EXHIBIT 1
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conduct tests (i.e., avoid school traffic or commuter traffic, etc.) and to review hydrant tests that may present minor challenges. If hydrant tests are not completed on June 24, an additional day of hydrant testing for a half-day on June 25 may be required.
Testing Requirements and Procedure
West Yost plans to conduct up to seven (7) hydrant flow tests within the City’s water system.
Figure 1 shows the proposed hydrant test locations. In addition, one (1) alternative hydrant test has been identified. If any of the seven (7) test locations are unable to be flowed, the alternative location may be used. Table A-1, in Attachment A, lists the proposed test locations. Details regarding each of the proposed tests (e.g., flowing hydrant, observation hydrants, closed valves, etc.) are also provided in Attachment A (Figures A-1 through A-8). As shown in Attachment A, only one test is proposed for South Stockton. This is due to the fact that most of the pipelines in South Stockton are either new (PVC) and are expected to be smooth, or are located in industrial areas where pipeline diameters are large and thus discharges would be large, possibly encumbering nearby operations or traffic.
Each hydrant test will involve maintaining flow from a single hydrant, while monitoring the residual pressure at three (3) to four (4) observation hydrants located near the flowing hydrant.
The field observed static and residual pressure readings will then be used to confirm or adjust pipeline C-factors used to calibrate the hydraulic model to more closely reflect observed conditions. Hydrant test locations have been selected to isolate pipelines of a particular material type, diameter, and age. Tests will require City staff to close one (1) or more isolation valves prior to the test and then re-open these isolation valves following the test.
The general testing procedure at each of the hydrant test locations is outlined below and illustrated on Figure 2.
• Step 1. Before the test, flush the test (flowing) hydrant and each observation hydrant before attaching the pressure gauge. This allows sediments, which might damage the gauge or cause faulty readings, to be flushed out from the hydrant. • Step 2. Attach the pressure gauge to the hydrant with the gauge’s test cock valve open. Slowly open the hydrant and bleed off the gauge with the gauge’s test cock until the hydrant is fully pressurized.
• Step 3. Close the gauge test cock valve, and then measure the static pressures at the designated test hydrant and each observation hydrant.
• Step 4. Flow the designated test hydrant and measure the discharge flow and pressure.
• Step 5. Measure the residual pressures at the designated test hydrant and at each observation hydrant while the test hydrant is flowing.
• Step 6. Continue monitoring pressure until the “all clear” is given by a West Yost employee. Record the static pressure and then detach the pressure gauge.
IMPORTANT: Before closing the hydrant, be sure the gauge’s test cock valve is open and bleeding while the hydrant is being closed.
EXHIBIT 1
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At least one (1) City staff member will be required at the flowing test hydrant and up to three (3) additional City personnel will be required in the field to assist with the opening and closing of valves (refer to Attachment A). West Yost will provide at least five (5) staff members to direct, oversee, and assist in the field data collection work effort. West Yost will staff observation hydrants, so City staff can participate at the flowing hydrant, opening/closing valves, and dechlorination efforts.
It is anticipated that each hydrant test will take no more than one (1) half hour and that each hydrant will be flowing for no more than 10 minutes during a test.
Testing Equipment
West Yost will provide 2.5-inch and 4.5-inch diameter Swivel Piezo Diffusers and pressure gauges during the hydrant testing program. It is our recommendation that the 4.5-inch diameter Swivel Piezo Diffusers be used for all proposed hydrant tests. For any hydrant test where is it not possible to use this type of diffuser due to drainage or traffic control issues, an alternative method will need to be further evaluated and confirmed before the day of field testing. The following equipment is typically used by West Yost during hydrant testing:
• Hydrant wrenches
• Diffusers
• Pressure Gauges
• Plumber’s Tape
• Hydrant Pressure Recorder(s) with Data Transfer Unit
• Hydrant Test Memo
• Mobile device (with a data plan) and Survey123 app installed to collect field data • Vehicles/trucks
• Equipment needed to close valves and for traffic control • Dechlorination equipment
• Two-way portable communication for each of the testing personnel City’s Responsibilities
The City will be responsible for providing the following hydrant testing equipment:
1. Hydrant wrenches
2. Dechlorination equipment
3. Piece of Plywood
The City is also responsible for notifying other City staff and departments (i.e., Fire Department) about the scheduled hydrant testing, obtaining approvals that may be required, providing proper EXHIBIT 1
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drainage of the hydrant flow, and providing equipment for dechlorinating2 test water and
personnel for traffic control, if required.
West Yost requests that the City staff review and inspect each of the proposed hydrant test and HPR placement locations before the testing date to identify any potential problems or hazards with the selected locations. Of particular concern will be the potential for flooding landscaping, building basements, or creating hazardous traffic conditions. West Yost recommends that all drainage inlets/manholes be inspected near the testing site to confirm proper drainage. If possible, the City should also supply a piece of plywood in an effort to protect landscaping adjacent to the flowing hydrant. Additionally, location and status of valves that will be closed during the hydrant testing should be confirmed. Detailed figures, which illustrate the flowing hydrant, observation hydrants, valves to be closed, and adjacent drainage features are provided in Attachment A.
HYDRANT PRESSURE RECORDER PROGRAM
Placement of HPRs at key hydrants within the City’s water system is required to collect data necessary to calibrate pressures for extended period calibration of the City’s hydraulic model.
West Yost has identified a total of sixteen (16) hydrants within the water system to monitor system pressures with the HPRs, with twelve (12) hydrants located in North Stockton and four (4) hydrants located in South Stockton. The selected HPR locations are based on locations in the City’s water distribution system that are hydraulically distant from water facilities, thus representing the “boundary” of the water distribution system.
West Yost is proposing to install the sixteen (16) HPRs on June 18, 2020 to collect pressure information for a total of about one (1) week. West Yost plans to attach the HPRs to the 2.5-inch port on specified hydrants and lock them in place with a padlock. After the seven-day monitoring period is complete, West Yost will remove the HPRs from their locations on June 26, 2020, and then download and review the collected data. Figure 3 shows the general location of each HPR.
Attachment B includes Table B-1, which provides the approximate location of each hydrant pressure recorder. Attachment B also includes detailed figures that illustrate the specific location of each hydrant selected for HPR placement (see Figures B-1 through B-16).
It is important for City staff to coordinate with local fire departments and any other appropriate parties regarding the locations and duration of monitoring. This will help reduce the chance of inadvertently shutting off a hydrant with an HPR installed and may also reduce the risk of an HPR being removed or tampered with, because the field pressure data required for the hydraulic model calibration cannot be collected once a hydrant is shut off or if the HPR is removed. To further reduce risk, each HPR is equipped with a padlock; a set of keys will be provided to the City staff.
However, in case of an emergency, the fire department can break the lock to remove the HPR. In a non-emergency case, if an HPR is required to be removed, or if the associated hydrant needs to be shut off, West Yost requests that the fire department inform the City and the City then coordinate with West Yost staff.
2 Handling of water released from each hydrant test will need to comply with City Operations procedures and be consistent with the City’s NPDES permit for planned releases from hydrant tests.
EXHIBIT 1
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SUMMARY OF HYDRANT TESTING AND PRESSURE MONITORING PROGRAM Hydrant testing will be performed as described above beginning at 7:30 AM on June 24, 2020.
West Yost proposes to perform the initial HPR installation on June 18, 2020. West Yost will remove the HPRs from their location on June 26, 2020 and download and review the field collected data. During the installation and removal of the HPRs, West Yost requests that City staff accompany West Yost staff. The location descriptions and associated detailed location maps of the designated hydrants are presented in Attachments A and B. After the completion of the hydrant testing (on June 24, 2020, or possibly June 25, 2020) and collection of system pressure via HPRs, West Yost will coordinate with the City to obtain the following SCADA system data:
• 1-minute increments for all facilities listed in the Personnel and System Data Requirements section for June 24, 2020 (and June 25, 2020 if hydrant testing is extended); and,
• 15-minute increments for all facilities listed in the Personnel and System Data Requirements section from June 17, 2020 to June 25, 2020.
Please feel free to contact Bobby Vera at (916) 306-2212 if you have any questions or comments.
EXHIBIT 1
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Figure 1
Hydrant Test
Location Map
City of Stockton
Water Master Plan Update
Last Saved: 5/6/2020 1:30:20 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\F1_HydrantTest_OverallMap.mxd : mmcwilliams Hydrant Test Location
Storage Tank & Booster Pump
Station
Water Treatment Plant
COSMUD Water Service
Boundary
Well (Active)
Well (Inactive)
Well (Standby)
Pipeline (Less Than 12-inch)
Pipeline (12-inch or Greater)
Railroad
5 99
14 Mile
Slough
Northwest
Well #18
Well #24
Well #16 Well #19
Well #9
Well #20
Well #21
Well #26
Well #1 Well #4
Well #25
Well #28
Well #27
Well #11
Well #7
Well #15
Well #29
Well #03R
Well #30 Well #31
Well #32
Well #10R
SAN JOAQUIN RIVER
E L D
O
R
A
D
O S T
P E R
S H I N G
A
V E
P A
C I F I C
A V
E
E L D
O R A D O
S T
A S H L E Y L N
F R E M O N T S T
H A M M E R L N
S W A I N R D
M I N E R A V E
W E S T
L N
M A R C H L N
S T
A
N D R E W S
D R
T H O R N T O N
R D
C H E R O K E E
R D
B R O O K S I D E R D
L I V E O A K R D
W A T E R L O O R D
E I G H T M I L E R D
A L P I N E R D
B E A R C R E E K L E V E E R D
E I G H T M I L E R D
A R M S T R O N G R D
H O L T R
D
H I L D R E T H L
N
R I N D G E R D
Delta Water
Supply
Project
Stockton
East Water
District
3 1
2 4
5 6
8 5
99 Weston Ranch
Well SSS2 Well SSS3
Well SSS1
Well SSS9 Well SSS8
S AN JOAQUIN RIVER
D R M A R T I N L U T H E R K I N G J R
B L V D
A U S T I N R D
E I G H T H S T
J A C K T O N E R D
F R E M O N T S T
F R E N C H C A M P R D
M A R I P O S A R D
H O W A R D R D
S U T T E R S T S A N J O A Q U I N S T
M I N E R A V E
T U R
N P I K
E
R D
N E W C A S T L E R D
P O C K L N
N A V Y D R
E L D
O
R
A
D
O
S T
H A
R L A N R D
B S
T
A I R P O
R
T
W
A
Y
M A R I P O S A R D K A I S E R R D
Stockton East
Water District
7 0 3,000 6,000
Scale in Feet
North Stockton
South Stockton
0 3,500 7,000
Scale in Feet
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Figure 3
Hydrant Pressure
Recorder Map
City of Stockton
Water Master Plan Update
Last Saved: 5/6/2020 1:47:44 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\F3_HPR_OverallMap.mxd : mmcwilliams Proposed HPR Location
Storage Tank & Booster Pump
Station
Water Treatment Plant
COSMUD Water Service
Boundary
Well (Active)
Well (Inactive)
Well (Standby)
Pipeline (Less Than 12-inch)
Pipeline (12-inch or Greater)
Railroad
5 99
14 Mile
Slough
Northwest
Well #18
Well #24
Well #16 Well #19 Well #9
Well #20
Well #21
Well #1 Well #26
Well #4
Well #25
Well #28
Well #27
Well #11
Well #7
Well #15
Well #29
Well #03R
Well #30 Well #31
Well #32
Well #10R
SAN JOAQUIN RIVER
E L D
O
R
A
D
O S T
P E R
S H I N G
A
V E
P A
C I F I C
A V
E
E L D
O R A D O
S T
A S H L E Y L N
F R E M O N T S T
H A M M E R L N
S W A I N R D
M I N E R A V E
W E S T
L N
M A R C H L N
S T
A N D R E W S D R
T H
O R N
T O
N
R D
C H E R O K E E
R D
B R O O K S I D E R D
L I V E O A K R D
W A T E R L O O R D
E I G H T M I L E R D
A L P I N E R D
B E A R C R E E K L E V E E R D
E I G H T M I L E R D
A R M S T R O N G R D
H O L T R
D
H I L D R E T H L
N
R I N D G E R D
Delta Water
Supply
Project
Stockton
East Water
District
HPR 01 HPR 12
HPR 08
HPR 02
HPR 06 HPR 09
HPR 03
HPR 10
HPR 05
HPR 04
HPR 07
HPR 11
5 99
Weston Ranch
Well SSS2
Well SSS1 Well SSS3
Well SSS8 Well SSS9
S AN JOAQUIN RIVER
D R M A R T I N L U T H E R K I N G J R
B L V D
A U S T I N R D
E I G H T H S T
J A C K T O N E R D
F R E M O N T S T
F R E N C H C A M P R D
M A R I P O S A R D
H O W A R D R D
S U T T E R S T S A N J O A Q U I N S T
M I N E R A V E
T U R
N P I K
E
R D
N E W C A S T L E R D
P O C K L N
N A V Y D R
E L D
O
R
A
D
O
S T
H A
R L A N R D
B S
T
A I R P O
R
T
W
A
Y
M A R I P O S A R D K A I S E R R D
Stockton East
Water District
HPR 15
HPR 13
HPR 14
HPR 16
0 3,000 6,000
Scale in Feet
North Stockton
South Stockton
0 3,500 7,000
Scale in Feet
EXHIBIT 1
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ATTACHMENT A
Hydrant Test Detail Figures
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City of Stockton
n\c\129\60-20-41\wp\Hydrant & HPR\HydrantTest_HPR_Memo Hydrant Testing Last Revised: 06-03-2020
Table A-1. Hydrant Test Locations(a)
Test
No.
Pipeline
Material
Approximate
Installation
Decade
Pipeline
Diameter,
Inches Location
No. of Closed
Valves Service Area
1 Asbestos
Concrete 1980s 8 Angel Drive, Between Sutton Way and Otto Drive 3 North Stockton 2 Asbestos
Concrete 1960s 6
Santa Maria Way and San
Lucas Avenue, Between
Ponce De Leon Avenue
and Don Borgia Way
3 North
Stockton
3 Asbestos
Concrete 1960s 6
Bonnie Brook Drive and
Oak Creek Drive, Between
Westland Avenue and
Meadow Avenue
5 North
Stockton
4 Asbestos
Concrete 1970s 10
Knickerbocker Drive,
Between New York Drive
and Tam O Shanter Drive
2 North
Stockton
5 Asbestos
Concrete 1980s 8
Shameran Street and
Sharkon Lane, Between
Montauban Avenue and
Hammertown Drive
1 North
Stockton
6 Asbestos
Concrete 1980s 6
Fort Donelson Drive,
Between Five Mile Drive
and Palmouth Court
1 North
Stockton
7 PVC 1990s 8
Ishi Gotto Street, Between
Ken Street and Brick and
Tile Circle
5 South
Stockton
8 PVC 1980s 8 Boulder Creek Circle 3
North
Stockton;
Alternate
Test Location
(a) 7 test locations and 1 alternate test location if time permits.
EXHIBIT 1
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0 400 200
Scale in Feet
O T T O D R
S T A N F I E L D D R
C H A U N C Y C I R
A P P L I N G C I R
R D P O T E E R T
E S T A T E D R
T H O R N T O N R D T H O R N T O N R D
D E C A T U R D R
D E K A L B P L
A N G E L D R
B E A R C R E E K L E V E E R D
1 1A
1C 1B 1D
8-inch
8- ni ch
Figure A-1
Test 1
(8-inch AC - 1980s)
City of Stockton
Water Master Plan Update
Last Saved: 4/27/2020 1:49:03 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FA-1_HydrantTest1.mxd : mmcwilliams Hydrant Test LocationObserved HydrantHydrant
Closed Valve (3 total)Valve
Test PipelinePipeline
A N G E L D R
S U T T O N
W A Y
1A
A N G E L D R
E R T O P T E R D
O T T O D R
K R A D GI N A A W Y
0 200 100
Scale in Feet
2A 2
2B
2C
2D
L O S F E L I S A V E
S A N M I G U E L A V E
P O N C E D E L E O N A V E
D O N B O R I G A W A Y
D R O T N E M A R C A S R E W O L
S A N F R A N C I S A V E
Y A W OI N O T N A
Y A W AI R A M A T N A S
S A N L U C A S A V E
Y E R B A B U E N A A V E
P I O P I C A A V E hcni- 6
6-inch
hcn-i 6
Figure A-2
Test 2
(6-inch AC - 1960s)
City of Stockton
Water Master Plan Update
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Closed Valve (3 total)Valve
Test PipelinePipeline
D O N B O R I G A W A Y
S A N L U C A S
A V E
EXHIBIT 1
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0 400 200
Scale in Feet
3 3A
3C 3B
L P M A H E R O H S
E V A D N A L T S E W
R O S E W O O D D R
E V A H C E E B
S U M A C A V E
J A S M I N E A V E
B O N N I E B R O O K D R F E R N V A L E D R
M A N Z A N I T A A V E
C Y P R E S S A V E
B I R C H A V E
H E A T H E R D R
B U T T O N W I L L O W A V E
H A Z E L W O O D A V E
W O O D S I D E D R
O A K C R E E K D R
T A M A R I S K A V E
P A R K W O O D S D R
- 6 nc i h
6-inch
Figure A-3
Test 3
(6-inch AC - 1960s)
City of Stockton
Water Master Plan Update
Last Saved: 6/3/2020 5:07:21 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FA-3R_HydrantTest3Revised.mxd : mmcwilliams Hydrant Test LocationObserved HydrantHydrant
Closed Valve (5 total)Valve
Test PipelinePipeline
3B
B O N N I E B R O O K D R
WE S O R D O O R D
H A Z E L W O O D A V E
K A O R C E E K
R D
M E A D O W
A V E
O A K C R E E K D R
0 200 100
Scale in Feet
M A N H A T T A N D R
K N I C K E R B O C K E R D R
C O O P E R C T
H A M M E R L N
N WE Y O R K D R
Y N O X T C
D E W I T T C T
A U T U M N C T
R D R E T N A H S O M A T
F A L L B R O O K D R
P A L I S A D E S D R
4D
4C
4B
4A
4 10- ni ch
Figure A-4
Test 4
(10-inch AC - 1970s)
City of Stockton
Water Master Plan Update
Last Saved: 4/27/2020 1:34:59 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FA-4_HydrantTest4.mxd : mmcwilliams Hydrant Test LocationObserved HydrantHydrant
Closed Valve (2 total)Valve
Test PipelinePipeline
EXHIBIT 1
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Scale in Feet
O L R R I A N E A V E
G I L L I M E R D R
H A M M E R T O W N D R
M O N T A U B A N A V E
N L N O K R A H S
RI C H T E R A G
C A L
RI C B E
M O N T A U B A N C T
S H A R K O N C T
E L C A P I T A N C I R
X E C A L I B U R C I R
S H A M E R A N S T
5 5A
5B
5C
hcni- 8
8- ni ch
hcni- 8
Figure A-5
Test 5
(8-inch AC - 1980s)
City of Stockton
Water Master Plan Update
Last Saved: 4/27/2020 1:37:23 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FA-5_HydrantTest5.mxd : mmcwilliams Hydrant Test LocationObserved HydrantHydrant
Closed Valve (1 total)Valve
Test PipelinePipeline
0 400 200
Scale in Feet
F VI E LI M R D E
B E N J A M I N H O L T D R
A T L A N T A C I R
H A T C H E R S C I R
TL
U O M
R I E D R
6C
6B
6A
6 6-inch
Figure A-6
Test 6
(6-inch AC - 1980s)
City of Stockton
Water Master Plan Update
Last Saved: 4/27/2020 1:48:07 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FA-6_HydrantTest6.mxd : mmcwilliams Hydrant Test LocationObserved HydrantHydrant
Closed Valve (1 total)Valve
Test PipelinePipeline
F O R T
D O N E L S O N D R
F A L M O U T H C T
EXHIBIT 1
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0 500 250
Scale in Feet
K I M I Y O S T
P I S A CI R
D E C A R L I S T
D O O W S W E D V L B S
K E N S T
W A R M K E L N
C A R O L Y N W E S T O N B L V D
7 7D 7C 7B 7A
8- ni ch
Figure A-7
Test 7
(8-inch PVC - 1990s)
City of Stockton
Water Master Plan Update
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Closed Valve (5 total)Valve
Test PipelinePipeline
7B
I S H I G O T O S T
S W E
D V L B S D O O W
7 I S H I G O T O S T
K E N S T
I S H I G O T O S T
L N O R O G O H S
I S H I G O T O S T
K CI R B &
C E L I T RI
Notes:1. Assumed the closed valve at the intersection of Ken Street and Ishi Goto Street isolates Hydrant 7 and the test pipeline. 0 400 200
Scale in Feet
C A L A V E R A S R I V E R B I K E P A T H
B R O O K S I D E R D
D E L A N O A V E
D E L R I O D R
R Y D E A V E
D E O V A N A V E
C A L A R I V A D R
C A L R I O P L
S T I L E S P L
C A R O U S E L
I C R
P I N E H U R S T C I R
8C
8D
8B
8A
8 8-inch
8-inch
Figure A-8
Test 8
Alternate
(8-inch PVC - 1980s)
City of Stockton
Water Master Plan Update
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Closed Valve (3 total)Valve
Test PipelinePipeline
F E A T H E R R I V E R D R
B O L U E D R C R E K E I C R
8 B O U L D E R C R E E K C I R
8D
B O U L D E R C R E E K C I R
B O U L D E R
C R E E K C RI
EXHIBIT 1
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ATTACHMENT B
Hydrant Pressure Recorder Detail Figures
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City of Stockton
n\c\129\60-20-41\wp\Hydrant & HPR\HydrantTest_HPR_Memo Hydrant Testing Last Revised: 06-03-2020
Table B-1. Hydrant Pressure Recorder Locations
HPR No. Location
1 Northeast corner of intersection of Scott Creek Drive and Regatta Lane 2 Intersection of Stanfield Drive and Colington Place
3 Intersection of Benjamin Holt Drive and Cumberland Place 4 Southeast of St. Andrews Drive
5 Intersection of Pershing Avenue and Robinhood Drive
6 Northeast corner of intersection of Etna Street and San Carlos Way 7 Intersection of Villa Point Drive and Marlette Road
8 Intersection of Genova Lane and Perino Drive
9 Hammer Lane, Between Railroad and Girardi Way
10 March Lane, Between West Lane and Weber Ranch Park
11 Northwest corner of intersection of AG Spanos Boulevard and Thornton Boulevard 12 South of intersection of Eight Mile Road and Trinity Park 13 Intersection of William Moss Boulevard and Carolyn Weston Boulevard 14 Intersection of Airport Way and Performance Drive
15 Pock Lane, north of Togninali Lane
16 North of intersection of Raymos Way and New Castle Road EXHIBIT 1
1847
(THIS PAGE LEFT BLANK INTENTIONALLY)
EXHIBIT 1
1848
0 200 100
Scale in Feet
C R E S T V I E W C I R
S C O T T C R E E K D R
E H C Y R R R O P D T R D O N C O N T I L N
S U R F S I D E D R
R D D O O W O R R A
C A P S T A N D R
K E N T L E D G E S T
R E G A T T A L N
O N P S A KI M Y A W D
DI S T R O P R D E
S H O R E W O O D L N
B A T T E N R D
T A I L W I N D L N
O A K U M W Y
T W I N H A R B O R L N
HPR 01
Figure B-1
HPR 1
City of Stockton
Water Master Plan Update
Last Saved: 6/3/2020 5:16:08 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
S T A N F I E L D D R
B A I N B R I D G E P L
A P P L I N G C I R
B A T T L E V I E W P L
L P N O T G NI L O C
S C A R B O R O P L
B I S M A R K P L
B I X B Y W A Y
A D M I R A L D R
HPR 02
Figure B-2
HPR 2
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1849
0 200 100
Scale in Feet
A P P L E T O N W A Y
C U M B E R L A N D P L
P A L E P O T N T C
M E R R I M A C C I R
B E N J A M I N H O L T D R
M E R R I M A C C I R
HPR 03
Figure B-3
HPR 3
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
S T A N D R E W S D R
M A R C H L N
N E L G Y B B A
C I R
S T A N D R E W S D R HPR 04
Figure B-4
HPR 4
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1850
0 200 100
Scale in Feet
P E R S H I N G A V E
S T R A T F O R D C I R
V E N E T I A N D R
Q U A I L L A K E S D R
S I L V E R C R E E
C K RI
S A N R O C C O C I R
R O B I N H O O D D R
B U C K I N G H A M W A Y
HPR 05
Figure B-5
HPR 5
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
T S A N T E
S A N C A R L O S W A Y
M I S S I O N P A R K D R
T C S E NI A T N A S
S A N T A C L A R A S T
H A M M E R L N
I R I S A V E
A R C A V E
HPR 06
Figure B-6
HPR 6
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1851
0 200 100
Scale in Feet
C H E R I S E W A Y
P I A V E W A Y
V I C E N Z A D R
S C O O T E R W A Y
B E L L U N O D R
M E R L E R D
A V I G N O N W A Y
J U B I L E E W A Y
M A R T I R I W A Y
S E A C R E S T L N
W A L T E R W A Y
M A R L E T T E R D
A R I A N N E D R
P A D U A W A Y
S H I R L E E N D R
R O V I G O W A Y
T O V A N E L L A W A Y
O L I V E G R O V E D R
C O M M O D O R E L N
H U D S O N B A Y L N
A L B E R T D R
V I L L A P O I N T D R
HPR 07
Figure B-7
HPR 7
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
M I L A N D R
G E N O V A L N
N O V A R A W A Y
S A N M A R C O D R
D E L F I N A W A Y
V A R A L L O C T
T O M M A S O L N
S A N M A R C O C T
P E R I N O D R
A N G E L I N A L N
M O S H E R S L O U G H L E V E E R D
M O S H E R S L O U G H L E V E E R D
HPR 08
Figure B-8
HPR 8
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1852
0 200 100
Scale in Feet
H A M M E R L N
A U T O C E N T E R C I R
T R I S T A N C I R
G I R A R D I W A Y
HPR 09
Figure B-9
HPR 9
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
W E B E R R A N C H P K
W E S T L N
B A R B A D O S C I R
M A R C H L N
C L O W E S S T
HPR 10
Figure B-10
HPR 10
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1853
0 200 100
Scale in Feet
R I V E R F A L L S C I R
T H O R N T O N R D
E N G L I S H O A K C I R P O I N T R E Y E S C I R
B E A R C R E E K L E V E E R D
R I V E R O A K S D R
P O I N T R E Y E S C I R
S C A R L E T O A K D R
A G S P A N O S B L V D
J O S H U A T R E E C I R
HPR 11
Figure B-11
HPR 11
City of Stockton
Water Master Plan Update
Last Saved: 6/3/2020 5:16:08 PM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
E I G H T M I L E R D
T R I N I T Y P K
S C O T T C R E E K D R
HPR 12
Figure B-12
HPR 12
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1854
0 200 100
Scale in Feet
V A N G O G H L N
A N C H O R P L
O M E N T D R
K N O L L W O O D L N
W I L D R O S E L N
C R E S T M O R E C I R
R P G O E R S S A W Y
C A R O L Y N W E S T O N B L V D
K A Y B R I D G E S P L
S T E T S O N C T
L O N K
WL O O D C T
W A R L O W L N
L A D Y J A N E L N
C R E S T M O R E C T
W E S L E Y L N
C E Z A N N E L N
F L A T B O A T S T
W I L L I A M M O S S B L V D
HPR 13
Figure B-13
HPR 13
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
W I S D O M C T
C E D I X O N S T
R U G G L E S R D L I N D B E R G H S T
L O N G E S T
P E R F O R M A N C E D R A I R P O R T W A Y HPR 14
Figure B-14
HPR 14
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1855
0 200 100
Scale in Feet
N E M A H A W A Y
T E C U M S E H L N
T O G N I N A L I L N
P A M E L A L N
S E A S H O R E D R
S T A R B O A R D L N
L O G A N L N
P O C K L N
C A T A M A R A N W A Y
S E A S C A P E W A Y
T I D E W I N D D R N I O B R A R A A V E
D E B O R A H L N HPR 15
Figure B-15
HPR 15
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
0 200 100
Scale in Feet
R A Y M O S W A Y
E L T S A C WE N D R
HPR 16
Figure B-16
HPR 16
City of Stockton
Water Master Plan Update
Last Saved: 5/7/2020 8:55:51 AM N:\Clients\129 Stockton\60-20-41 Stockton WMPU\GIS\MXD\Hydrant Test and HPR Plan\FB_HPR_Mapbook.mxd : mmcwilliams Proposed HPR LocationHydrant
Pipeline
EXHIBIT 1
1856
Hydraulic Model Calibration Results – North Stockton
Appendix B
EXHIBIT 1
1857
(THIS PAGE LEFT BLANK INTENTIONALLY)
EXHIBIT 1
1858
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-100
-90
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-70
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60 70
80 90
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28,000
30,000
32,000
34,000
36,000
38,000
40,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-1.DeltaWaterTreatmentPlant- FlowandPressureComparison June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
0 2
4 6
8 10
12 14
16 18
20 22
24 26
28 30
32 34
36 38
40 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 TankLevel(feet)
Time(hour)
FigureB-2.NorthwestReservoir- TankLevelComparison
June23,2020
SCADATankLevel ModelSimulatedTankLevel
- Errorbarforlevelis10%
EXHIBIT 1
1859
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
0 2
4 6
8 10
12 14
16 18
20 22
24 26
28 30
32 34
36 38
40 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 TankLevel(feet)
Time(hour)
FigureB-3.14-MileSloughReservoir- TankLevelComparison
June23,2020
SCADATankLevel ModelSimulatedTankLevel
- Errorbarforlevelis10%
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-4.Well3R- FlowandPressureComparison
June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
EXHIBIT 1
1860
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-5.Well29- FlowandPressureComparison
June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-6.Well30- FlowandPressureComparison
June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
- At7:00am,itisassumedthat
SCADAisincorrectandthe
pumpreaminedoperating.
