System
Base Base $1,306 $1,306
Per Lateral Each $580 $580
Fire Service for Private Fire Hydrant System
Base Base $1,306 $1,306
Per Hydrant Each $580 $580
Emergency Repair for Underground Fire Service Each $839 $839 New/Replace/Repair Fire Dept. Connection/Fire Hydrant/Post Indicator Valve/Backflow Device/Other Each $755 $839
Automatic Fire Extinguishing / Fire Suppression System (Clean Agent, Dry Chemical, Hood & Duct) New
1-11 Flow Points Flat $960 $960
12-22 Flow Points Flat $1,140 $1,140
23 or more flow points Flat $1,411 $1,411
Alteration to Existing System Each $782 $869
Clean Agent Fire Suppression /Dry Chemical System (includes FM 200, Inergen, C02, Novec, etc.) 1 - 5 Nozzles Flat $960 $960
6 - 10 Nozzles Flat $1,140 $1,140
Two-Year Tiered Approach: Proposed Fire Department Plan Check Fee Rates (Year 1 and Year 2) Year 1 (Before CPI) Year 2 (Before CPI)
EXHIBIT 3
1006
11+ Nozzles Flat $1,411 $1,411
Fire Alarm Systems / Sprinkler Monitoring System / Automatic Fire / Smoke / Heat Detection System Fire Alarm System
1-10 devices Flat $1,076 $1,195
11-25 devices Flat $1,481 $1,646
26-50 devices Flat $1,894 $2,104
51-100 devices Flat $2,533 $2,814
Over 100 devices Per Device $26 $29
Each Additional Story (above or below 1st floor) Each $488 $651 Extension to Existing System (Up to Five Devices) Flat $778 $778 Fire Alarm system for Large Day Care Flat $778 $778
Panel / Dialer Replacement Each $778 $778
Specialized Gas Detection Systems (Ammonia / Carbon Monoxide / Refrigerant / Hydrogen / Medical Gas / C02) Detection Systems Per System $960 $960
All Others Per System $960 $960
Emergency Responder Radio Coverage (ERRC)
Preliminary Testing Per Hour $236 $236
Plan Check & Functional Testing Per System $1,320 $1,320 Additional Plan Review Services / Miscellaneous
Each Additional Cycle/Review Per Review $407 $452
Hourly Rate (plan review) Per Hour $182 $182
Expedite Request Each Double Permit Fee Double Permit Fee Work Performed Without Permit(s) Each Double Permit Fee Double Permit Fee "As Built" Drawings Per Submittal $272 $543
Up to 90 Day Extension (Limit 2 Per Fire Marshal Approval) Each $203 $270 Demolition Work Each $270 $270
Office of Statewide Health Planning and Development (OSHPD) ReviewPer Review $1,458 $1,458 Department of State Architecture (DSA) Review Per Review $1,458 $1,458 San Joaquin County Building Permit Plan Review Each $1,515 $1,515 Fire Marshal Review (Alternative Materials & Methods) Each $613 $817 Technology Fee - Fire % of Permit 2.51% 2.51%
General Comments
Fees will be adjusted by the recommended Consumer Price Index (CPI) in both Year 1 and Year 2 through the City's annual budget development and adoption process.
*Year 1 Fees will be adjusted by the CPI as recommended by the annual budget development process for FY 2026-27. *Year 2 Fees will be adjusted by the combined CPI for Year 1 (FY 2026-27) and the CPI for Year 2 (FY 2027-28), as determined by the City's annual budget development and adoption process.

EXHIBIT 3
1007
City of Stockton
Legislation Text
File #: 26-0259, Version: 1

APPOINTMENT TO SAN JOAQUIN REGIONAL TRANSIT DISTRICT BOARD

RECOMMENDATION
Adopt a resolution appointing one commissioner to fill the vacancy on the San Joaquin Regional Transit District Board for a partial term commencing immediately and ending June 30, 2028.

Summary
On February 23, 2026, Member Gary Giovanetti resigned from the San Joaquin Regional Transit District Board, creating the vacancy to be filled this evening, in accordance with Council Policy Chapter 3.02, City Council and Mayoral Appointments to Boards, Commissions, and Committees.

The Office of the City Clerk opened a recruitment March 2, 2026 and closed April 16, 2026. We received seven applications which are presented to the members of the City Council for tonight’s meeting.

DISCUSSION
Background
The function of the San Joaquin County Regional Transit District Board is to supervise and regulate every facility owned and operated by the Transit District, including the fixing of rates, rentals, charges and classifications, and making and enforcing rules, regulations, contracts, practices, and schedules for or in connection with transit facilities owned or controlled by the District.

The resignation of Gary Giovanetti created the vacancy we are seeking to fill this evening. The term for the newly appointed Commissioner will begin immediately upon appointment and end on June 30, 2028.

By the close of the recruitment period, seven applications were received to fill the one vacant position The City Clerk's Office reviewed applications, and the following applicants are eligible to fill the current vacancy for the San Joaquin County Regional Transit District Board.

1. Krystal Corona

2. Kyle Espiritu

3. Karl Knodt

4. Kaitlyn Lavaroni

5. Tanisha Raj

6. Saiha San

7. Baldwinder Singh
City of Stockton Printed on 4/23/2026Page 1 of 2
powered by Legistar™
1008
File #: 26-0259, Version: 1
The applicants were notified of tonight's meeting; however, their attendance is not mandatory.

Present Situation
Tonight, the City Council will select an individual to fill the vacancy on the San Joaquin Regional Transit Board from the applications received.

The City Clerk will present the resolution upon appointment of the individual selected for a partial term to commence immediately, and end on June 30, 2028.

FINANCIAL SUMMARY
There is no financial impact to the City as a result of this appointment.

Attachment A - Redacted Applications
City of Stockton Printed on 4/23/2026Page 2 of 2
powered by Legistar™
1009
Submit Date: Apr 07, 2026
Email Address
First Name
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
What district do you live in?
*

District 2

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Tanisha
Raj
Stockton
CA
Tanisha Raj
1010
If yes, please list
Climate Action Plan Advisory Committee
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Active in community activities significant enough to confirm knowledge of issues and individuals within the community

Possess decision-making abilities

Understanding of Ethnic/Gender Diversity

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Are you a qualified elector of the City of Stockton?

