City Council Special
City of Stockton
Meeting Agenda - Final
City Council Special
Meeting
Council Chamber, City Hall, 425 N. El Dorado
Street, Stockton CA
9:00 AMTuesday, June 2, 2026
** BUDGET STUDY SESSION **
1. SPECIAL SESSION CALL TO ORDER / ROLL CALL
2. PUBLIC COMMENT
*Members of the public may only comment regarding items on this agenda.
3. ITEMS FOR DISCUSSION
3.1 26-0597 BUDGET STUDY SESSION
Recommended Action: RECOMMENDATION
Review the proposed Fiscal Year (FY) 2026-27 Annual Budget, Fee Schedule, and the 2026-2031 Capital Improvement Plan.
Department: Administrative Services
FY 2026-27 Proposed Annual Budget Presentation FinalAttachments:
3.2 26-0633 BUDGET STUDY SESSION - CONTINUED
Recommended Action: RECOMMENDATION
Continue review of the proposed Fiscal Year (FY) 2026-27 Annual Budget, Fee Schedule, and the 2026-2031 Capital Improvement Plan.
Department: Administrative Services
4. ADJOURNMENT
1 June 2, 2026City Council Special Meeting Agenda - Final
CERTIFICATE OF POSTING
I declare, under penalty of perjury, that I am employed by the City of Stockton and that I caused this agenda to be posted in the City Hall notice case on May 28, 2026 in compliance with the Brown Act.
Katherine Roland, CMC, CPMC
City Clerk
By: ________________________________
Deputy
2 June 2, 2026City Council Special Meeting Agenda - Final *Members of the public may only comment regarding items on this agenda.
The City of Stockton invites public comments in multiple forms. You provide your comments by using one of these methods:
1. Email - you may email your comments to [email protected]
2. Voicemail - you can leave a voice message by dialing (209) 937-8459.
3. In-Person Comments - a) Speakers must submit "request to speak cards" to the Clerk prior to the Public Comment portion of the agenda. No speaker cards will be accepted after the close of Public Comment. b) Address only issues over which the meeting body has jurisdiction. c) The time limit for public comment is at the discretion of the presiding officer and shall be set at the start of the meeting. Donating time is not authorized. d) Your time will be displayed on the speaker podium for convenience. *All written and voicemail public comments received by the Clerk's Office 90 minutes prior to the meeting start time will be forwarded to the meeting body members as correspondence and attached the minutes. All comments received after that time will be forwarded as correspondence the following business day. Written and voicemail comments will not be read into the record.
In accordance with the Americans With Disabilities Act and California Law, it is the policy of the City of Stockton to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are a person with a disability and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business hours or by calling (209) 937-8458, at least 5 days in advance of the hearing/meeting. Advance notification within this guideline will enable the City/Agency to make reasonable arrangements to ensure accessibility.
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business hours or by calling (209) 937-8458. The Agenda is available on the City of Stockton Website: www.stocktongov.com.
CHALLENGING CITY DECISIONS: The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Stockton, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.
3 City of Stockton
Legislation Text
File #: 26-0597, Version: 1
BUDGET STUDY SESSION
RECOMMENDATION
Review the proposed Fiscal Year (FY) 2026-27 Annual Budget, Fee Schedule, and the 2026-2031 Capital Improvement Plan.
In June of each year, the Council holds budget study sessions to review and discuss the programs and services, service fees, and capital outlay projects planned by city departments for the upcoming fiscal year. These sessions also provide the public with an opportunity to see how their city government works and how tax revenues are being expended. Each department will have an opportunity to address the council and highlight its planned budget and its impact on its programs and services.
The complete documents are available for review on the City’s website at:
<https://www.stocktonca.gov/government/budget___financial_reports/index.php> and in the City Clerk’s Office.
City of Stockton Printed on 5/28/2026Page 1 of 1
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4 FY 2026-27 Proposed
Annual Budget
June 2 and 3, 2026
Study Session
5 Agenda
Budget Overview
General Fund
Department Presentations
City Manager Comments
6 BUDGET OVERVIEW
7 City Charter Section 1905
Proposed Budget
• Not later than May 15th, the City Manager shall prepare and present to the Council a proposed annual budget of recommended expenditures and appropriations for the next fiscal year necessary to support city operations within available resources.