EXHIBIT 1
1861
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-7.Well31- FlowandPressureComparison
June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\Facilities_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureB-8.Well32- FlowandPressureComparison
June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
EXHIBIT 1
1862
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-9:HPR1,NortheastcornerofintersectionofScottCreekDriveandRegattaLane June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-10:HPR2,IntersectionofStanfieldDriveandColingtonPlace June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1863
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-11:HPR3,IntersectionofBenjaminHoltDriveandCumberlandPlace June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-12:HPR4,SoutheastofSt.AndrewsDrive
June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1864
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-13:HPR5,IntersectionofPershingAvenueandRobinhoodDrive June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-14:HPR6,NortheastcornerofintersectionofEtnaStreetandSanCarlosWay June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1865
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-15:HPR7,IntersectionofVillaPointDriveandMarletteRoad June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-16:HPR8,IntersectionofGenovaLaneandPerinoDrive
June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1866
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-17:HPR9,HammerLane,BetweenRailroadandGirardiWay June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-18:HPR10,MarchLane,BetweenWestLaneandWeberRanchPark June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1867
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-19:HPR11,NorthwestcornerofintersectionofAGSpanosBoulevardandThorntonBoulevard June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 20
40 60
80 100
120
0 3 6 9 12 15 18 21
Pressure(psi)
Time(hour)
FigureB-20:HPR12,SouthofintersectionofEightMileRoadandTrinityPark June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
EXHIBIT 1
1868
Hydraulic Model Calibration Results – South Stockton
Appendix C
EXHIBIT 1
1869
(THIS PAGE LEFT BLANK INTENTIONALLY)
EXHIBIT 1
1870
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
-80
-70
-60
-50
-40
-30
-20
-10
0 10
20 30
40 50
60 70
80 0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Pressure(psi)
Flow(gpm)
Time(hour)
FigureC-1.StocktonEastWaterDistrict- FlowandPressureComparison June23,2020
SCADAFlow ModelSimulatedFlow SCADAPressure ModelSimulatedPressure - Errorbarforpressureis5psi
- Errorbarforflowis10%
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
0 2
4 6
8 10
12 14
16 18
20 22
24 26
28 30
32 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 TankLevel(feet)
Time(hour)
FigureC-2.WestonRanchReservoir- TankLevelComparison
June23,2020
SCADATankLevel ModelSimulatedTankLevel
- Errorbarforlevelis10%
EXHIBIT 1
1871
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
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FigureC-3:HPR13,IntersectionofWilliamMossBoulevardandCarolynWestonBoulevard June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
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FigureC-4:HPR14,IntersectionofAirportWayandPerformanceDrive June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
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CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
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FigureC-5:HPR15,PockLane,northofTogninaliLane
June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
CityofStockton
WaterMasterPlanUpdate
LastRevised:08-11-20
n\c\129\60-20-41\e\6\3\HPR_Caliration
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FigureC-6:HPR16,NorthofintersectionofRaymosWayandNewCastleRoad June23,2020
HPR MODEL
Note:
- Errorbarsindicatea±5psidifferential.
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Cost Estimating Assumptions
Appendix D
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This appendix details West Yost’s assumptions for estimating probable construction costs for the recommended water system facilities. Construction costs were developed based on a combination of data supplied by manufacturers, published industry standard cost data and curves, construction costs for similar facilities built by COSMUD and/or other public agencies, and construction costs previously estimated by West Yost for similar facilities with similar construction cost indexes.
The costs presented in this appendix are for construction only and do not include estimating or construction uncertainties (e.g., variations in final quantities) or cost estimates for engineering, legal services, environmental review, inspections, and/or contract administration. Some of these items are referred to as contingency costs and are addressed in the last section of this appendix. It should also be noted that the construction costs presented in this appendix represent capital infrastructure costs and do not include costs for purchase of additional surface water supplies, supply reliability, or operation and maintenance.
All estimated construction costs have been adjusted to reflect August 2020 dollars for San Francisco, California. These costs should be used for conceptual cost estimates only and should be updated regularly.
Construction costs presented in this appendix are not intended to represent the lowest prices in the industry for each type of construction; rather they are representative of average or typical construction costs. These planning-level construction cost estimates have been prepared for guidance in evaluating various facility improvement options and are intended only for budgetary purposes within the context of this master planning effort.
The following sections of this appendix describe the assumptions used to estimate the probable construction costs for the planning and design of recommended water system facilities for the COSMUD water system:
• Water System Construction Costs
• Contingency Costs
D.1 WATER SYSTEM CONSTRUCTION COSTS
The following sections present the construction cost estimates used to project probable construction costs for recommended water system facilities in the COSMUD water system and are categorized by type of improvement, including the following:
• Treated Water Storage Reservoirs
• Municipal Groundwater Production Wells
• Reservoir Pump Stations
• Potable Water Pipelines
• Backup Power Generators
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D.1.1 Treated Water Storage Reservoirs
Table 1 summarizes the estimated construction costs for treated water storage reservoirs between the size range of 1.0 to 6.0 MG. These costs generally include the installation of the storage reservoirs, site piping, earthwork, paving, instrumentation, and related sitework. These costs are representative of construction under normal excavation and foundation conditions and would be significantly higher for special or difficult foundation requirements. Because the existing COSMUD storage reservoirs are all steel aboveground reservoirs, West Yost estimated reservoir costs assuming future reservoirs will also be steel.
Table 1. Construction Costs for Treated Water Storage Reservoirs(a) Capacity, MG
Estimated Construction Cost, million dollars(b)
Aboveground Steel
1.0 2.4
2.0 3.3
3.0 4.2
4.0 5.1
5.0 6.0
6.0 6.9
(a) Based on August 2020 CCI for San Francisco (12,920.6). (b) Estimated construction costs do not reflect an adjustment to account for the current economic bidding climate.
D.1.2 Municipal Groundwater Production Wells
Well construction consists of pilot hole drilling, water quality/soil sampling, pilot hole reaming, well construction, well development and providing the necessary housing, pump, motor, automatic control equipment, discharge piping, SCADA, and disinfection equipment. Costs also assume a backup power generator will be installed.
Construction costs for new groundwater wells are estimated to be approximately $3,200,000 per well (assuming a well capacity between 1,000 – 2,000 gpm). These estimates are based on recent bids for similarly sized wells and representative of construction under normal drilling conditions. Costs would be significantly higher for special or difficult locations, or if specialized wellhead treatment is required.
D.1.3 Wellhead Treatment
GAC wellhead treatment conceptual costs were developed based on the range of concentrations observed in the COSMUD municipal wells that are temporarily out of service for 1,2,3-TCP and PFOA/PFAS. Costs assume that there is sufficient space and electrical capacity on-site to accommodate the proposed treatment system, three to four 60,000 to 80,000-pound vessels, bitumen coal, for a maximum flow rate of 1,300 gpm. Costs include installation of equipment, onsite electrical (assuming electrical service does not need to be upgraded), and required permitting. Construction costs for the above described systems EXHIBIT 1
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are estimated to be approximately $1,300,000 per system, and are based on recent discussions with GAC treatment system vendors.
D.1.4 Reservoir Pump Stations
Pump stations will be required at ground-level and below-grade reservoirs to lift water to the hydraulic grade of the COSMUD water distribution system. Estimated construction costs for reservoir pump stations, as shown in Table 2, are based on enclosed stations with architectural and landscaping treatment suitable for residential areas. Pump station costs can vary considerably, depending on architectural design, pumping head, and pumping capacity. Therefore, these costs presented below are representative of construction under common or normal conditions and would be significantly higher for special or difficult conditions.
Pump station cost estimates include the installation of the pumps, site piping, earthwork, paving, a chemical feed system (hypochlorite), on-site backup/standby power generator, SCADA, and related sitework.
Table 2. Construction Costs for Reservoir Pump Stations(a) Firm Capacity, mgd(b) Estimated Construction Cost, million dollars(c)
0.5 1.5
1 1.5
2 1.7
3 1.9
5 2.3
10 3.2
15 4.2
(a) Based on August 2020 CCI for San Francisco (12,920.6). (b) Equal to the total pumping capacity with the largest pump out of service or on standby. (c) Estimated construction costs do not reflect an adjustment to account for the current economic bidding climate.
D.1.5 Potable Water Pipelines
Unit construction costs for potable water pipelines 8 through 36 inches in diameter are provided in Table 3. These unit costs are categorized by typical pipeline construction either in developed (e.g., in urban or suburban roads) or undeveloped (e.g., across open fields or in rural roads) areas and are representative of pipeline construction under common or normal conditions. Special or difficult conditions would increase costs significantly.
The unit construction costs presented below generally include pipeline materials, trenching, placing and jointing pipe, valves, fittings, hydrants, service connections, placing imported pipe bedding, native backfill material, and partial asphalt pavement replacement, if required. However, the costs presented in Table 3 do not include jacking and boring pipe or constructing boring and receiving pits. Jack and bore costs are shown in Table 4 and should be added where required.
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Table 3. Unit Construction Costs for Pipelines(a)
Pipeline Diameter, inches
Unit Construction Cost, dollars/linear foot(b)
Developed Areas Undeveloped Areas
8 135 90
10 165 110
12 185 130
14 200 145
16 220 165
18 240 185
20 265 190
24 290 225
30 365 315
36 470 420
(a) Based on August 2020 CCI for San Francisco (12,920.6). (b) Estimated construction costs do not reflect an adjustment to account for the current economic bidding climate.
Table 4. Unit Construction Costs for Jack and Bore(a)
Pipeline Size Unit Construction Cost, dollars/linear foot(b) 12-inch pipe (24-inch casing) 935
16-inch pipe (30-inch casing) 1,170
18-inch pipe (32-inch casing) 1,250
24-inch pipe (36-inch casing) 1,405
(a) Based on August 2020 CCI for San Francisco (12,920.6). (b) Estimated construction costs do not reflect an adjustment to account for the current economic bidding climate.
D.1.6 Backup Power Generators
On-site backup power generators are recommended so pumps can continue delivering water to the distribution system in the event of a power outage. These generators should be sized to meet the power demands of the pumps. The construction cost for a new on-site backup power generator is estimated to be approximately $200,000. This cost is representative of construction under normal conditions and would be significantly higher for special or difficult conditions.
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D.2 CONTINGENCY COSTS
Contingency costs must be reviewed on a case-by-case basis, because they will vary considerably with each construction project. However, to assist COSMUD staff with budgeting for these recommended water system facility improvements, standard contingencies have been added to the planning budget as percentages of the estimated base construction cost, divided into two categories: Construction Contingency Costs and Other Project Costs.
• Construction Contingency Costs: 35 percent
The construction costs presented above are representative of the construction of water system facilities under normal construction conditions and schedules; consequently, it is appropriate to allow for estimating and construction uncertainties unavoidably associated with the conceptual planning of projects. Factors such as unexpected construction conditions, the need for unforeseen mechanical items, and variations in final quantities are only a few of the items that can increase project costs. An allowance of 35 percent of the base construction cost will be included to cover such project related construction contingencies.
• Other Project Costs: 45 percent
Other project fees have been divided into three (3) subcategories, totaling 45 percent (15 percent engineering, 15 percent construction management, and 15 percent program implementation)
— Engineering costs associated with new facilities include preliminary investigations and reports, right-of-way acquisition, foundation explorations, preparation of drawings and specifications during construction, surveying and staking, sampling of testing material, and start-up services. For this study, engineering costs are assumed to be 15 percent of the base construction cost estimate.
— Construction management covers such items as contract management and inspection during construction. The cost of these items can also vary, but for the purpose of this study, it is assumed that construction management charges will equal approximately 15 percent of the base construction cost estimate.
— Program implementation costs cover items such as legal fees, environmental/CEQA compliance requirements, financing expenses, administrative costs, and interest during construction. The cost of these items can also vary, but for the purpose of this study, it is assumed that program implementation costs will equal approximately 15 percent of the base construction cost estimate.
An example application of these standard mark-ups to a project with an assumed base construction cost of $1.0 million is shown in Table 5. As shown, the total cost of all project construction contingencies (construction contingency, engineering, construction management, and program implementation costs) is 80 percent of the base construction cost for each construction project.
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Table 5. Example Application of Contingency Costs
Cost Component Percent Cost, dollars
Estimated Base Construction Cost before Mark-ups(a)-- 1,000,000 Construction Contingency Costs 35 350,000
Other Project Costs
Engineering 15 150,000
Construction Management 15 150,000
Program Implementation 15 150,000
Estimated Total Project Cost $1,800,000
(a) Assumed cost of an example project.
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Financial Plan Worksheets
Appendix E
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Proposed
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Revenue
Rate Revenues $51,146,122 $51,401,852 $51,658,862 $51,917,156 $52,176,742 $52,437,626 $52,699,814 $52,963,313 $53,228,129 $53,494,270 Non-Operating Revenues 6,972,507 7,753,152 7,663,842 7,545,867 7,506,406 7,459,254 7,465,916 7,485,776 7,505,559 7,524,476 ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ Total Revenues $58,118,628 $59,155,004 $59,322,704 $59,463,023 $59,683,148 $59,896,880 $60,165,730 $60,449,089 $60,733,688 $61,018,745 Expenses
Total Administrative & General $2,399,761 $2,472,731 $2,547,947 $2,684,563 $2,782,485 $2,867,767 $3,022,764 $3,133,362 $3,229,423 $3,328,458 Total Operations and Maintenance 4,874,311 5,032,055 5,192,345 5,450,930 5,651,904 5,835,383 6,128,017 6,354,495 6,560,792 6,773,906 Total Utility Billing 1,011,829 1,042,171 1,073,423 1,147,115 1,192,616 1,228,380 1,312,787 1,364,881 1,405,812 1,447,970 Total Other Support Services 624,904 644,251 664,213 702,074 728,874 752,056 795,149 825,553 851,800 878,894 Total Water Conservation 164,260 117,768 121,386 127,107 131,591 135,700 142,151 147,182 151,778 156,520 Total Water Purchase 16,010,550 17,051,236 18,159,566 19,339,938 20,597,034 21,935,841 23,361,671 24,880,179 26,497,391 28,219,721 Total Hydrant Maintenance 322,572 332,663 342,833 358,482 371,010 382,615 400,232 414,263 427,225 440,597 Total Delta Water Production 4,800,596 4,975,095 5,146,215 5,372,479 5,571,438 5,764,569 6,019,406 6,242,792 6,459,337 6,683,559 Total Well Production 1,653,512 1,712,618 1,773,644 1,855,171 1,926,632 1,995,956 2,088,065 2,168,588 2,246,609 2,327,489 Total DWSP Maintenance & Repair 1,168,355 1,205,452 1,243,512 1,304,919 1,352,536 1,395,945 1,465,394 1,519,008 1,567,766 1,618,114 Total MUD Admin / Finance 729,513 752,625 776,140 818,168 848,862 875,918 923,649 958,374 988,914 1,020,442 Total Engineering Services 255,477 263,554 271,754 286,662 297,426 306,850 323,789 335,974 346,617 357,603 Total Lab Services 322,363 332,435 342,646 358,371 370,906 382,490 400,199 414,240 427,182 440,534 Total Safety 315,301 325,166 335,056 348,605 360,197 371,282 386,424 399,312 411,606 424,281 Total SCADA 251,712 260,108 268,793 281,774 292,340 302,227 316,908 328,815 339,936 351,441 Total Outreach & Training 117,826 121,140 124,548 128,086 131,702 135,413 139,268 143,205 147,246 151,402 ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ ------------------ Total O&M Expenses $35,022,842 $36,641,066 $38,384,019 $40,564,443 $42,607,554 $44,668,391 $47,225,873 $49,630,222 $52,059,434 $54,620,932 Net Debt Service $13,785,486 $13,793,287 $13,801,450 $13,521,588 $13,528,223 $13,188,633 $13,206,793 $13,221,724 $13,232,584 $13,233,693 Rate Funded Capital $9,000,000 $8,675,000 $8,950,000 $9,250,000 $9,250,000 $9,500,000 $10,000,000 $10,400,000 $10,700,000 $11,000,000 Reserve Funding $310,300 $45,651 ($4,705) ($175,210) $249,381 $858,402 $535,600 $606,486 $552,718 $482,677 Total Revenue Requirement $58,118,628 $59,155,004 $61,130,764 $63,160,822 $65,635,157 $68,215,425 $70,968,266 $73,858,432 $76,544,737 $79,337,302 Bal. / Def.) of Funds $0 $0 ($1,808,060) ($3,697,799) ($5,952,010) ($8,318,546) ($10,802,536) ($13,409,343) ($15,811,048) ($18,318,557) Bal. / (Def.) as a % of Rate Rev. 0.0% 0.0% 3.5% 7.1% 11.4% 15.9% 20.5% 25.3% 29.7% 34.2% Proposed Rate Adjustment 0.0% 0.0% 3.5% 3.5% 4.0% 4.0% 4.0% 4.0% 3.5% 3.5% Add'l Revenue from Adj. $0 $0 $1,808,060 $3,697,799 $5,952,010 $8,318,546 $10,802,536 $13,409,343 $15,811,048 $18,318,557 Total Bal/(Def.) of Funds $0 $0 $0 ($0) $0 ($0) $0 $0 $0 ($0) Additional Rate Increase Needed 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Avg Res Monthly Bill (5/8" Meter + 15CCF) $70.95 $70.95 $73.43 $76.00 $79.04 $82.21 $85.49 $88.91 $92.03 $95.25 Ending Balance (not including 421 or 425) $68,307,112 $65,234,166 $46,679,585 $44,389,884 $39,225,611 $37,284,789 $37,820,390 $38,426,876 $38,979,594 $39,462,270 Total Target $17,271,539 $18,069,567 $18,929,105 $20,004,383 $21,011,944 $22,028,247 $23,289,472 $24,475,178 $25,673,146 $26,936,350 City of Stockton MUD
Revenue Requirement Summary
Exhibit 1
Water Master Plan
Projected
EXHIBIT 1
1885
City of Stockton MUD
Water Master Plan
Exhibit 2
Escalation Factors
Proposed
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Revenues
As Customer Growth Customer Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% As SF Cust Growth SF Cust Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% As SF Consump Growth SF Consump Growth 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% As MF Cust Growth MF Cust Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% As MF Consump Growth MF Consump Growth 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% As NonRes Cust Growth NonRes Cust Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% As NonRes Consump Growth NonRes Consump Growth 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% As Irr Cust Growth Irr Cust Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% As Irr Consump Growth Irr Consump Growth 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% As Misc Revenues Misc Revenues 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% As
Expenses
As Labor Labor Proposed 3.0% 3.0% 7.0% 4.0% 3.0% 7.0% 4.0% 3.0% 3.0% As Benefits - Medical Benefits - Medical Proposed 2.0% 2.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% As Benefits - Other Benefits - Other Proposed 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% As Professional / Special Srvcs Professional / Special Srvcs Proposed 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% As Materials & Supplies Materials & Supplies Proposed 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% As Equipment Equipment Proposed 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% As Radio Equipment Radio Equipment Proposed 50.0% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% As Miscellaneous Miscellaneous Proposed 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% As Utilities Utilities Proposed 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% As Insurance Insurance Proposed 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% As Flat Flat Proposed 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% As Purchased Water Purchased Water Proposed 6.5% 6.5% 6.5% 6.5% 6.5% 6.5% 6.5% 6.5% 6.5% Interest 0.8% 0.9% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% New Debt Service:
Low Interest Loans
Term in Years 20 20 20 20 20 20 20 20 20 20
Rate 1.8% 2.0% 2.2% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5%
Revenue Bond
Term in Years 20 20 20 20 20 20 20 20 20 20
Rate 3.5% 3.8% 4.0% 4.2% 4.5% 5.0% 5.0% 5.0% 5.0% 5.0%
Projected
EXHIBIT 1
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City of Stockton MUD
Water Master Plan Page 1 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Revenues
Rate Revenues
Single Family $34,105,115 $34,275,641 $34,447,019 $34,619,254 $34,792,350 $34,966,312 $35,141,144 $35,316,850 $35,493,434 $35,670,901 As Customer Growth Multi-Family 5,081,480 5,106,888 5,132,422 5,158,084 5,183,875 5,209,794 5,235,843 5,262,022 5,288,332 5,314,774 As Customer Growth Non-Residential 7,336,179 7,372,860 7,409,724 7,446,773 7,484,007 7,521,427 7,559,034 7,596,829 7,634,813 7,672,987 As Customer Growth Irrigation 4,623,347 4,646,464 4,669,696 4,693,045 4,716,510 4,740,092 4,763,793 4,787,612 4,811,550 4,835,608 As Customer Growth --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Rate Revenues $51,146,122 $51,401,852 $51,658,862 $51,917,156 $52,176,742 $52,437,626 $52,699,814 $52,963,313 $53,228,129 $53,494,270 Non-Operating Revenues
Interest $712,171 $905,879 $805,969 $677,297 $627,032 $568,976 $564,628 $573,371 $581,930 $589,521 Calculated Private Fire 175,396 176,281 177,171 178,062 178,961 179,861 180,767 181,679 182,594 183,510 Exhibit 7 Linc Vill Maint 50,858 51,367 51,880 52,399 52,923 53,452 53,987 54,527 55,072 55,623 As Misc Revenues Service Penalties 0 582,202 588,024 593,904 599,843 605,842 611,900 618,019 624,199 630,441 As Misc Revenues Reconnection Admin Fees 324,082 327,323 330,596 333,902 337,241 340,613 344,020 347,460 350,934 354,444 As Misc Revenues Repayment of In-Lieu Transfers 0 0 0 0 0 0 0 0 0 0 City Provided Miscellaneous Other Revenues 10,000 10,100 10,201 10,303 10,406 10,510 10,615 10,721 10,829 10,937 As Misc Revenues Allocation Trueup - Cal Water 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 5,700,000 As Flat ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- Total Non-Operating Revenues $6,972,507 $7,753,152 $7,663,842 $7,545,867 $7,506,406 $7,459,254 $7,465,916 $7,485,776 $7,505,559 $7,524,476 Total Revenues $58,118,628 $59,155,004 $59,322,704 $59,463,023 $59,683,148 $59,896,880 $60,165,730 $60,449,089 $60,733,688 $61,018,745 Administrative & General
Employee Services $2,008 $2,009 $2,010 $2,011 $2,012 $2,013 $2,014 $2,015 $2,016 10-10 Salaries - Regular $571,632 $588,781 $606,444 $648,895 $674,851 $695,097 $743,754 $773,504 $796,709 $820,610 As Labor 10-13 Regular Overtime 500 515 530 568 590 608 651 677 697 718 As Labor 10-20 Employee Separation Pay 4,213 4,382 4,557 4,739 4,929 5,126 5,331 5,544 5,766 5,996 As Benefits - Other 10-25 Retirement 167,088 173,772 180,722 187,951 195,469 203,288 211,420 219,876 228,671 237,818 As Benefits - Other 10-27 Medicare 8,158 8,403 8,655 9,261 9,631 9,920 10,614 11,039 11,370 11,711 As Labor 10-29 Health/Dental/Vision 54,036 55,117 56,219 57,906 59,643 61,432 63,275 65,173 67,128 69,142 As Benefits - Medical 10-31 L/T Disability Insurance 3,601 3,709 3,820 3,935 4,053 4,175 4,300 4,429 4,562 4,698 As Insurance 10-32 Life Insurance 454 468 482 496 511 526 542 558 575 592 As Insurance 10-33 Workers Compensation 12,484 12,983 13,503 14,043 14,605 15,189 15,796 16,428 17,085 17,769 As Benefits - Other 10-34 Unemployment Insurance 285 294 302 311 321 330 340 351 361 372 As Insurance 10-45 Cell Phone Allowance 3,030 3,151 3,277 3,408 3,545 3,686 3,834 3,987 4,147 4,313 As Benefits - Other 10-46 Retirement Pension Bond 19,656 20,246 20,853 22,313 23,205 23,901 25,575 26,598 27,395 28,217 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $845,137 $871,819 $899,365 $953,826 $991,353 $1,023,279 $1,085,431 $1,128,164 $1,164,467 $1,201,958 Notes
Projected
EXHIBIT 1
1887
City of Stockton MUD