Yes

No
Interests & Experiences
Please tell us about yourself and why you want to serve.

I'm a lifelong Stockton resident with an undergraduate in Environmental Studies and graduate in Water and Environmental Law - currently working as an Environmental Justice Program Coordinator with Catholic Charities, Diocese of Stockton.

My work focuses on
identifying and removing bottlenecks to build effective, efficient frameworks for community engagement, outreach, and education. Through my experience as an environmental justice advocate and Climate Action Plan advisor, I have worked at the intersection of community needs, policy, and implementation.

Tanisha Raj
1011
Upload a Resume
Please state the reason you would like to be a member of this board/commission.

I am interested in serving on the board of San Joaquin Regional Transit District because transit plays a critical role in advancing equitable access, reducing emissions, and supporting sustainable development. I am particularly interested in how agencies can better align existing initiatives, strengthen interagency coordination, and translate community input into actionable policy decisions.

Have you served on an advisory group before?

Yes

No
If yes, please explain.

I sit on the City's Climate Action Plan Advisory Committee meeting, advising the City on climate plan strategies ensuring they are alignment with the City's long-term sustainability goals.

How did you hear about the position?
City's email subscription
City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Tanisha Raj
1012
Submit Application
Enter Your Initials:

TR
Date Signed
04/07/2026
Tanisha Raj
1013
Submit Date: Apr 07, 2026
Email Address
First Name
Middle
Initial
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Occupation
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
What district do you live in?
*

District 3

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Kaitlyn
L.

Lavaroni
Stockton
CA
Kaitlyn L. Lavaroni
1014
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Active in community activities significant enough to confirm knowledge of issues and individuals within the community

Possess decision-making abilities

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Are you a qualified elector of the City of Stockton?

Yes

No
Interests & Experiences
Kaitlyn L. Lavaroni
1015
Please tell us about yourself and why you want to serve.

I am an attorney at Jackson Lewis P.C., where I focus on advising employers—including multiple public transit authorities across California—on labor relations, compliance, workforce strategy, and policy implementation.

My work centers on preventative guidance:
reviewing policies, strengthening internal controls, evaluating risk exposure, and helping leadership teams improve operational effectiveness while maintaining regulatory compliance and fiscal responsibility.

This role requires careful analysis, balanced judgment, and collaboration across diverse stakeholders — all skills directly applicable to board service.

In
addition to my professional experience, I am actively engaged in the San Joaquin County community.

I serve on the Board of Directors for the Junior League of San Joaquin County and lead the Community Impact Committee.

In that capacity, I work with community leaders and
partner organizations to identify pressing local needs, evaluate service gaps, and develop strategic initiatives to address them.

This experience has strengthened my ability to assess
community data, build partnerships, and ensure that organizational decisions align with real community priorities.

Stockton has long been an important part of my life.

I spent
considerable time here growing up and have been a resident for the past decade.

I
understand the economic and social challenges unique to our region, as well as the resilience and potential of our community.

Public transit plays a vital role in expanding
opportunity and supporting workforce participation, and I believe thoughtful, ethical, and fiscally responsible governance is essential to that mission.

I want to serve because I am
committed to strengthening the institutions that directly impact our community’s daily lives.

I would bring a collaborative, analytical, and solutions-oriented approach to the Board, grounded in governance experience, workforce expertise, and a genuine investment in Stockton’s long-term success.

Please state the reason you would like to be a member of this board/commission.

I am seeking appointment to the San Joaquin Regional Transit District Board because I believe public transit is one of the most important public services supporting economic mobility, access to opportunity, and community stability in Stockton and throughout San Joaquin County.

Reliable and accessible transportation connects residents to employment, education, healthcare, and essential services.

Strong governance is critical to ensuring the
agency fulfills that mission effectively, responsibly, and transparently.

Through my work as a
Principal at Jackson Lewis P.C., I advise multiple transit authorities throughout California on labor relations, regulatory compliance, and policy development.

I regularly review agency
policies, assess operational protocols, and work with leadership and employees to determine what is working well and where improvements can be made.

This experience has given me a
practical understanding of the workforce, fiscal, and compliance challenges transit agencies face, as well as the importance of proactive oversight and strategic decision-making.

I want
to serve because I care deeply about Stockton’s future. Having spent significant time in Stockton growing up and now being a resident for the past ten years, I understand the unique challenges our city faces and the critical role transit plays in addressing them.

I
would welcome the opportunity to contribute my governance experience, workforce expertise, and commitment to public accountability to support the continued success and long-term sustainability of the agency.

Have you served on an advisory group before?

Yes

No
How did you hear about the position?
Via an email from the City of Stockton.

Kaitlyn L. Lavaroni
1016
Upload a Resume
City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Submit Application
Enter Your Initials:

KLL
Date Signed
4/7/2026
Kaitlyn L. Lavaroni
1017
Submit Date: Mar 23, 2026
Email Address
First Name
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Occupation
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
What district do you live in?
*

District 5

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Saiha
San
Stockton
CA
Saiha San
1018
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to
Port Commission
Do you reside within the Port District boundary or consistent with the City General Plan boundaries, plus a one-half mile strip
on either side of the
Stockton Ship Channel from the Port to Disappointment Slough?

Yes

No
Question applies to
Port Commission
If so, for how long?
10 Years
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Possess decision-making abilities

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Are you a qualified elector of the City of Stockton?

Yes

No
Interests & Experiences
Saiha San
1019
Please tell us about yourself and why you want to serve.

I was born and raised in Stockton and am a first-generation Cambodian American. Growing up, my family depended heavily on public transportation. My mother did not drive due to language barriers, and my father worked long hours, so buses were our primary way of accessing school, medical care, groceries, and other essential services. From an early age, I understood that missing a bus could mean missing an appointment or falling behind in school. Reliable and accessible transit was not a convenience it was a necessity.