• The proposed annual budget shall include anticipated revenues, projected expenditures, transfers for each fund and/or department, proposed capital improvement plan, proposed fee schedule and projected current year annualized financial activity for comparability. • The total proposed expenditures shall not exceed the total of estimated income, estimated unencumbered balances of funds to be carried over from the preceding year and unencumbered available reserves. 8 Goal Setting Meeting February 19th 2026
1. Public Safety
2. Economic Development
3. Infrastructure
City Council Priorities
9 Annual Budget Process
10 Strategic
Considerations
Employee recruitment and retention
Maintaining essential services
Use of reserves
Long-term Financial Stability
11 Utilities
21%
Police
19%
Insurance and Benefits -
Internal Service Funds
19%
Fire
10%
Public Works
9%
Administration
5%
Community
Services
4%Economic
Development
4%
Community
Development
2%
Capital Projects
Funds
3%
Non-Departmental
2%
Debt Service Funds
2%
Citywide Expenditures
FY 2026-27 = $1.05 billion [Page B-12]
FY 2025-26 = $982 million
YOY change = 7%
12 Citywide Revenues
FY 2026-27 = $973 million [Page B-14]
FY 2025-26 = $936 million
YOY change = 4%
Utilities
20%
Insurance and
Benefits - Internal
Service Fund
22%
Public Works
6%
Community
Services
3%
Fire
3%
Administration
3%
Community
Development
1%
Economic
Development
2%
Police
2%
Non-Department
34%
Capital Projects Funds
2%
Debt Service
Funds
1%
13 Citywide Positions Summary
[Page B-4]
• 18 new positions added during Mid-Year FY 2025-26
• 3 net positions approved for FY 2026-27
Mid-Year New Year
• 10 CENCAL positions in Fire
and ASD
• 3 CSD positions
• 1 PD Grant Funded position
• 4 OVP Grant Funded
positions
• 5 New Fire Positions
• 4 New MUD Positions
• 1 New CAO Legal Secretary
• 1 New CSD Bookmobile Driver /
Circulation Assistant
• Reduced 2 OVP Outreach positions
• Reduced 6 IT temporary limited
term ERP project positions and
transitioned 4 to permanent
14 Five-Year Capital Plan by
Category - $1.58 Billion
GENERAL
GOVERNMENT
$412.31
26%TRANSPORTATION
$948.02
60%
UTILITIES
$213.91
14%
15 GENERAL FUND
16 General Fund Expenditures
FY 2026-27 = $344 million [Page C-1]
FY 2025-26 = $328 million
YOY change = 5%
Police
55%
Fire
22%
Administration
7%
Public Works
7%
Community
Services
2% Economic
Development
3%
Capital
Improvements
1%
Debt Service
2%
Other Programs
1%
17 General Fund Revenues
FY 2026-27 = $344 million [Page C-2]
FY 2025-26 = $328 million
YOY change = 5%
Sales Tax
36%
Property Taxes
25%
Utility Users Tax
15%
Program Revenues
7%
Franchise Tax
6%
Business License
Tax
6%
Interfund
Reimbursements
2%
Other Taxes
1%
Investment
Proceeds
2%
18 FY 2025-26 FY 2026-27 %
Projected Proposed Change Change
Beginning Available Balance 51,399,634$ $51,951,900
Projected Total Revenues 332,128,688 344,477,047 12,348,359 3.7% Projected Expenditures
Employee Services 213,059,055 227,268,321 14,209,266 6.7% Other Services 80,954,417 82,397,825 1,443,408 1.8% Materials & Supplies 10,452,410 8,388,086 (2,064,324) -19.7% Other Expenses 3,101,222 3,967,301 866,079 27.9% Capital Outlay 1,907,815 71,555 (1,836,260) -96.2% Loan Repayments 9,280,612 6,688,930 (2,591,682) -27.9% 318,755,531 328,782,018 10,026,487 3.1%
Transfer Out (17,151,237) (15,695,029) 1,456,208 -8.5% Fund Balance Restrictions 4,330,346 -
Net Annual Activity 552,266 -
Estimated Ending Balance 51,951,900$ $51,951,900
General Fund Balance
[Page C- 3]
19 Long-Range Financial Plan
with FY 2026-27 Budget
[Page C - 10]
20 DEPARTMENT PRESENTATIONS
21 Public
Works
Peni Basalusalu, Public Works Director
22 Department
Description
• Operations & Maintenance
• Parks
• Street Trees
• City Facilities
• Street & Transportation System Maintenance
• Fleet Services
• Maintenance Assessment Districts
• Engineering
• Traffic
• Capital Projects
• Development Review
• Waste & Recycling
• Fiscal & Compliance
• Administration
23 Financial Summary
[Section F] Dollar in Thousands
24 General Fund
[Section F] Dollars in Thousands