Water Master Plan Page 2 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-15 Telephone $800 $832 $865 $900 $936 $973 $1,012 $1,053 $1,095 $1,139 As Utilities 20-25 Maint. & Repair Services 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 As Materials & Supplies 20-34 Duplication/Copy Costs 1,500 1,545 1,591 1,639 1,688 1,739 1,791 1,845 1,900 1,957 As Materials & Supplies 20-37 Insurance Premiums 37,899 39,036 40,207 41,413 42,656 43,935 45,253 46,611 48,009 49,450 As Insurance 20-41 Automotive Equip Rental 7,692 8,000 8,320 8,652 8,999 9,358 9,733 10,122 10,527 10,948 As Equipment 20-43 Computer/Tech/Oper Supprt 49,336 50,816 52,341 53,911 55,528 57,194 58,910 60,677 62,497 64,372 As Materials & Supplies 20-47 Telephone Rental 6,363 6,618 6,882 7,158 7,444 7,742 8,051 8,373 8,708 9,057 As Equipment 20-52 Publicity & Advertising 5,000 5,125 5,253 5,384 5,519 5,657 5,798 5,943 6,092 6,244 As Miscellaneous 20-53 Printing & Mapping 2,500 2,575 2,652 2,732 2,814 2,898 2,985 3,075 3,167 3,262 As Materials & Supplies 20-54 Postage/Mailing Services 9,500 9,785 10,079 10,381 10,692 11,013 11,343 11,684 12,034 12,395 As Materials & Supplies 20-58 Legal Services 400,000 412,000 424,360 437,091 450,204 463,710 477,621 491,950 506,708 521,909 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 3,000 3,075 3,152 3,231 3,311 3,394 3,479 3,566 3,655 3,747 As Miscellaneous 20-65 Prof & Special Services 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 As Professional / Special Srvcs 20-66 Other Services 85,000 87,550 90,177 92,882 95,668 98,538 101,494 104,539 107,675 110,906 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $673,590 $693,906 $714,837 $736,401 $758,617 $781,505 $805,085 $829,380 $854,409 $880,196 Materials and Supplies
30-50 Materials & Supplies $7,700 $7,931 $8,169 $8,414 $8,666 $8,926 $9,194 $9,470 $9,754 $10,047 As Materials & Supplies 30-51 Computer Software 900 927 955 983 1,013 1,043 1,075 1,107 1,140 1,174 As Materials & Supplies 30-53 Fuel - Gas/Oil/Propane 139 143 147 152 156 161 166 171 176 181 As Materials & Supplies 30-55 Library Materials 1,300 1,339 1,379 1,421 1,463 1,507 1,552 1,599 1,647 1,696 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $10,039 $10,340 $10,650 $10,970 $11,299 $11,638 $11,987 $12,347 $12,717 $13,099 Other Expenses
40-10 Training $8,400 $8,610 $8,825 $9,046 $9,272 $9,504 $9,741 $9,985 $10,235 $10,490 As Miscellaneous 40-12 Meetings & Travel 1,000 1,025 1,051 1,077 1,104 1,131 1,160 1,189 1,218 1,249 As Miscellaneous 40-14 Memberships 74,500 76,363 78,272 80,228 82,234 84,290 86,397 88,557 90,771 93,040 As Miscellaneous 40-22 Taxes 8,000 8,200 8,405 8,615 8,831 9,051 9,278 9,509 9,747 9,991 As Miscellaneous 40-25 Indirect Cost Allocation 779,095 802,468 826,542 884,400 919,776 947,369 1,013,685 1,054,232 1,085,859 1,118,435 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $870,995 $896,665 $923,094 $983,366 $1,021,216 $1,051,345 $1,120,261 $1,163,473 $1,197,831 $1,233,206 Total Administrative & General $2,399,761 $2,472,731 $2,547,947 $2,684,563 $2,782,485 $2,867,767 $3,022,764 $3,133,362 $3,229,423 $3,328,458 EXHIBIT 1
1888
City of Stockton MUD
Water Master Plan Page 3 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Operations and Maintenance
Employee Services
10-10 Salaries - Regular $1,771,933 $1,825,091 $1,879,844 $2,011,433 $2,091,890 $2,154,647 $2,305,472 $2,397,691 $2,469,622 $2,543,710 As Labor 10-11 Salaries Part Time - Temp 25,000 25,750 26,523 28,379 29,514 30,400 32,528 33,829 34,844 35,889 As Labor 10-13 Regular Overtime 50,000 51,500 53,045 56,758 59,028 60,799 65,055 67,657 69,687 71,778 As Labor 10-17 Stand By Time (Call Back) 20,822 21,447 22,090 23,636 24,582 25,319 27,092 28,175 29,021 29,891 As Labor 10-18 Holiday Pay 2,800 2,884 2,971 3,178 3,306 3,405 3,643 3,789 3,902 4,020 As Labor 10-20 Separation Pay 13,830 14,383 14,959 15,557 16,179 16,826 17,499 18,199 18,927 19,684 As Benefits - Other 10-21 Additional Pay 64,001 65,921 67,899 72,652 75,558 77,824 83,272 86,603 89,201 91,877 As Labor 10-25 Retirement 533,021 554,342 576,516 599,576 623,559 648,502 674,442 701,419 729,476 758,655 As Benefits - Other 10-26 Deferred Compensation 95,455 98,319 101,268 108,357 112,691 116,072 124,197 129,165 133,040 137,031 As Labor 10-27 Medicare 27,724 28,556 29,412 31,471 32,730 33,712 36,072 37,515 38,640 39,799 As Labor 10-29 Health/Dental/Vision 298,620 304,592 310,684 320,005 329,605 339,493 349,678 360,168 370,973 382,102 As Benefits - Medical 10-31 L-T Disability Insurance 11,158 11,493 11,838 12,193 12,558 12,935 13,323 13,723 14,135 14,559 As Insurance 10-32 Life Insurance 2,591 2,669 2,749 2,831 2,916 3,004 3,094 3,187 3,282 3,381 As Insurance 10-33 Workers' Compensation 177,733 184,842 192,236 199,925 207,922 216,239 224,889 233,885 243,240 252,969 As Benefits - Other 10-34 Unemployment Insurance 1,575 1,622 1,671 1,721 1,773 1,826 1,881 1,937 1,995 2,055 As Insurance 10-45 Cell Phone Allowance 600 624 649 675 702 730 759 790 821 854 As Benefits - Other 10-46 Retirement Pension Bond 61,808 63,662 65,572 70,162 72,969 75,158 80,419 83,635 86,145 88,729 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $3,158,671 $3,257,697 $3,359,924 $3,558,510 $3,697,483 $3,816,891 $4,043,314 $4,201,367 $4,336,951 $4,476,984 Other Services & Charges
20-11 Electricity $14,500 $15,080 $15,683 $16,311 $16,963 $17,641 $18,347 $19,081 $19,844 $20,638 As Utilities 20-12 Gas 1,500 1,560 1,622 1,687 1,755 1,825 1,898 1,974 2,053 2,135 As Utilities 20-15 Telephone 23,100 24,024 24,985 25,984 27,024 28,105 29,229 30,398 31,614 32,879 As Utilities 20-25 Maint. & Repair Services 287,796 296,430 305,323 314,482 323,917 333,634 343,643 353,953 364,571 375,509 As Materials & Supplies 20-27 Uniform/Laundry Services 8,500 8,755 9,018 9,288 9,567 9,854 10,149 10,454 10,768 11,091 As Professional / Special Srvcs 20-34 Duplication/Copy Costs 1,200 1,236 1,273 1,311 1,351 1,391 1,433 1,476 1,520 1,566 As Materials & Supplies 20-37 Insurance Premiums 127,779 131,612 135,561 139,628 143,816 148,131 152,575 157,152 161,867 166,723 As Insurance 20-41 Automotive Equip Rental 143,443 149,181 155,148 161,354 167,808 174,520 181,501 188,761 196,312 204,164 As Equipment 20-43 Computer/Tech/Oper Supprt 90,752 94,382 98,157 102,084 106,167 110,414 114,830 119,423 124,200 129,168 As Equipment 20-44 Radio Equipment Rental 5,625 8,438 8,733 9,038 9,355 9,682 10,021 10,372 10,735 11,111 As Radio Equipment 20-45 Other Rentals 5,000 5,200 5,408 5,624 5,849 6,083 6,327 6,580 6,843 7,117 As Equipment 20-47 Telephone Rental 3,636 3,781 3,933 4,090 4,254 4,424 4,601 4,785 4,976 5,175 As Equipment 20-54 Postage/Mailing Services 1,800 1,854 1,910 1,967 2,026 2,087 2,149 2,214 2,280 2,349 As Professional / Special Srvcs 20-57 Processing Fees 65,000 66,950 68,959 71,027 73,158 75,353 77,613 79,942 82,340 84,810 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 1,300 1,333 1,366 1,400 1,435 1,471 1,508 1,545 1,584 1,624 As Miscellaneous 20-65 Prof & Special Services 52,900 54,487 56,122 57,805 59,539 61,326 63,165 65,060 67,012 69,023 As Professional / Special Srvcs 20-66 Other Services 96,241 99,128 102,102 105,165 108,320 111,570 114,917 118,364 121,915 125,573 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services & Charges $930,072 $963,431 $995,301 $1,028,246 $1,062,303 $1,097,510 $1,133,907 $1,171,534 $1,210,434 $1,250,651 EXHIBIT 1
1889
City of Stockton MUD
Water Master Plan Page 4 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Materials and Supplies
30-50 Materials & Supplies $505,000 $520,150 $535,755 $551,827 $568,382 $585,433 $602,996 $621,086 $639,719 $658,910 As Materials & Supplies 30-51 Computer Software 500 515 530 546 563 580 597 615 633 652 As Materials & Supplies 30-53 Fuel - Gas/Oil/Propane 82,839 85,324 87,884 90,520 93,236 96,033 98,914 101,882 104,938 108,086 As Materials & Supplies 30-55 Library Materials 1,500 1,545 1,591 1,639 1,688 1,739 1,791 1,845 1,900 1,957 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $589,839 $607,534 $625,760 $644,533 $663,869 $683,785 $704,299 $725,428 $747,190 $769,606 Other Expenses
40-10 Training $8,000 $8,200 $8,405 $8,615 $8,831 $9,051 $9,278 $9,509 $9,747 $9,991 As Miscellaneous 40-12 Meetings & Travel 500 513 525 538 552 566 580 594 609 624 As Miscellaneous 40-22 Taxes 2,500 2,563 2,627 2,692 2,760 2,829 2,899 2,972 3,046 3,122 As Miscellaneous 40-68 Retirement Expense 184,729 192,118 199,803 207,795 216,107 224,751 233,741 243,091 252,814 262,927 As Benefits - Other --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $195,729 $203,393 $211,360 $219,641 $228,249 $237,197 $246,498 $256,166 $266,217 $276,664 Total Operations and Maintenance $4,874,311 $5,032,055 $5,192,345 $5,450,930 $5,651,904 $5,835,383 $6,128,017 $6,354,495 $6,560,792 $6,773,906 Utility Billing
10-97 Employee Services Summary $519,433 $535,016 $551,066 $589,641 $613,227 $631,624 $675,837 $702,871 $723,957 $745,676 As Labor 20-97 Other Services Summary 458,587 472,345 486,515 520,571 541,394 557,636 596,670 620,537 639,153 658,328 As Labor 30-97 Materials & Supplies Summary 31,199 32,135 33,099 34,092 35,115 36,168 37,253 38,371 39,522 40,708 As Materials & Supplies 40-97 Other Expenses Summary 2,610 2,675 2,742 2,811 2,881 2,953 3,027 3,102 3,180 3,260 As Miscellaneous --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Utility Billing $1,011,829 $1,042,171 $1,073,423 $1,147,115 $1,192,616 $1,228,380 $1,312,787 $1,364,881 $1,405,812 $1,447,970 Total Utility Billing $1,011,829 $1,042,171 $1,073,423 $1,147,115 $1,192,616 $1,228,380 $1,312,787 $1,364,881 $1,405,812 $1,447,970 Other Support Services
Employee Services $2,008 $2,009 $2,010 $2,011 $2,012 $2,013 $2,014 $2,015 $2,016 $2,017 10-10 Salaries - Regular $366,128 $377,112 $388,425 $415,615 $432,240 $445,207 $476,371 $495,426 $510,289 $525,598 As Labor 10-13 Regular Overtime 2,000 2,060 2,122 2,270 2,361 2,432 2,602 2,706 2,787 2,871 As Labor 10-20 Employee Separation Pay 3,146 3,272 3,403 3,539 3,680 3,828 3,981 4,140 4,306 4,478 As Benefits - Other 10-21 Additional Pay 393 405 417 446 464 478 511 532 548 564 As Labor 10-25 Retirement 107,153 111,439 115,897 120,533 125,354 130,368 135,583 141,006 146,646 152,512 As Benefits - Other 10-26 Deferred Compensation 4,020 4,141 4,265 4,563 4,746 4,888 5,230 5,440 5,603 5,771 As Labor 10-27 Medicare 5,225 5,382 5,543 5,931 6,168 6,354 6,798 7,070 7,282 7,501 As Labor 10-29 Health/Dental/Vision 42,888 43,746 44,621 45,959 47,338 48,758 50,221 51,728 53,279 54,878 As Benefits - Medical 10-31 L/T Disability Insurance 2,307 2,376 2,447 2,521 2,597 2,674 2,755 2,837 2,922 3,010 As Insurance 10-32 Life Insurance 353 364 374 386 397 409 422 434 447 461 As Insurance 10-33 Workers Compensation 9,649 9,842 10,039 10,340 10,650 10,970 11,299 11,638 11,987 12,346 As Benefits - Medical 10-34 Unemployment Insurance 226 233 240 247 254 262 270 278 286 295 As Insurance 10-45 Cell Phone Allowance 2,208 2,296 2,388 2,484 2,583 2,686 2,794 2,906 3,022 3,143 As Benefits - Other 10-46 Retirement Pension Bond 16,197 16,683 17,183 18,386 19,122 19,695 21,074 21,917 22,574 23,252 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $561,893 $579,349 $597,364 $633,220 $657,954 $679,009 $719,911 $748,057 $771,980 $796,679 EXHIBIT 1
1890
City of Stockton MUD
Water Master Plan Page 5 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-22 Contractual Employees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Labor 20-37 Insurance Premiums 24,320 25,050 25,801 26,575 27,372 28,194 29,039 29,911 30,808 31,732 As Insurance 20-65 Prof & Special Services 38,691 39,852 41,047 42,279 43,547 44,853 46,199 47,585 49,013 50,483 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $63,011 $64,901 $66,848 $68,854 $70,919 $73,047 $75,238 $77,496 $79,820 $82,215 Materials and Supplies
30-50 Materials and Supplies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Expenses
40-10 Training $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Labor
40-12 Meetings & Travel 0 0 0 0 0 0 0 0 0 0 As Materials & Supplies 40-14 Memberships 0 0 0 0 0 0 0 0 0 0 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Other Support Services $624,904 $644,251 $664,213 $702,074 $728,874 $752,056 $795,149 $825,553 $851,800 $878,894 Water Conservation
Employee Services $2,008 $2,009 $2,010 $2,011 $2,012 $2,013 $2,014 $2,015 $2,016 $2,017 10-10 Salaries - Regular $44,544 $45,880 $47,257 $50,565 $52,587 $54,165 $57,956 $60,275 $62,083 $63,945 As Labor 10-20 Employee Separation Pay 73 76 79 82 85 89 92 96 100 104 As Benefits - Other 10-25 Retirement 13,020 13,541 14,082 14,646 15,232 15,841 16,474 17,133 17,819 18,532 As Benefits - Other 10-27 Medicare 643 662 682 730 759 782 837 870 896 923 As Labor 10-29 Health/Dental/Vision 5,688 5,802 5,918 6,095 6,278 6,467 6,661 6,860 7,066 7,278 As Benefits - Medical 10-31 L/T Disability Insurance 281 289 298 307 316 326 336 346 356 367 As Insurance 10-32 Life Insurance 49 50 52 54 55 57 59 60 62 64 As Insurance 10-33 Workers Compensation 896 932 969 1,008 1,048 1,090 1,134 1,179 1,226 1,275 As Benefits - Other 10-34 Unemployment Insurance 30 31 32 33 34 35 36 37 38 39 As Insurance 10-45 Cell Phone Allowance 270 281 292 304 316 328 342 355 370 384 As Benefits - Other 10-46 Retirement Pension Bond 320 330 339 363 378 389 416 433 446 459 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $65,814 $67,874 $70,001 $74,186 $77,089 $79,568 $84,342 $87,645 $90,462 $93,371 Other Services
20-15 Telephone $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Utilities 20-37 Insurance Premiums 2,940 3,028 3,119 3,213 3,309 3,408 3,511 3,616 3,724 3,836 As Insurance 20-51 Community/Program 41,000 42,230 43,497 44,802 46,146 47,530 48,956 50,425 51,938 53,496 As Materials & Supplies 20-65 Prof & Special Services 50,000 0 0 0 0 0 0 0 0 0 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $93,940 $45,258 $46,616 $48,014 $49,455 $50,939 $52,467 $54,041 $55,662 $57,332 EXHIBIT 1
1891
City of Stockton MUD
Water Master Plan Page 6 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Materials and Supplies
30-50 Materials & Supplies $1,800 $1,854 $1,910 $1,967 $2,026 $2,087 $2,149 $2,214 $2,280 $2,349 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $1,800 $1,854 $1,910 $1,967 $2,026 $2,087 $2,149 $2,214 $2,280 $2,349 Other Expenses
40-10 Training $1,100 $1,128 $1,156 $1,185 $1,214 $1,245 $1,276 $1,308 $1,340 $1,374 As Miscellaneous 40-68 Retirement Expense 1,606 1,654 1,704 1,755 1,808 1,862 1,918 1,975 2,034 2,095 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $2,706 $2,782 $2,859 $2,939 $3,022 $3,106 $3,193 $3,283 $3,375 $3,469 Total Water Conservation $164,260 $117,768 $121,386 $127,107 $131,591 $135,700 $142,151 $147,182 $151,778 $156,520 Water Purchase
Materials and Supplies
30-56 Merchandise For Resale $14,210,550 $15,134,236 $16,117,961 $17,165,629 $18,281,394 $19,469,685 $20,735,215 $22,083,004 $23,518,399 $25,047,095 As Purchased Water --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $14,210,550 $15,134,236 $16,117,961 $17,165,629 $18,281,394 $19,469,685 $20,735,215 $22,083,004 $23,518,399 $25,047,095 Other Expenses
40-22 Groundwater Pumping Tax $1,800,000 $1,917,000 $2,041,605 $2,174,309 $2,315,639 $2,466,156 $2,626,456 $2,797,176 $2,978,992 $3,172,627 As Purchased Water --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $1,800,000 $1,917,000 $2,041,605 $2,174,309 $2,315,639 $2,466,156 $2,626,456 $2,797,176 $2,978,992 $3,172,627 Total Water Purchase $16,010,550 $17,051,236 $18,159,566 $19,339,938 $20,597,034 $21,935,841 $23,361,671 $24,880,179 $26,497,391 $28,219,721 Hydrant Maintenance
Employee Services
10-10 Salaries - Regular $100,339 $103,349 $106,450 $113,901 $118,457 $122,011 $130,552 $135,774 $139,847 $144,042 As Labor 10-13 Regular Overtime 5,000 5,150 5,305 5,676 5,903 6,080 6,506 6,766 6,969 7,178 As Labor 10-20 Separation Pay 856 890 926 963 1,001 1,041 1,083 1,126 1,171 1,218 As Benefits - Other 10-25 Retirement 29,455 30,633 31,859 33,133 34,458 35,837 37,270 38,761 40,311 41,924 As Benefits - Other 10-26 Deferred Compensation 5,519 5,685 5,855 6,265 6,516 6,711 7,181 7,468 7,692 7,923 As Labor 10-27 Medicare 1,407 1,449 1,493 1,597 1,661 1,711 1,831 1,904 1,961 2,020 As Labor 10-29 Health/Dental/Vision 22,752 23,207 23,671 24,381 25,113 25,866 26,642 27,441 28,265 29,113 As Benefits - Medical 10-31 L-T Disability Insurance 632 651 670 691 711 733 755 777 801 825 As Insurance 10-32 Life Insurance 198 204 210 216 223 230 236 244 251 258 As Insurance 10-33 Workers' Compensation 9,733 10,122 10,527 10,948 11,386 11,842 12,315 12,808 13,320 13,853 As Benefits - Other 10-34 Unemployment Insurance 120 124 127 131 135 139 143 148 152 157 As Insurance 10-46 Retirement Pension Bond 3,777 3,890 4,007 4,288 4,459 4,593 4,914 5,111 5,264 5,422 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $179,788 $185,355 $191,100 $202,190 $210,023 $216,793 $229,428 $238,327 $246,004 $253,932 EXHIBIT 1
1892
City of Stockton MUD
Water Master Plan Page 7 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-11 Electricity $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Utilities 20-15 Telephone 200 208 216 225 234 243 253 263 274 285 As Utilities 20-25 Maint. & Repair Services 80,000 82,400 84,872 87,418 90,041 92,742 95,524 98,390 101,342 104,382 As Materials & Supplies 20-27 Uniform/Laundry Services 500 515 530 546 563 580 597 615 633 652 As Professional / Special Srvcs 20-37 Insurance Premiums 6,622 6,821 7,025 7,236 7,453 7,677 7,907 8,144 8,389 8,640 As Insurance 20-44 Radio Equipment Rental 508 762 789 816 845 874 905 937 969 1,003 As Radio Equipment 20-57 Processing Fees 2,000 2,060 2,122 2,185 2,251 2,319 2,388 2,460 2,534 2,610 As Professional / Special Srvcs 20-66 Other Services 1,500 1,545 1,591 1,639 1,688 1,739 1,791 1,845 1,900 1,957 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $91,330 $94,311 $97,146 $100,066 $103,075 $106,173 $109,365 $112,654 $116,040 $119,529 Materials and Supplies
30-50 Materials & Supplies $50,000 $51,500 $53,045 $54,636 $56,275 $57,964 $59,703 $61,494 $63,339 $65,239 As Materials & Supplies 30-53 Fuels - Gas/Oil/Propane 1,454 1,498 1,543 1,589 1,636 1,686 1,736 1,788 1,842 1,897 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $51,454 $52,998 $54,588 $56,225 $57,912 $59,649 $61,439 $63,282 $65,180 $67,136 Other Expenses
40-12 Meetings/Travel $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Miscellaneous 40-14 Memberships 0 0 0 0 0 0 0 0 0 0 As Miscellaneous
40-60 Miscellaneous Refunds 0 0 0 0 0 0 0 0 0 0 As Miscellaneous --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Hydrant Maintenance $322,572 $332,663 $342,833 $358,482 $371,010 $382,615 $400,232 $414,263 $427,225 $440,597 Delta Water Production
Employee Services
10-10 Salaries - Regular $904,253 $931,381 $959,322 $1,026,475 $1,067,534 $1,099,560 $1,176,529 $1,223,590 $1,260,298 $1,298,106 As Labor 10-13 Regular Overtime 120,000 123,600 127,308 136,220 141,668 145,918 156,133 162,378 167,249 172,267 As Labor 10-17 Stand By Time (Call Back) 12,000 12,360 12,731 13,622 14,167 14,592 15,613 16,238 16,725 17,227 As Labor 10-18 Holiday Pay 25,000 26,000 27,040 28,122 29,246 30,416 31,633 32,898 34,214 35,583 As Benefits - Other 10-20 Separation Pay 7,625 7,930 8,247 8,577 8,920 9,277 9,648 10,034 10,435 10,853 As Benefits - Other 10-21 Additional Pay 1,218 1,255 1,292 1,383 1,438 1,481 1,585 1,648 1,698 1,749 As Labor 10-25 Retirement 271,957 282,835 294,149 305,915 318,151 330,877 344,112 357,877 372,192 387,080 As Benefits - Other 10-26 Deferred Compensation 41,233 42,470 43,744 46,806 48,678 50,139 53,648 55,794 57,468 59,192 As Labor 10-27 Medicare 14,889 15,336 15,796 16,901 17,577 18,105 19,372 20,147 20,751 21,374 As Labor 10-29 Health/Dental/Vision 118,879 121,257 123,682 127,392 131,214 135,150 139,205 143,381 147,682 152,113 As Benefits - Medical 10-31 L-T Disability Insurance 5,696 5,867 6,043 6,224 6,411 6,603 6,801 7,005 7,216 7,432 As Insurance 10-32 Life Insurance 1,029 1,060 1,092 1,124 1,158 1,193 1,229 1,266 1,304 1,343 As Insurance 10-33 Workers' Compensation 91,997 95,677 99,504 103,484 107,623 111,928 116,406 121,062 125,904 130,940 As Benefits - Other 10-34 Unemployment Insurance 627 646 665 685 706 727 749 771 794 818 As Insurance 10-45 Cell Phone Allowance 1,200 1,248 1,298 1,350 1,404 1,460 1,518 1,579 1,642 1,708 As Benefits - Other 10-46 Retirement Pension Bond 34,381 35,412 36,475 39,028 40,589 41,807 44,733 46,523 47,918 49,356 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $1,651,984 $1,704,333 $1,758,387 $1,863,308 $1,936,486 $1,999,234 $2,118,914 $2,202,191 $2,273,491 $2,347,140 EXHIBIT 1
1893
City of Stockton MUD
Water Master Plan Page 8 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-11 Electricity $1,750,000 $1,820,000 $1,892,800 $1,968,512 $2,047,252 $2,129,143 $2,214,308 $2,302,881 $2,394,996 $2,490,796 As Utilities 20-15 Telephone 19,000 19,760 20,550 21,372 22,227 23,116 24,041 25,003 26,003 27,043 As Utilities 20-25 Maint. & Repair Services 3,800 3,914 4,031 4,152 4,277 4,405 4,537 4,674 4,814 4,958 As Materials & Supplies 20-27 Uniform/Laundry Services 9,100 9,373 9,654 9,944 10,242 10,549 10,866 11,192 11,528 11,873 As Professional / Special Srvcs 20-37 Insurance Premiums 70,180 72,285 74,454 76,688 78,988 81,358 83,799 86,313 88,902 91,569 As Materials & Supplies 20-41 Automotive Equip Rental 49,097 51,061 53,103 55,227 57,437 59,734 62,123 64,608 67,193 69,880 As Equipment 20-43 Computer/Tech/Oper Supprt 32,382 33,677 35,024 36,425 37,882 39,398 40,974 42,613 44,317 46,090 As Equipment 20-44 Radio Equipment Rental 20,498 30,747 31,823 32,937 34,090 35,283 36,518 37,796 39,119 40,488 As Radio Equipment 20-45 Other Rentals 10,000 10,400 10,816 11,249 11,699 12,167 12,653 13,159 13,686 14,233 As Equipment 20-47 Telephone Rental 4,545 4,727 4,916 5,113 5,317 5,530 5,751 5,981 6,220 6,469 As Equipment 20-57 Processing Fees 100,000 103,000 106,090 109,273 112,551 115,927 119,405 122,987 126,677 130,477 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 2,000 2,050 2,101 2,154 2,208 2,263 2,319 2,377 2,437 2,498 As Miscellaneous 20-64 Training Services 7,500 7,725 7,957 8,195 8,441 8,695 8,955 9,224 9,501 9,786 As Professional / Special Srvcs 20-65 Prof & Special Services 40,000 41,200 42,436 43,709 45,020 46,371 47,762 49,195 50,671 52,191 As Professional / Special Srvcs 20-66 Other Services 222,230 228,897 235,764 242,837 250,122 257,625 265,354 273,315 281,514 289,960 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $2,340,332 $2,438,816 $2,531,520 $2,627,787 $2,727,753 $2,831,563 $2,939,366 $3,051,317 $3,167,576 $3,288,311 Materials and Supplies
30-50 Materials And Supplies $105,000 $108,150 $111,395 $114,736 $118,178 $121,724 $125,375 $129,137 $133,011 $137,001 As Materials & Supplies 30-53 Fuels-Gas/Oil/Propane 21,480 22,124 22,788 23,472 24,176 24,901 25,648 26,418 27,210 28,027 As Materials & Supplies 30-54 Chemicals 565,300 582,259 599,727 617,719 636,250 655,338 674,998 695,248 716,105 737,588 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $691,780 $712,533 $733,909 $755,927 $778,604 $801,963 $826,021 $850,802 $876,326 $902,616 Other Expenses
40-10 Training $5,000 $5,125 $5,253 $5,384 $5,519 $5,657 $5,798 $5,943 $6,092 $6,244 As Miscellaneous 40-12 Meetings & Travel 1,500 1,538 1,576 1,615 1,656 1,697 1,740 1,783 1,828 1,873 As Miscellaneous 40-22 Taxes 110,000 112,750 115,569 118,458 121,419 124,455 127,566 130,755 134,024 137,375 As Miscellaneous --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $116,500 $119,413 $122,398 $125,458 $128,594 $131,809 $135,104 $138,482 $141,944 $145,493 Total Delta Water Production $4,800,596 $4,975,095 $5,146,215 $5,372,479 $5,571,438 $5,764,569 $6,019,406 $6,242,792 $6,459,337 $6,683,559 Well Production
Employee Services
10-10 Salaries - Regular $338,600 $348,758 $359,221 $384,366 $399,741 $411,733 $440,554 $458,177 $471,922 $486,080 As Labor 10-13 Regular Overtime 5,300 5,459 5,623 6,016 6,257 6,445 6,896 7,172 7,387 7,608 As Labor 10-17 Stand By Time (Call Back) 21,000 21,630 22,279 23,838 24,792 25,536 27,323 28,416 29,269 30,147 As Labor 10-18 Holiday Pay 3,200 3,296 3,395 3,633 3,778 3,891 4,164 4,330 4,460 4,594 As Labor 10-20 Separation Pay 2,161 2,226 2,293 2,453 2,551 2,628 2,812 2,924 3,012 3,102 As Labor 10-21 Additional Pay 10,302 10,611 10,929 11,694 12,162 12,527 13,404 13,940 14,358 14,789 As Labor 10-25 Retirement 101,702 105,770 110,001 114,401 118,977 123,736 128,685 133,833 139,186 144,754 As Benefits - Other 10-26 Deferred Compensation 18,623 19,182 19,757 21,140 21,986 22,645 24,230 25,200 25,956 26,734 As Labor 10-27 Medicare 5,408 5,570 5,737 6,139 6,385 6,576 7,036 7,318 7,537 7,763 As Labor 10-29 Health/Dental/Vision 56,425 57,554 58,705 60,466 62,280 64,148 66,073 68,055 70,096 72,199 As Benefits - Medical 10-31 L-T Disability Insurance 2,133 2,176 2,219 2,286 2,354 2,425 2,498 2,573 2,650 2,729 As Benefits - Medical 10-32 Life Insurance 492 507 522 538 554 570 587 605 623 642 As Insurance 10-33 Workers' Compensation 36,762 38,232 39,762 41,352 43,006 44,727 46,516 48,376 50,311 52,324 As Benefits - Other 10-34 Unemployment Insurance 298 307 316 326 335 345 356 367 377 389 As Insurance 10-45 Cell Phone Allowance 576 599 623 648 674 701 729 758 788 820 As Benefits - Other 10-46 Retirement Pension Bond 11,630 11,979 12,338 13,202 13,730 14,142 15,132 15,737 16,209 16,696 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $614,612 $633,855 $653,720 $692,498 $719,562 $742,775 $786,995 $817,780 $844,143 $871,370 EXHIBIT 1
1894
City of Stockton MUD
Water Master Plan Page 9 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-11 Electricity $800,000 $832,000 $865,280 $899,891 $935,887 $973,322 $1,012,255 $1,052,745 $1,094,855 $1,138,649 As Utilities 20-15 Telephone 5,500 5,720 5,949 6,187 6,434 6,692 6,959 7,238 7,527 7,828 As Utilities 20-17 Storm Water 3,000 3,120 3,245 3,375 3,510 3,650 3,796 3,948 4,106 4,270 As Utilities 20-25 Maint. & Repair Services 4,500 4,635 4,774 4,917 5,065 5,217 5,373 5,534 5,700 5,871 As Materials & Supplies 20-37 Insurance Premiums 24,994 25,744 26,516 27,312 28,131 28,975 29,844 30,739 31,662 32,612 As Insurance 20-41 Automotive Equip Rental 14,458 15,036 15,638 16,263 16,914 17,590 18,294 19,026 19,787 20,578 As Equipment 20-43 Computer/Tech/Oper Supprt 22,324 23,217 24,146 25,111 26,116 27,161 28,247 29,377 30,552 31,774 As Equipment 20-44 Radio Equipment Rental 508 762 789 816 845 874 905 937 969 1,003 As Radio Equipment 20-47 Telephone Rental 908 944 982 1,021 1,062 1,105 1,149 1,195 1,243 1,292 As Equipment 20-57 Processing Fees 500 515 530 546 563 580 597 615 633 652 As Professional / Special Srvcs 20-65 Prof & Special Services 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 As Professional / Special Srvcs 20-66 Other Services 27,000 27,810 28,644 29,504 30,389 31,300 32,239 33,207 34,203 35,229 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $918,692 $954,953 $992,406 $1,031,335 $1,071,797 $1,113,855 $1,157,570 $1,203,009 $1,250,239 $1,299,331 Materials and Supplies
30-50 Materials And Supplies $50,000 $51,500 $53,045 $54,636 $56,275 $57,964 $59,703 $61,494 $63,339 $65,239 As Materials & Supplies 30-53 Fuels-Gas/Oil/Propane 9,208 9,484 9,769 10,062 10,364 10,675 10,995 11,325 11,664 12,014 As Materials & Supplies 30-54 Chemicals 60,000 61,800 63,654 65,564 67,531 69,556 71,643 73,792 76,006 78,286 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $119,208 $122,784 $126,468 $130,262 $134,170 $138,195 $142,341 $146,611 $151,009 $155,539 Other Expenses
40-10 Training $1,000 $1,025 $1,051 $1,077 $1,104 $1,131 $1,160 $1,189 $1,218 $1,249 As Miscellaneous --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $1,000 $1,025 $1,051 $1,077 $1,104 $1,131 $1,160 $1,189 $1,218 $1,249 Total Well Production $1,653,512 $1,712,618 $1,773,644 $1,855,171 $1,926,632 $1,995,956 $2,088,065 $2,168,588 $2,246,609 $2,327,489 DWSP Maintenance & Repair
Employee Services