Today, as a
single mother of four and an employee of San Joaquin County, I continue to see firsthand how transportation shapes people’s ability to succeed. I understand the real-world challenges working families face when transit systems are inconsistent, difficult to navigate, or inaccessible.

I want to serve on this commission because I bring a lived, community-based perspective. I am committed to advocating for a transit system that prioritizes reliability, accessibility, and equity ensuring that all residents, especially working families and underserved communities, have dependable access to the services and opportunities they need.

Please state the reason you would like to be a member of this board/commission.

I would like to serve on this board because public transportation is a critical link to opportunity, and I believe my personal and professional experiences allow me to contribute meaningfully to its improvement.

Having grown up relying on transit, I understand the
impact that service gaps, delays, and limited accessibility can have on families. In my current role with San Joaquin County, I also see how transportation affects workforce stability, access to healthcare, and overall community well-being.

I am interested in being
part of a commission that helps shape policies and decisions that directly impact residents’ daily lives. I want to ensure that the voices of transit-dependent communities are represented and that planning decisions reflect the needs of those who rely on these services the most.

My goal is to support a transit system that is dependable, inclusive, and responsive—one that strengthens our community by improving access to essential services, employment, and education.

Have you served on an advisory group before?

Yes

No
If yes, please explain.

Lao Family Empowerment, Inc. San Joaquin Asparagus Festival – Volunteer How did you hear about the position?
City Website
City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Saiha San
1020
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Submit Application
Enter Your Initials:

SS
Date Signed
03/23/2026
Saiha San
1021
Submit Date: Mar 16, 2026
Email Address
First Name
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Occupation
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
If selected "Other," please specify.

Sikh
What district do you live in?
*

District 1

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
If you have checked “No”, please identify how you prefer to be contacted:
email
Employer Address
Balwinder
Singh
Stockton
CA
Balwinder Singh
1022
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
If yes, please list
Past 12 years on San Joaquin Regional Transit District Board: 2014-2026 Past 3 years Cultural Heritage Board Board Member
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Active in community activities significant enough to confirm knowledge of issues and individuals within the community

Knowledge of new artistic & design expressions

Possess decision-making abilities

Understanding of Ethnic/Gender Diversity

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Are you a qualified elector of the City of Stockton?

Yes

No
Interests & Experiences
Balwinder Singh
1023
Please tell us about yourself and why you want to serve.

I am seeking to return to the SJRTD Board of Directors because I believe that robust, reliable transit is the backbone of a thriving Stockton, and I am committed to being a collaborative partner in the City Council’s vision for our future. I recognize that as our city evolves, so must our transit district. I want to offer my experience not as a tether to the status quo, but as a bridge to ensure our upcoming transitions are technically sound and fiscally responsible.

My primary motivations for serving are: • To Provide Technical Guardrails: As a California Licensed Professional Engineer (P.E.), I offer the Board a specialized lens to vet multi-million dollar infrastructure and zero-emission fleet projects. I want to ensure these investments are engineered for long-term resilience, protecting Stockton taxpayers from costly technical oversights. • To Enhance Transparency and Fiscal Trust: Having helped guide the District to 12 consecutive years of financial excellence awards, I am dedicated to maintaining the highest level of fiscal transparency. I want to work closely with the Council to ensure that every dollar spent aligns with the city’s priorities for safety and neighborhood revitalization. • To Champion Equitable Access for All Districts: I am deeply committed to the success of programs like Van Go! and our youth scholarship initiatives. Whether it is a student in District 1 or a senior in District 2, I want to ensure our system is a reliable lifeline that connects people to opportunity and healthcare. • To Restore Stockton’s National Influence:

My previous experience as the National Chair of the APTA Transit Board Member Legislative Committee allowed me to bring Stockton’s voice to Washington, D.C. I want to leverage those relationships once again to secure the federal funding necessary to keep our air clean and our buses running on time. In a time of change, I offer the Board institutional memory, technical expertise, and a sincere desire to listen and adapt. I am eager to work with every member of this Council to ensure SJRTD is an agency that truly moves all of Stockton forward.

Please state the reason you would like to be a member of this board/commission.

I am seeking to return to the SJRTD Board of Directors because Stockton is my home, and I am driven by a profound desire to give back to the community that has given me everything.

As a first-generation immigrant, Stockton welcomed me, allowing me to succeed and provide a meaningful life for my family. Now, as an engaged and contributing member of this city, I believe it is my turn to use my professional skills to improve the quality of life for all our residents. My motivation for serving is anchored in three key areas: • Bringing Best Practices Home: My daily professional work provides me with a unique opportunity to research and interact with transit agencies across the state. I see firsthand the 'best practices' being used elsewhere, and I am eager to bring that knowledge back to Stockton to ensure our system remains innovative and efficient. • Technical and Fiduciary Oversight: As a California Licensed Professional Engineer (P.E.), I provide a specialized layer of protection for Stockton taxpayers. I want to ensure that multi-million dollar investments—like our transition to zero- emission and hydrogen technology—are vetted with engineering rigor to ensure they are safe, reliable, and fiscally sound. • Ensuring Neighborhood Equity: Transit is a lifeline. I am a staunch advocate for programs like Van Go! and our youth opportunities by providing
the
same reliable access to Education , Jobs and healthcare. • Restoring National Influence: My previous experience as the National Chair of the APTA Legislative Transit Board member Committee gave Stockton a direct seat at the table in Washington, D.C. I want to reclaim that influence to secure the federal grants necessary to improve our services without increasing the local tax burden. In this period of transition, I offer the Council a combination of institutional memory and a sincere commitment to listening and adapting. I want to rejoin the Board to be an informed, collaborative, and dedicated advocate who ensures SJRTD moves all of Stockton forward together.

Have you served on an advisory group before?

Yes

No
Balwinder Singh
1024
Upload a Resume
If yes, please explain.