FY 2025-26 FY 2026-27 %
Projected Proposed Variance
Employee Services 8,522$ 9,428$ 10.6% Other Services 14,397 13,884 -3.6%
Materials and Supplies 1,686 1,177 -30.2% Other Expenses 41 125 204.9% Total 24,646$ 24,614$ -0.1%
Position Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
General Fund 59 59 -
Special Revenue Funds 85 85 - SJAFCA 1 1 -
Fleet - ISF 27 29 2
Total 172 174 2
25 Key Considerations
• Increased construction & maintenance
costs
• Deferred maintenance backlog
• Aging infrastructure
FY 2026-27 Budget/Plan
• Perform large-scale homeless encampment
cleanups in partnership with PD
• Operate within budget, plan precisely, and
execute flexibility
• Be accessible to customers
• Perform regular homeless encampment
cleanups in partnership with PD
26 CAPITAL
IMPROVEMENT
PLAN
Peni Basalusalu & Jeff Marasovich
27 Five Year Plan
• Includes over $1.58 B in projects:
$948.0 M - Transportation projects
$412.3M - Facilities, Police, Fire, Library
& other Citywide projects
$213.9M - Municipal Utility projects
• Funding sources identified for first
year projects
• Unfunded projects
$1.1 B
28 Capital Improvement
Plan Process
• Assess capital needs
• Plan projects list
• Identify Funding Sources
• General Fund
• Transportation
• State, Federal & Local Grants
• Utilities
• Review & recommend
• Adopt Plan
29 Key Considerations
• Limited General Fund resources
• Funding from external grants & resources
• Transportation improvements funded
primarily by cyclical & competitive grants
• Competition for qualified contractors
• Increasing regulatory complexity &
contracting requirements
• Significant accrual of deferred
maintenance
30 FY 2026-27 Budget/Plan
Transportation Projects
• City Street Restriping Project FY 26-27
• Sidewalk, Curb, and Gutter FY 26-27
• Street Furniture Painting FY 26-27
• Local Street Resurfacing FY 26-27
• Streets Resurfacing on Federal-Aid Streets
Program FY 26-27
• Traffic Signal Control Program
• Traffic Signal Modification Program
• Wilson Way Lighting Improvements at BNSF
Underpass
• Weber Avenue Improvements
• El Dorado Street Pedestrian and Bicyclist
Safety Connectivity
31 FY 2026-27 Budget/Plan
Transportation Projects
(continued)
• Lower Sacramento Road Widening and Bridge
Replacement
• Swain Road and Morgan Place Roundabout
• Systemic Intersection Safety Improvements
HSIP 12
• Citywide Guardrail Rehabilitation and
Replacement Project
• Feather River Drive and Driftwood Place
Roundabout HSIP 12
• B Street Roundabouts HSIP 12
• Bridge Rehabilitation
32 FY 2026-27 Budget/Plan
Dollars in thousands
General Fund Projects
• $500 Citywide Deferred Maintenance
• $400 Roof Replacement and Construction Program
• $300 Citywide HVAC Unit Repair & Replacement
• $120 Community Center Lighting Control Upgrades
• $250 SEB 911 Communications Center HVAC Upgrade
• $230 Oak Park Senior Center RR/ADA Upgrade
33 FY 2026-27 Budget/Plan
Dollars in thousands
Water
• $9,000 DWTP Groundwater Recharge Basin
• $7,365 Northeast Reservoir and Pump Station
• $4,000 DWTP Campus Improvements
• $4,000 Advanced Metering Infrastructure
• $1,130 Weston Ranch Reservoir Improvements
• $1,000 Well No. 30 Rehabilitation
• $652 March Ln ARV Vault Relocation
• $600 Abandonment of Water Wells
• $500 DWTP Water Quality Monitoring Station
• $268 Quail Lakes Service Line Replacement
34 FY 2026-27 Budget/Plan
Dollars in thousands
Wastewater
• $5,000 RWCF Digester 6 & 7
• $3,280 March Ln Sewer Trunk Rehabilitation
• $3,000 Ryde Ave Trunk Rehabilitation
• $3,250 Lincoln St Pump Station Force Main
• $1,500 Etna St Rehabilitation
• $1,420 Small Diameter Line Replacement
• $1,000 Navy Dr 48 Inch Line Rehabilitation
• $1,000 Worth St Line Rehabilitation
• $860 RWCF Addition of Centrifuge System
• $650 RWCF UV Disinfection Buildout
35 FY 2026-27 Budget/Plan
Dollars in thousands
Stormwater
• $1,700 Stockton Channel Water Quality
Improvements
• $500 State Lands Commission Lease Agreement
• $15 Storm System Street Improvements
36 Municipal
Utilities
Jeff Marasovich
37 Department