10-10 Salaries - Regular $425,489 $438,254 $451,401 $482,999 $502,319 $517,389 $553,606 $575,750 $593,023 $610,814 As Labor 10-13 Regular Overtime 10,000 10,300 10,609 11,352 11,806 12,160 13,011 13,531 13,937 14,356 As Labor 10-17 Stand By Time (Call Back) 17,500 18,025 18,566 19,865 20,660 21,280 22,769 23,680 24,391 25,122 As Labor 10-18 Holiday Pay 500 515 530 568 590 608 651 677 697 718 As Labor 10-20 Separation Pay 3,803 3,917 4,035 4,317 4,490 4,624 4,948 5,146 5,300 5,459 As Labor 10-21 Additional Pay 4,626 4,765 4,908 5,251 5,461 5,625 6,019 6,260 6,447 6,641 As Labor 10-25 Retirement 125,160 130,166 135,373 140,788 146,419 152,276 158,367 164,702 171,290 178,142 As Benefits - Other 10-26 Deferred Compensation 23,066 23,758 24,471 26,184 27,231 28,048 30,011 31,212 32,148 33,113 As Labor 10-27 Medicare 6,494 6,689 6,889 7,372 7,667 7,897 8,449 8,787 9,051 9,323 As Labor 10-29 Health/Dental/Vision 60,748 61,963 63,202 65,098 67,051 69,063 71,135 73,269 75,467 77,731 As Benefits - Medical 10-31 L-T Disability Insurance 2,680 2,787 2,899 3,015 3,135 3,261 3,391 3,527 3,668 3,814 As Benefits - Other 10-32 Life Insurance 528 544 560 577 594 612 630 649 669 689 As Insurance 10-33 Workers' Compensation 44,273 46,044 47,886 49,801 51,793 53,865 56,019 58,260 60,591 63,014 As Benefits - Other 10-34 Unemployment Insurance 320 330 339 350 360 371 382 394 405 418 As Insurance 10-45 Cell Phone Allowance 3,144 3,270 3,401 3,537 3,678 3,825 3,978 4,137 4,303 4,475 As Benefits - Other 10-46 Retirement Pension Bond 14,805 15,249 15,707 16,806 17,478 18,003 19,263 20,033 20,634 21,253 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $743,136 $766,575 $790,775 $837,879 $870,734 $898,906 $952,631 $990,015 $1,022,021 $1,055,081 EXHIBIT 1
1895
City of Stockton MUD
Water Master Plan Page 10 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-15 Telephone $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 As Utilities 20-25 Maint. & Repair Services 100,000 103,000 106,090 109,273 112,551 115,927 119,405 122,987 126,677 130,477 As Materials & Supplies 20-27 Uniform/Laundry Services 2,400 2,472 2,546 2,623 2,701 2,782 2,866 2,952 3,040 3,131 As Professional / Special Srvcs 20-37 Insurance Premiums 30,206 31,112 32,046 33,007 33,997 35,017 36,068 37,150 38,264 39,412 As Insurance 20-41 Automotive Equip Rental 36,761 38,231 39,761 41,351 43,005 44,725 46,514 48,375 50,310 52,322 As Equipment 20-43 Computer/Tech/Oper Supprt 31,974 33,253 34,583 35,966 37,405 38,901 40,457 42,076 43,759 45,509 As Equipment 20-44 Radio Equipment Rental 508 762 789 816 845 874 905 937 969 1,003 As Radio Equipment 20-47 Telephone Rental 1,363 1,418 1,474 1,533 1,595 1,658 1,725 1,794 1,865 1,940 As Equipment 20-52 Publicity & Advertising 1,200 1,230 1,261 1,292 1,325 1,358 1,392 1,426 1,462 1,499 As Miscellaneous 20-61 Engineering Services 5,000 5,150 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 500 513 525 538 552 566 580 594 609 624 As Miscellaneous 20-65 Prof & Special Services 5,000 5,150 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 As Professional / Special Srvcs 20-66 Other Services 0 0 0 0 0 0 0 0 0 0 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $214,912 $222,291 $229,683 $237,327 $245,230 $253,402 $261,852 $270,589 $279,624 $288,966 Materials and Supplies
30-50 Materials And Supplies $201,000 $207,030 $213,241 $219,638 $226,227 $233,014 $240,005 $247,205 $254,621 $262,259 As Materials & Supplies 30-53 Fuels-Gas/Oil/Propane 3,307 3,406 3,508 3,614 3,722 3,834 3,949 4,067 4,189 4,315 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $204,307 $210,436 $216,749 $223,252 $229,949 $236,848 $243,953 $251,272 $258,810 $266,574 Other Expenses
40-10 Training $6,000 $6,150 $6,304 $6,461 $6,623 $6,788 $6,958 $7,132 $7,310 $7,493 As Miscellaneous --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $6,000 $6,150 $6,304 $6,461 $6,623 $6,788 $6,958 $7,132 $7,310 $7,493 Total DWSP Maintenance & Repair $1,168,355 $1,205,452 $1,243,512 $1,304,919 $1,352,536 $1,395,945 $1,465,394 $1,519,008 $1,567,766 $1,618,114 MUD Admin / Finance
Employee Services
10-10 Salaries - Regular $381,672 $393,122 $404,916 $433,260 $450,590 $464,108 $496,596 $516,459 $531,953 $547,912 As Labor 10-13 Regular Overtime 2,100 2,163 2,228 2,384 2,479 2,554 2,732 2,842 2,927 3,015 As Labor 10-20 Separation Pay 3,231 3,328 3,428 3,668 3,814 3,929 4,204 4,372 4,503 4,638 As Labor 10-21 Additional Pay 644 663 683 731 760 783 838 871 898 924 As Labor 10-25 Retirement 111,751 116,221 120,870 125,705 130,733 135,962 141,401 147,057 152,939 159,057 As Benefits - Other 10-27 Medicare 5,090 5,243 5,400 5,778 6,009 6,189 6,623 6,888 7,094 7,307 As Labor 10-29 Health/Dental/Vision 46,642 47,575 48,526 49,982 51,482 53,026 54,617 56,255 57,943 59,681 As Benefits - Medical 10-31 L-T Disability Insurance 2,405 2,501 2,601 2,705 2,814 2,926 3,043 3,165 3,291 3,423 As Benefits - Other 10-32 Life Insurance 381 392 404 416 429 442 455 469 483 497 As Insurance 10-33 Workers' Compensation 7,719 8,028 8,349 8,683 9,030 9,391 9,767 10,158 10,564 10,987 As Benefits - Other 10-34 Unemployment Insurance 246 253 261 269 277 285 294 303 312 321 As Insurance 10-45 Cell Phone Allowance 1,560 1,622 1,687 1,755 1,825 1,898 1,974 2,053 2,135 2,220 As Benefits - Other 10-46 Retirement Pension Bond 14,344 14,774 15,218 16,283 16,934 17,442 18,663 19,410 19,992 20,592 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $577,785 $595,886 $614,571 $651,618 $677,176 $698,935 $741,206 $770,300 $795,033 $820,574 EXHIBIT 1
1896
City of Stockton MUD
Water Master Plan Page 11 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-14 Water $158 $164 $171 $178 $185 $192 $200 $208 $216 $225 As Utilities 20-15 Telephone 0 0 0 0 0 0 0 0 0 0 As Utilities
20-17 Stormwater 480 499 519 540 562 584 607 632 657 683 As Utilities 20-25 Maint. & Repair Services 3,300 3,399 3,501 3,606 3,714 3,826 3,940 4,059 4,180 4,306 As Materials & Supplies 20-27 Uniform/Laundry Services 780 803 828 852 878 904 931 959 988 1,018 As Professional / Special Srvcs 20-34 Duplication/Copy Costs 900 927 955 983 1,013 1,043 1,075 1,107 1,140 1,174 As Materials & Supplies 20-37 Insurance Premiums 25,431 26,194 26,980 27,789 28,623 29,481 30,366 31,277 32,215 33,182 As Materials & Supplies 20-41 Automotive Equip Rental 9,718 10,107 10,511 10,931 11,369 11,823 12,296 12,788 13,300 13,832 As Equipment 20-44 Radio Equipment Rental 724 1,086 1,124 1,163 1,204 1,246 1,290 1,335 1,382 1,430 As Radio Equipment 20-47 Telephone Rental 3,136 3,261 3,392 3,528 3,669 3,815 3,968 4,127 4,292 4,464 As Equipment 20-52 Publicity & Advertising 450 461 473 485 497 509 522 535 548 562 As Miscellaneous 20-54 Postage/Mailing Services 330 340 350 361 371 383 394 406 418 431 As Professional / Special Srvcs 20-57 Processing Fees 150 155 159 164 169 174 179 184 190 196 As Professional / Special Srvcs 20-58 Legal Services 3,000 3,090 3,183 3,278 3,377 3,478 3,582 3,690 3,800 3,914 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 60 62 63 65 66 68 70 71 73 75 As Miscellaneous 20-64 Training Services 3,000 3,090 3,183 3,278 3,377 3,478 3,582 3,690 3,800 3,914 As Professional / Special Srvcs 20-65 Prof & Special Services 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 As Professional / Special Srvcs 20-66 Other Services 26,400 27,192 28,008 28,848 29,713 30,605 31,523 32,469 33,443 34,446 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $93,017 $96,280 $99,312 $102,440 $105,668 $108,999 $112,437 $115,984 $119,645 $123,422 Materials and Supplies
30-50 Materials And Supplies $54,900 $56,547 $58,243 $59,991 $61,790 $63,644 $65,553 $67,520 $69,546 $71,632 As Materials & Supplies 30-51 Computer Software 150 156 162 169 175 182 190 197 205 213 As Equipment 30-53 Fuels-Gas/Oil/Propane 353 364 374 386 397 409 422 434 447 461 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $55,403 $57,067 $58,780 $60,545 $62,363 $64,236 $66,165 $68,152 $70,198 $72,306 Other Expenses
40-10 Training $3,000 $3,075 $3,152 $3,231 $3,311 $3,394 $3,479 $3,566 $3,655 $3,747 As Miscellaneous 40-12 Meetings & Travel 150 154 158 162 166 170 174 178 183 187 As Miscellaneous 40-14 Memberships 158 163 168 173 178 183 189 194 200 206 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $3,308 $3,391 $3,477 $3,565 $3,655 $3,747 $3,842 $3,939 $4,038 $4,140 Total MUD Admin / Finance $729,513 $752,625 $776,140 $818,168 $848,862 $875,918 $923,649 $958,374 $988,914 $1,020,442 Engineering Services
Employee Services
10-10 Salaries - Regular $123,841 $127,556 $131,383 $140,580 $146,203 $150,589 $161,130 $167,575 $172,603 $177,781 As Labor 10-13 Regular Overtime 300 309 318 341 354 365 390 406 418 431 As Labor 10-20 Separation Pay 3,987 4,107 4,230 4,526 4,707 4,848 5,188 5,395 5,557 5,724 As Labor 10-21 Additional Pay 947 975 1,005 1,075 1,118 1,152 1,232 1,281 1,320 1,359 As Labor 10-25 Retirement 36,475 37,934 39,451 41,029 42,671 44,377 46,153 47,999 49,919 51,915 As Benefits - Other 10-27 Medicare 1,776 1,829 1,884 2,016 2,097 2,160 2,311 2,403 2,475 2,550 As Labor 10-29 Health/Dental/Vision 13,992 14,272 14,557 14,994 15,444 15,907 16,384 16,876 17,382 17,904 As Benefits - Medical 10-31 L-T Disability Insurance 780 796 812 836 861 887 913 941 969 998 As Benefits - Medical 10-32 Life Insurance 113 116 120 123 127 131 135 139 143 147 As Insurance 10-33 Workers' Compensation 3,182 3,309 3,442 3,579 3,722 3,871 4,026 4,187 4,355 4,529 As Benefits - Other 10-34 Unemployment Insurance 74 76 79 81 83 86 88 91 94 97 As Insurance 10-45 Cell Phone Allowance 194 202 210 218 227 236 245 255 266 276 As Benefits - Other 10-46 Retirement Pension Bond 17,419 17,942 18,480 19,773 20,564 21,181 22,664 23,571 24,278 25,006 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $203,080 $209,423 $215,970 $229,172 $238,178 $245,790 $260,860 $271,119 $279,777 $288,716 EXHIBIT 1
1897
City of Stockton MUD
Water Master Plan Page 12 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-15 Telephone 210 218 227 236 246 255 266 276 287 299 As Utilities 20-25 Maint. & Repair Services 900 927 955 983 1,013 1,043 1,075 1,107 1,140 1,174 As Materials & Supplies 20-27 Uniform/Laundry Services 83 85 88 91 93 96 99 102 105 108 As Professional / Special Srvcs 20-34 Duplication/Copy Costs 300 309 318 328 338 348 358 369 380 391 As Materials & Supplies 20-37 Insurance Premiums 8,260 8,508 8,763 9,026 9,297 9,576 9,863 10,159 10,464 10,777 As Insurance 20-41 Automotive Equip Rental 430 447 465 484 503 523 544 566 588 612 As Equipment 20-44 Radio Equipment Rental 286 429 444 460 476 492 510 527 546 565 As Radio Equipment 20-47 Telephone Rental 1,159 1,205 1,254 1,304 1,356 1,410 1,467 1,525 1,586 1,650 As Equipment 20-52 Publicity & Advertising 750 769 788 808 828 849 870 892 914 937 As Miscellaneous 20-53 Printing & Mapping 75 77 80 82 84 87 90 92 95 98 As Materials & Supplies 20-54 Postage/Mailing Services 75 77 80 82 84 87 90 92 95 98 As Professional / Special Srvcs 20-57 Processing Fees 138 142 146 151 155 160 165 170 175 180 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 75 77 79 81 83 85 87 89 91 94 As Miscellaneous 20-65 Prof & Special Services 11,250 11,588 11,935 12,293 12,662 13,042 13,433 13,836 14,251 14,679 As Professional / Special Srvcs 20-66 Other Services 90 93 95 98 101 104 107 111 114 117 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $24,081 $24,952 $25,717 $26,506 $27,319 $28,157 $29,022 $29,913 $30,832 $31,779 Materials and Supplies
30-50 Materials And Supplies $23,750 $24,463 $25,196 $25,952 $26,731 $27,533 $28,359 $29,210 $30,086 $30,988 As Materials & Supplies 30-51 Computer Software 2,250 2,340 2,434 2,531 2,632 2,737 2,847 2,961 3,079 3,202 As Equipment 30-52 Subscription-Periodical 8 8 8 9 9 9 10 10 10 10 As Materials & Supplies 30-53 Fuels-Gas/Oil/Propane 140 144 149 153 158 162 167 172 177 183 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $26,148 $26,955 $27,787 $28,645 $29,530 $30,442 $31,382 $32,352 $33,353 $34,384 Other Expenses
40-10 Training $1,800 $1,845 $1,891 $1,938 $1,987 $2,037 $2,087 $2,140 $2,193 $2,248 As Miscellaneous 40-12 Meetings & Travel 75 77 79 81 83 85 87 89 91 94 As Miscellaneous 40-14 Memberships 270 278 286 295 304 313 322 332 342 352 As Materials & Supplies 40-15 Car Mileage Reimbursement 23 24 24 25 26 27 27 28 29 30 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $2,168 $2,224 $2,281 $2,339 $2,399 $2,461 $2,524 $2,589 $2,656 $2,724 Total Engineering Services $255,477 $263,554 $271,754 $286,662 $297,426 $306,850 $323,789 $335,974 $346,617 $357,603 Lab Services
Employee Services
10-10 Salaries - Regular $101,859 $104,915 $108,062 $115,627 $120,252 $123,859 $132,529 $137,830 $141,965 $146,224 As Labor 10-11 Salaries Part Time - Temp 8,000 8,240 8,487 9,081 9,445 9,728 10,409 10,825 11,150 11,484 As Labor 10-13 Regular Overtime 860 886 912 976 1,015 1,046 1,119 1,164 1,199 1,235 As Labor 10-18 Holiday Pay 560 577 594 636 661 681 729 758 780 804 As Labor 10-21 Additional Pay 209 215 222 237 247 254 272 283 291 300 As Labor 10-25 Retirement 30,030 31,231 32,480 33,780 35,131 36,536 37,998 39,517 41,098 42,742 As Benefits - Other 10-26 Deferred Compensation 5,304 5,463 5,627 6,021 6,262 6,450 6,901 7,177 7,392 7,614 As Labor 10-27 Medicare 1,582 1,629 1,678 1,796 1,868 1,924 2,058 2,141 2,205 2,271 As Labor 10-29 Health/Dental/Vision 16,495 16,825 17,161 17,676 18,207 18,753 19,315 19,895 20,492 21,106 As Benefits - Medical 10-31 L-T Disability Insurance 642 668 694 722 751 781 812 845 879 914 As Benefits - Other 10-32 Life Insurance 144 148 153 157 162 167 172 177 182 188 As Insurance 10-33 Workers' Compensation 2,823 2,936 3,053 3,175 3,303 3,435 3,572 3,715 3,863 4,018 As Benefits - Other 10-34 Unemployment Insurance 87 90 92 95 98 101 104 107 110 114 As Insurance 10-45 Cell Phone Allowance 210 218 227 236 246 255 266 276 287 299 As Benefits - Other 10-46 Retirement Pension Bond 21 22 22 24 25 26 27 28 29 30 As Labor --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $168,826 $174,063 $179,467 $190,240 $197,670 $203,995 $216,283 $224,739 $231,924 $239,343 EXHIBIT 1
1898
City of Stockton MUD
Water Master Plan Page 13 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-15 Telephone $540 $562 $584 $607 $632 $657 $683 $711 $739 $769 As Utilities 20-25 Maint. & Repair Services 18,100 18,643 19,202 19,778 20,372 20,983 21,612 22,261 22,929 23,616 As Materials & Supplies 20-27 Uniform/Laundry Services 480 494 509 525 540 556 573 590 608 626 As Professional / Special Srvcs 20-34 Duplication/Copy Costs 100 103 106 109 113 116 119 123 127 130 As Materials & Supplies 20-37 Insurance Premiums 7,368 7,589 7,817 8,051 8,293 8,542 8,798 9,062 9,334 9,614 As Materials & Supplies 20-41 Automotive Equip Rental 3,698 3,846 4,000 4,160 4,326 4,499 4,679 4,866 5,061 5,263 As Equipment 20-44 Radio Equipment Rental 381 572 592 612 634 656 679 703 727 753 As Radio Equipment 20-47 Telephone Rental 636 661 688 715 744 774 805 837 870 905 As Equipment 20-52 Publicity & Advertising 200 205 210 215 221 226 232 238 244 250 As Miscellaneous 20-54 Postage/Mailing Services 50 52 53 55 56 58 60 61 63 65 As Professional / Special Srvcs 20-57 Processing Fees 5,840 6,015 6,196 6,382 6,573 6,770 6,973 7,182 7,398 7,620 As Professional / Special Srvcs 20-63 Testing & Analysis Servcs 120 123 126 129 132 136 139 143 146 150 As Miscellaneous 20-64 Training Service 150 155 159 164 169 174 179 184 190 196 As Professional / Special Srvcs 20-65 Prof & Special Services 12,000 12,360 12,731 13,113 13,506 13,911 14,329 14,758 15,201 15,657 As Professional / Special Srvcs 20-66 Other Services 30 31 32 33 34 35 36 37 38 39 As Professional / Special Srvcs 20-68 Laboratory Service 54,280 55,908 57,586 59,313 61,093 62,925 64,813 66,758 68,760 70,823 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $103,973 $107,318 $110,590 $113,962 $117,437 $121,018 $124,709 $128,514 $132,435 $136,476 Materials and Supplies
30-50 Materials And Supplies $31,750 $32,703 $33,684 $34,694 $35,735 $36,807 $37,911 $39,048 $40,220 $41,427 As Materials & Supplies 30-51 Computer Software 1,700 1,768 1,839 1,912 1,989 2,068 2,151 2,237 2,327 2,420 As Equipment 30-53 Fuels-Gas/Oil/Propane 602 620 639 658 678 698 719 740 763 785 As Materials & Supplies 30-54 Chemicals 12,200 12,566 12,943 13,331 13,731 14,143 14,567 15,004 15,455 15,918 As Materials & Supplies 30-55 Library Materials 120 124 127 131 135 139 143 148 152 157 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $46,372 $47,780 $49,231 $50,727 $52,267 $53,855 $55,492 $57,178 $58,916 $60,706 Other Expenses
40-10 Training $2,400 $2,460 $2,522 $2,585 $2,649 $2,715 $2,783 $2,853 $2,924 $2,997 As Miscellaneous 40-12 Meetings & Travel 416 426 437 448 459 471 482 494 507 520 As Miscellaneous 40-14 Memberships 376 387 399 411 423 436 449 462 476 491 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $3,192 $3,274 $3,357 $3,443 $3,532 $3,622 $3,715 $3,810 $3,907 $4,007 Total Lab Services $322,363 $332,435 $342,646 $358,371 $370,906 $382,490 $400,199 $414,240 $427,182 $440,534 Safety
Employee Services
10-10 Salaries - Regular $73,191 $75,387 $77,648 $83,084 $86,407 $88,999 $95,229 $99,038 $102,010 $105,070 As Labor 10-13 Regular Overtime 750 773 796 851 885 912 976 1,015 1,045 1,077 As Labor 10-25 Retirement 21,414 22,271 23,161 24,088 25,051 26,053 27,096 28,179 29,307 30,479 As Benefits - Other 10-26 Deferred Compensation 1,404 1,446 1,490 1,594 1,658 1,707 1,827 1,900 1,957 2,016 As Labor 10-27 Medicare 1,009 1,039 1,070 1,145 1,191 1,227 1,313 1,365 1,406 1,448 As Labor 10-29 Health/Dental/Vision 10,921 11,139 11,362 11,703 12,054 12,416 12,788 13,172 13,567 13,974 As Benefits - Medical 10-31 L-T Disability Insurance 461 479 499 519 539 561 583 607 631 656 As Benefits - Other 10-32 Life Insurance 91 94 97 99 102 105 109 112 115 119 As Insurance 10-33 Workers' Compensation 1,486 1,545 1,607 1,672 1,738 1,808 1,880 1,955 2,034 2,115 As Benefits - Other 10-34 Unemployment Insurance 58 60 62 63 65 67 69 71 73 76 As Insurance 10-45 Cell Phone Allowance 384 399 415 432 449 467 486 505 526 547 As Benefits - Other --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $111,169 $114,632 $118,207 $125,250 $130,141 $134,323 $142,356 $147,920 $152,670 $157,576 EXHIBIT 1
1899
City of Stockton MUD
Water Master Plan Page 14 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-25 Maint. & Repair Services $600 $618 $637 $656 $675 $696 $716 $738 $760 $783 As Materials & Supplies 20-27 Uniform/Laundry Services 250 258 265 273 281 290 299 307 317 326 As Professional / Special Srvcs 20-34 Duplication/Copy Costs 1,250 1,288 1,326 1,366 1,407 1,449 1,493 1,537 1,583 1,631 As Materials & Supplies 20-37 Insurance Premiums 4,881 5,027 5,178 5,334 5,494 5,658 5,828 6,003 6,183 6,369 As Insurance 20-44 Radio Equipment Rental 603 905 936 969 1,003 1,038 1,074 1,112 1,151 1,191 As Radio Equipment 20-47 Telephone Rental 227 236 246 255 266 276 287 299 311 323 As Equipment 20-54 Postage/Mailing Services 63 65 67 69 71 73 75 77 80 82 As Professional / Special Srvcs 20-64 Training Service 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 As Professional / Special Srvcs 20-65 Prof & Special Services 25,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 32,619 As Professional / Special Srvcs 20-66 Other Services 87,652 90,282 92,990 95,780 98,653 101,613 104,661 107,801 111,035 114,366 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $170,526 $175,927 $181,212 $186,656 $192,263 $198,038 $203,987 $210,115 $216,427 $222,929 Materials and Supplies
30-50 Materials And Supplies $24,788 $25,532 $26,298 $27,087 $27,899 $28,736 $29,598 $30,486 $31,401 $32,343 As Materials & Supplies 30-51 Computer Software 1,875 1,950 2,028 2,109 2,193 2,281 2,372 2,467 2,566 2,669 As Equipment 30-52 Subscription-Periodicals 750 773 796 820 844 869 896 922 950 979 As Materials & Supplies 30-55 Library Materials 625 644 663 683 703 725 746 769 792 815 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $28,038 $28,898 $29,784 $30,698 $31,640 $32,611 $33,612 $34,645 $35,709 $36,805 Other Expenses
40-10 Training $5,250 $5,381 $5,516 $5,654 $5,795 $5,940 $6,088 $6,241 $6,397 $6,557 As Miscellaneous 40-14 Memberships 318 328 337 347 358 369 380 391 403 415 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $5,568 $5,709 $5,853 $6,001 $6,153 $6,309 $6,468 $6,632 $6,799 $6,971 Total Safety $315,301 $325,166 $335,056 $348,605 $360,197 $371,282 $386,424 $399,312 $411,606 $424,281 SCADA
Employee Services
10-10 Salaries - Regular $89,616 $92,304 $95,074 $101,729 $105,798 $108,972 $116,600 $121,264 $124,902 $128,649 As Labor 10-13 Regular Overtime 640 659 679 727 756 778 833 866 892 919 As Labor 10-25 Retirement 26,195 27,243 28,333 29,466 30,644 31,870 33,145 34,471 35,850 37,284 As Benefits - Other 10-27 Medicare 1,287 1,326 1,365 1,461 1,519 1,565 1,675 1,742 1,794 1,848 As Labor 10-29 Health/Dental/Vision 10,921 11,139 11,362 11,703 12,054 12,416 12,788 13,172 13,567 13,974 As Benefits - Medical 10-31 L-T Disability Insurance 565 582 599 617 636 655 675 695 716 737 As Insurance 10-32 Life Insurance 86 89 91 94 97 100 103 106 109 112 As Insurance 10-33 Workers' Compensation 1,813 1,886 1,961 2,039 2,121 2,206 2,294 2,386 2,481 2,580 As Benefits - Other 10-34 Unemployment Insurance 58 60 62 63 65 67 69 71 73 76 As Insurance 10-45 Cell Phone Allowance 384 399 415 432 449 467 486 505 526 547 As Benefits - Other --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $131,565 $135,687 $139,941 $148,331 $154,140 $159,096 $168,667 $175,277 $180,909 $186,725 EXHIBIT 1
1900
City of Stockton MUD
Water Master Plan Page 15 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Services
20-15 Telephone $11,200 $11,648 $12,114 $12,598 $13,102 $13,627 $14,172 $14,738 $15,328 $15,941 As Utilities 20-37 Insurance Premiums 5,957 6,136 6,320 6,509 6,705 6,906 7,113 7,326 7,546 7,773 As Materials & Supplies 20-47 Telephone Rental 582 605 629 655 681 708 736 766 797 828 As Equipment 20-65 Prof & Special Services 27,200 28,016 28,856 29,722 30,614 31,532 32,478 33,453 34,456 35,490 As Professional / Special Srvcs --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $44,939 $46,405 $47,920 $49,485 $51,102 $52,773 $54,499 $56,283 $58,127 $60,032 Materials and Supplies
30-50 Materials And Supplies $17,000 $17,510 $18,035 $18,576 $19,134 $19,708 $20,299 $20,908 $21,535 $22,181 As Materials & Supplies 30-51 Computer Software 56,128 58,373 60,708 63,136 65,662 68,288 71,020 73,861 76,815 79,888 As Equipment --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $73,128 $75,883 $78,743 $81,713 $84,795 $87,996 $91,319 $94,768 $98,350 $102,069 Other Expenses
40-10 Training $480 $492 $504 $517 $530 $543 $557 $571 $585 $599 As Miscellaneous 40-12 Meeting & Travel 1,280 1,312 1,345 1,378 1,413 1,448 1,484 1,522 1,560 1,599 As Miscellaneous 40-15 Car Mileage Reimbursement 320 330 339 350 360 371 382 394 405 418 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $2,080 $2,134 $2,189 $2,245 $2,303 $2,362 $2,423 $2,486 $2,550 $2,616 Total SCADA $251,712 $260,108 $268,793 $281,774 $292,340 $302,227 $316,908 $328,815 $339,936 $351,441 Outreach & Training
Employee Services
10-13 Regular Overtime $750 $773 $796 $851 $885 $912 $976 $1,015 $1,045 $1,077 As Labor 10-27 Medicare 11 11 12 12 13 13 14 15 15 16 As Labor
10-33 Workers Compensation 15 15 16 17 18 18 20 20 21 22 As Labor 10-97 Summary Account 0 0 0 0 0 0 0 0 0 0 As Labor
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Employee Services $776 $799 $823 $881 $916 $944 $1,010 $1,050 $1,082 $1,114 Other Services
20-34 Duplication/Copy Costs $5,000 $5,200 $5,408 $5,624 $5,849 $6,083 $6,327 $6,580 $6,843 $7,117 As Utilities 20-37 Insurance Premiums 50 52 53 55 56 58 60 61 63 65 As Insurance 20-52 Publicity & Advertising 55,000 56,375 57,784 59,229 60,710 62,227 63,783 65,378 67,012 68,687 As Miscellaneous 20-53 Printing & Mapping 250 260 270 281 292 304 316 329 342 356 As Equipment 20-54 Postage/Mailing Services 20,000 20,600 21,218 21,855 22,510 23,185 23,881 24,597 25,335 26,095 As Professional / Special Srvcs 20-64 Training Services 1,500 1,545 1,591 1,639 1,688 1,739 1,791 1,845 1,900 1,957 As Professional / Special Srvcs 20-65 Prof & Special Services 18,000 18,540 19,096 19,669 20,259 20,867 21,493 22,138 22,802 23,486 As Professional / Special Srvcs 20-97 Summary Account 0 0 0 0 0 0 0 0 0 0
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Services $99,800 $102,572 $105,421 $108,352 $111,365 $114,464 $117,651 $120,928 $124,298 $127,764 Materials and Supplies
30-50 Materials & Supplies $15,500 $15,965 $16,444 $16,937 $17,445 $17,969 $18,508 $19,063 $19,635 $20,224 As Materials & Supplies 30-51 Computer Software 500 520 541 562 585 608 633 658 684 712 As Equipment 30-52 Subscription-Periodical 250 258 265 273 281 290 299 307 317 326 As Materials & Supplies 30-97 Summary Account (2) 0 0 0 0 0 0 0 0 0 0 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Materials and Supplies $16,250 $16,743 $17,250 $17,773 $18,312 $18,867 $19,439 $20,028 $20,636 $21,262 EXHIBIT 1
1901
City of Stockton MUD
Water Master Plan Page 16 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Other Expenses
40-10 Training $500 $513 $525 $538 $552 $566 $580 $594 $609 $624 As Miscellaneous 40-12 Meetings & Travel 250 256 263 269 276 283 290 297 305 312 As Miscellaneous 40-14 Memberships 250 258 265 273 281 290 299 307 317 326 As Materials & Supplies 40-97 Summary Account (3) 0 0 0 0 0 0 0 0 0 0 As Materials & Supplies --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Other Expenses $1,000 $1,026 $1,053 $1,081 $1,109 $1,138 $1,168 $1,199 $1,230 $1,263 Total Outreach & Training $117,826 $121,140 $124,548 $128,086 $131,702 $135,413 $139,268 $143,205 $147,246 $151,402 Total Operations & Maintenance $35,022,842 $36,641,066 $38,384,019 $40,564,443 $42,607,554 $44,668,391 $47,225,873 $49,630,222 $52,059,434 $54,620,932 Debt Service
2002 A Revenue Bond $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ref - 2018 A 2005 A Revenue Bond 0 0 0 0 0 0 0 0 0 0 Ref - 2018 A
2009 A Revenue Bond 0 0 0 0 0 0 0 0 0 0 Ref - 2018 A
2009 B Revenue Bond 0 0 0 0 0 0 0 0 0 0 Ref - 2018 A
Less BAB Interest Rebate 0 0 0 0 0 0 0 0 0 0
2010 A Revenue Bond 0 0 0 0 0 0 0 0 0 0 Ref - 2019 A
2017 A Revenue Bond 0 0 0 0 0 0 0 0 0 0 Ref - 2018 A
Drought Relief Loan 0 0 0 0 0 0 0 0 0 0 Exhibit 5
2018 A Revenue Bond 11,860,050 11,873,675 11,878,425 11,601,050 11,611,050 11,620,675 11,634,050 11,650,175 11,663,175 11,662,550 Exhibit 5 2019 A Revenue Bond 2,425,436 2,419,612 2,423,025 2,420,538 2,417,173 2,417,958 2,422,743 2,421,549 2,419,409 2,421,143 Exhibit 6 New SRF Loans 0 0 0 0 0 0 0 0 0 0 Calc @ 2.4% for 20 Yrs New Revenue Bonds 0 0 0 0 0 0 0 0 0 0 Calc @ 4.6% for 20 Yrs Balance to Debt Paid 0 0 0 0 0 0 0 0 0 0
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Debt Service $14,285,486 $14,293,287 $14,301,450 $14,021,588 $14,028,223 $14,038,633 $14,056,793 $14,071,724 $14,082,584 $14,083,693 Less Connection Fees $0 $0 $0 $0 $0 $350,000 $350,000 $350,000 $350,000 $350,000 Less DWSP Fees 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Net Debt Service $13,785,486 $13,793,287 $13,801,450 $13,521,588 $13,528,223 $13,188,633 $13,206,793 $13,221,724 $13,232,584 $13,233,693 Rate Funded Capital $9,000,000 $8,675,000 $8,950,000 $9,250,000 $9,250,000 $9,500,000 $10,000,000 $10,400,000 $10,700,000 $11,000,000 $8,071,035 FY 2019 Dep. Exp.