San Joaquin Regional Transit District Board- 12 years Cultural Heritage Board Board- Three years San Joaquin Engineers Council- 18 years Professional Engineers in California Government- 18 Years
How did you hear about the position?
Internet
City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
If yes, please explain
Not applicable
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Submit Application
Please identify any specialized accommodations needed for equal participation:

None needed
Balwinder Singh
1025
Enter Your Initials:

BS
Date Signed
3/16/2026
Balwinder Singh
1026
Submit Date: Mar 12, 2026
Email Address
First Name
Middle
Initial
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Occupation
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
What district do you live in?
*

District 4

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Karl
E
Knodt
Stockton
CA
Karl E Knodt
1027
If yes, please list
I
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Active in community activities significant enough to confirm knowledge of issues and individuals within the community

Activist for the Visual Environment, Public Art, or Regional/National Individual Artists' work

Possess decision-making abilities

Understanding of Ethnic/Gender Diversity

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Are you a qualified elector of the City of Stockton?

Yes

No
Interests & Experiences
Karl E Knodt
1028
Please tell us about yourself and why you want to serve.

I have spent my entire life advocating for, and using public transit, trains, buses, and ferries.

I have worked in all four categories of the bus business, Intercity (Long Distance), Charter, Transit, and School Bus (Yellow). I wish to influence a measurable shift in San Joaquin County of auto-dependent transportation to transit and active/pedestrian transportation. I wish to greatly increase RTD's ridership and significantly improve its operating economics through increased fare revenues and efficient bus operations. I wish to make RTD a completely modern transit system that is relevant to, and the pride of Stockton and County residents.

I
have worked many types of jobs in my bus employment. My intercity employment for Trailways, Inc, included: District Operations Manager of a four-state area based in Las Vegas, Nev., Terminal Manager in San Francisco, Oakland, and Las Vegas, Ticket Agent and Phone Information Clerk in San Francisco, Bus Service Maintenance in Flagstaff, Ariz., and Chief Dispatcher of the West Coast in Los Angeles. My employment with Amador Stage Lines in Sacrament included, Chief Dispatcher for Charter Operations. At the San Joaquin Regional Transit District (RTD) I was Director of Planning, Manager of Service Development, and Senior Planning over a 17 year tenure. My RTD responsibilities and duties included, designing fixed routes and schedules, deviated route/mobility services, gathering, analyzing, and reporting ridership data to Federal, State, and Local government agencies, conducting public hearings, reporting key performance measures to funding agencies, operating and fare recovery costs, and producing mandatory government transit reports such as Unmet Transit Needs, Title VI, Short Range Transit Plans, and Triennial Reports and Audits. My employment with Stockton Unified School District (SUSD) was Director of Transportation. My SUSD responsibilities and duties were to manage all Yellow School Bus Operations including school route implementation, State-Mandated Special Education door-to-door service, dispatching of operations, employee assignments, payroll, and discipline, bus garage and district fleet maintenance, and procurement of all transportation vehicles and equipment. In conclusion, I have worked in all phases of transit and bus operations in a 24 year career and have worked nearly all positions in bus operations. This employment includes: Executive Management, Service Planning, Government Reporting, System Budgeting and Financial Planning, Department and Employee Managing, and Bus Fleet Maintenance, and Procurement. Notably I have procured, and designed service for, Diesel-Hybrid, Terminal Quick-Charge, and Deport-Charging Electric Buses for Zero Emission Vehicle (BEL and ZEV) Operations. My Staff and I also
designed innovation Deviated-Fixed Metro and County
Hopper Routes (featured in a New Jersey Transit International Paper), Bus Rapid Transit (BRT Service), Limited Peak Hour Route Service designed to safely and economically transport SUSD students, and Trolley Bus service for Sporting and Community Events. I have the most practical and useful institutional knowledge of RTD transit service dating back to 1986. I have also been a licensed bus driver and know what the challenges are with driving a 45-foot vehicle.

Karl E Knodt
1029
Please state the reason you would like to be a member of this board/commission.

I have been an advocate, and a user of, public transportation for over 60 years. It has been a primary goal of my entire life to encourage and promote a measurable shift of transportation usage in the United States, and locally in Stockton and San Joaquin County, from automobiles to public transit and active transportation of bicycle and pedestrian trips. This shift is extremely important for the economic and environmental health of our region. I understand the finances of transit service from operating costs and fare revenues and recovery ratios to the subsidized funding sources. I understand that while transit is a subsidized business, it is also a bottom line business. Transit must attract ridership to generate fare revenues to provide a justifiable percentage of its operating costs.

As a transit
rider, and former Director of Planning for RTD, I know RTD's riding clientele, patterns, and demographics. I also worked on the RTD Operator Union-Bidding Assignments and understand transit business decisions regarding union contract negotiations and the necessity for regularly planned driver straight and split shifts and overtime. This knowledge is critical at this time as RTD is entering into contract negotiations with drivers and maintenance employees. I also understand the government relations, reports, regulations, and funding provided RTD by the Federal Transit Administration (FTA), Department of Transportation (DOT), Caltrans, the San Joaquin Council of Governments (SJCOG), Stockton, and local county municipalities. Having procured both maintenance and bus equipment and Zero Emission Buses (ZEV) for Stockton Unified (SUSD), and designed fixed route services for RTD's electric ZEV buses, I understand modern day clean air bus transportation implementation, advantages, and challenges such as quick terminal and deport charging. I understand the cost and budgeting of fleet maintenance and the importance (necessity) of preventive scheduled maintenance and fleet renewal. Having produced mandatory RTD reports for SJCOG Unmet Transit Needs, Caltrans Energy and Emissions Reports, and Federal Title VI, Short Range Transit Plans, and Demographic - Ridership and Fare Structure Reports, I will make informed and practical decisions regarding RTD's Executive, Management, Operations, Capital, Staff, and Community Relations decisions that will move the District forward in a purposeful and visionary pathway. i can bring clarity and integrity to Board and Executive actions to enhance RTD's standing in our community and the transit industry.

Have you served on an advisory group before?

Yes

No
If yes, please explain.