Description
• Water Utility
• Treat & deliver water to approximately half of the
Stockton community
• Wastewater Utility
• Collect & treat wastewater for the entire Stockton
area
• 1,454 miles of pipelines
• 28 pump stations
• Stormwater Utility
• Collect & discharge surface runoff
• Provide flood control with local basins
• 600 miles of pipelines
• 77 pump stations
• Enterprise fund supported by user fees
• Regulated to protect public health, property, and the environment
• 14 divisions that operate, maintain, and support the
Utilities
38 Key FY 2026-27 Budget
Considerations
• Ground Water Authority (GWA)
Groundwater Sustainability Plan (GSP)
• Water Rate Study for next 5 years
• NPDES Municipal Separate Storm
Sewer System (MS4) permit
• National Pollutant Discharge
Elimination System (NPDES) permit
• Gold Mussel Mitigation
• Implement 4% Wastewater rate
increase (year 3 of 5)
• New CIP appropriation of $56M
39 Position
Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
Water 58 60 2
Wastewater 152 154 2
Stormwater 9 9 -
Support Services 19 19 - Total 238 242 4
40 Financial Summary
[Section J] Dollar in Thousands
Storm Utilities
Water Wastewater Stormwater Districts Total
Beginning Available Balance 77,485$ 19,463$ 6,364$ 4,052$ 107,364$ Revenues 78,359 107,960 6,481 519 193,319 Expenditures 95,992 114,763 12,476 543 223,774 Transfers
Transfer In - - 1,200 9 1,209 Transfer Out (1,200) - - - (1,200) Net Annual Activity (18,833) (6,803) (4,795) (15) (30,446) Ending Available Balance 58,652$ 12,660$ 1,569$ 4,037$ 76,918$ 41 Fee Changes
• Delta Water Surface Water Connection Fee
increase (per 2009 DWSP Report)
• Miscellaneous Water fee adjustments with
updated salary rates and labor time
• Wastewater rate increase 4% (per 2024
Wastewater Rate Study)
• Prop 218 – Ballot Vote for Stormwater Rate
Study (Public Hearing on June 9, 2026)
42 Fire
Department
Bryan R. Carr
Fire Chief
43 Department
Description
Fire protection & emergency services
•Emergency medical services
•Fire, medical & ambulance transport
dispatch
•Fire prevention
•Thirteen fire stations
•Thirteen engines & four ladder trucks
in service
Daily staffing levels:
•3 personnel on fire engines
•4 personnel on ladder trucks
•2 personnel on medic squad
•2 Battalion Chiefs
•1 Chief’s Operator
44 Financial Summary
[Section E] Dollar in Thousands
General Emergency Development Special
Fund* Dispatch Services (a) Measure W (b) Revenue* Total Beginning Available Balance 1,319$
Revenues 7,863$ 9,621 5,734$ 7,727$ -$ 30,945$ Expenditures 75,970 9,327 5,993 10,257 18 101,565 Transfers In - - - - - - Transfers Out - - - - - - Net Annual Activity (68,107)$ 294$ (259)$ (2,530)$ (18)$ (70,620)$ Ending Available Balance 1,613$
(a) The total Development Services Fund - 220 is presented with Community Development Dept. (Section H) (b) The total Measure W Fund - 200 is presented with the Police Dept. (Section D) *Fund balance not displayed as fund is shared by more than one department/program. 45 General Fund
[Section E] Dollars in Thousands
FY 2025-26 FY 2026-27
Projected Proposed Variance
Employee Services 52,953$ 55,531$ 4.9%
Other Services 14,611 16,091 10.1%
Materials and Supplies 2,023 1,672 -17.4% Other Expenses 2,602 2,625 0.9%
Capital Outlay 1,314 50 -96.2% Total 73,503$ 75,969$ 3.4%
Position Summary
[Section O]
46 Emergency
Communications Fund
[Section E] Dollar in Thousands
FY 2025-26 FY 2026-27
Projected Proposed Variance
Beginning Available Balance 833$ 1,319$
Revenues 6,128$ 9,621$ 57.0%
Expenditures 6,601 9,327 41.3%
Transfers In 959 -
Net Annual Activity 486$ 294$
Ending Available Balance 1,319 1,613
47 Key Considerations/
FY2026-27 Plans
• Fire suppression & emergency
services
• CENCAL Fire and EMS Authority
• Emergency communications
48 Key Considerations/
FY2026-27 Plans
• Personnel recruitment and retention
• Infrastructure and Equipment
• Citywide emergency operations
• Alternative funding sources
49 Police
Department
Stanley McFadden, Chief of Police
50 Department Description