Reserve Funding
To/(From) Operating Cash $310,300 $45,651 ($4,705) ($175,210) $249,381 $858,402 $535,600 $606,486 $552,718 $482,677 To/(From) Capital Reserve 0 0 0 0 0 0 0 0 0 0
To/(From) Rate Stabilization 0 0 0 0 0 0 0 0 0 0
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Reserve Funding $310,300 $45,651 ($4,705) ($175,210) $249,381 $858,402 $535,600 $606,486 $552,718 $482,677 Total Revenue Requirement $58,118,628 $59,155,004 $61,130,764 $63,160,822 $65,635,157 $68,215,425 $70,968,266 $73,858,432 $76,544,737 $79,337,302 Bal/(Def.) of Funds $0 $0 ($1,808,060) ($3,697,799) ($5,952,010) ($8,318,546) ($10,802,536) ($13,409,343) ($15,811,048) ($18,318,557) Rate Adj. as a % of Rate Rev. 0.0% 0.0% 3.5% 7.1% 11.4% 15.9% 20.5% 25.3% 29.7% 34.2% Proposed Rate Adjustment 0.0% 0.0% 3.5% 3.5% 4.0% 4.0% 4.0% 4.0% 3.5% 3.5% Effective Months 12 12 12 12 12 12 12 12 12 12
Add'l Revenue from Adj. $0 $0 $1,808,060 $3,697,799 $5,952,010 $8,318,546 $10,802,536 $13,409,343 $15,811,048 $18,318,557 Total Bal/(Def.) of Funds $0 $0 $0 ($0) $0 ($0) $0 $0 $0 ($0) Additional Rate Increase Needed 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% EXHIBIT 1
1902
City of Stockton MUD
Water Master Plan Page 17 of 17
Exhibit 3
Revenue Requirement
Proposed
Acct. # FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Notes Projected
Avg Res Monthly Bill (5/8" Meter + 15CCF)
After Proposed Rate Adjustment $70.95 $70.95 $73.43 $76.00 $79.04 $82.21 $85.49 $88.91 $92.03 $95.25 Annual $ Change 0.00 0.00 2.48 2.57 3.04 3.16 3.29 3.42 3.11 3.22 Cumulative Change 0.00 0.00 2.48 5.05 8.09 11.26 14.54 17.96 21.08 24.30 Reserve Funds
Beginning Balance (not including 421 or 425) $70,368,596 $68,307,112 $65,234,166 $46,679,585 $44,389,884 $39,225,611 $37,284,789 $37,820,390 $38,426,876 $38,979,594 421 Operating Cash
Beginning Balance $70,368,596 $68,307,112 $65,234,166 $46,679,585 $44,389,884 $39,225,611 $37,284,789 $37,820,390 $38,426,876 $38,979,594 Plus: To Operating Reserves 310,300 45,651 0 0 249,381 858,402 535,600 606,486 552,718 482,677 From: Rate Stabilization Fund 0 0 0 0 0 0 0 0 0 0
Less: Transfer to 425 (2,371,784) (2,530,939) (2,600,529) 0 (2,565,202) 0 0 0 0 0 Less: Defeasance 0 0 0 0 0 0 0 0 0 0
Less: Uses of Funds 0 (587,658) (15,954,051) (2,289,702) (2,848,452) (2,799,223) 0 0 0 0 Ending Balance $68,307,112 $65,234,166 $46,679,585 $44,389,884 $39,225,611 $37,284,789 $37,820,390 $38,426,876 $38,979,594 $39,462,270 Target: 180 days of O&M $17,271,539 $18,069,567 $18,929,105 $20,004,383 $21,011,944 $22,028,247 $23,289,472 $24,475,178 $25,673,146 $26,936,350 days of O&M 712 650 444 399 336 305 292 283 273 264
424 Connection Fee Reserve
Beginning Balance ($0) $0 $0 $0 $327,305 $0 $115,625 $241,684 $378,466 $526,268 Plus: Connection Fees 418,055 426,416 434,945 443,644 452,517 461,567 470,798 480,214 489,819 499,615 Plus: Transfer from 421 2,371,784 2,530,939 2,600,529 0 2,565,202 0 0 0 0 0 Plus: Interest 12,883 15,296 17,439 2,814 22,373 4,058 5,260 6,568 7,984 9,511 Less: Uses of Funds (2,802,722) (2,972,652) (3,052,913) (119,153) (3,367,396) (350,000) (350,000) (350,000) (350,000) (350,000) Ending Balance $0 $0 $0 $327,305 $0 $115,625 $241,684 $378,466 $526,268 $685,394 425 DWSP SWSF Fund
Beginning Balance $3,295,762 $3,546,595 $3,817,630 $4,109,875 $4,420,175 $4,749,011 $5,096,879 $5,464,282 $5,851,739 $6,259,776 Plus: Connection Fees 723,573 738,044 752,805 767,861 783,219 798,883 814,861 831,158 847,781 864,737 Plus: Interest 27,260 32,991 39,440 42,438 45,618 48,985 52,543 56,299 60,256 64,421 Less: Uses of Funds (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) Ending Balance $3,546,595 $3,817,630 $4,109,875 $4,420,175 $4,749,011 $5,096,879 $5,464,282 $5,851,739 $6,259,776 $6,688,934 Ending Balance (not including 421 or 425) $68,307,112 $65,234,166 $46,679,585 $44,389,884 $39,225,611 $37,284,789 $37,820,390 $38,426,876 $38,979,594 $39,462,270 Total Target $17,271,539 $18,069,567 $18,929,105 $20,004,383 $21,011,944 $22,028,247 $23,289,472 $24,475,178 $25,673,146 $26,936,350 EXHIBIT 1
1903
City of Stockton MUD
Water Master Plan Inflation 2.7% Page 1 of 2
Exhibit 4
Capital Improvement Plan
Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Total Water Connection Fee
424 Henry Long Loop Reimbursement $0 $0 $0 $0 $0 $149,069 $0 $0 $0 $0 $0 $149,069 424 Holman Rd / Hendrix Dr to Eight Mile Oversizing 0 0 0 0 0 240,290 0 0 0 0 0 240,290 424 Lower Sac Rd Water Main (Marlette and 8 Mile Rd) 0 0 0 0 0 229,165 0 0 0 0 0 229,165 424 Northest Reservoir No. 1 and Pump Station 0 0 0 0 0 0 0 0 0 0 0 0 424 Origone Ranch Oversizing Reimbursment 0 0 0 0 0 291,463 0 0 0 0 0 291,463 424 Preserve / Atlas Tract Oversizing 0 0 0 0 0 537,315 0 0 0 0 0 537,315 424 Sactury / Shima Tract Oversizing Reimbursement 0 0 0 0 0 1,920,094 0 0 0 0 0 1,920,094 424 Tam O'Shanter Dr and Knickerbocker Dr Roundabout 0 0 0 0 0 0 0 0 0 0 0 0 424 Veteran Affairs Medical Center Off-Site Improv. 0 0 0 0 0 0 0 0 0 0 0 0 424 Waterline Extension for VA Medical Facility 0 1,757,722 0 0 0 0 0 0 0 0 0 1,757,722 424 West, East, and South Bear Creek Oversizing Reimb. 0 1,045,000 2,972,652 3,052,913 0 0 0 0 0 0 0 7,070,565 424 Westlake Village Oversizing Reimb. 0 0 0 0 119,153 0 0 0 0 0 0 119,153 --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- ------------------ Total Water Connection Fee $0 $2,802,722 $2,972,652 $3,052,913 $119,153 $3,367,396 $0 $0 $0 $0 $0 $12,314,835 Water
423/427 16" Water Line Along I-5 North of East Roth Rd $0 $0 $0 $0 $94,759 $708,099 $0 $0 $0 $0 $0 $802,858 423/427 Cathodic Protection (Bear Creek & Trinity Pkwy) 0 121,000 0 0 0 0 0 0 0 0 0 121,000 423/427 Left Turn Lane Additions at Various Locations 0 0 0 0 0 0 0 0 0 0 0 0 423/427 Lincoln St and 8th St Roundabout 0 0 0 0 0 0 0 0 0 0 0 0 423/427 Groundwater Recharge Basin 0 329,000 0 0 0 0 0 0 0 0 0 329,000 423/427 Water Main Relocation - Bonniebrook Dr 0 281,000 0 0 0 0 0 0 0 0 0 281,000 423/427 Water Service Line Replacement 0 195,400 513,500 527,365 541,603 556,227 571,245 586,668 0 0 0 3,492,008 423/427 Water System Street Improvements 0 77,000 77,025 79,105 81,241 83,434 85,687 88,000 0 0 0 571,491 423/427 Water System Street Improvements (PW) 0 140,000 154,050 158,209 162,481 166,868 171,373 176,001 0 0 0 1,128,982 423/427 Water Well South Stockton System #10 0 1,750,000 0 0 0 0 0 0 0 0 0 1,750,000 423/427 Abandonment of Wells 1, 9, 11, & 16 0 0 0 0 0 0 0 0 0 0 0 0 423/427 Master Plan Update 0 0 0 0 0 0 0 0 0 0 0 0
423/427 West Lane Pedestrian Access, Improv 0 0 0 0 0 0 0 0 0 0 0 0 423/427 Well/Reservoir Site Improv Ph 2 0 0 77,025 79,105 81,241 83,434 0 0 0 0 0 320,804 423/427 Zephyr Rd Water Main Connection 0 548,000 0 0 0 0 0 0 0 0 0 548,000 423/427 Condition Assessment (Pipelines) 0 0 256,750 263,682 0 0 0 0 0 0 0 520,432 423/427 North & South Well Capacity Study 0 0 256,750 0 0 0 0 0 0 0 0 256,750 423/427 Water Supply - Well #33 0 0 459,069 0 0 0 0 0 0 0 0 459,069 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- ----------------- Total Water $0 $3,441,400 $1,794,169 $1,107,465 $961,324 $1,598,061 $828,305 $850,669 $0 $0 $0 $10,581,394 EXHIBIT 1
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City of Stockton MUD
Water Master Plan Inflation 2.7% Page 2 of 2
Exhibit 4
Capital Improvement Plan
Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 Total Water Master Plan
423/427 Pipeline Improvements Priority 1 $0 $0 $934,022 $959,241 $985,140 $688,386 $706,973 $0 $0 $0 $0 $4,273,762 423/427 Pipeline Improvements Priority 2 0 0 156,104 160,319 0 0 687,017 1,445,238 0 0 0 2,448,678 423/427 Replace Undersized and/or Old Mains 0 0 0 2,114,521 2,404,881 2,469,813 2,536,498 0 0 0 0 9,525,713 423/427 South Wells - SEWD Reliability (0 Wells) 0 0 0 0 0 0 0 0 0 0 0 0 423/427 North Well - Aging Infras. Replac. (2 Well) 0 0 0 0 0 0 0 6,758,419 6,940,897 0 0 13,699,316 424 South Wells - SEWD Reliability (1 Well) 0 0 0 0 0 0 0 0 2,819,739 0 0 2,819,739 423/427 DWTP - Raw Water Pipeline Improvements 0 150,000 2,567,500 2,636,823 0 0 0 0 0 0 0 5,354,323 423/427 DWTP - Campus Improvements 0 0 924,300 12,014,495 5,280,015 0 0 0 0 0 0 18,218,810 423/427 Groundwater Supply Management 0 0 1,643,200 1,687,566 1,733,131 1,779,925 1,827,983 0 0 0 0 8,671,806 423/427 Advanced Metering Infrastructure (Pilot) 0 0 503,923 4,218,916 0 5,562,266 5,712,448 0 0 0 0 15,997,553 423/427 Backup Power Improvements 0 0 739,440 0 0 0 0 0 0 0 0 739,440 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- ----------------- Total Water Master Plan $0 $150,000 $7,468,489 $23,791,880 $10,403,168 $10,500,391 $11,470,918 $8,203,657 $9,760,636 $0 $0 $81,749,140 Summary by Fund
423/427 Total Capital Projects $4,790,000 $3,591,400 $9,262,658 $24,899,346 $11,364,492 $12,098,452 $12,299,223 $9,054,327 $6,940,897 $0 $0 $94,300,795 424 Total Capital Projects 0 2,802,722 2,972,652 3,052,913 119,153 3,367,396 0 0 2,819,739 0 0 15,134,575 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- ----------------- Total $4,790,000 $6,394,122 $12,235,310 $27,952,259 $11,483,645 $15,465,848 $12,299,223 $9,054,327 $9,760,636 $0 $0 $109,435,369 Future Unidentified Projects $0 $5,408,600 $0 $0 $0 $0 $0 $945,673 $639,364 $10,700,000 $11,000,000 $37,693,637 To Capital Reserves $4,210,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,210,000 Total Capital Improvement Projects $9,000,000 $11,802,722 $12,235,310 $27,952,259 $11,483,645 $15,465,848 $12,299,223 $10,000,000 $10,400,000 $10,700,000 $11,000,000 $151,339,006 Less: Outside Funding Sources
Operating Cash $0 $0 $587,658 $15,949,346 $2,114,492 $2,848,452 $2,799,223 $0 $0 $0 $0 $24,299,171 DWSP SWSF Fund 0 0 0 0 0 0 0 0 0 0 0 0
Connection Fee Reserve 0 2,802,722 2,972,652 3,052,913 119,153 3,367,396 0 0 0 0 0 12,314,835 Developer Funded 0 0 0 0 0 0 0 0 0 0 0 0
New SRF Loans 0 0 0 0 0 0 0 0 0 0 0 0
New Revenue Bonds 0 0 0 0 0 0 0 0 0 0 0 0
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- ----------------- Total Outside Funding Sources $0 $2,802,722 $3,560,310 $19,002,259 $2,233,645 $6,215,848 $2,799,223 $0 $0 $0 $0 $36,614,006 Rate Funded Capital $9,000,000 $9,000,000 $8,675,000 $8,950,000 $9,250,000 $9,250,000 $9,500,000 $10,000,000 $10,400,000 $10,700,000 $11,000,000 $114,725,000 EXHIBIT 1
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WE SUPPORT OUR COMMUNITIES
WE ARE WATER FOCUSED
WE TAKE PRIDE IN WHAT WE DO
WE STRIVE TO BECOME OUR BEST
WE DO WHAT’S RIGHT
WE BELIEVE IN QUALITY
WE LISTEN
WE SOLVE CHALLENGING PROBLEMS
WE SEE THE BIGGER PICTURE
WE TAKE OWNERSHIP
WE COLLABORATE
WE HAVE FUN
WE ARE WEST YOST
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ATTACHMENT J: CITY OF STOCKTON 2020 SPHERE OF
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ATTACHMENT K: 2040 GENERAL PLAN - ENVISION STOCKTON
EXHIBIT 1
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Envision Stockton 2040 General Plan
City of Stockton, California
DECEMBER 4, 2018 | ADOPTED
*Safety and Housing Elements
Updated July 9, 2024
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ORANGE COUNTY • NORTHERN CALIFORNIA • CENTRAL COAST • LOS ANGELES • INLAND EMPIRE • SAN DIEGO www.placeworks.com
Prepared By:
1625 Shattuck Avenue, Suite 300
Berkeley, California 94709
510.848.3815
In Association With:
Fehr & Peers Transportation Consultants
BAE Urban Economics
West Yost Associates
Tom Origer & Associates
Envision Stockton 2040 General Plan
DECEMBER 4, 2018 | ADOPTED
*Safety and Housing Elements
Updated July 9, 2024
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ACKNOWLEDGMENTS
ACKNOWLEDGEMENTS
The City of Stockton would like to thank and recognize the efforts of those involved in the development of the Envision Stockton 2040 General Plan adopted by the City Council on December 4, 2018.
Citizens of Stockton
The Citizens of Stockton that participated in the Envision Stockton 2040 General Plan process City Council
Mayor Michael D. Tubbs
District 1 ‐ Vice Mayor and Councilmember Elbert H. Holman Jr.
District 2 ‐ Councilmember Daniel R. Wright
District 3 ‐ Councilmember Susan Lofthus
District 4 ‐ Councilmember Susan Lenz
District 5 ‐ Councilmember Christina Fugazi
District 6 ‐ Councilmember Jesus M. Andrade
Planning Commission
Chair - Don M. Aguillard*
Vice Chair - Kimberly A. Warmsley
Commissioner Sol Jobrack
Commissioner Waqar Rizvi*
Commissioner Elizabeth Mowry Hull
Commissioner Anne N. Mallett
Commissioner D'Adrea Davie*
Former Commissioners
* Served as General Plan Subcommittee members.
EXHIBIT 1
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City Staff
■ Office of the City Manager
• Kurt O. Wilson, City Manager
• Scott Carney, Deputy City Manager
• Connie Cochran, Community Relations Officer
■ Public Works Department, Gordon MacKay, Director
■ Municipal Utilities Department, John Abrew, Director
■ Community Services and Library, John Alita, Director
■ Office of the City Attorney
• John Luebberke, City Attorney
• Lori Asuncion, Assistant City Attorney
■ Economic Development, Micah Runner, Director
■ Police Department, Eric Jones, Chief of Police
■ Fire Department, Erik Newman, Fire Chief
■ Information Technology, Norbert Ruijling, Director
■ Office of the City Clerk, Christian Clegg, Deputy City Manager/Interim City Clerk
■ Administrative Services, Matt Paulin, CFO
Community Development Department
David Kwong, Director
Stephanie Ocasio, Assistant Director
Michael McDowell, Deputy Director, Planning &
Engineering
David Stagnaro, AICP, Planning Manager
Jenny Liaw, Senior Planner
Former City Staff
Thomas Pace, Deputy Director, Planning & Engineering
Megan Meier, Assistant Planner
Kanoa Kelley, Associate Planner
Nicholaos Zois, Assistant Planner
Addie Suguitan, Planning Technician
General Plan Consultants
PlaceWorks
Charlie Knox, AICP, Principal in Charge
Tanya Sundberg, Project Manager
Claudia Garcia, Associate
Abe Sheppard, Associate
Jessica Setiawan, Associate
Pranjali Deokule, Planner
Brendan Hurley, Planner
BAE Urban Economics
Matt Kowta, Principal
Aaron Nousaine, Vice Principal
Matt Fairris, Associate
Fehr & Peers Transportation Consultants
Kathrin Tellez, Principal
Patrick Gilster, Senior Transportation Planner
Mackenzie Watten, Travel Behavior Forecaster
Tom Origer & Associates
Janine Origer, Senior Associate
West Yost Associates
Jeffrey D. Pelz, Vice President
Douglas T. Moore, Engineering Manager
Patrick A. Johnston, Senior Engineer
Natalie K. Muradian, Associate Engineer
Amanda Wallace, Associate
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TABLE OF CONTENTS i
TABLE OF CONTENTS 1
1. INTRODUCTION.......................................................................................... 1-1
2. PLANNING FRAMEWORK.............................................................................. 2-1
3. LAND USE ................................................................................................... 3-1
4. TRANSPORTATION....................................................................................... 4-1
5. SAFETY ........................................................................................................ 5-1
6. COMMUNITY HEALTH.................................................................................. 6-1
APPENDICES
Appendix A: Summary of Policies and Actions By Topic
Appendix B: SB244 Analysis
Appendix C: Resolutions
2018-12-04-1503-01: Resolution Certifying the Environmental Impact Report for the Envision Stockton 2040 General Plan Update (General Plan) and Utility Master Plan Supplements (UMPS), adopting the Findings of Fact, adopting a Mitigation Monitoring and Reporting Program, Rejecting Land Use Alternatives, and Adopting a Statement of Overriding Considerations
2018-12-04-1503-02: Resolution Adopting the Envision Stockton 2040 General Plan Update (General Plan) and Adopting the Utility Master Plan Supplements (UMPS)
2018-12-04-1503-03: Resolution Adopting Written Findings of Consistency with the Delta Plan with Supporting Documentation
EXHIBIT 1
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ii
FIGURES
Figure 1-1 General Plan Chapters and State Mandated Elements............................................................ 1-3 Figure 2-1 Location and Planning Boundaries....................................................................................... 2-3 Figure 2-2 Land Use Distribution ......................................................................................................... 2-4 Figure 2-3 Existing Land Use............................................................................................................... 2-5 Figure 2-4 Vacant and Underutilized Land............................................................................................ 2-6 Figure 2-5 Preferred Scenario ........................................................................................................... 2-11 Figure 2-6 Visual Simulations............................................................................................................ 2-12 Figure 2-7 Visual Simulation Locations............................................................................................... 2-12 Figure 2-8 General Plan Land Use Map............................................................................................. 2-15 Figure 3-1 Stockton Neighborhoods.................................................................................................... 3-2 Figure 3-2 Downtown Redevelopment Projects...................................................................................... 3-5 Figure 3-3 Historic Resources.............................................................................................................. 3-9 Figure 3-4 Existing and Planned Parks................................................................................................ 3-11 Figure 3-5 Employment Forecast by Industry ....................................................................................... 3-16 Figure 3-6 Sacramento San Joaquin Delta ......................................................................................... 3-18 Figure 3-7 2017 City Revenue Sources .............................................................................................. 3-23 Figure 3-8 2017 City Service Costs from General Fund ....................................................................... 3-23 Figure 4-1 Circulation Map ................................................................................................................ 4-3 Figure 4-2 Stockton Metropolitan Airport Safety Zones........................................................................... 4-6 Figure 4-3 Existing and Planned Bicycle Network................................................................................... 4-8 Figure 4-4 Bikeway Types................................................................................................................... 4-9 Figure 5-1 Police and Fire Stations ...................................................................................................... 5-3 Figure 5-2 Levee Flood Protection Zones.............................................................................................. 5-7 Figure 5-3 Dam Inundation Areas ....................................................................................................... 5-8 Figure 5-4 Levees and Reclamation Districts ....................................................................................... 5-10 Figure 5-5 FEMA Flood Zones .......................................................................................................... 5-11 Figure 5-6 Planned Land Uses in Flood Hazard Zones......................................................................... 5-13 Figure 5-7 200-Year Storm Flood Depths........................................................................................... 5-15 Figure 5-8 State Plan of Flood Control Facilities in the Stockton Area .................................................... 5-16 Figure 5-9 Areas Protected by State Plan of Flood Control Facilities....................................................... 5-17 Figure 5-10 Floodwater Accommodations............................................................................................ 5-18 Figure 5-11 2040 Roadway Noise Contours ........................................................................................ 5-21 Figure 6-1 Disadvantaged Communities .............................................................................................. 6-5 Figure 6-2 School Districts.................................................................................................................. 6-9 Figure 6-3 Median Home Prices Compared to Median Income............................................................. 6-11 EXHIBIT 1
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TABLE OF CONTENTS iii
TABLES
Table 2-1 General Plan Relationship to Development Code................................................................ 2-18 Table 3-1 City Parks by Type ........................................................................................................... 3-12 Table 5-1 Maximum Allowable Noise Exposure by Land Use ............................................................... 5-20 EXHIBIT 1
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INTRODUCTION
TITLE
1-1
INTRODUCTION 1
WHAT IS A GENERAL PLAN?
Every municipality in California is required by the State to adopt and periodically update a general plan that
provides a comprehensive, long-range statement of the
jurisdiction’s land use policies for the coming decades.
The Envision Stockton 2040 General Plan is the City
government’s primary tool to guide physical change
within the city limit and, in some cases beyond it in a Sphere of Influence (SOI) where City services may
someday be provided. The SOI includes unincorporated
islands in the community and areas adjacent to the city where land use decisions in areas governed by San
Joaquin County might affect quality of life for Stockton residents.
A general plan is broad in scope, addressing all
geographic areas within the city limit, and all issues
relating to the physical character of the city. In addition, general plans are visionary—Envision Stockton 2040
looks almost 25 years into the future and focuses on
broad, emerging trends that will shape the Stockton of
tomorrow. Finally, the plan must be internally consistent:
its policies and actions are vital to carrying out goals and must complement one another across topic areas without
conflicting.
The Stockton General Plan is the community’s
overarching policy document that defines a vision for
future change and guides the location and character of
development, with the intent of enhancing the local
economy, conserving resources, improving public
services and safety, and fostering community well-being.
The General Plan is the City’s primary land use
regulatory tool and describes the means necessary to
achieve the community’s goals. Together with the
Development Code and other related sections of the
Municipal Code, Envision Stockton 2040 will serve as the basis for planning-related decisions made by City staff, the City Council, the Planning Commission, and other
City boards and commissions.
GENERAL PLAN
REQUIREMENTS
A city’s zoning regulations and subdivision approvals
must be consistent with an adopted general plan. Once
a general plan is adopted, updated, or amended, the
zoning, subdivision, and other land use regulation
ordinances must be amended to be consistent with the
plan, as needed. State law requires that a general plan contain eight "elements": land use, circulation, housing, conservation, open space/parks and recreation, safety,
noise, and environmental justice. In addition, for cities located within the San Joaquin Valley Air Pollution
Control District, State law also requires that a general plan include an air quality element. Optional elements
can also be included at a city’s discretion.
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1-2
The Envision Stockton General Plan uses a streamlined
approach, consolidating the mandated elements into
four chapters, plus the Housing Element, which is
updated on a separate schedule. The prior 2035
Stockton General Plan had included additional optional
elements, which are also incorporated into the four
chapters of Envision Stockton 2040. Figure 1-1
compares the State-mandated elements and optional
elements of the prior 2035 Stockton General Plan to the structure of the Envision Stockton 2040 General Plan.
State law requires an update to the Housing Element
every eight years; the City last updated the Housing
Element in April 2016 to cover the planning period
between 2015 and 2023. The Envision Stockton 2040
General Plan does not involve any amendments to the
Housing Element.
The General Plan is to be considered and used as a
whole. Case law and accepted land use practice stress
the equality of the elements in a general plan. Since all General Plan elements carry equal weight, no single
section, chapter, or subject should be emphasized over
others, though of course only certain sections may apply to specific subjects of interest to the community, City staff, and decision makers.
PLANNING CONTEXT
Following the 2007 approval of the prior 2035 Stockton
General Plan and its Environmental Impact Report (EIR), the City of Stockton was brought into litigation with the Sierra Club and the State Attorney General regarding the EIR, in particular regarding concerns about greenhouse
gas (GHG) emissions. In October 2008, the City entered
into a Settlement Agreement with the State and the Sierra Club that requires the City to address GHG reductions in a variety of ways, including through preparation of a
Climate Action Plan, which was completed in 2014, and
through some specific requirements for the Envision
Stockton 2040 General Plan, including policies and
programs to support the development of 18,400 new
housing units within the city limit as it existed in 2008, with at least 4,400 of those units located in the Greater Downtown Area (see Chapter 2, Planning Framework,
for a description of planning boundaries).
In response to this direction, the 2040 General Plan
represents a substantial change in the policy framework for future development in Stockton compared to the prior 2035 General Plan. The fundamental shift is from
emphasizing growth in "outfill" areas at the periphery of the city to focusing new construction and redevelopment in existing "infill" neighborhoods. This change is reflected in the land use map and the associated map depicting
the transportation network required to serve future
development, and in the goals, policies, and actions
throughout the General Plan.
Specifically, the Envision Stockton 2040 General Plan
land use map concentrates higher-intensity mixed uses
and high-density residential uses in the Downtown and
shrinks the future footprint of the city by changing areas previously designated Village to Open Space/Agriculture.
Along the waterfront, future uses would promote a
live/work/play environment to further boost the
Downtown’s vitality. Outside of the Downtown, industrial designations along major corridors would shift to the
outer parts of the city to promote more walkable,
bikeable, and connected commercial and mixed-use
corridors. In South Stockton, the Commercial and
Administrative Professional designations would be
expanded along S. Airport Way and near Weston Ranch
to provide more opportunities for the development of
grocery stores and medical clinics, which are needed in these areas.
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INTRODUCTION
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GOALS, POLICIES, AND
ACTIONS
Envision Stockton 2040 is built around a series of goals, policies, and actions that describe what needs to be
done to achieve the community’s vision for the future.
"Goals" are end-states; they describe what the community wants to accomplish to resolve a particular issue or
problem. Policies and actions guide day-to-day decisionmaking so that there will be continuing progress toward the attainment of goals. The goal, policy, and action
terms are further defined as follows:
GOAL
POLICY
ACTION
The goals, policies, and actions are a critical component of the General Plan. Goals determine what should be
done and where. Policies and actions together establish who will do the work and how and when the goals will be carried out. Taken together, they describe the steps the City and the community must take to make the vision of
the General Plan a reality. The General Plan is meant to be a useful, everyday guide for what to do. Explanatory text is provided where needed, and every action is listed and numbered under a specific policy. As with other City policy documents, implementation of the goals, policies, and actions are subject to the resources that the City and its partners have to carry them out, and need to remain consistent with the City’s Long-Range Financial Plan.
Figure 1-1: General Plan Chapters and State Mandated Elements A general, overall, and ultimate desired outcome
toward which the City will direct effort during the
23-year timeframe of the General Plan.
A specific statement that regulates activities in
the city, guides decision-making, and directs
implementing actions to achieve a goal. General
Plan policies guide City staff, the Planning
Commission, and City Council in their review of
land development projects and in decisionmaking about City actions.
A measure, procedure, or technique intended to
implement one or more policies to help reach a
specified goal. An action may be ongoing or
something that can be completed in a targeted
timeframe.
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This General Plan also calls out goals, policies, and
actions that address specific topics of concern raised by the community. For the reader’s ease, goals, policies,
and actions related to these topics of concern are
identified throughout the General Plan using the
following icons, and summarized in Appendix A:
Downtown
Public Health
Environmental Justice
Air Quality
Climate Change
STRUCTURE
The Envision Stockton 2040 General Plan includes this
introduction, a description of the City’s land use planning framework, and the four separate chapters that establish goals, policies, and actions for each given set of topics.
The chapters cover all of the topics required by
California State Government Code Section 65302 as
well as topics of particular interest to Stockton. The
General Plan structure is summarized as follows:
■ Introduction: Describes the required elements of the
General Plan and its planning context, and provides
an overview of the Plan’s organization.
■ Planning Framework: Covers existing land use
conditions and the policy framework, describes the
Envision Stockton 2040 General Plan Update
process, and presents the location, intensity, and
type of future growth and development in the city
and its SOI.
■ Land Use: Provides overall land use policies for the
City, including the connection between land use
and transportation and utilities and other
infrastructure. This chapter also incorporates the
State-required Open Space and Conservation
Element topics, as well as other topics important to
the community, including economic development
and community design.
■ Transportation: Satisfies the State law requirement
that the Transportation Element specify the general
location and extent of existing and proposed major
streets and other transportation facilities. This
chapter is correlated with the Land Use chapter to
provide adequate pedestrian, bicycle, motor
vehicle, transit, air, and water transportation to
serve both new and existing land uses.
■ Safety: Serves as the State-required Safety Element.
It provides information about risks in Stockton due
to natural and human-made hazards, and contains
goals, policies, and actions designed to protect the
community and property from hazards. It specifically
addresses risks associated with geologic and
seismic hazards, flooding and storm drainage,
wildland fires, and hazardous materials and waste.
Based on clear community input to prioritize public
safety from criminal activity, this chapter also
includes policies and actions to deter crime and
support law enforcement and community protection
efforts.
■ Community Health: Addresses the State-required
Environmental Justice and Noise Element topics, as
well as Air Quality, which is a required general plan
topic regionally per the San Joaquin Valley Air
Pollution Control District. This chapter also
addresses public services and utilities, as well as the community-identified priorities of public health,
recreation, youth and education, the local
economy, and climate change and adaptation.
HOW TO USE THIS PLAN
The General Plan is used as a point of reference for a
variety of interested parties. Some of the key groups that will use the General Plan include elected and appointed City officials, City staff, city residents and business owners, and individuals proposing new development
projects when making decisions regarding such topics as subdivisions, capital improvements, and neighborhood
rehabilitation. For all of these and the many other
community members, the policies in this General Plan
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INTRODUCTION
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are intended to provide clear guidance and explanation
of the City land use decision-making processes and
about how Stockton may grow, change, or stay the
same.
In general, actions that use the words "require," "prohibit," or "shall" are mandatory. Policies that use the words
"encourage," "promote," "discourage," "consider," or
"should" are not mandatory, and the City may choose to
modify its course of action in cases where a policy may not prove appropriate for a particular situation or if
extenuating factors, such as competing priorities or
budget limitations, would make it difficult to follow a policy direction verbatim.
As described in Chapter 2, Planning Framework, the
Envision Stockton 2040 General Plan Update process
involved a wide variety of stakeholders and interests. As a result, this General Plan is intended to address multiple, and sometimes competing, policy objectives, and the
City may not be able to strictly adhere to every policy in every decision that it makes to implement the overall
goals of this General Plan. The City Council will continue to have discretion over prioritizing overall policy
objectives to implement this General Plan in instances in which multiple policy objectives may affect a single
decision.
Finally, the Plan is intended to be understandable and
easily available to the public, in part because policies will be carried out only if they continue to merit community support. If and as conditions in Stockton change, the
Plan can and should be interpreted, and modified as
necessary, to reflect and remain consistent with the City’s and community’s desires and priorities.
AMENDING THE PLAN
The General Plan is intended to be as dynamic as
needed by the Stockton community. Per the Stockton
Municipal Code, the General Plan may only be
amended by the City Council four or fewer times in a
single calendar year—during the months of January,
April, July, and October. Requested amendments in
California tend to be proposed by land owners seeking
to change the land use designation for specific
properties. In addition, the City could amend the
General Plan in response to changes in growth and
market demand or for other policy reasons.
Although much of the General Plan represents regulatory guidance and is subject to this limitation, many items in the General Plan are provided for informational
purposes only. Items included for illustrative purposes, such as photographs, figures, and background maps, do
not establish General Plan policy and do not require a
formal General Plan amendment to be updated or
revised; their purpose is to help make the plan more
user-friendly. Similarly, typographical corrections and parcel boundary changes may be made without a formal
General Plan amendment. However, modifications to
figures that reflect State or City regulation, such as the General Plan land use map or circulation map, could
require a General Plan amendment.