I have served as President and Board Chair, Board Member, and Ambassador of the Central Valley Asian Chamber of Commerce (CVACC) for six years, Executive Secretary and Board Member of the Peer Recovery Services (PRS - The Wellness Centers in Stockton and Lodi) for nine years, Board Member and Co-Chair of Fundraising for the Mayfair Christian Church for three years to present, Board Member of the Stockton Downtown Alliance (DSA - Representing RTD) for four years, and an Organizing Member of the Western Farm Workers Association (WFWA) for three years to present, and Ex-Officio to the San Joaquin Regional Rail Commission (SJRRC - Representing RTD) for 12 years, and a Member of the Citizen's Advisory Committee of the San Joaquin Council of Governments (SJCOG-CAC Representing the City of Stockton as a resident) for 12 years.

How did you hear about the position?
From City Council Members, RTD employees, and local media reports.

City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Karl E Knodt
1030
Upload a Resume
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Submit Application
Please identify any specialized accommodations needed for equal participation:

None
Enter Your Initials:

KEK
Date Signed
03-12-2026
Karl E Knodt
1031
Submit Date: Nov 30, 2025
Email Address
First Name
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
What district do you live in?
*

District 2

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
If you have checked “No”, please identify how you prefer to be contacted:

Phone
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Krystal
Corona
Stockton
CA
Krystal Corona
1032
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Possess decision-making abilities

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Interests & Experiences
Please tell us about yourself and why you want to serve.

I am a committed public service oriented individual with a strong interest in improving the quality of life in our community through transparency, responsible governance, and thoughtful decision making. My professional and volunteer experiences have taught me the importance of collaboration, data driven planning, and ensuring that public institutions operate with fairness and accountability. I want to serve because I believe in contributing directly to the systems that shape our city. Whether improving the way public resources are managed or strengthening the services our residents rely on daily, I am motivated by the opportunity to promote integrity, efficiency, and community trust. Serving on these boards and commissions would allow me to apply my skills in analysis, communication, and stakeholder engagement to support responsible, community focused outcomes.

Please state the reason you would like to be a member of this board/commission.

I am seeking to join this a board or commission because I value the critical role they play in ensuring our government functions responsibly and in the best interest of residents. I am particularly droffers the opportunity to help shape decisions that have a meaningful impact on fairness, service quality, and community confidence. By contributing a balanced perspective, asking thoughtful questions, and approaching issues with transparency and integrity, I hope to support decisions that reflect the needs of the community and strengthen public trust. These positions offers me a direct, practical way to make a positive difference, and I am prepared to bring dedication, professionalism, and a strong sense of civic responsibility.

Have you served on an advisory group before?

Yes

No
Krystal Corona
1033
If yes, please explain.

I previously served on the Associate Satisfaction Index (ASI) Committee for the Army and Air Force Exchange Service (AAFES). In this role, I worked collaboratively with other committee members to review feedback from associates, identify areas for improvement, and provide recommendations aimed at enhancing workplace satisfaction and organizational effectiveness. This experience strengthened my ability to evaluate data, listen to diverse viewpoints, and contribute to actionable recommendations all skills that directly support effective service on a public board or commission.

How did you hear about the position?
I learned about the position while browsing the City website for opportunities to get involved and contribute to local government.

City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Voter Registration (Questions appear if required)
Question applies to multiple boards
I consent to the City of Stockton
verifying my voter registration, if required.

Yes

No
Submit Application
Enter Your Initials:

KC
Krystal Corona
1034
Date Signed
11/30/2025
Krystal Corona
1035
Submit Date: Jul 08, 2025
Email Address
First Name
Middle
Initial
Last Name
Street Address
City
State
Postal Code
Primary Phone
Alternate Phone
Employer
Job Title
Occupation
Application for appointment and background information for City of Stockton Boards, Commissions, and Committees
Profile
Ethnicity
Gender
What district do you live in?
*

District 6

The City of Stockton uses email as the preferred method of communication regarding your application. Is this acceptable to you?

Yes

No
Employer Address
Are you currently serving on a City of Stockton Board, Commission, or Committee?

Yes

No
Kyle
T
Espiritu
Stockton
CA
Kyle T Espiritu
1036
Which Boards would you like to apply for?
San Joaquin Regional Transit District Board: Submitted
Question applies to multiple boards
NOTE: This Board requires membership with one of the following groups.

If
none, please remove board from your application.

Are you knowledgeable,
have experience in, or extensive background in any of the following areas? Select all that apply.
*

Active in community activities significant enough to confirm knowledge of issues and individuals within the community

Activist for the Visual Environment, Public Art, or Regional/National Individual Artists' work

Critic of Contemporary Visual Art Forums

Knowledge of new artistic & design expressions

Possess decision-making abilities

Understanding of Ethnic/Gender Diversity

Understanding of the Stockton Public Art Plan processes and implications for the City of Stockton

Willingness to tolerate/promote change

Question applies to
San Joaquin Regional Transit District Board
Have you resided within the Transit District boundaries for at least one year?

Yes

No
Question applies to
San Joaquin Regional Transit District Board
Are you a resident of the City of Stockton?

Yes

No
Question applies to
Measure W Oversight Committee,
Strong Communities Advisory Committee
Do you reside within Stockton’s geographic boundary?

Yes

No
Question applies to
Measure W Oversight Committee,
Strong Communities Advisory Committee
Are you an employee of any vendor, contractor or consultant doing business with the City of Stockton?

Yes

No
Question applies to
Strong Communities Advisory Committee
Are you at least 18 years of age?

Yes

No
Kyle T Espiritu
1037
Upload a Resume
Interests & Experiences
Please tell us about yourself and why you want to serve.

I am a rising Junior attending Lathrop High School. I am engaged with the Stockton community by playing the piano for South Stockton Cathedrals, notably St. Mary's of the assumption and as well as serving the Catholic St. George Church as an active member through giving out to the community.

Please state the reason you would like to be a member of this board/commission.

The reason I would like to be a member of this board is to ensure that Stockton is a safe and active environment as it used to be through my expertise or knowledge of the origins of the city.

Have you served on an advisory group before?

Yes

No
If yes, please explain.

St. George's Bible Study allows me to teach the youth members of the study about the Catholic faith, and as well as the condition Stockton potentially has for the future.