Citywide general law enforcement servicesChief’s Office, Operations, Community Relations and Logistics, & Administration BureausTo fulfill the Council’s strategic work plan by reimaging SPD, increasing community partnerships, engagement, and recruitment, continuing data-driven strategies and tactics, reducing violent crime, further addressing quality of life issues, and continuing the Marshall Plan efforts. 51 Financial Summary
[Section D] Dollar in Thousands
General
Fund*
Measure
W*
Asset
Seizure*
State
COPS*
Special
Revenue* Total
Revenues 7,360 7,727 3 1,051 4,039 20,180 Expenditures 188,506 8,397 172 1,081 4,015 202,171 Net Annual Activity (181,146) (670) (169) (30) 24 (181,991) Position Summary
[Section O]
FY 2025-26
Adopted Changes FY 2026-27
Proposed
Sworn 425 0 425
Non-Sworn 236 1 236
Total 661 1 662
52 General Fund
[Section D] Dollars in Thousands
FY 2025-26
Projected
FY 2026-27
Proposed % Variance
Employee Services 135,777 143,119 5%
Materials and Supplies 6,112 4,989 -18% Other Expenses and Services 37,692 40,375 7% Capital Outlay 594 22
Total 180,175 188,505 5%
53 FY 2026-27
Budget/Plan
Additional funding for:
• Support Services
• Special Projects
• Research and Development
• Field Operations
• Animal Services
• Neighborhood Services
• Organizational Wellness Unit
• Administration
• Investigations
• Fiscal Affairs
54 FY 2026-27
Budget/Plan
Asset Seizure
Expenditures focus on SWAT
equipment & supplies
State COPS
2 Community Service Officers
Equipment & supplies purchases
55 FY 2026-27
Budget/Plan
Police Grants
• San Joaquin County AB109 – Community Corrections
Partnership
• Byrne Memorial Justice Assistance Grant (JAG)
• COPS Office Technology and Equipment Program
(TEP)
• Office of Community Oriented Policing Services
(COPS) Safer Outcomes
• Bureau of Justice Assistance Crime Gun Intelligence
Center Integration Initiative (CGIC)
• Office of Traffic Safety Selective Traffic Enforcement Program (OTS)
• California Department of Justice Division of
Operations Tobacco Grant Program
• California for All Animals statewide animal shelter
assistance program in connection with UC Davis Koret
Shelter Medicine Program
56 Fee Changes
o Animal Wellness Clinic Vaccinations
o Diagnostics (Testing per dog/cat)
o Examinations
o Spay/Neuter
o Spay/Neuter Deposit
o Adoption
o Donation
o Events
57 Community
Services
Audree V. Jones-Taylor
Interim Director of Community Services
58 Department
Description
Stockton – San Joaquin County Public Libraries
- 17 branches (9 City, 8 County)
- Bookmobile & Training Wheels
Recreation
- 5 Community Centers & 1 Senior
Center
- 6 Pools
- Playmobile
- Teen Programs
- Youth & Adult Sports
- Neighborhood Events
- Contract Facilities
59 Key
Considerations
• Strengthen data reporting processes and provide more
meaningful measurement of program effectiveness,
community impact, and service outcomes. Use new
data to enhance social media and marketing efforts by
80%
• Expand and increase engagement in youth and teen
programs by 25%
• Enhance Memorandum of Understanding Partnerships
with community organizations and school districts by
10%
• Extend aquatics operations and programming through
October to include junior lifeguard training and swim
lessons
• Increase literacy program participation by 20%
• Advance the Central Library Remodel design and
relocate library services to ensure ongoing access to
the downtown community
• Increase circulation of physical materials by 5%
through community-driven collections
60 Position
Summary
[Section O]
1 - New Bookmobile Driver / Circulation
Assistant position
• 35% - General Fund
• 65% - San Joaquin County
61 Financial Summary
[Section G] Dollar in Thousands
Strong
Communities Library Recreation Other Total
Beginning Available Balance 42,516$ 2,139$ 751$ 870$ 46,276$ Revenues 16,051 11,419 803 63 28,336 Expenditures 13,948 17,943 5,857 197 37,945 Transfer in - General Fund 4,171 3,907 110 8,187 Transfer out - - - - - Transfers Total - 4,171 3,907 110 8,187 Net Annual Activity 2,103 (2,353) (1,147) (24) (1,421) Ending Available Balance 44,619$ (214)$ (396)$ 846$ 44,856$ 62 Fee Changes