As time passes, the City may find it desirable to revise portions of the General Plan to reflect land use map
changes or other changing circumstances. It generally is recommended that the City comprehensively review the
Plan every five years to determine whether it still reflects the community’s values, as well as the city’s physical and economic conditions. State law requires California’s
Office of Planning Research to publish the names of
jurisdictions with general plans older than 10 years and to notify the respective decision-making bodies of these jurisdictions.
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PLANNING FRAMEWORK 2
Stockton is a dynamic and diverse community
located east of the San Francisco Bay near the center of the northern San Joaquin Valley. Stockton began and is
rooted in the Downtown, which is oriented around the
waterfront. Over the past 160 years, each historic era
has shaped Stockton into what it is today. Historic
resources and districts, like Magnolia and Doctors' Row, offer a unique glimpse into Stockton’s early beginnings.
Situated around the head of the San Joaquin River, there are abundant scenic views of riparian areas, open spaces, and agricultural fields. Recreational opportunities
abound in Stockton, from neighborhood parks to the
Weber Point Events Center, with endless opportunities for outdoor recreation.
Stockton’s bustling economy is anchored by 10 of the
top 25 major employers in San Joaquin County,
including the University of the Pacific. The inland sea port, one of two in the state, provides an important
commerce gateway to the Central Valley, and the
Stockton Municipal Airport, located just south of the city limit, offers commercial passenger service to key destinations. This chapter presents the planning context for the Envision Stockton 2040 General Plan, summarizing local
history, existing land use, and the process for developing the plan. It also outlines the vision for Stockton in 2040, encapsulated in the General Plan land use map.
PLANNING AREA The city encompasses an area of approximately 65 square miles and serves as the County seat; nearby cities include Manteca, Lathrop, Tracy, and Lodi. The General
Plan considers land within the city limit, Sphere of
Influence (SOI), Urban Service Area Boundary (USAB),
and General Plan Planning Area. Determined in
conjunction with the San Joaquin County Local Agency
Formation Commission (LAFCO), the SOI is an area of
approximately 115 square miles that could be
considered as a potential future boundary of Stockton.
The USAB includes areas where City services and
facilities will be available for extension upon annexation and where future urban development must conform with
City Council-adopted master utility and circulation plans.
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The USAB is approximately 120 square miles and follows
the SOI boundary in many locations, but extends into
areas southeast of the SOI. The General Plan Planning
Area is larger than the SOI and USAB and encompasses
approximately 191 square miles. While the Planning
Area does not give the City any regulatory power over
the land, it signals to the County and to other local and regional authorities that Stockton recognizes that
development within this area may have an impact on the
future of the city. The planning boundaries are shown on Figure 2-1.
This General Plan also delineates some key planning
boundaries in the Downtown where higher intensities of
development are planned. The Downtown Core area,
located at the center of Stockton and bounded by Park
Street, the railroad tracks, Highway 4/Crosstown
Freeway, and Interstate 5, totals about 1 square mile and is characterized by compact urban development within a
traditional street grid network and historic buildings. The Greater Downtown is bounded by Harding Way, Charter
Way/Martin Luther King Jr. Boulevard, Pershing Avenue,
and Wilson Way; it totals almost 4 square miles and
extends beyond the Downtown Core area.
HISTORY AND SETTING
While some of the earliest residents of the area were the Native American Yokuts, the town of Stockton is
considered to have been "settled" in 1845 by Charles
Weber, who named the city in honor of Commodore
Robert Stockton for his actions during the 1846 MexicanAmerican War. The settlement quickly transformed into a growing commercial empire after the 1848 discovery of
gold near the American River, east of Sacramento, and
the City of Stockton was officially incorporated in 1850.
As gold mining waned in the latter half of the 19th
century, miners took to agriculture. The agricultural
economy catalyzed growth in other related industries
such as flourmills, shipyards, agricultural machinery,
financial institutions, and tanneries. Due to its location within the San Joaquin Delta, shipping became an
important aspect of the local economy that has endured
throughout the city’s history.
With Stockton’s thriving economy came residential
development. Many of the neighborhoods in the central
part of the city were developed by the owners of
businesses and industries in the city. These homes, dating to the late 1800s, reflect the high Victorian style.
During the early to mid‐ 20th century, war efforts brought military construction to the shipyards and revitalized the Downtown area. The development of the suburbs during
the latter part of the 20th century drew businesses and residential growth to outlying areas. In September 1996, Stockton's Naval Reserve Center on Rough and Ready
Island closed and was subsequently transferred to the
Port of Stockton, signaling a major shift in the economy of the city. The facility had served as a major
communications outpost for Pacific submarine activities during the Cold War.
As of 2017, the population of Stockton is approximately 320,600 people; there are about 100,300 homes, and
the average household size is 3.23 people per
household. 1 The median age of Stockton residents in
2015 was 31 years, which is younger than the overall
statewide median average of 36 years.2
1 State of California, Department of Finance, 2017. E-5 Population and Housing Estimates for Cities, Counties and the State — January 1, 2011- 2017. 2 US Census Bureau. 2011-2015 American Community Survey 5-Year Estimates.
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PLANNING FRAMEWORK 2-3
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Figure 2-1
Location and Planning Boundaries
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EXISTING LAND USE
How people use land in Stockton helps to define the
city’s character and that of its individual neighborhoods.
The General Plan land use map establishes a plan for
future land uses in Stockton, which may differ in some
places from how the land is used today, in order to
achieve community goals, such as a balance between
jobs and housing. In addition to land uses that are
planned in the General Plan land use map, it’s also
important to consider the land uses that exist on the
ground today. Those existing land uses are tracked by
the County Assessor for all of San Joaquin County,
including Stockton, and are summarized on Figure 2-2
and mapped on Figure 2-3. Land uses mapped within
the city limit cover 33,600 acres (roughly 52.5 of
Stockton’s 65 square miles), more than a third of which is used for housing. Of the 11,900 acres devoted to
residential use, more than 85 percent contains singlefamily homes. Given Stockton’s role as the County seat, it’s not surprising that public/semi-public uses take up almost a quarter of the city; these uses include
government buildings, public and private schools, the
airport, hospitals, and religious institutions. Industrial and commercial uses combined represent about 15 percent
of the city’s land, and parks, recreation, open space, and agricultural uses account for about 14 percent. Mapped
land uses within Stockton’s SOI add over 29,000 acres,
including more than 14,000 acres of agricultural land,
which accounts for almost 30 percent of the total area of the SOI, including the city limit.
There are over 4,000 acres of vacant land within the city limit, which accounts for 12 percent of the mapped land uses. Much of this acreage is located at the edge of the city, where large development projects have been
approved but not yet constructed. There are also areas
interior to the city that remain vacant or that haven’t been developed to their full potential, and are therefore considered “underutilized.” These vacant and
underutilized areas represent opportunities for infill
development that can strengthen and enhance the city’s
core and interior neighborhoods, and are shown on
Figure 2-4. To identify the underutilized properties shown in the figure, the improvement-to-land (I/L) ratio for each parcel was calculated based on County Assessor data.
The I/L ratio is the relationship of a property’s
improvement value to its land value. For example, a lot worth $100,000 that is improved with a building worth
$40,000 would have an I/L ratio of 0.4. In this analysis, properties with an I/L ratio below 1.0 were considered
underutilized.
Figure 2-2: Land Use Distribution
Source: San Joaquin County, 2016.
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PLANNING FRAMEWORK 2-5
2-5
2-5
Figure 2-3
Existing Land Use
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Figure 2-4
Vacant and Underutilized Land
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2-7
GENERAL PLAN UPDATE
PROCESS
The process to update the prior 2035 General Plan and
envision the future of Stockton began in March 2016.
Widely-publicized community workshops were held to
inform community members about the update and to
invite feedback on the process. In addition, the City
formed a General Plan Subcommittee composed of three
members of the Stockton Planning Commission to help
guide the planning process. Three City Council study
sessions, four Planning Commission study sessions, ten
community workshops, and numerous other meetings
targeting various stakeholders were held during the
planning process, all of which were open to the public
and included extensive public comment periods. The City also hosted a number of other outreach events with
community groups throughout the General Plan Update
process. In addition, the City created the Envision
Stockton 2040 General Plan Update website to share
information about upcoming meetings and draft
documents throughout the process; this website also
included an online tool that community members used to
provide input on each workshop topic without having to
attend the workshop in person. Input and direction from the public and City officials was incorporated into each component of the General Plan.
The first phase of the General Plan Update process was
devoted to researching and documenting baseline
conditions in Stockton. This effort resulted in a series of technical memoranda that informed the subsequent
visioning phase and the development of land use
alternatives. The visioning phase included three
community workshops, one of which was focused on
youth and young adults in Stockton, as well as a
Planning Commission study session. At these meetings,
participants shared and discussed issues and
opportunities in Stockton that ultimately formed the
framework for the vision statement.
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To solicit public input on the future land use alternatives, the City hosted a mobile workshop on a double-decker
bus. Participants toured various parts of Stockton where previous input had suggested the need for change, with
the upper level affording a unique view to gain a
different perspective than is typically seen via car, bicycle, or walking. Based on the suggestions from the mobile
workshop, combined with the input from the visioning
phase, three distinct scenarios were crafted - each of
which described a different way that Stockton could
evolve over the next 20+ years. The land use scenarios
were then compared to each other to help the
community decide which scenario, or combination of
components from the scenarios, offers the most benefit.
Over the course of two community workshops, a
Planning Commission study session, and a City Council
study session, a "preferred scenario" was selected, which became the land use map that is the basis for the
Envision Stockton 2040 General Plan.
Following the selection of the preferred land use
alternative, draft goals that parallel the vision statement and support the concepts in the preferred land use
scenario were developed. These draft goals were
presented to the community at two open house events,
where community members suggested specific policies to
carry out those goals. Planning Commissioners and City
Councilmembers then reviewed and added to the
community’s policy direction during one study session for each entity. Draft actions to implement the goals and
policies were then developed based on a combination of
policies and implementation measures from the existing
General Plan, input from the community and decision-
makers throughout the process, consideration of relevant State and local laws, and best practices in the planning profession.
Once the complete General Plan was drafted, the
community and decision-makers provided feedback on
needed changes over the course of two workshops and
one study session each with the Planning Commission
and City Council, followed by adoption hearings with the Planning Commission and City Council.
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PLANNING FRAMEWORK 2-9
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2-9
COMMUNITY VISION
The Envision Stockton 2040 General Plan, crafted
through a community-based participatory effort, is
founded on a vision to promote investment in the
Downtown and historically underserved areas, preserve
and enhance neighborhood character, and improve
community health and safety. Stockton’s vision for the
future serves as the basis for the General Plan land use map that will guide the evolution of the city for the next 20+ years. Stockton’s vision for the future is as follows:
The Stockton community celebrates the city’s cultural,
lifestyle, and ethnic diversity and is proud of our
tradition of looking out for each other in Stockton’s
many distinct neighborhoods. The community’s vision
for the future of Stockton is rooted in the people –
honoring our history, strengthening the sense of
belonging we enjoy today, and improving the safety
and prosperity of all who live, work, and spend time in our city.
To that end, the General Plan envisions Stockton in
2040 as a regional destination attracting residents
and visitors to cultural events, arts, entertainment,
well-maintained parks, and a variety of dining options
covering a wide range of ethnic cuisines. Residents
and visitors alike will feel safe enjoying these
attractions at all times of day and night throughout the city. Historic buildings and architecture will inspire
artists, makers, and entrepreneurs that live and work
in the Downtown, drawing people from near and far
who seek this vibrant and creative energy. Places like
the arena, ballpark, marina, Hotel Stockton,
Waterfront Hotel, and Weber Point Events Center will
be hubs of bustling activity that infuse the surrounding area with restaurant and shop patrons.
The entire Stockton community, including South
Stockton, will have opportunities to maintain active
and healthy lifestyles, and all areas of the city will
provide easy access to medical facilities and fresh,
affordable, and healthy food, including from grocery
stores, community gardens, and farmers markets. Safe
and interconnected bicycle and pedestrian facilities
will provide real alternatives to car commutes along
beautiful complete streets and access to active
recreation throughout the city and beyond. Stockton’s
urban forest will continue to expand and thrive,
inspiring residents to enjoy outdoor activities and
integrating nature into the urban fabric.
Residents of all backgrounds will have access to housing at all affordability levels and job opportunities with
wages that are competitive with the rest of the region
and state. Small businesses serving individual
neighborhoods and places like the Downtown and
Miracle Mile will thrive, while large-scale retail will continue to generate sales from the surrounding region.
Major employers will locate in Stockton, attracted to its central location, pleasant climate, and airport, port,
freeway, and transit access. Expanded flight service at the airport will fuel business and employment growth in South Stockton in particular, leading to public
investments and new job opportunities that infuse the
surrounding neighborhoods with positive change.
Stockton will be a leader in sustainability, with City
incentives for energy conservation and green building.
Stockton will also foster innovation by continuing to host colleges and universities—including a new California
State University (CSU) Stockton campus—that cultivate
an inquisitive and youthful energy that permeates the
city. Students will find quality jobs in their career paths without having to leave Stockton, choosing to stay
because of the affordable cost of living, range of
housing options, convenient services, and wide variety
of things to do outside of work.
The edges of Stockton will be discrete and clear,
agriculture will continue to thrive outside the urbanized city, and Stockton residents will enjoy scenic views of agricultural land. Development and redevelopment of
vacant, underutilized, and blighted areas will be
prioritized over development that extends into
agricultural areas, strengthening the city’s core and
preserving the open space that surrounds it.
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FROM VISION TO
LAND USE MAP
Described above, the community’s vision is the basis for the City’s official land use map. The land use map is the backbone of the General Plan, guiding future growth,
change, and preservation to achieve the community’s
vision of Stockton as a regional destination with thriving neighborhoods, a healthy economy, and leadership in
sustainability.
The preferred scenario developed during the land use
alternatives phase, which is shown on Figure 2-5,
focuses development within the city core, leaving land in the periphery as undeveloped open space and
agriculture. Existing commercial corridors will be
enhanced and more continuous. Vital commercial
corridors will include a focus on infill development with new higher-density residential buildings and mixed-use
shopping centers, providing current and new residents
with convenient access to retail and services. This land use vision is illustrated on Figure 2-6, which spotlights three different locations in Stockton, visually depicting what the preferred scenario could mean at a particular
site. For each location, there is a photo showing how the site looked in 2017, followed by a simulation of possible future development based on the land use designation
for the site under the preferred scenario.
The three sites that are spotlighted are all vacant, and the simulations are meant to be illustrative of what the scenarios could mean for these or other similar sites.
These locations are shown on Figure 2-7, and exemplify
sites in need of investment to fuel positive change along the waterfront, in the eastern part of Downtown, and in South Stockton.
LAND USE DESIGNATIONS
The General Plan land use designations translate the
preferred scenario into a detailed map that expresses the community’s vision for future conservation and
development on public and private land in Stockton
through the year 2040. Each designation includes
standards for development density or intensity of use.
Residential densities are expressed in terms of dwelling units per gross or net acre. Based on the gross acre
calculation, the number of allowable units on a parcel
can be calculated by multiplying the total number of
acres by the allowable gross density. The net acre
calculation uses a parcel acreage that excludes land
devoted to road and infrastructure rights-of-way (ROW).
The assumed percentages of land devoted to ROW
varies based on the land use designation:
■ Residential Estate: 10 percent
■ Low Density Residential: 30 percent
■ Medium Density Residential: 25 percent
■ High Density Residential: 20 percent
Development intensities for non-residential uses are
expressed in terms of floor area ratio (FAR), which is the ratio of gross building floor area (excluding areas
designated for parking, etc.) to net lot area, both
expressed in square feet, as shown below. FAR compares
the building square footage permitted on a lot to the net square footage of the lot. For example, on a site with
10,000 square feet of net land area, a FAR of 1.0 will
allow 10,000 square feet of building floor area to be
built. On the same site, a FAR of 2.0 would allow
20,000 square feet of floor area. This could take the
form of a two-story building with 100 percent lot
coverage, or a four-story building with 50 percent lot
coverage. A FAR of 0.4 would allow 4,000 square feet
of floor area.
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Figure 2-5
Preferred Scenario
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Figure 2-6: Visual Simulations
Figure 2-7: Visual Simulation Locations
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The General Plan land use map is shown on Figure 2-8;
the land use designations used in the map are described below.
■ Residential Estate. This designation allows for
single-family residential units, public and quasipublic uses, second units, and other similar and compatible uses. The maximum density is 0.9 unit
per acre based on gross acreage and 1 unit per
acre based on net acreage.
■ Low Density Residential. This designation allows for
single-family residential units, duplexes, triplexes,
semi-detached patio homes, town homes, public
and quasi-public uses, second units, and other
similar and compatible uses. The maximum density
is 6.1 units per acre based on gross acreage and
8.7 units per acre based on net acreage.
■ Medium Density Residential. This designation allows
for single-family residential units, duplexes,
triplexes, semi-detached patio homes, town homes,
public and quasi-public uses, second units, and
other similar and compatible uses. Based on gross
acreage, this designation allows densities ranging
from 6.2 to 13.1 units per acre; based on net
acreage, it allows 8.8 to 17.4 units per acre. This
designation also allows neighborhood-serving
retail, commercial service, and mixed uses in
appropriate locations that provide residents with
easy access to daily services and necessities within
their neighborhood, provided that they are
compatible with surrounding uses, at a maximum
FAR of 0.3.
■ High Density Residential. This designation allows for multi-family residential units, apartments, dormitories, group homes, guest homes, public and quasi-public uses, and other similar and compatible
uses. This designation also allows neighborhoodserving retail, commercial service, and mixed uses in appropriate locations that provide residents with
easy access to daily services and necessities within
their neighborhood, provided that they are
compatible with surrounding uses. The allowable
density and intensity ranges differ based on the
geographic area, as follows:
• Outside the Greater Downtown: Based on gross
acreage, this designation allows 13.2 to 24 units
per acre; based on net acreage, it allows 17.5 to
30 units per acre. The maximum FAR for
neighborhood-serving retail uses is 0.3.
• Inside the Greater Downtown: Based on gross
acreage, this designation allows 16 to 72 units
per acre; based on net acreage, it allows 20 to
90 units per acre. The maximum FAR for
neighborhood-serving retail uses is 3.0.
• Inside the Downtown Core: Based on gross
acreage, this designation allows 16 to 108.8
units per acre; based on net acreage, it allows
20 to 136 units per acre. The maximum FAR for
neighborhood-serving retail uses is 5.0.
■ Mixed Use. This designation allows for a mixture of
compatible land uses including residential,
administrative and professional offices, retail and
service uses, industrial, and public and quasi-public
facilities to be determined through a master
development plan adopted concurrently with the
designation of the property as Mixed Use. The
master development plan will determine
development standards in accordance with the
requirements of the Stockton Development Code.
The minimum development size is 100 acres, and
the maximum FAR is 0.5. Based on gross acreage,
this designation allows 13.2 to 24 units per acre;
based on net acreage, it allows 17.5 to 30 units
per acre.
■ Administrative Professional. This designation allows
for business, medical, and professional offices;
residential uses; public and quasi-public uses; and
other similar and compatible uses. This designation
also allows ancillary retail uses that provide office
workers and residents in the immediate area with
convenient access to daily services and necessities
near their work, provided those retail and service
uses can operate compatibly with surrounding uses.
This designation is appropriate on the borders of
residential areas. The maximum FAR and allowable
residential density ranges differ based on the
geographic area, as follows:
EXHIBIT 1
2086
2-14
• Outside the Greater Downtown: The maximum
FAR is 0.5. Based on gross acreage, this
designation allows 13.2 to 24 units per acre;
based on net acreage, it allows 17.5 to 30 units
per acre.
• Inside the Greater Downtown: The maximum FAR
is 3.0. Based on gross acreage, this designation
allows 16 to 72 units per acre; based on net
acreage, it allows 20 to 90 units per acre.
• Inside the Downtown Core: The maximum FAR is
5.0. Based on gross acreage, this designation
allows 16 to 108.8 units per acre; based on net
acreage, it allows 20 to 136 units per acre.
■ Commercial. This designation allows for a wide
variety of retail, service, and commercial
recreational uses; business, medical, and
professional offices; residential uses; public and
quasi-public uses; and other similar and compatible
uses. Community or regional commercial centers as
well as freestanding commercial establishments are
permitted. In addition, limited industrial uses are
allowed, provided that they are indoors and
compatible with surrounding uses. The maximum
FAR and allowable residential density ranges differ
based on the geographic area, as follows:
• Outside the Greater Downtown: The maximum
FAR is 0.3. Based on gross acreage, this
designation allows 13.2 to 24 units per acre;
based on net acreage, it allows 17.5 to 30 units
per acre.
• Inside the Greater Downtown: The maximum FAR
is 3.0. Based on gross acreage, this designation
allows 16 to 72 units per acre; based on net
acreage, it allows 20 to 90 units per acre.
• Inside the Downtown Core: The maximum FAR is
5.0. Based on gross acreage, this designation
allows 16 to 108.8 units per acre; based on net
acreage, it allows 20 to 136 units per acre.
■ Industrial. This designation allows for a wide variety of industrial uses, including uses with nuisance or
hazardous characteristics, warehousing, construction contractors, light manufacturing, offices, Retail Sales, service businesses, public and quasi-public
uses, and other similar and compatible uses.
Residential uses are prohibited. The maximum FAR
for industrial uses is 0.6.
■ Economic and Education Enterprise. Development
in this designation is intended to support the City’s
economic development goals by attracting new
businesses, industries, and/or educational
institutions that provide high-quality jobs to the
local workforce. By bringing major job-generators
to Stockton, this designation supports the City’s
Economic Development Strategic Plan and State
Executive Orders regarding greenhouse gas (GHG)
reduction, Senate Bill (SB) 32, and the San Joaquin
Sustainable Communities Strategy.
It is not the intent of this policy to discourage
development in other areas of the city. The
Economic and Education Enterprise designation is
specifically intended to accommodate exceptional
job-producing developments and only permit
housing and other facilities that are supportive to
the job-producing effort.
Businesses envisioned for this designation include:
• Those that provide a significant number of jobs
offering wages averaging above Area Median
Income, as supported by a comprehensive
economic impact analysis, and that cannot be
reasonably accommodated elsewhere within the
city limit.
• In the following industries:
• Education
• Healthcare and Medical Facilities
• High-Tech Manufacturing
• Agricultural Technologies
• Energy Resources and Technologies
• Professional and Information Technology
EXHIBIT 1
2087
PLANNING FRAMEWORK
2-15
2-15
2-15
Figure 2-8
General Plan Land Use Map
EXHIBIT 1
2088
BLACK ROSE
RUNWAY DR
OLSON ST
WARREN
STANFORD AV
PILGRIM ST
TUDOR ROSE GLEN
MT MORAN
ASTI
SPRINGFIELD
LEMBERT DOME
RIVER VIEW CI
PRAIRE LN
MOULTRIE
CT
5 J. CT
FAIRCHILD LN
REDS STATE ROUTE 99 E FR RD
CT
CT
ELDORADO ST
LINCOLN ST
LEE CT
WY
SPRING
NORMMUIR WDS MARRIDGE
MISSION RD
ROSE ST
ST
QUAY
WOOD
ENDOW RD
DUNE
GREY STONE
GLENDALE
PETERSON RD
DR
CI
CT A
BRIDALVEIL
ASHLEY LN
MELONES WY
CI
BROOK
SAN MATEO AV
HOLIDAY DR
RAPID
STONY CREEK LN
CHATLIKALA DR
DENNIS
ELM ST
MARKET ST
CT
FEATHER RIVER DR
WELL
HARLAN RD
ISABELLA LN
C. W. BL
DEL PLAYA
MAAS DR
AV
SHORERAPTOR
CT
MYSJOEL
APPLING
MADRONE AV
ANTOINE CT
CI
ARAB AI N
LER
COMMERCE ST
B.
CARROLL AV
VINTAGE
CI
T. CT
PISA CI
NAVY DR
VERSTL WY
DELHI AV
ADELBERT AV
OAK
OYSTER
SITKA
CI
ST
RIVARA RD
RUTLAND
KERMIT LN
LN
CT
SEARCHLIGHT AV
GILCHRIST
BELVEDERE
SOLARI AV
LONG
PACIFIC AV
ETO
BOARDWALK DR
SILVELONG ISLAND DR
SUTTER ST
BURKETT AV
AV
BRID- GEWY
COVE
ST
TOWERS PL
ST&E RR
PUESEGOVIA LN
DANNY DR
WESTMORA
SOR
PARK
PORTER
BUCKINGHM
PODESTO LN
ST
SIXTH ST
SON
NOL
SIXTH ST
SECTION AV
MICHIGAN AV
PIONEER
SAILPOINTE AV
HAWK
CT
STUEBEN
GREELEY WY
OAK
ERMA
DIVAC
HASTFRANKLIN AV
UPRR (SPRR)
WOLF
IAM
EVELYN AV
SANDERS
MOORCROFT
MARY
NI LAND DR
GILMORE AV
RIO
ALLSTON WY
W LI D
H. CI
BECK
ORTA
MEADOW AV
EL CAMINO
CASTLE OAKS DR
AV
CI
STABHARDING WY
SYCAMORE AV
MINER AV
ADA RD
MILSWAIN RD
HENRY LONG BL
GIBRALTAR CT
PAJARO WY
RIVER
RONALD
C ST
OAK LN
UPRR
CT
PALOMA AV
CT A
TABLE
DAISY
WHISTLER
ANNABELLE
DR
4 2
14.SHORELAKE CT
BUNKER HILL DR
AUSTIN RD
CITIA
RVR
3.CARMEL RIVER CT HOUSTON AV
COMMERCE ST
BOGGIANO RD
GABLE
RIVER OAKS
DR
BEAR CREEK RD
WOODTREE
SPRINGS
CT
CCHIO
HILDRETH LN
CRADLE CT
AV
ST
GRANT
PT
CT
CI
GREY
HERZOG
HOLDREGE
C C S
ORO AV
JUNIPERO SERRA
CI
CT
RICCARDO
ALPINE RD
VILLAGE
MIWUK
CARGREENAN
CALAVERAS AV
JANET PL
CAYUGA DR
FORTHCEDARMCKINLEY AV
CT
COCHSNEDEKER AV
TOKAY COLONY RD
JAMAICA WY
TULE
C. CI
ORVIETTO
WY
POSITAS
KINGSLEY AV
ANTEROS AV
RISON
CI
BRIDGE
SWAIN
CARLIN RD
INLAND DR
BUTTRICK
WOODSHIRE
SEASHORE
UPRR (SPRR)
VILLA
BRYANT DR
MERCY
PEBBLE
DR
LOW
ROCCO
CLAREMONT
DR
SAN GABRIEL WY
ST CARLO
ISLE
PORT RD 2
UPRR (SPRR)
AIRPORT WY
EL DORADO ST
W REGAL
FRISBEE LN
ST
E. CI
SYDNEY
LEO GIRON DR
LINDBERGH ST
DR
AUTUMN
PRK
SHORE
CT
PEBBLE
CI
CARIBBEAN
SUNNYOAK WY
IRIS AV
CALAIS
MENDOCINO AV
AV
NORTH SERVICE
ST
GARDEN AV
WY
CI
GAIL
PORT RD F
ELMIRA AV
CARPENTER RD
TUXEDO S AV
SPRNGS
NOEMI
LIFFE
WEST LN
LITPALMER AV
CT
4 GALLOWAY DR
SAN JOSE ST
OLIVE AV
LEESBURG
BROOKSIDE RD
WHITE
ACCDOLLAR
MONROE ST
TENTH ST
SCRIBNER ST
MILLER AV
MYRTLE ST
S. CT
ROVIGO
BLONDIE
KIMBMONTICELLO DR
NORTHRIDGE WY
LAKES
EMPRESS
GRACE
CULPEPPER PL
HUNTINGTON
MONIQUE CI
BURG
GRAHAM
ALPINE RD
SWIFT WY
SUCT
PINEHURST
PELEM CT
BL
CT
BARI
PARRISH LN
WAKEMAN
SAMPSON RD
MADELINE
CT
CHARLES ST
AUTUMN
LIBERTY
PATTI LYNN
HEATHER
SOLANO AV
TTINI
GERMAIN LN
GREEN RVR
LINCOLN ST
SPYGLASS DR
V EI W
BARDMOR
TANK HOUSE DR
WY
CAMDEN
CASITAS
ENSENADA
DR
ENCHANTMENT LN
MAPLE- RUTHERFORD DR
GENTRY
HAMPTON
PL
BL
SUTTER ST
YARMOUTH
MCNAIR LN
CAROLYN WESTON BL
OKLAASPEN
CT
CARPENTER RD
IDAHO AV
SEAGULL
DR
REFLECIRON CANYON CI
CI MORHAZELWOOD
WOODMONT
N 99 FRONATGE RD E
ALHAMBRA AV
PORT
AV
OAK ST
PONTELLI
CENTER
CT
SANGUINETTI
CESAR CHAVEZ CI
AV
MADISON ST
HUNTER ST
BRISTOL AV
FUNSTON AV
KATHERINE
FOPPIANO LN
SAND
EIGHT MILE RD
LARCOM
HIGGINS
CT
CT
WIN.