How did you hear about the position?
I heard about this position on a siting of my family's interest in serving the city.

City Council Policy 3.03 states that Commissioners are required to attend meetings on a regular basis. If
appointed, will you be able to attend
meetings regularly and devote the time necessary to fulfill your duties as a member?

Yes

No
Do you or immediate family members have any relationship (professional, financial, other) that may present a potential conflict of interest for this
advisory group?

Yes

No
Background Information
Based on your best judgment, does this Commission make decisions that may affect any sources of income, interests in real property, or investments of you or your spouse?

Yes

No
Kyle T Espiritu
1038
Voter Registration (Questions appear if required)
Submit Application
Enter Your Initials:

K.E
Date Signed
July 8 2025
Kyle T Espiritu
1039

Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPOINTING ONE MEMBER TO THE SAN JOAQUIN REGIONAL

TRANSIT DISTRICT BOARD

As of February 23 , 202 6, one vacancy exist s on the San Joaquin Regional Transit District due to the resignation of Commissioner Gary Giovanetti; and

The term for this position will begin immediately upon appointment and end June 30, 2028; now, therefore,

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

1. The City Council hereby appoints to serve on the San Joaquin Regional Transit District Boa rd for a term commencing immediately upon appoint, and expiring June 30, 2028.

PASSED, APPROVED, and ADOPTED April 28, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
1040
City of Stockton
Legislation Text
File #: 26-0331, Version: 1

UPDATE FROM FAMILY RESOURCE CENTER AND CENTRAL VALLEY LOW INCOME HOUSING CORP. ON THE 211, COORDINATED ENTRY SYSTEM, AND HOMELESS

MANAGEMENT INFORMATION SYSTEM

RECOMMENDATION
Informational item only.

Summary
The homeless response system in San Joaquin County operates through three interconnected components: 211, the Coordinated Entry System (CES), and the Homeless Management Information System (HMIS). Together, these systems ensure that individuals are able to access services, receive prioritization for housing interventions, and track outcomes to meet federal and state requirements. 211 San Joaquin is the county’s centralized information and referral service that connects residents with health, housing, and social services. Individuals experiencing or at risk of homelessness can contact 211 by phone or online to receive information about available resources, shelter options, and to begin the process of being connected to the local homeless response system. 211 often serves as the front door for accessing homeless services and referrals. In addition, 211 also serves as a resource for the community as a whole. Beyond resources for those in need of housing, 211 operates as a comprehensive hub that links individuals to services such as childcare, food and nutrition programs, employment and training opportunities, transportation assistance, health and behavioral-health resources, and a wide range of community-based programs designed to promote stability and resilience.

The Coordinated Entry System (CES) is the structured process used across the county to assess, prioritize, and refer individuals and families experiencing homelessness to appropriate housing and supportive services. CES ensures that resources such as emergency shelter, rapid rehousing, and permanent supportive housing are distributed fairly and based on vulnerability and need. The system uses standardized assessments and prioritization to match households with available housing interventions.

The Homeless Management Information System (HMIS) is the secure data system used by homeless service providers to collect, track, and report information about individuals receiving services. HMIS supports coordination among providers, helps measure program outcomes, and ensures compliance with federal and state reporting requirements. In San Joaquin County, HMIS data is used to support Coordinated Entry referrals, monitor system performance, and inform planning and funding decisions.

City of Stockton Printed on 4/23/2026Page 1 of 2
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1041
File #: 26-0331, Version: 1
Together, 211, CES, and HMIS form the backbone of the County’s homeless response infrastructure. 211 helps individuals access the system, CES ensures equitable assessment and placement into housing resources, and HMIS provides the data platform that tracks services, outcomes, and system performance.

City of Stockton Printed on 4/23/2026Page 2 of 2
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1042
City of Stockton
Legislation Text
File #: 25-1295, Version: 1

CITYWIDE POOL ASSESSMENT AND STRATEGIC OPTIONS FOR AQUATICS FACILITIES

RECOMMENDATION
Receive an update on follow-up items requested by the City Council at the November 4, 2025 presentation of the Citywide Pool Assessment, and provide direction to staff regarding next steps.

Summary
On November 4, 2025, staff presented the findings of the Citywide Pool Assessment and three strategic investment options for the City’s aquatics system. Following the presentation, City Council directed staff to return with additional information, including pool usage statistics, maintenance and operational expenditures, aquatics facilities options, and updates on interagency coordination for shared-use pool agreements.

DISCUSSION
Background
The City of Stockton’s public pools have historically served as neighborhood seasonal plunge pools, offering limited recreational swimming and basic swim lessons during the summer months. None of the City’s pools are currently heated, and most lack ADA-compliant access and modern features.

The 2018 and 2024 pool assessment studies documented widespread code compliance issues, outdated systems, limited programming capabilities, and high annual maintenance needs. During the November 4 Council meeting, staff presented three strategic pathways: repair for minimum code compliance, full modernization, or consolidation toward a regional aquatics complex centered at Oak Park.

Council requested several follow-up items to help inform long-term planning and resource allocation.

Present Situation
Staff will also provide:
· Attendance statistics and annual maintenance and costs for all City-operated aquatic facilities. · List of pool assessments and other options
· Status of MOUs with local school districts for shared use of high school pools to supplement community access.
· Update on programming plan for 2026 Summer Aquatic Season City of Stockton Printed on 4/23/2026Page 1 of 1
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1043
City of Stockton
Legislation Text
File #: 26-0504, Version: 1

DISCUSSION AND SELECTION OF INTERNAL CITY AUDITOR SERVICES

RECOMMENDATION
It is recommended that the City Council take the following actions:

1. Review and discuss the two (2) highest-ranked proposals submitted in response to the City’s solicitation for Internal City Auditor services;

2. Approve, by motion, the selection of a firm and authorize the City Manager to execute an agreement with the selected firm to provide City Auditor services; and

3. Adopt a resolution appointing the Principal of the selected firm to serve as City Auditor for the term of the agreement.