Desctiption
Lost Key Fee, per key
Current Proposed
Youth Sports Camp - hours, duration, activities,
and services vary by location and sport 47.25$ $20.00 - $100.00 Adult Sports Non-Traditional Programming per
player, per event fee 24.50$ 12.50$
McNair Soccer Field Rental - Youth practice, per
hour, per full field 7.50$ 15.00$
Field Use Application Fee 35.00$ 40.00$
Description
Adult Sports Individual Team Player Fee - City
residents, per sport, per year
Adult Sports Individual Team Player Fee - Non-
City residents, per sport, per year
McNair Soccer Field Rental - Adult use, per
hour, per 1/2 field
Current Proposed
Collection referral fee 15.00$ 10.00$
Description
Restockting fee for materials reserved and not
picked up, per item
Faxing, per page
Interlibrary Loan Request, per item
Description Changes
Inactivated Fees
1.00$
ChangesDescription
RECREATION
New Fees
50.00$
LIBRARY
5.00$
Inactivated Fees
24.50$
42.50$
14.25$
1.00$
63 Community
Development
Stephanie Ocasio
Community Development Director
64 Department
Description
• Plan for City’s growth and needs
• Review and process development
applications
• Building, emergency, and life safety
inspections
• Development engineering services
• Floodplain management development
• Assist in economic development
• Administer Public Facilities Fees
Program
• Support Boards and Commissions
• Develop policy and initiatives
• Implement everchanging State law
updates
65 Key
Considerations
• Implement Council priorities and policy
• End-to-end facilitation and coordination
of citizen, business, & stakeholder
development projects
• Ongoing customer-focused technology &
process improvements
• Active promotion of CDD service offerings
• Staff Augmentation to Support Service
Delivery
• Continued Development Code updates &
Housing Element implementation
• Public Facility Fee (PFF) nexus study
• Lead citywide ADA Self Evaluation &
Transition Plan update
66 Financial Summary
[Section H] Dollar in Thousands
Public
Development Facilities Fee
Services* Administration Total
Beginning Available Balance 3,972$
Revenues 12,837$ 530 13,367$ Expenditures 16,364 454 16,818 Projected Total Transfers
Transfer in - General Fund 800 - 800 Transfer out - CIP Fund - - - Net Annual Activity (2,727) 76 (2,651)$ Ending Available Balance 4,048$
*Fund balance not displayed as fund is shared by more than one department/program. 67 Economic Development
Housing & Homelessness Initiatives
Ricardo Noguera
Director of Economic Development
Tina McCarty
Director of Housing and Homelessness Initiatives
68 Department
Description
• Economic Development Director
currently in City Manager’s Office
budget
• Thorough staffing analysis in progress
• Goal: Strengthen and expand economic
development efforts while advancing
housing and homelessness priorities.
69 FY 2026-27
Key Projects
• Development of new Economic
Development strategies:
o Short, intermediate, and long-term
• Continue strong housing and
homelessness initiatives
70 Financial Summary
[Section I] Dollar in Thousands
General
Fund*
Housing
Funds*
Parking &
Venues
Funds
Redevelopment
Fund
Economic
Development
Total
Beginning Balance 170,229$ 13,919$ 3,294$
Revenues 341 4,903 16,389 25 21,657 Expenditures 4,711 15,266 21,052 100 41,129 Transfers
Transfer in - General Fund - - 4,808 - 4,808 Transfer out - - (3,295) - (3,295) - - 1,513 - 1,513 Net Annual Activity (4,370) (10,363) (3,151) (75) (17,959) Ending Balance 159,866$ 10,769$ 3,219$
*Fund balance not displayed as fund is shared by more than one department/program 71 General Fund
[Section I] Dollars in Thousands
FY 2025-26
Projected
FY 2026-27
Proposed
%
variance
Employee Services 2,434 2,830 16%
Other Services & Expenditures 4,579 1,860 -59% Materials & Supplies 36 22 -40% Total 7,050 4,711 -33%
72 Fee Changes
73 Non-
Departmental
Johnny Ford, City Manager
74 Department
Description
• Provides funding for functions with
a citywide impact not related to a
single department.