CHAPEL HILL CI
WASHINGTON ST
LONGVIEW AV
CANTERBURY DR
GEORGETOWN PL
CT
CT
JANET RD
ROYALPHIRE
FAYE ST
ARRIBA
JULIAN ST
BONANZA DR
AV
PL
CARLISLE
CT
ARCATA CT
INRIDGE
3 CT
TORINO
HATCHERS
WYATT WY
(PVT)
BRADFORD
COMMERCE ST
ASH ST
SONORA ST
WOODBURY
JACOBS RD
DEEP CLIFF
BARDELANO
HARMONY LN
SIEMERING
GRASS
KARDIGAN WY
EMERST
PALAZZO DR
VARARROWOOD DR
LN
WILLIAMSBURG PL
ROBINHOOD DR
WINDHAM
ALLEGHENY PL
HAM
DOMINQUE
LISETTE
VALLGEORGIA AV
FLETCHER
RUTLEDGE
LUCIENNE DR
CI
CI
LEACH RD
HOLLY
TIAMO
TREE
ADMIRAL DR
SPINDRIFT WY
GRAYWOOD CI
BENNETT DR
BROOK
WAYNESCT
ATLEE ST
ELIA
HORSETAIL DR
VILLALOBOS
CHACHARTER WY
NORTE
UPRR (SPRR)
DR
FARLEY
COLT DR
APPLE
CREEK
SHETFRONT
WALNUT
MIST
CI
VIRTUE ARC
WILLOW OAK WY
HTHWICK
BEAU PRE ST
LA VITA DR
WAGNER AV
MARIE
SOMERSET DR
BOARD
WIND RIDGEVIEW
RIVER BLUFF LN
CHADSWORTH
CI
TRIDENT
THOMPSON RD
LINCOLN
HILLCREST AV
KEYSER DR
P NI E VALLEY
QUEEN
S. CT
BRUSH CREEK
PLYMOUTH
CT
MULLER RD
GLENGAS
COVE
LASSEN AV
PERSHING AV
CI TION
JUBILEE
FARGO
ATLEE ST
DON CARLOS
COACH ST
MELFRANCEEN LN
BROADWAY AV
NETHERTON AV
BROADWAY
CI
CI
VENEZIA
M SI T TRAIL DR
JACAPORT RD H
SWESAN JOAQUIN ST
WEBER AV
FREY LN
WEST LN
CHATSWORTH
MINERAL
LARIAT LN
EDAN
S.CT
SIDE
SONORA ST
BROADWAY AV
MCCLELLAN WY
CI
THOMAS
WHITE LN
CT
WY
LINDE
EIGHTH ST
PLAYA DEL SOL
VOLNEY
SEA BIRD
DR
CT
LUCIANA
GULL
VAL.CI
SEA BRIGHT
OAKFIELD
OAK VALLEY WY
MISTLETOE
YOUNG ST
CHERRYLAND AV
ANNADURANGO WY
JESSMONTEREY
EDISON
ST
BLACK OAK DR
BUSIER
PENMARIPOSA RD
MARCH LN
1.CHARIOT CT
VIEW
INTERMODAL WY
CHERBOURG
CASERTA
MERLE
MERVIN
DAHLIA DR
ACORN CT
ERING
HAVEN
AV
COLONIAL DR
S. CT
AMANDA
STARK RD
MAYBECK RD
DOHCT
YACHT HARBOR DR
GLEN ABBY
MASSIMO CI
TIVOLI DR
OAK
ROYAL OAKS
CHECOTAH
MARANATHA DR
WALNUT ACRES LN
D. CT
CI
HARRISBURG
CI
ST MANCHESTER AV
WY
BOWMAN RD
LYNCH RD
CT
PINTER AV
DENISE
SECOND ST
CT
CT
STAR
NYSCT
DR
SPINNAKER
WELL
JEAN AV
LAUREL
1. WINDSTONE DR
ODY
MARK
NAPOLEON
MERCER
MCCUEN AV
CHURCH
CT
CT
PASEO
REGENT S ST
WILLOW
THORNTON RD
ISLEY
BRANCH
ROBINDALE AV
WEISER
LITCHTLE
FIRE ISLAND CI
EDISON ST
RIDGE
ST MARKS
LORENZO LN
DONCASTER
CALSTARBOARD
WASHINGTON ST
MOSS ROCK
SIXTH ST
SCHOOL AV
LN
RENOIR LN
TOPHER
OZZY
ROSCI
LEDGEWOOD
INSPIRATION DR
DEAUVILLE
MIRROR
HACKBERRY ST
CARDINAL AV
WY
PRESIANDREA AV
SH.CT
WILD ROSE LN
C. CI
LOWELL AV
WY
DAVIS AV
RINCON
WOODSIDE
BURLINGTON PL
HENSHAW
SHORES
MILL WY
COMMODORE LN
LN
ADRIENNE AV
CI
ALTURAS AV
GREENSBORO
TORTUGA
SMALL RD
DALLAS AV
THIRD ST
EXPRESS
TELEGRAPH AV
YALE AV
SHULL PL
SUGARHILL
CLYDESDALE
WOOD
PYRENEES AV
BUCKPOND
PASADENA
WAGNER AV
CT
YORKSHIRE
EBBET
B. CT
GINKFRENCH CAMP RD
AV
PLUMAS
SCOTTS AV
WINDRIVER DR
FRANKFORD
DEL
H I L L
DR
TNDR
D ST
BORGIA
BURKE BRADLEY RD
DUKE
TOMMYDON
GARETH
MCKINLEY AV
HELM
BRODERTON
CAMBRIA DR
GARDENA
BEECHER RD
EIGHT MILE RD
VALLEY
LONG
MAYPATTERSON RD
BERWICK
SOL
KINROSS WY
BERGAMO
ELMWOOD AV
WILLOW
STANISLAUS ST
APPLETON WY
CI
SIENNA
MANTHEY RD
WARMKE LN
AV
POCK LN
LEARNED AV
ELLSBERG DR
PER
IRIS BLOOM DR
LILAC
MARLETTE RD
COLTRANE
JACK TONE RD
AV
REX
DIANA MARIE DR
IBUR
FR RD
MYKALA DR
DEOVAN
MADISON ST
PATTON RD
CUS- NER
WINDFLOWER LN
GASWELL LN
UPDENVER AV
COLORADO AV
CALIFORNIA ST
SEVENTH ST
STEAD
ELOT
DUCK
BROOK
LIN
AGAPCROSS
1.HORN BRAM CT
BALDWIN LN
MONTGOMERY
WORTH ST
CT
CALIFORNIA ST
HARRIER
PERSHING AV
UMNE
VENICE
CT
R. A. BRIDGEFORD ST
DIABLO CREEK DR
ANDERSON ST
SKYLINE
CRESTKENNY
BAY
DEEP WELL
WOOD
BIANCHI RD
DR
KELLEY DR
RIVERLOCK
ANDERSON ST
JEWELL CT
STOKES AV
LILLIAN ST
GRAND
ROBINHOOD DR
ONIA
BOATDEBORAH LN
FREMONT ST
NELLIS
ALMA AV
BRIDGEVIEW
TULLOCH CT
HOLMAN RD
FONTANELLA
AMBER WY
PORTOLA AV
HOLMAN RD
HORIZON
FILBERT ST
VINE ST
SPARROW
MARIEL MONTE ST
K. H. CI
VERCPIER
FITE CT
BELLA
SPANISH
HORTON AV
THATCH
WAMASQUID LN
FALBIG
BELLUNO
MARCHESOTTI WY
WICK
JUNIPER
FLD
INVERNESS WY
EDDY
UNION ST
AV
HOBART AV
MEADOW LAKE
CREEK
B
WATERSHELL
ESTRELLA
PORT RD D
DSON
CI
MIKAS
MOKELUMNE CI
CLIFFDE LEON
SANTA
ACAPULCO
CT
LN
CI
CHURCHILL
TUOLDUTHOMER ST
DR
CT
CT
OAK- BRITTANYANN
PORT RD E
RVR
INMAN AV
INSPIRATION DR
GROVE
CHAPARRAL WY
DR
PEZZI RD
DARTSTACEY
3.WHIPPORWILL ST
CT
LENCOE DR
IMPERIAL
FREMONT
SHARON AV
BULL PINE RD
4.CRYSTAL TREE CT
CLARKSNEWTON
OAK
CT
LEVER BL
TUXEDO S AV
UNIVERSITY
PALM AV
LN
WHITROCK
BACHELOR
TIOGA
PASO
LEBARON
ROOSEVELT ST
SONORA ST
CT
2. HARBORVIEW DR
6.HERITAGE PL
LAREDO
LYNN
WOOD
BAJA
RIVIERA DR
RAYLINDSAY ST
DOME
WEBB
BATTEN
SKYNYRD
MORPINE BROOK DR
F ST
MAN
SALMON
WHIT- GRIGSBY PL
SHERIDAN WY CT
WOOD
SOUSA ST
ROCKTEST
KATE
ZEPHYR ST
VINE ST
RD
WASHINGTON ST
CI
TRAIL
NEW BRIGHTON LN
ANGIER RD
ST
NESAW
FAIRDEWEY
DELSANDY NECK LN
ROUND
ANELLE
STRATFORD
CARRCI
AV
DUDLEY RD
SPERRY RD
GOLD RIVER LN
CLAYCOMB
FIFTH ST
BOYNES
TRINITY PK
BIG
MORSE RD
EIGHT MILE RD
ST
ALPHA DR
BERYL DR
CHAMPAGNE
SOAVE
BASS HOLLOW
FAIRWAY DR
DE OVAN AV
LOUIS
PORT RD 1
WY
ATCHLEY
CAROLYN WESTON BL
PERCH
MARFARGOA DR
ARGONAUT ST
TWELFTH ST
HUNTINGSANDY
GIANNA
LOWER SACRAMENTO RD
POMONA AV
UPRR (SPRR)
PERC VI AL
TOURS
SHAY
DR
LOCUST
NADOTTI RD
CI
EL PINAL DR
GOLDENLEAF
CI
DOT PL
CENTRAL RD
LYCOMING
PORT OF STOCKTON EX
SUGAR
LEVER BL
REGATTA LN
ST ELIAS
CAVE CI
UPRR
ENDO
TENAYA
MINO
RIVERWOOD
STEPHENS RD
CASIJAMS RD
CT
VAIL TEEPEE DR
HAMILTON WY
CALIFORNIA ST
GRANT ST
KAISER RD
AV
AV
ALPINE RD
WY
SANDSTONE
NAVY DR
CI
SIKH TEMPLE ST
4. WINTERMIST DR
POINT
OAK
CLAPTON
MICKE GROVE RD
PRESIDENTE ST
NATHBISMARK PL
OAKHURST WY
FALLENLEAF DR
EMERYN
ELVIN AV
RICK
CI
COVEY CREEK
YOKUTS AV
NORTHPRIEST RD
LN
HIGHBRIDGE
ROGUE
GAP
TANYA
CT
ANCHOR
CLARKS FORK
GOLF
INO
HILLS PL
CAMELLIA
AVILA
MERRYCAREY RIANO
HOLT RD
ST ANDREWS DR
1 SONOMA AV
GREENWOOD
ALPINE AV
AMY DR
CT
WILLOW PARK
SHIMA
TREE
LEWIS
GARY
CT A
PEJA
RAYMOND CT
PLUM AV
CI
CI
FOX
PORTER
MCGAW ST
CRESTA
BUTTERCUP
SANTIAGO WY
WOLFE RD
KIMBALL LN
LOGAN
SCOTTS AV
CERRUTI
COUNTRY CLUB BL
ETCHEVERRY
ENCINO AV
H. CT
HONEY
ANTEROS AV
DR
CI
OAK CI
BREEZE
3.NORTHPARK CT
MATIAS
BLK RDG
ASH ST
FIRST
CI
MONTE DIABLO AV
METTLER RD
FT D. DR
PEESKILL
ONETO RD
SLEEPY
KINGS
MCCARTNEY
JAMES
2.HIDDEN BROOK DR
FULTON ST
ST KITTS
WINTERCT
VAN
DAVI
SONGBELAIR ST
EVERGLADE
HERNDON PL
WY
EIGHT MILE RD
RIDGETOMMASO
ADIRONDACK
WENDT
FOREST
VILLA POINT DR
MILLER CREEK CT
STILLWATER
EARL
LA MESA DANNY
N 99 FRONATGE RD E
S CI
CI
CI
RUTLEDGE WY
TYROL
GREGORY
LODUCA DR
FRENCH CAMP RD
SAPPZ
CARPENTER RD
SANGER
LATINA
TREVOR
CI
MARLETTE
MOSHER DR
LIGHTHOUSE DR
BRANTLY
AGATE
WAUDMAN AV
LYNIER WY
WEBER AV
GRATTAN AV
1 1
FT DONELSON DR
RIVER DR
EWS WOODS BL
OLI
PERFORMANCE DR
BOEING WY
MAIN ST
HYDE
SCOTT
RIGGER
BLANK- VICO
1 NADINE
BRANDYMYRAN
JAVETE WY
EIGHT MILE RD
SAN LAZARO
BISHOP ST
CLEVELAND
HERNDON
CEDAR RIDGE
DR
MCDOUGALD BL
RAMALHO LN
PORT RD 22
LUNA LN
EIGHTH ST
RALPH AV
LAND
MARILYN AV
MT HOWRANGLER CI
RIO BLANCO RD
RUN DR
CI
ELI
MIRASOL LN
GROVE
CCT RR
CT
NINTH ST
DUCK
ROUGH AND READY ISLAND
SAN JOAQUIN ST
DEER PARK DR
STANTON WY
BRICK & TILE
VALLEY CT
DELAWARE
ALICE ST
BERN RD
CT
DRUET LN
SEAN
MORADA LN
WD
NOVARA WY
MARLETTE RD
BERNINI
13 ST
AV
ANGEL DR
DARBY
HILL
HARTY LN
PINES BARD
CUSHION CAP
DELTA RIVER
THOUSAND
CREEK TRAIL CI
HAMMERTOWN
WESTLAKEMORE LN
SHORE
MONO CT
GERBER DR
SALEM
F.R. CT
WHITEHOUSE RD
EL DORADO ST
KIRKBY LN
SANDALWOOD DR
KEMP
S STATE ROUTE 99 E FR RD
PORT (pvt)
RIDDLE
RUDDY
WAY DR
PL
SONORA ST
MODESTO AV
BELLVIEW ST
THIRTEENTH ST
YUTAN LN
AV
OCEAN
CI
DAVIS RD
CT A
DUNMAR
FOREST
CRUDEN
CI
WINDEMERE
WY
BEVERLY
SUTTER ST
REPORT AV
MEDICI
BANBURY DR
BOWMAN RD
EVI
VENTURA AV
IRENE ST
BN&SF RR
POCK LN
LAV.
ARMSTRONG RD
WY
GUNTON
DEWITT
MORADA LN MONSTAR
PORT RD 7
WINDY
KELSEY
ARATA RD
BANCROFT WY
WESTLAND AV
ROLERSON RD
CT
ICAL
BN&SF RR
STICK
PARK ST
RIMINI LN
SILVER
RAMON
GENTLE
MANHATTAN
ARBOR
CALAVERAS RIVER
ASBURY WY
GOLDEN GATE AV
MEADE
CT
HUNTER ST
UPRR
BIXBY WY
UPRR
WILKIE
NSON
EMBARCADERO AV
CLEMENT AV
MARSH ST
DR
SAVOY
GIANNA
PILATO
HILLSBORO
CT
STONEDR KATHLEEN
OAKVIEW
POPLAR
PENINS CI
3 MICHAELANGELO DR
CHURCHILL ST
GLEN ST
SPANISH BAY
OREGON AV
MAGNOLIA
SULLIVAN AV
D ST
ALBERT
PRIDE CT
SOLARI RANCH RD
MARINER
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DR
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PAWNEE WY
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WY
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WY
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TWIN HARBOR LN
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ST
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PT
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TIMEPIECE
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ARDEN
ALMONDWOOD LN
SINCLAIR AV
WILSHIRE AV
DIABLO
WATTS AV
SPRNG
DUCK
SONG
JAMES DR
MANCHESTER AV
OSBORN
ELEANOR
WY
STONE
COLONNA
VALMORA DR
WY
MONT
WY
IAN CT
ESSEX
DR
CT
JOAN
HAVENDAMIAN
MIST TRAIL DR
WARLOW
RIPPLEROCK
FRESNO AV
WASHINGTON ST
SPRING ST
LN
LN BRENT AV
INGLEWOOD AV
CT
KNICKERBOCKER
1.ENCORE CT
LONE
LINDSAY ST
WY
PIEDMONT
AGUSTA
SIDON
ST
GERALD
ST
MUNFORD AV
3. GREENMIST DR
MARIPOSA AV
CASTLE
CI
FOURTH ST
CT
12TH
AV
DAVE BRUBECK WY
MOKELUMNE CI
CI
LAVA BED
VERDE
SWAINSONS HAWK ST
ELTON
TOMAHAWK
S. CT
WINSLOW WY
CI
BEACH
KILAMANJARO
FLORA ST EL DORADO ST
RIDGEWAY AV
CT
EXPROAK
SOUTH LOOP
COLFAX
ANOLA
TORREY
EDGE
TIFFANY
GARNET AV
BLACK
KINCLARIDGE
WD
CHESTER
OLIVER
CI
HEMINGDR
SUN RD
WOOD
DON AV
PRADO
HOUSE RD
SHIMIZU DR
OAK
CI
TAIL
FILLMORE AV
RAYSILVA
TILLE
BN&SF RR
TARRCT
ST
HUDSON
VECCHIO
FITZPATRICK
DON
ANTIOCH
VALLEY DR
CI
WISHON
RENDON AV
BENJAMIN
BROOKVIEW DR
PVT
FULTON ST
MACDUFF AV
LOCKHART RD
SOQUEL
FLINT AV
GLENEAGLES
AV
FRAZER
HORN
LNDNG
NATIONS
OLIVE GROVE
WATER
CT
TWIN CREEKS LN
BURGH
SUTHERLAND DR
HOLMAN RD
MISSION RD
WALNUT ST
WHITE
BIDLN
WIGWAM DR
CT
DIAMOND OAKS
ST
BURKETT AV
ST
DOUGLAS RD
WOODS WAKEBY
BAY CT
DANUBE
TETON
AV
DAV NI CI DR
BIANCHI RD
OAKLEAF WY
MURRAY DR
CI
NASSANO AV
BIJOU
LONGE ST
JULIET
AURORA ST
F ST
N CI
BROUGHTON
CI
BENNINGTON
VERNON
HARVEST GOLD
BIRMINGHAM
DR
ALEXA WY LING
CT
CHERRY
PERLMAN DR
WOODSBRO RD
EIGHTH ST
CT
AV
DEN
OAKUM
STONEY GORGE DR
SCARLET
HUNTER ST
W. CT
AV
BALBOA AV
TRISTAN
WELCH
WILLIAM MOSS BL
POESTETPOCK LN
NAVY DR
CI
SEAHORN
SEA
CT
PANSY
PEAT
CT
MARLPIO PICA AV
ARGEL DORADO ST
SEVENTH ST
PINETREE
PL
PORTERWEST LN
ROMA LN
CI
ZEALLY LN
TURNPIKE RD
NAPA RIVER
TAYLOR ST
TUSCANY
CAPELLINO
LANDS END DR
LOWER SA
CALIF.
TINA PL
BUDISELICH RD
ETNA
MORADA LN
CI
3 AV
MONTEREY AV
E ST
BURG
ST
FORECAST
CHASE
EIGHTH ST
CLEARFIELD
AV
ABBEY CT
CLARANE AV
PL
ST
TRACHAGALL
ROBERTA
PARK
WEBER AV
FILBERT ST
FIVE FORKS
CHAPEL LN
COLELLOYD THAYER
KNOLLWOOD
LAGO
SANDHOWE AV
MONTCLAIR
EIGHT MILE RD
OAKCREEK
PARK
LN
SHARKON LN
PEONY PLACE
CI
LUCE AV
LINDSAY ST
MYRAN AV
NORMAN RD
CRITTCOTPORT RD G
AIRPORT WY
WEBSTER AV
T. CT
ARGONAUT ST
HIAWATHA AV
CI KISS
TWIN BRIDGES
OAK GROVE
CI
MAJESTIC LN
DUNDEE WY
FERN
OLIVE AV
PEREGRINE
WILLROSE MARIE LN
GOLD RUN
BEELER ST
PRIEST RD
MANTHEY RD
YLER
AV
YUBA
LAGUNA
BURGESS
BIG SUR ST
WINDMILL
BRUMBY RD
NAVAJO DR
HUDSON DR
CI
GOYA
GLAC EI R POINT DR
COM- PASS
DIAMOND ST
RIVERBROOK DR
SAN SIMEONE WY
MONACO
PLEACT
CI
DR
NINTH ST
RIVERST
KLINGER
LTCOL MARK TAYLOR ST
PRESLEY
PL
HIGHMOOR AV
MARANATHA DR
NEWPRT COVE
HADDONCI
CREST
13.MARITIME CT
SAN
SUMMIT
MCGUIRE
REPORT
LOIRE
CHANNEL ST
CHURCH
JOHN
PLEASANT
BROWN
HARPERS
RIGHT
WOOD
CROWN PEAK
DR
METRO DR
NAOMI
WONDER
ATKINSON RD
MOSS
TARO
CT
IVY
ESTATE DR
PL
MARCH LN
CI
WARCORAL DR
ANTONIO
CROMWELL AV FLORENCE ST
MEADOWOOD
STONE
CREEK
C
TOM LN
KIMIYO ST
JONATHEN ST
B ST
CT
FAIR
GARBO
WAVE CREST
PALOMA
LODE
MISTY MEADOW
COSTANCHERRY
C.
AV
MIDDLEFIELD AV
CI
SEWARD
NUGGET
CI
JANELL
CREEK
CALIFORNIA ST
AMSTSUNWOOD
PERRY
ARMSTRONG RD
CURRY RD
ENTERPRISE
OWAY
BEAUFORT
SANTA FE DR
LORRAINE AV
MOULIN
BISHOP
SECTION AV
6.ANNANDALE DR
CI
CALHOUN
SAND
KAYASSO
SIGCATAMARAN
PILGRIM ST
WOOD LN
MYRTLE ST
BACK
VAN
CROCKER RD
CT
GLASGOW AV
TOP
BOLEY
HUMBOLDT PL
LITTLE GRASS
SUTRO AV
3 4
SWALTIAMO WY
STARFISH
DR BEREL DORADO ST
CREEK
HAWAII AV
NINTH ST
BANNER
SCOOTER
SANTANA
LAS
COUNTRY
WENTWORTH
COUNTESS
HORNSBY
TREASURE AV
LOUISE
CHANNEL
THELMA AV
ROSECRANS WY
KENTFIELD
CI
ROUGH
SACCHETTI
ALCIRA
BAYONNE
DAYTON
BIEGHLE
VIRGINIA RD
CYPRESS
BUDDY
COLINGTON PL
RIVER
ALTURAS AV
PRISCILLA LN
LEADON
HOLMAN RD
AV
UPRR (SPRR)
MALLARD
ST
KNOLES WY
GAMBEL
AIRPORT WY
SARRIVER
NEVADA ST
PEALADD TRACT RD A. CT ADAHWY
YARDLEY DR
REYES
N 99 FRONTAGE RD E
BLUE FOX WY
CI
LOS FELIS AV
WINWOOD
MANOR
OLINO
VANS
ST
CI
MONITOR N
S.C.CT
DR
EEDEN
VIEW
SIKORSKY ST
VALLEY
VOLNEY
CROOKED
COBBLECI
DONNER
LAKESHORE CT
ARROYO WY
FRANCISCAN AV
CIMARRON AV
MCVIE
WAKEMAN DR
PRINCETON
MARIPOSA
RHODE ISLAND AV
ST
PEAKE
1 INDUSTRIAL DR
MADERA
VISALIA
HEINZ ST
P. OAKS CT
LINCOLN ST
CAVE CI
A G SPANOS BL
TRINIDAD
NAVONE RD
H. CT
DUNBARTON WY
CHELMSBEECHER RD
MCCLOUD AV
CHITWOOD
STONEROMANO
DUVALL
GENTRY
LETT
ARTA
HUNTER ST
MAKA
CREEK DR
STONE
GLENBRIAR
MORADA LN
CT
BERRYESSA
COPCO
IGNACIO CI
HILL WY
FEDWY
SUBURBAN RD
CT
SAN FRANCIS
CASS LN
BAKER ST
FALYORKSHIRE DR
AMELIA
LINDA SUE DR
MUELKAY BRIDGES PL
RILEYFORD
HOLT RD
N. CT
CI
BAY
DR
DUCHESS LN
LET
BELLCASTLE
CI
ANTLER
CT
ALEXANDRIA PL
WY
RILL
NEE
THORNTON RD
ROSE
ALAN
LATIGO
2ND
SEASCAPE
NEWCASTLE RD
NAVY DR
ACRES RD
DYLAN
BRANDON
4.PROVIDENCE WY
DON AV
SAN PABLO WY
L. CT
FAUTT
COLE DR
BERKELEY
TERRI
BRECKSEREGLORIA DR
WILD GRAPE DR
DRON
KAISER RD
DEL
RAZO
DEL REY CT
CALARIVA DR
BL
4.PARKVALE CT
BERRY
CI
EL CAMINO AV
LORRAINE
LAKEBUENA VISTA AV
CONCORD
MAPLE ST
SILVER
WY
ORCHARD
BOO LN
CMLBACK
BOSTON AV
MICHAEL AV
SONOMA
CANAL
SUE
LN
MRNNG
PACIFIC AV
GLOVE
HEAD CT
BRISSPRINGS
ALTURAS AV
CORNELL CT
NOBLE ST
GUERNSEY AV
CI
CT
CT
TERY
JANESSA
SILVA ST
BUCKLEY COVE WY
MARINE AV
ST
CI
GIANNA
SEPULVEDA
LUGO
DR
DR
SUNBIRD
CURLEW
WINDSOR AV
PL
BELMONT PL
BANBURY
GIBSON
LLA
VENPERSHING
STOUT
UEROA
VIOLA AV
CT
BREIENS
UPRR
SHIRLEEN
GOLDEN
AV
WY
FONTENAY WY
GOLDCT
ORO AV
MAIN ST
HOLLOW
PINASCO RD
CT
S.C.CT
MONET DR
PISSARRO DR
DE
PHELPS
CT
BEDFORD RD
BEACHCOMBER DR
SELLERS
BONO
AV DR
TRADEDR
BUZZARDS
GREY
CHEROKEE RD
EMPIRE ST
GRIFFIN PT
4 RED OAK LN
ALPINE AV
MANTHEY RD
SNEED RD
RANGABRIEL
PORT RD 8
HOLT RD
JASMINE
RICHSAY
HILDRETH LN
DOVERCI
DOR
PL
MCALLEN RD
DR
HOWARD RD
RAT
DEJOHN TURK RD (PVT)
BN&SF RR
RENEE MARIE
VI
CI ZAIRA
3 CONNIE AV
KOALA
GRACEMONTANA ST
SEACREST
CI
BRIDGEWATER
CI
CI
GROVE ST
EUCLID
CUNNINGHAM
NEWCASTLE RD
HILLS
BATTLEMENT
11TH
HOLT ST
CI
CT
SANDRINGMAYWOOD
CT
CT
FORLI
SCOTT
HARRISON ST
RIVERBROOK DR
WIDBURNHAM
BEECHER RD
S CT.
ERICKSON CI
CT
OSCEOLA
GARFIELD ST
DRY CREEK WY
FIFTH ST
TAILWIND
BLUE
COSUMNES DR
LENA
MIST WY
SEGER
BELVEDERE AV
OAK
BUDEDGEFIELD WY
AV
COVE WY
PLATO
EL DORADO ST
VERT
FRED RUSSO DR
SHADY
OAK
DR
ALPINE
CRAFTON
BAKER ST
CI
LIDO CI
DENALI
MT HOOD
BALTISAN MAUNA LOA
RIMO
ALBUS
BROOM TILDA
DR
WAYFARING
DOWNY
BIRCH
SAMBUCUS WY
GORSE
G IL L P O N D L N
SPINDLE
GUADALUPE
BALDY
CRAB APPLE
LARBOARD
CAPSTAN
PAMET
ROBINS COVE
SORBUS
BELLEVIEW ST
KAWEAH
WHISTLER
CADANCE
MAIN ST
GASPARE
MARCONI
LUIGI AV
TURIN ROSSI AV
WAGNER AV
DEL MAR AV
LA SPEZIA
RAPALLO
WALKER LN SAN REMO
PFC JESSE MIZENER ST
ALLMAN
TWITTY
JETHRO
CLINE
JENNINGSVALENS
LYNN
WING LEVEE RD
GRASSLAND RD
TULLY RD
WILDWOOD RD
KINGSTON SCHOOL RD
PLACENTIAAV
HOLLENBECK RD
MAYETTE AV
PRAHSER RD
INLAND DR
HOWARD RD
PAYNE AV
MILTON RD
VERDON RD
LIVE OAK RD
TULLY RD
TRAPPER RD
CONCORD AV
BAKER RD
TOKAY COLONY RD
MARIE BAKER RD
WHSI KEY SLOUGH RD
EIGHT MILE RD
COMMUNITY
SIERRA VISTA
SEIFERT
CENTER
COMMUNITY
MCKINLEY COMMUNITY CENTER CENTER
COMMUNITY
CENTER
STRIBLEY
VAN BUSKIRK COMMUNITY CENTER
RUE
CENTER
COMMUNITY
FRENCH CAMP
GOLF COURSE
VAN BUSKIRK PARK GOLF COURSE
STOCKTON GOLF & COUNTRY CLUB
BROOKSIDE GOLF & COUNTRY CLUB
OAKMOORE GOLF COURSE
SWENSON PARK GOLF COURSE
COUNTRY CLUB
ELKHORN
THE RESERVE AT SPANOS PARK
MADISON
MORELLI BOAT RAMP
PARK
PARK
S. SEAWALL PARK
OAK GROVE
REGIONAL PARK
NEIGHBORHOOD GARRIGAN
PARK
PK
CORREN
LAUGHLIN
PARK
SANDMAN PARK
A.J. 'BART'
DENTONI PARK
GIBBONS
PARK
CRUZ
ANGEL
PARK
LOCH
PARK
LOMOND
CORTEZ PARK
VALVERDE
PARK
MATT EQUINOA
PARK
HOME RANCH
PARK
SHIPPEE
PANELLA PARK
TOWN
PRK(E)
WBRSPARK
HOLIDAY
SHERFOREST PARK
WOOD
ANDERSON
PARK
BROOKING
PARK
ATHERTON
PARK
FRITZ GRUPE PARK
NELSON
PARK
BUCKLEY COVE
PARK
SWENSON
PARK
OAK PARK
CALD- WELL PARK
GIANONE COUNTY
PARK
FRIED- BERGER
PARK
PARK
GARDEN
ACRES
EASTSIDE COMM- UNITY
PARK
SOUSA PARK
STRIBLEY PARK
CONSTITUTION
PARK
INDEPEN- DENCE
PARK
UNION
SQUARE
SQUARE
LIBERTY
ASON GLEPARK
LAFAY- ETTE
SQ.
COLU- MBUS
PK
N. SEAWALL PARK
WEBER
EVENTS CENTER
POINT
McLEOD
PARK
M. L. KING
PLAZA
FREMONT PARK
EDEN
SQ.
WE- BER
SQ.
AMERICAN
LEGION PARK
VICTORY PARK
LOUIS PARK
BOGGS
TRACT PARK
PARK
PERI
(UNDEV'D)
VAN BUSKIRK PARK
PAUL E. WESTON
PARK
TAFT
PARK
MATTIE HARRELL PARK McKINLEY
PARK
PETER- SON
PARK
BROTHERHOOD WILLIAMS
PARK
HOLMES
PARK
KENNEDY MEMORIAL PARK
PARK
SHIRE
SHROPERNIE
SAN JOAQUIN CO.
REGIONAL
SPORTS COMPLEX
SMITH PARK
WM. LONG
PARK
PARK
FUTURE
(UNDEV'D)
ARNOLD RUE PARK
PARK
FONG
S. L.
UNITY PARK
PARMA
PARK
FUTURE PARK
PARK
FUTURE
MISASI PARK
DOROTHA
PARK
PARK
BAXTER
FAKLIS PARK
PARK
ILOILO
SISTER
CITY
MAY PITTS
SISTER
CITY
BARKLEYVILLE DOG PARK
SOCCER
COMPLEX
ASPIRE
ROSA PARKS
GLENWOOD
ELEMENTARY
REDWOOD
SCHOOL
WAVERLY
ELEM.
ONE.
ETHICS
ONE.
DREAM
LINCOLN
ELEMENTARY
KING
EDISON
HIGH SCHOOL
ELEMENTARY
LINCOLN
ELEMENTARY
DON RIGGIO
SPEC ED
ANNEX
VAN BUREN
MONTEZUMA
ELEMENTARY
McAULIFFE
CHRISTA
MIDDLE
JULIA
MORGAN
ELEM. HIGH SCHOOL
BEAR CREEK
ELEMENTARY
JOHN MUIR
ELKHORN
ELEMENTARY
ELEMENTARY
WESTWOOD
ELEM.
ADAMS
ANSEL
MIDDLE SCHOOL
EASTVIEW
MORADA
ELEM.
DAVIS
CLAIRMONT
ELEM.