Summary
In the fall of 2012, following the retirement of the long-time City Auditor, the City Council decided to pursue internal audit services by contract. The City issued a Request for Proposals (RFP) to conduct a risk assessment and internal control review and to provide the services of the City Auditor. In early 2013, Moss Adams was selected through the RFP process as the firm to carry out the initial projects, create an aggressive Internal Audit Plan and provide internal audit services.

Now that the initial contract with Moss Adams has expired, staff prepared an RFP to solicit proposals for a new five-year contract. Through this competitive process, UHY Advisors Mid-Atlantic, Inc. received the highest ranking based on the criteria for their written proposals and Plante Moran received the 2nd highest ranking.

DISCUSSION
Background
In anticipation of the expiration of the previous contract for internal audit services, staff prepared an RFP to solicit proposals for a new five-year contract. While the City has had a positive experience in terms of internal audit services, it is worth noting that the RFP requirements considered lessons learned over the course of these contracted years. On October 9, 2025, the City advertised an RFP for internal auditing services.

On November 20, 2025, the City received seven proposals, to which staff conducted an initial review to confirm the process was competitive and would produce the best possible candidates. Following this initial review, it was determined that each proposal represented strongly qualified candidates and City of Stockton Printed on 4/23/2026Page 1 of 3
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that the process would produce the desired outcome for the City.

A committee evaluated the proposals based on each firm’s qualifications, method of approach, schedule and delivery criteria, and demonstrated experience providing internal auditing services for municipalities. The following table illustrates the proposals received, their final combined scores, and their average hourly rate for their services:

Proponent Final Combined Scores Average Hourly Rate

1. UHY Advisors Mid-Atlantic, Inc. 91.33 $192.00

2. Plante Moran 90.15 $246.67

3. Arroyo Associates, Inc. 78.44 $214.98

4. Eide Bailly 77.76 $277.78

5. GPP Analytics, Inc. 76.73 $207.00

6. Miller Kaplan 71.33 $160.00

7. Protiviti Government Services 61.33 $282.50
UHY Advisors Mid-Atlantic, Inc. received the highest ranking, based on the noted criteria for their written and price proposals. UHY Advisors Mid-Atlantic, Inc. not only provided high quality materials and references, but they are the only firm that explicitly stated that they had working knowledge of the Tyler Munis ERP (Enterprise Resource Program) that the City utilizes. UHY Advisors Mid-Atlantic, Inc. has much broader experience in carrying out the specific role of City Auditor for a number of other California cities and municipalities. These California cities and municipalities include:
- City of Los Angeles Department of Building and Safety - City of Los Angeles Economic & Workforce Development Department - City of Los Angeles, Office of the Controller
- City of Los Angeles Harbor Department
- Los Angeles Unified School District
- County of Riverside
- County of San Bernardino
- County of Orange
UHY Advisors Mid-Atlantic, Inc. also offered a deep resource pool of experienced and certified auditors in a variety of specific areas of expertise relevant to anticipated performance and control audits planned for the City. In addition, UHY Advisors Mid-Atlantic, Inc. proposed a desired approach to finding solutions to issues identified in the City and improving operations that represent a strategic fit with the City to continue shoring up our internal control, policy and process environment in a productive way.

Plante Moran currently stands as the second highest scoring proponent when compared to UHY Advisors Mid-Atlantic, Inc. Plante Moran provided an impressive proposal with quality details and information. Plante Moran is a large firm comprised of over 3900 staff members, with the ability to pull knowledge from their diverse group of employees. They have worked with numerous other cities and municipalities totaling over 500 government clients since their inception in 1924, which has provided an undeniable amount of expertise. A short list of these clients in California is:

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- City of Concord
- City of Mountain View
- City of Milpitas
- City of Daly City
- County of Sonoma

FINANCIAL SUMMARY
The estimated cost of a 5-year not-to-exceed contract with UHY Advisors Mid-Atlantic, Inc. is $2,062,608. This proposed contract price is in line with the total expenditure of the previous Internal Audit contract. A proposed contract with Plante Moran has an estimated cost of $2,649,914 through the course of a 5-year not-to-exceed contract, estimating over a 28% price increase when compared to UHY Advisors Mid-Atlantic, Inc. (Attachment A).

Attachment A - Average Total Cost
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Average Total Cost
Name Average Hourly Average Hours per year New Average Hours New Average Cost 5-Year Estimate AAI $214.98 2235 2148.55 $461,895.28
Eide $277.78 1800 2148.55 $596,824.22
GPP $207 1935 2148.55 $444,749.85
Miller $160 2956.5 2148.55 $343,768
Plante $246.67 1650 2148.55 $529,982.83 $2,649,914.14
Protiviti $282.50 3803.33 2148.55 $606,965.38
UHY $192 660 2148.55 $412,521.60 $2,062,608.00

ATTACHMENT A
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City of Stockton
Legislation Text
File #: 26-0389, Version: 1
RECOMMENDATIONS OF THE COUNCIL SALARY SETTING COMMISSION AMENDING TITLE 2, CHAPTER 2.08 OF THE STOCKTON MUNICIPAL CODE TO SET THE ANNUAL SALARY AND

BENEFITS FOR THE CITY COUNCIL MEMBERS IN ACCORDANCE WITH ARTICLE IV, SECTION 410 OF THE CITY CHARTER

RECOMMENDATION
It is recommended that the City Council adopt an ordinance, as recommended by the Council Salary Setting Commission, to amend Title 2, Chapter 2.08 of the Stockton Municipal Code, to:

1. Increase the annual salary of the City Council members of the City of Stockton by 30% which will increase the annual salary to $40,000.00 ($3,333.33 / monthly) with no benefits for the period commencing January 1, 2027.

Summary
Per City Charter Article IV, Section 410, the Salary Setting Commission shall:
· Recommend to the City Council, the amount of monthly salary and the benefits which it deems appropriate for the members of the City Council for the two-year period commencing January 1st of the next year.
· Between March 1st and April 30th of every even-numbered year, the Council Salary Setting Commission shall recommend to the Council the amount of monthly salary and the benefits which it deems appropriate for the members of the Council for the two-year period commencing January 1st of the next year. The amount recommended for each Councilmember shall be the same.