• Examples include:
• Legislative advocacy
• Public, Educational &
Governmental Support fee
• Election expenses
• Labor & litigation
• General Fund Debt Service &
Program Support
75 Financial Summary
[Section K] Dollar in Thousands
General
Fund
Special
Revenue
260* Total
Revenues -$ 2,133 2,133
Expenditures 987 2,388 3,375
Transfer In 1,700 - 1,700
Transfer Out (22,384) - (22,384)
Net Annual Activity (21,671)$ (256)$ (23,627)$
*Fund balance not displayed as fund is shared by more than one department/program. 76 General Fund
[Section K] Dollars in Thousands
FY 2025-26 FY 2026-27 %
Projected Proposed Variance
Employee Services 186$ (461)$ -348.2%
Other Services 4,125 2,805 -32.0%
Materials and Supplies 5 15 200.0% Other Expenses (2,273) (1,372) -39.7%
Transfers 26,432 22,384 -15.3%
Total 28,475$ 23,371$ -17.9%
77 Charter
Offices
Johnny Ford, City Manager
Marci Arredondo, City Attorney
Katherine Roland, City Clerk
78 City Council
• Council is the policy-setting body
for the City
• Initiates, studies & holds public
meetings on issues affecting the
citizens of Stockton
• Hires & supervises the four
Charter Officers:
• City Attorney
• City Auditor
• City Clerk
• City Manager
79 Office of the City
Attorney
• Provides legal services & advice to
the City Council, officials, boards,
commissions, & City departments
• Defends the City in lawsuits
• Prepares legal opinions,
ordinances & resolutions
• Reviews & approves contracts,
bonds, etc.
• Prosecutes violations of the
Stockton Municipal Code
80 Office of the City
Auditor
• Provides the City Council, and City
staff with objective analyses,
appraisals, & recommendations for
improvements
• Conducts performance audits:
• Internal controls
• Compliance with laws & policies
• Accomplishment of goals &
objectives
• Reviews audits performed by
external financial auditors or
other third parties
81 Office of the City
Clerk
• Administers municipal elections
• Ensures compliance with open
meetings, campaign conflict of
interest filing requirements
• Administers City Records
Management System
• Management of Boards &
Commissions
• Produces & preserves records for
City Council & other City meetings
• Administers Public Records Act
82 Office of the City
Manager
• General oversight of City operations
under the policy direction of the City
Council
• Provides direction & administration of
City departments
• Office of Public Transparency,
Information and Communication
• Office of Violence Prevention
• Office of Economic Development
– Environment & Sustainability Division
• Office of Diversity, Equity and Inclusion
• Legislative Advocacy 83
FY 2026-27 Budget/Plans
• Prioritize Council strategic goals
• Commitment to the Long-Range
Financial Plan (L-RFP)
• Commitment to customer service to
the Stockton community through
accountable, innovative, efficient, and
effective management of resources
• Requesting City Council approval to
reorganize Economic Development
and Housing and Homelessness
activities as needed for optimal
performance*
– Report to Council on final actions
*actions will be budget-neutral
84 Position
Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
Charter Offices
City Council 10 10 -
City Attorney 12 13 1
City Clerk 9 9 -
City Manager 13 14 1
OPTIC 5 5 -
OVP 17 15 (2)
Grant Funded 7 11 4
Total 73 77 4
*City Manager increase by 1 for the Diversity, Equity and Inclusion Officer *
85 Financial Summary
[Section K]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
Charter Offices
City Council 1,147$ 1,232$ 7.4%
City Attorney 1,517 2,155 42.0%
City Clerk 1,622 1,634 0.7%
City Auditor 543 619 14.0% City Manager 6,729 7,104 5.6%
Total 11,558$ 12,745$ 10.3%
86 Information
Technology
Jamil Niazi, Information Technology Director
87 Department
Description
▪ Customer Service / Support Desk
▪ Digital Applications & Services
▪ Enterprise Portfolio Management Office (EPMO)
▪ Infrastructure & Cybersecurity
▪ IT Finance & Budget Office
▪ Business Enterprise Applications
88 Financial Summary
[Section N] Dollar in Thousands
Technology Communications Total
Beginning Available Balance 26,397$ 7,357$ 33,754$ Revenues 20,792 3,215 24,008
Expenditures 21,067 3,036 24,103 Net Annual Activity (275) 180 (95) Ending Available Balance 26,122$ 7,536$ 33,659$ Position Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
Technology 53 47 (6)
Communications 1 1 -
Total 54 48 (6)
89 FY 2026-27
Budget/Plan
Technology
• Network & infrastructure improvements
• Cybersecurity hardening
• Disaster Recovery
• Geographic Information System (GIS) Modernization
• Public Safety Technology
• Data & Application Integration
• Workforce & Support Enhancements
• Equipment lifecycle replacement
• Artificial Intelligence (AI) integrations
90 FY 2026-27
Budget/Plan
Communications
• Completed final tower site development for public
safety deployment
• Replacement of portable/mobile radios and mobile
data computers as part of the standard replacement
lifecycle
91 Human
Resources
Alecia Figieroa
Deputy Director of Human Resources
92 Department
Description
Human Resources consists of four divisions:
• Benefits
• Employee and Labor Relations
• Risk Services
• Workforce Planning
93 Position
Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
General Fund 26 19 (7)
Benefit ISF 12 12 -
Total 38 31 (7)
94 Financial Summary
[Section K and Section N] Dollar in Thousands
General Risk
Fund Management Benefits Total
Beginning Available Balance 68,936$ 78,588$
Revenues -$ 52,262 163,763 216,025$
Expenditures 3,082 53,436 148,379 204,897 Net Annual Activity (3,082)$ (1,174) 15,384 11,128$ Ending Available Balance 67,762$ 93,972$
95 General Fund
[Section K] Dollars in Thousands
FY 2025-26 FY 2026-27 %
Projected Proposed Variance
Employee Services 2,069$ 1,584$ -23.4%
Other Services 1,147 1,051 -8.4%
Materials and Supplies 21 24 14.3% Other Expenses 58 423 629.3%
Total 3,295$ 3,082$ -6.5%
96 FY 2026-27
Budget/Plan
Human Resources will focus on:
• Sustaining core operations, with particular focus on managing rising costs related to employee health benefits, workers’ compensation, and general liability. These essential investments directly support our workforce and ensure organizational stability.
• Collaborating with departments to enhance the efficiency and effectiveness of recruitment and onboarding processes. In an increasingly competitive labor market, organizations across California are experiencing similar challenges in attracting and retaining qualified candidates.
• Partnering with the Police and Fire Departments to review Civil Service and Charter provisions related to hiring practices, with the goal of identifying opportunities for improvement, modernization, and increased flexibility.
• Expanding regulatory compliance efforts. This includes the development and implementation of targeted training programs for both new and existing employees, as well as proactive risk identification to help mitigate potential liabilities and control costs. • Working closely with the organization’s Third-Party Administrator to evaluate and identify alternative benefit programs that provide value to employees while supporting long-term cost management objectives.97 Administrative
Services
Gilbert Garcia
Chief Financial Officer
98 Department
Description
• Accounting – Kristen Odom
• Budget – John Al-Amin
• Debt and Treasury - Carmen Barragan
• Procurement – Lisa Brown
• Revenue Services – Sharon Dhillon-Ghio
99 FY 2026-27
Budget/Plan
• Provide timely financial analysis & strategic
recommendations
• Maintain and update Long-Range Financial Plan
(L-RFP)
• Provide training to department representatives
on procurement processes, audit preparations,
and financial management practices
• Resolve audit findings
• Review and revise policies and procedures to
strengthen and enhance internal controls
100
Position
Summary
[Section O]
FY 2025-26 FY 2026-27
Adopted Proposed Variance
General Fund 77 84 7
Internal Service Funds 2 2 - Total 79 86 7
Additional Positions
• 1 - CenCal
• 6 – Payroll Reorganization
101
Financial Summary
[Section K] Dollar in Thousands
General
Fund Reprographics Total
Beginning Available Balance 260$
Revenues 316$ 417 733$
Expenditures 11,477 504 11,981
Transfer out - - -
Net Annual Activity (11,161)$ (87) (11,248)$ Ending Available Balance 173$
102
General Fund
[Section K] Dollars in Thousands
FY 2025-26 FY 2026-27 %
Projected Proposed Variance
Employee Services 3,955$ 6,507$ 64.5% Other Services 3,474 4,280 23.2%
Materials and Supplies 133 84 -37.0% Other Expenses 628 606 -3.4% Total 8,191$ 11,477$ 40.1%
103
CITY MANAGER
COMMENTS
104
City of Stockton
Legislation Text
File #: 26-0633, Version: 1
BUDGET STUDY SESSION - CONTINUED
RECOMMENDATION
Continue review of the proposed Fiscal Year (FY) 2026-27 Annual Budget, Fee Schedule, and the 2026-2031 Capital Improvement Plan.
The complete documents are available for review on the City’s website at:
https://www.stocktonca.gov/government/budget___financial_reports/index.php, and in the City Clerk’s Office.
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