DISCUSSION
Background
On February 11, 2026, the Salary Setting Commission convened for its first session of 2026. Human Resources (HR) staff provided a compensation survey for the salaries of the Councilmembers of comparable public agencies to assist in establishing a recommendation. Mark Velasquez, Deputy City Attorney IV, also provided assistance relating to procedural matters and helped the Commission understand their roles and responsibilities.

The Commission utilized the salary survey to discuss various options, share ideas, and raise questions for staff. The Commissioners requested staff provide a revised report at the next regularly scheduled meeting to include the following information:

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· Median household income for residents within each comparable agency · Base salary projections reflecting 5%, 10%, 15%, and 20% increases · The number of Council members serving in each agency
· Identification of each agency as a Charter City or General Law City · Cost-of-living adjustment (COLA) information for comparable cities, where applicable · Removal of Bakersfield from the salary survey
· Language pertaining to General Law City compensation limits · Role of the City Council
· Financial information on how Council salaries are funded and impact on taxpayers At the March 12, 2026, Salary Setting Commission meeting, updated compensation documentation and requested information was provided to the Commissioners. Additional information was requested by the Commissioners to include:
· Average hours that City Council members work per month · The percentage increase if salary was increased to $40,000 and $45,000 · The percentage of salary compared to median household income for the City of Stockton · Additional information on impacts to the General Fund At the March 27, 2026, Salary Setting Commission meeting, the public hearing was held and City Staff provided the updated information as requested.

With a vote of 4-0 (Commissioner Shakeel Carpenter absent), the Commission approved the following recommendation:
· The Councilmembers shall receive a 30% increase to base salary which will increase the annual salary to $40,000.00 ($3,333 / monthly) effective January 1, 2027; and · Councilmembers will continue to receive no benefits.

Present Situation
Per City Charter Article IV, Section 410, the Council Salary Setting Commission has submitted their request in writing for Human Resources to present to Council. Attached for your review and City of Stockton Printed on 4/23/2026Page 2 of 3
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consideration is a memorandum from the City Council Salary Setting Commission Chair, Motecuzoma Sanchez, outlining the Commission's recommendations (Attachment A). Additionally, you will find the proposed ordinance related to the Commission's recommendations (Attachment B).

The Council shall by ordinance adopt the salaries as recommended by the Commission or in some lesser amount, but in no event may the Council increase the amount.

FINANCIAL SUMMARY
Increasing the annual salary for six Councilmember’s from $30,832.82 to $40,000.00, with no benefits other than Medicare and workers compensation insurance reflects a total annual increase of $55,003.08 to the General Fund. If approved the additional cost to salaries will be incorporated into the fiscal year 2026/2027 Annual Budget and the City’s Long-Range Financial Plan.

Attachment A - Salary Setting Commission Recommendation Memo Attachment B - Proposed Ordinance - Redline
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ATTACHMENT A
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ATTACHMENT A
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ATTACHMENT A
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ATTACHMENT B
ORDINANCE NO.

AN ORDINANCE AMENDING TITLE 2, CHAPTER 2.08, 2.08.040, AND 2.08.060 OF

THE STOCKTON MUNICIPAL CODE TO SET THE SALARY AND BENEFITS FOR THE

CITY COUNCIL OF THE CITY OF ST OCKTON FOR THE PERIOD BEGINNING JANUARY 1, 2027

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

SECTION I. AMENDMENT OF CODE
Title 2, Chapter 2.08, Section 2.08.040 is hereby amended to read as follows:

2.08.040 Salary of City Councilmembers.

The annual salary of each member of the City Council, except the Mayor, shall be $30,832.62 ($2,569.40 / monthly) $40,000.00 ($3,333.33 / monthly)payable on the payment schedule for City employees.

SECTION II. AMENDMENT OF CODE
Title 2, Chapter 2.08, Section 2.08.060 is hereby amended to read as follows:

2.08.060 Effective date of salary and benefits of City Councilmembers.

The salary and benefits of each member of the City Council, except the Mayor, shall be effective on January 1,2025. 2027.

SECTION III. SEVERABILITY
If any provision of this ordinance or the application thereof to any person or circumstance is held inv
alid, that invalidity shall not affect other provisions or a pplications of the act which can be given without the invalid prov ision or application, and to this end the provisions of this act are severable.

SECTION IV. EFFECTIVE DATE
This ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED: ________________
EFFECTIVE: ________________
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ATTACHMENT B
________________________

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:
________________________

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
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ORDINANCE NO.

AN ORDINANCE AMENDIN G TITLE 2, CHAPTER 2 .08, SECTIONS 2.08.0 40, AND

2.08.060 OF THE STOC KTON MUNICIPAL CODE TO SET THE SALARY FO R THE

CITY COUNCIL OF THE CITY OF STOCKTON FOR THE PERIOD BEGINNIN G JANUARY 1, 2027

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

SECTION I. AMENDMENT OF CODE

Title 2, Chapter 2.08, Section 2.08.040 is hereby amended to read as follows:

2.08.040 Salary of City Councilmembers.

The annual salary of each member of the City Council, except the Mayor, shall be $40,000 ($3,333.33 / monthly) payable on the payment schedule for City employees.

SECTION II. AMENDMENT OF CODE

Title 2, Chapter 2.08, Section 2.08.060 is hereby amended to read as follows:

2.08.060 Effective date of salary and benefits of City Councilmembers.

The salary and benefits of each member of the City Council, except the Mayor, shall be effective on January 1,2027.

SECTION III. SEVERABILITY

If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, that invalidity shall not affect other provisions or applications of the act which can be given without the invalid provision or application, and to this end the provisions of this act are severable.

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SECTION IV. EFFECTIVE DATE

This ordinance shall take effect and be in full force thirty (30) days after its passage.

ADOPTED:

EFFECTIVE:

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

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

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City of Stockton
Legislation Text
File #: 26-0516, Version: 1

COUNCIL COMMITTEE/BOARD AND COMMISSION MINUTES

RECOMMENDATION
Information item only. No action required.

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