ELEM.
PARKLANE
ELEMENTARY
SUTHERLAND
KENNEDY
ELEM.
OAKWOOD
ELEM.
PLAZA
ROBLES
CONT.
HS
CREEKSIDE
ELEMENTARY
DELTA SIERRA
MIDDLE SCHOOL
ELEMENTARY
WAGNER HOLT
COLONIAL
ELEM.
HEIGHTS
WILLIAMS
JOHN R.
ELEM.
MIDDLE
SIERRA
HIGH SCHOOL
LARSSON H.S.
STURE MABLE
BARRON
ELEM.
ELEM.
KNOLES
TULLY C.
VILLAGE OAKS
MCCANDLESS
JOHN
ELEMENTARY
BROOKSIDE
LANDEEN
CLAUDIA
ELEMENTARY
TYLER
ELEM.
STAGG
HIGH SCHOOL
ADAMS
ELEM.
PULLIAM
ELEM.
ELEMENTARY
HOOVER
SKILLS
COMMODORE
STOCKTON
MADISON
ELEM.
VICTORY
ELEM.
EL DORADO
ELEM.
ADULTS
FOR
SCHOOL
CLEVELAND
ELEMENTARY
WILSON
ELEMENTARY
VINE ST
CAMPUS
ONE.
NEW START
ASPIRE
ELEMENTARY
HARRISON
ELEM.
AUGUST
FREMONT ES
LOPEZ PROGRAM
ELEMENTARY
FILLMORE
HIGH SCHOOL
FRANKLIN
ELEMENTARY
ELMWOOD
EVELT
ROOSELEM.
ELEM.
WASHINGTON
MARSHALL ES
/
BASFIELD
PROGRAM
TAYLOR
ELEM.
ELEMENTARY
HAZELTON
MCKINLEY
ELEMENTARY
TAFT
ELEM.
VALLEY
ELEMENTARY
AUGUST KNODT, JR.
ELEMENTARY ELEMENTARY
GEORGE Y.
HIGH SCHOOL
WESTON RANCH
MERLO
IET
ELEM.
NIGHTINGALE
ELEM.
MONROE
ELEMENTARY
JOAQUIN
ELEM.
SAN
ELEM.
HUERTA
DELORES
CALAVERAS
ELEM.
RIO
GEORGE W. BUSH
ELEM.
HIGH SCHOOL
CESAR CHAVEZ
KOMURE
WALTON
SPECIAL
CENTER
KOHL
ELEMENTARY
CHRTR
IBML HONG
KINGSTON
ELEM.
ELEM.
PITTMAN
FREDERICK
CHS
ALEX G SPANOS
ELEMENTARY
WEBER
INSTITUTE
HIGH SCHOOL
RONALD E MCNAIR
ELEM.
MOSHER
L
GEORGE
MANLIO SILVA
ELEMENTARY
CHARTER
RIVER OAKS
PEYTON
ELEMENTARY
WILHELMINA HENRY
ELEMENTARY
ELEMENTARY
HERNANDEZ
HAMILTON ES
URBANI ILD
FONG IBP
ELEM.
VALENZUELA
FUTURE
GREAT
G.V.
ANNEX
ELEMENTARY
PODESTA
RANCH
STK ALT. INTERMEDIATE
HIGH SCHOOL
NEW VISION
PORT CITY ELEM
(CHARTER)
LANGSTON HS
(CHARTER)
VENTURE
ACADEMY
SJCO
O OF E
SJCO
O OF E
DELTA
BRIDGES
ONE.
DISCOVER
ONE.
FIELD OF
DREAMS
ONE.
INSIGHT
ACACIA
CHARTER
GRUNSKY
ELEM.
ONE.
BLA
ONE.
VISION
TEAM
CHARTER
ONE.SUCCESS
ONE.CHOICE
SAN JOAQUIN BUILDING
FUTURES ACADEMY
BENJ. HOLT
ACADEMY
VINCENT
SHALVEY
ACADEMY
ACACIA
MIDDLE
CHARTER
UNIVERSITY
OF THE PACIFIC
UOP
SAN JOAQUIN DELTA COLLEGE
UOP
CALIF. STATE UNIVERSITY STANISLAUS
STOCKTON CENTER
HUMPHREYS
COLLEGE
UOP
The information on this map is based on the most current information available to the City of Stockton Geographic Information System Division. The information on this map is not intended to replace engineering, financial or primary records research.
CITY OF STOCKTON
GENERAL PLAN 2040 MAP0 0.45 0.9 1.8 2.7 3.6
Miles
LAST REVISION: 5/12/2023
Economic and Education Enterprise
Residential Estate
Parks and Recreation
Open Space/Agriculture
Mixed Use
Medium Density Residential
Low Density Residential
Institutional
Industrial
High Density Residential
Commercial
Administrative Professional
Land Use Designations
General Plan - 2040 update
EXHIBIT 1
2089
2-16
This page intentionally blank
EXHIBIT 1
2090
PLANNING FRAMEWORK 2-17
2-17
2-17
In support of a major job-generator, this
designation promotes:
• Linked transportation and housing options so that
future employees can live close to their jobs and
commute using transportation modes that
support the City’s vehicle miles traveled (VMT)
reduction goals;
• Businesses that reduce VMT by providing vanpool
programs, car share services, and active
transportation alternatives;
• Proximate housing stock that supports the jobgenerator, including single-family, multi-family, and/or mixed-use dwellings at various levels of
affordability, with housing costs that generally
correspond to the income levels of the jobs
generated by the project.
Projects proposed in the Economic and Education
Enterprise designation will be required to:
• Adhere to the City’s existing development review
process including consideration by the Planning
Commission and City Council of a General Plan
Amendment.
• The City will negotiate with applicants to develop
community benefit through development
agreements that identify desired community
amenities in the area of development.
• The City as Lead Agency will ensure that
development mitigates its environmental impacts
as feasible, pursuant to the California
Environmental Quality Act (CEQA).
The maximum anticipated FAR is 0.6 and the
maximum anticipated density is 24 dwelling units per
gross acre; however, the designation allows variation
from these standards with City approval to achieve the
economic development goals and complete
communities described above. Development
proponents are encouraged to propose creative and
innovative master plans to further the City’s economic
development goals consistent with the policies
outlined above.
■ Institutional. This designation allows for public and quasi-public uses such as schools, libraries,
colleges, water treatment facilities, airports, some
governmental offices, federal installations, and
other similar and compatible uses. The maximum
FAR for institutional uses is 0.5 outside the
Downtown area and 5.0 within the Downtown area.
■ Parks and Recreation. This designation allows for
City and County parks, golf courses, marinas,
community centers, public and quasi-public uses,
and other similar and compatible uses. The
maximum FAR for parks and recreation uses is 0.2.
■ Open Space/Agriculture. This designation allows
for agriculture, parks, single-family residential units, farm worker housing, wetlands, wildlife reserves,
and other similar and compatible uses and
structures related to the primary use of the property
for preservation of natural resources or agriculture.
Lands under this designation are intended to remain
unincorporated and under the jurisdiction of San
Joaquin County. The minimum parcel size is 40
acres, maximum density is 1 dwelling unit per
parcel, and maximum FAR is 0.01.
EXHIBIT 1
2091
2-18
THE GENERAL PLAN AND
DEVELOPMENT CODE
Table 2-1 describes the overall relationship between the General Plan and the Development Code (Title 16 of the
Stockton Municipal Code).
Table 2-1: General Plan Relationship to Development Code
GENERAL PLAN DEVELOPMENT CODE
Objectives and Content
■ Identifies the community’s land use, circulation,
environmental, economic, and social goals and policies as they relate to the future growth and development.
■ Defines and locates general land use throughout the city. ■ Describes the intent and direction of Stockton’s growth. ■ Informs citizens, developers, decision-makers, and other cities and counties of the City’s vision that guides
development and provides a basis for decision making in Stockton.
■ Provides citizens with an opportunity to participate in the planning process.
■ Specifies permitted and conditionally permitted uses within the zoning districts.
■ Establishes development standards for land use throughout the city.
■ Regulates density (dwelling units per acre) and intensity (floor area ratio) of development.
■ Specifies standards for site design including setbacks, landscaping, and parking requirements.
■ Provides incentives for affordable housing, infill, and other types of development.
General Plan Land Use and Zoning Designation Correspondence Residential Estate Residential, Estate
Low Density Residential Residential, Low Density
Medium Density Residential Residential, Medium Density
High Density Residential Residential, High Density
Mixed Use Mixed Use
Administrative Professional Commercial Office; University/College; Residential, High Density Commercial
Commercial Neighborhood; Commercial General; Commercial Downtown; Commercial Large-Scale; Commercial Auto;
Residential, High Density
Industrial Industrial Limited; Industrial General; Port Economic and Education Enterprise Any zoning district that allows uses that are consistent with the intended uses of this designation and the project
Institutional Public Facilities; Port; University/College Parks and Recreation; Institutional Public Facilities
Open Space/Agriculture Open Space
EXHIBIT 1
2092
LAND USE
TITLE
23-1
LAND USE 3
Stockton grew outward from and remains rooted in the
Downtown and waterfront, which continue to anchor the
city’s role as a major California hub for commerce and
transportation. The physical form and character of
Stockton has evolved over more than a century-and-ahalf, and the city currently encompasses 65 square miles.
Social, cultural, economic, and historical events have
helped shape Stockton into many distinct and diverse
neighborhoods (shown on Figure 3-1), each with
distinguishing characteristics such as prominent
landmarks, gateways, building types, street patterns, and land uses.
How land is used in Stockton can make a big difference
in how people feel about their neighborhoods. Just one
new successful business where there once was a vacant
lot with weeds can begin the transformation of a whole
neighborhood, improving everything from the safety of
kids going to school, to new landscaping along streets
that symbolizes local pride and revitalization. Identifying feasible locations for expanded and new educational,
vocational, and employment opportunities can help local youth and adults create meaningful careers close to
home, increasing the odds that they’ll contribute to the sense of community and be able to afford better housing.
Design of buildings matters too, as it can improve
community safety and spur additional investment in
Stockton.
The goals, policies, and actions in this chapter are
intended to apply thoughtful land use planning to
enhance and build upon neighborhood assets, address
current challenges, and improve quality of life for
everyone in Stockton. This chapter is organized around
six key goals that reflect the priorities of the Stockton community:
■ Regional Destination
■ Strong Downtown
■ Authentic Neighborhoods
■ High Quality Jobs
■ Protected Resources
■ Effective Planning
EXHIBIT 1
2093
3-2
Figure 3-1
Stockton Neighborhoods
EXHIBIT 1
2094
LAND USE
TITLE
23-3
GOALS, POLICIES, AND ACTIONS
STOCKTON IS A MAJOR
CALIFORNIA HUB
From its earliest years, Stockton has always enjoyed a
definitive advantage due to its accessibility by water, rail, and road, and it has built upon that position with
numerous regional attractions, recently including the
Stockton Arena, Banner Island Ballpark, Stockton Marina, and Weber Point Events Center. In addition, a vibrant
local arts scene and growing cultural offerings provide momentum for positive change in Downtown Stockton
and throughout the community while supporting a lively
urban environment.
POLICY LU-1.1
Encourage retail businesses and housing
development in mixed-use developments
along regional transportation routes and in
areas that serve local residents.
Action LU-1.1A
Require renovated and new mixed-use projects to be
planned and designed to contribute to the corridor’s
identity through appropriate public spaces, gateways,
streetscapes, pedestrian walkways, setbacks, edge
treatments, and other design features.
Action LU-1.1B
Evaluate the City’s parking policies, and amend the
Development Code to provide more flexibility as
appropriate to facilitate mixed-use redevelopment.
Action LU-1.1C
Continue to study and consider repealing the “Big Box
Ordinance” that was adopted in 2007, and if big-box
stores are allowed in the future, require applicants to fund an analysis of economic and blight-inducement
impacts of the proposed development on retail
businesses in the market area, employment, City
revenues and services, and any other relevant economic
considerations. Prohibit the siting of any additional bigbox “power centers” at the edges of the city to limit growth-inducing impacts to adjacent farmlands.
Action LU-1.1D
Encourage the redevelopment of struggling underutilized commercial strips into multi-family housing opportunities.
POLICY LU-1.2
Support expansion and improvement
throughout the city of art, cultural, and
educational facilities.
Action LU-1.2A
Advertise opportunities for the private sector to invest in public art throughout the city, and include public art in City roadway, building, and community parks projects.
GOAL LU-1: REGIONAL DESTINATION
Become more of a regional destination that attracts visitors and invites residents to enjoy a diverse array of events and arts, entertainment, and dining options.
EXHIBIT 1
2095
3-4
Action LU-1.2B
Provide funding mechanisms for the administration,
development, and long term maintenance of public art
on a citywide basis.
POLICY LU-1.3
Improve the visual quality of the urban
environment to be more welcoming and
inviting at key gateways and travel corridors
into the city.
Action LU-1.3A
Create a “gateway district” program for major corridor
entries to the city, in which the design of public and
private investment is coordinated to provide a cohesive and attractive welcome into Stockton.
Action LU-1.3B
Work with transportation agency partners and private
property owners to improve maintenance, code
enforcement, screening, and landscaping of viewsheds
along major transportation routes into Stockton,
including rail corridors, Highway 99, Highway 4, and
Interstate 5.
Action LU-1.3C
Require the incorporation of scenic views, including open space features like waterways, wetlands, natural
landscapes, and parks, into design of the built
environment.
THE CITY’S LIFEBLOOD FLOWS
FROM THE DOWNTOWN
The Downtown is the heart of Stockton. Much of
Stockton’s earliest development, including many historic buildings, is located in the Downtown, which is
characterized by a compact urban form within a
traditional street grid network. There are significant
opportunities for both employment growth and higher
density housing in the Downtown that can build upon
previous redevelopment projects that have created
infrastructure and amenities. These projects are shown on Figure 3-2 and include:
■ Robert J. Cabral Train Station. This station is the
eastern terminus of the Altamont Corridor Express
(ACE), which ferries commuters to and from the
southern San Francisco Bay Area.
■ Waterfront Amenities. The Stockton Arena, which
opened in 2005, seats up to 12,000 people and
hosts the professional hockey team, the Stockton
Heat. The Banner Island Ballpark, which also
opened in 2005, can accommodate up to 5,200
people and is the home field of the Stockton Ports
minor league baseball team. Together with other
Downtown and waterfront amenities, these facilities
represent an important regional hub for sports and
recreation activities.
GOAL LU-2: STRONG DOWNTOWN
Strengthen the Downtown to reinforce it as the region’s center for government, business, finance, arts, entertainment, and dining.
EXHIBIT 1
2096
LAND USE
TITLE
23-5
Figure 3-2
Downtown Redevelopment Projects
EXHIBIT 1
2097
3-6
■ Open Window Project Master Development
Plan. In March 2015, the City entered into an
agreement with Ten Space, a development
company, for the exclusive right to negotiate to buy
City-owned properties within a 15-acre area of
Downtown Stockton. The project area extends from
Main Street in the south to Miner Street in the north
and from Aurora Avenue in the east to Sutter Street
in the west. Formally called the Open Window
Project, the Ten Space development company is
working to renovate an assortment of existing
structures and to reposition vacant opportunity sites
for future development. The project’s goal is to
provide opportunities for new retail, restaurants,
and mixed industrial/art studio space, as well as to
incorporate up to 1,400 new market rate housing
units in the Downtown area. The structure of the
project area is well suited to a dense and
pedestrian-friendly environment with good access to
public transportation, including the ACE train at
Cabral Station.
As the City’s heart, the Downtown also can catalyze
positive change spreading out through Stockton in all
directions along the major transportation and
commercial thoroughfares. Goals, policies, and actions
that support Downtown revitalization are indicated with .
POLICY LU-2.1
Promote the Downtown and waterfront as a
hub for regional commerce and
entertainment, with high-quality housing to
complement commercial activity and to infuse
the area with daytime, evening, and
weekend activity.
Action LU-2.1A
Work with other public agencies and organizations to
develop and utilize all available financing tools and
incentives to stimulate investment in the Downtown.
Action LU-2.1B
Amend the Development Code to provide flexibility for
redevelopment of historic structures in the Downtown to meet the needs of modern users while maintaining the
overall historic value.
Action LU-2.1C
Improve Downtown wayfinding for vehicles and
pedestrians to direct visitors to key destinations
throughout the Downtown.
Action LU-2.1D
Improve sidewalk maintenance in the Downtown, and
widen key sidewalks to provide space for outdoor seating and tree plantings.
Action LU-2.1E
Develop and implement a public/private strategy for
mixed-use high-end development along both sides of the
Stockton Channel/San Joaquin River Corridor, including
the following:
■ A public promenade along the North Channel to
Louis Park and the South Channel to Mormon
Slough.
■ Mixed-use development and re-use of historic
structures.
POLICY LU-2.2
Facilitate the development of at least 4,400
new housing units in the Greater Downtown
by 2040.
Action LU-2.2A
Amend the Development Code to provide more flexibility
for residential development to be feasible, including
through a streamlined residential development permit
process, and to contribute to the “charm” of the
Downtown.
Action LU-2.2B
Establish Transit Oriented Development (TOD) Overlay
Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote highdensity residential, including affordable and mixedincome housing, and other TOD.
Action LU-2.2C
Evaluate and implement adjustments to the Public
Facilities Fee structure to promote development in the
Downtown.
EXHIBIT 1
2098
LAND USE
TITLE
23-7
Action LU-2.2D
Discourage urban development at the edges of the city
that would detract from or compete with the housing
goals of the Greater Downtown.
POLICY LU-2.3
Encourage more Downtown community and
regional entertainment venues.
Action LU-2.3A
Establish an entertainment district in the Downtown with a discrete boundary and strategies to promote
entertainment uses, such as:
■ Reducing permit requirements;
■ Eliminating the requirement to sell food at bars;
■ Providing incentives for clubs and restaurants;
■ Allowing for reduced or shared parking; and
■ Delineating an area in which to facilitate food trucks and pop-up businesses.
Action LU-2.3B
Partner with ride-sharing companies to facilitate safe
nightlife in the Downtown.
Action LU-2.3C
Develop curbside management policies that are flexible
to accommodate the evolving nature of ride-sharing
programs and future reliance on autonomous vehicles in
the Downtown.
Action LU-2.3D
Promote events that bring residents and visitors to the Downtown.
POLICY LU-2.4
Encourage more resident- and visitor-serving
restaurants, retail, and consumer services to
locate in the Downtown.
Action LU-2.4A
Implement strategies to promote new Downtown
restaurant, retail, and consumer service businesses that primarily serve the needs of Downtown residents, but also add value for visitors, such as by:
■ Reducing permit requirements;
■ Allowing for reduced or shared parking;
■ Providing incentives; and
■ Facilitating planning and permitting for building
renovations.
Action LU-2.4B
Partner with the Downtown Stockton Alliance to market
the Downtown to existing Stockton businesses that would benefit from relocating to a centralized location.
Action LU-2.4C
Partner with the Downtown Stockton Alliance to market
the Downtown to attract businesses that complement the
Downtown’s multi-modal connectivity by appealing to the needs of travelers and providing shopping and recreation opportunities for visitors and commuters alike.
POLICY LU-2.5
Promote Downtown Stockton as a primary
transit node that provides multi-modal
connections throughout the city and region.
Action LU-2.5A
Improve transit, bicycle, and pedestrian connectivity
between the Downtown and local colleges and
universities.
Action LU-2.5B
Study the possible one-way to two-way conversions of
streets in the Downtown (e.g., El Dorado/Center,
Park/Oak, and Main/Market) in order to improve
pedestrian and bicycle safety, slow traffic speeds, and support local businesses.
Action LU-2.5C
Continue to develop an active transportation plan for
Downtown Stockton, and implement complete streets
projects to improve bicycle and pedestrian safety that are identified in the plan.
EXHIBIT 1
2099
3-8
STOCKTON HAS A RICH
HISTORY AND MODERNDAY CHARM
Local history and culture contribute significantly to
Stockton’s sense of identity and pride. Stockton has a rich history, evident in numerous historic districts, landmarks, sites, and structures. Many of these are clustered in and around Downtown, but the city offers a great deal of
charm in many other neighborhoods, with regional
attractions like the University of the Pacific, Haggin
Museum, and the County Fairgrounds. Many areas of
Stockton feature avenues lined with mature trees that are a hallmark of the city’s old-California charm.
In the 1980s, the City designated two historic districts in the Midtown neighborhood, just north of Downtown: the
Magnolia Historic Preservation District, bounded by
Harding Way, California Street, Flora Street, and El
Dorado Street, and the Doctors’ Row Historic
Preservation District, bounded by California Street,
Acacia Street, Poplar Street, and American Street on the former Stockton Development Center grounds, now the
site of the California State University Stanislaus-Stockton Center, which is part of University Park. The City has also designated four historic sites, 13 structures of merit, and 52 historic landmarks. Of the City-designated historic
landmarks, 17 are listed in the National Register of
Historic Places and two are identified as California
Historic Landmarks. Beyond the City-identified resources, the National Register also lists the Elks Building and
Cole’s Five Cypress Farm, and the California Register
lists the Oak Lawn Ranch and Western Pacific railway
depot. Stockton’s historic resources are shown on
Figure 3-3.
POLICY LU-3.1
Ensure that exterior remodels and the siting,
scale, and design of new development are
compatible with surrounding and adjacent
buildings, public spaces, and cultural and
historic resources.
Action LU-3.1A
Implement local and State incentives for the preservation and reuse of historic buildings and heritage housing in Downtown and other key areas.
Action LU-3.1B
If development has the potential to adversely affect
buildings 50 years old or older, require a historical
resources survey to be completed by a professional
consistent with the Secretary of the Interior’s Standards for Architectural History.
Action LU-3.1C
Require historic structures, along with landscape, original roadways, sidewalks, and other public realm features in historic neighborhoods, to be maintained, restored, or
repaired where ever possible. If alterations are proposed to historical buildings, require those changes to meet the Secretary of the Interior’s Standards for Treatment of
Historic Properties.
Action LU-3.1D
Review the boundaries of the Magnolia Historic District, and consider land use and zoning changes to reflect
current uses and help facilitate access to grant funding for historic preservation.
Action LU-3.1E
Maintain and periodically update the City’s historical
resources inventory and adopt a priority list to protect the most important resources.
GOAL LU-3: AUTHENTIC NEIGHBORHOODS
Protect and preserve the authentic qualities of Stockton’s neighborhoods and historic districts.
EXHIBIT 1
2100
LAND USE
TITLE
23-9
Figure 3-3
Historic Resources
EXHIBIT 1
2101
3-10
Action LU-3.1F
Maintain and periodically update Citywide Design
Guidelines.
POLICY LU-3.2
Retain narrower roadways and reallocate
right-of-way space to preserve street trees
and mature landscaping and enhance the
pedestrian and bicycle network within and
adjacent to residential neighborhoods.
Action LU-3.2A
Implement the “road diet” recommendations from the
City’s Bicycle Master Plan that reduce roadway widths to provide space for bike lanes and other amenities that
improve safety and ease of the streetscape for all modes.
GOOD PARKS ARE KEY TO
QUALITY OF LIFE
Public parks and community centers provide a wide
variety of spaces for gathering and recreation throughout Stockton. Opportunities for exercise and social activities are usually free and valuable for everyone, including
children and seniors. Public parks and community centers also offer places where people interact and build
bonds—parents meet as their kids play, and kids make
new friends. Parks can also be a rallying place for the community, where people come together on a range of
projects, from picking up trash, to planting flowers, to building play structures, and even to raising funds for new amenities.
Stockton residents have access to several dozen
neighborhood, community, and specialty parks (listed in Table 3-1 and shown on Figure 3-4). The City has
established the following design standards for new
neighborhood and community parks:
■ Neighborhood Parks: Neighborhood parks shall be
designed to serve as both the recreational and
social focus of the neighborhood. Neighborhood
parks shall be bounded on all sides by public
streets, unless adjacent to a public school, and
accessible to the surrounding neighborhood
through the use of bikeways, trails, sidewalks, or
local residential streets. Neighborhood parks shall
be a minimum of 5 acres in size and serve up to a
½-mile radius. Neighborhood parks may include,
but are not limited to the following features:
• Open grassy area for informal sports activities
(e.g., soccer)
• Basketball court(s)
• Tennis court(s)
• Playground and tot lot
• Picnic tables and small group picnic shelter
• Walking/jogging paths
• Ornamental security lighting
■ Community Parks: Community parks shall be
designed to meet the recreational needs of large
sections of the community. These parks should
allow for larger group activities and recreational
activities not suited for neighborhood parks.
Community parks shall be bounded on all sides by
public streets, unless adjacent to a public school.
Community parks shall be a minimum of 15 acres
in size and serve up to a 1-mile radius. Community
parks may include, but are not limited to the
following features:
• Sports fields (baseball/softball and soccer) for
practice and league activities
• Tennis court(s)
• Basketball court(s)
• Handball court(s)
• Playground and tot lot
• Group picnic area
• Walking/jogging paths
• Restroom facilities
• Sports lighting
• Ornamental security lighting
EXHIBIT 1
2102
LAND USE
TITLE
23-11
Figure 3-4
Existing and Planned Parks
EXHIBIT 1
2103
3-12
Table 3-1: City Parks by Type
NAME LOCATION ACRES
NEIGHBORHOOD PARKS
Atherton Park 1978 Quail Lakes Drive 10
Baxter Park 10410 Muir Woods Avenue 9
Brooking Park 4500 Nugget Avenue 3
Caldwell Park 3021 Pacific Avenue 3
Columbus Park 401 W. Worth Street 2
Constitution Park 1101 E. Lindsay Street 2
Corren Park 3525 A G Spanos Boulevard 1
Cortez Park 817 Erie Drive 5
Cruz Park 110 Segovia Lane 7
Dentoni Park 1430 Royal Oaks Drive 10
Eden Park 924 N. El Dorado Street 2
Fong Park (Phase I) 2525 Blossom Circle 5
Fremont Park 302 E. Fremont Street 2
Friedberger Park 1708 E. Walnut Street 2
Garrigan Park 3690 Iron Canyon Circle 6
Gibbons Park 1825 W. Hammer Lane 4
Gleason Park 535 E. Church Street 2
Harrell Park 2244 S. Lincoln Street 9
Holiday Park 614 Elaine Drive 2
Holmes Park 1718 Ralph Avenue 2
Iloilo Park 5920 Scott Creek Drive 6
Independence Park 802 E. Market Street 2
Lafayette Park 825 S. Hunter Street 2
Laughlin Park 2733 Estate Drive 5
Liberty Park 725 E. Jefferson Street 2
Loch Lomond 8477 N. El Dorado Street 5
Long Park 4535 Woodchase Lane 11
Nelson Park 3535 Brookview Drive 12
Parma Sister City Park 9127 Chianti Circle 4
Peterson Park 2429 S. Union Street 3
EXHIBIT 1
2104
LAND USE
TITLE
23-13
Table 3-1: City Parks by Type
NAME LOCATION ACRES
Pitts Park 510 Villa Point Drive 10
Sherwood Park 100 W. Robinhood Drive 6
Shropshire Park 4120 Pock Lane 6
Smith Park 2606 Wm Moss Boulevard 5
Sousa Park 2829 Yellowstone Avenue 3
Swenson Park 6803 Alexandria Place 9
Union Park 635 S. Pilgrim Street 2
Unity Park 5525 Rayanna Drive 5
Valverde Park 2418 Arden Lane 7
Weber Park 405 W. Oak Street 2
Weberstown-E Park 4750 Kentfield Road 5
Williams Brotherhood Park 2040 S. Airport Way 14
Total Neighborhood Park Acres 215
COMMUNITY PARKS
Anderson Park 6201 N. El Dorado Street 11
Buckley Cove Park 4311 Buckley Cove Way 53
DeCarli Park 123 N. El Dorado Street 2
Equinoa Park (Phase I) 9499 Glacier Point Drive 6
Faklis Park 5250 Cosumnes Drive 16
Grupe Park 58518 Cumberland Place 21
King Plaza 555 N. El Dorado Street 2
Legion Park 1859 N. Baker Street 21
Louis Park 3201 Monte Diablo Avenue 60
McKinley Park 424 E. Ninth Street 22
McLeod Park 46 W. Fremont Street 4
Morelli Park 1025 W. Weber Avenue 4
North Seawall Park 306 W. Fremont Street 2
Oak Park 501 E. Alpine Avenue 61
Panella Park 5758 Lorraine Avenue 15
Sandman Park 8801 Don Avenue 16
South Seawall Park Center & Weber-NW Corner 1
EXHIBIT 1
2105
3-14
Table 3-1: City Parks by Type
NAME LOCATION ACRES
Stribley Park 502 Della Street 19
Van Buskirk Park 734 Houston Avenue 20
Victory Park 1001 N. Pershing Avenue 22
Weber Point Event Center 235 N. Center Street 10
Weston, P.E. 3603 EWS Woods Boulevard 23
Total Community Parks Acres 411
SPECIALTY PARKS
Barkleyville Dog Park 5505 Feather River Drive 3
Misasi Park 9820 Ronald McNair Way 11
Total Specialty Parks Acres 14
In addition, Stockton has special purpose facilities that house recreational and community programs and/or
facilities targeted to meet the needs of a certain sector of the population or neighborhood. In addition to two target park and recreation facilities, the Barkleyville Dog Park and the Misasi Sports Complex at McNair High School,
the City operates five community centers offering a range of programs and services for residents of all ages:
■ Arnold Rue Community Center, 5758 Lorraine
Avenue
■ Stribley Community Center, 1760 E. Sonora Street
■ Van Buskirk Community Center, 734 Houston
Avenue
■ Seifert Community Center, 128 W. Benjamin Holt
Drive (shared with Stockton Unified School District)
■ Oak Park Senior Community Center, 730 E. Fulton
Street
Park and community center standards provide a means to
ensure that parks and recreation facilities are provided as the city develops. The City maintains the following park and community center standards:
■ Neighborhood Parks: 2 net acres per 1,000
residents
■ Community Parks: 3 net acres per 1,000 residents
■ Regional Parks: 3 net acres per 1,000 residents
■ City-Owned Community Centers: 1 center per
50,000 population
■ Combined City-Owned and School District
Community Centers: 1 center per 30,000
population
These standards are an important way to be able to
require new development to provide facilities when parks or community centers to serve new residents are lacking nearby.
POLICY LU-3.3
Maintain or expand the currently available
amount of public park and open space area
in each neighborhood.
Action LU-3.3A
Continue to improve and maintain park facilities and
fields to address deficiencies and improve park
sustainability, including lighting improvements,
conversion to solar lighting, drinking fountain
maintenance, and natural stormwater management.
Action LU-3.3B
Pursue joint-use recreational facilities where possible, including on school grounds and utility easements.
Action LU-3.3C
Establish a citywide park maintenance assessment district.
EXHIBIT 1
2106
LAND USE
TITLE
23-15
Action LU-3.3D
Periodically review the City’s Development Impact Fee
requirements to determine whether they should be
adjusted to reflect the City’s priorities for parks,
community centers, and libraries that serve the
surrounding neighborhoods.
Action LU-3.3E
Require new development to improve utility easement
property as usable public open space, where feasible.
Action LU-3.3F
Allow developers to develop pocket parks that function as social gathering places and/or children’s play areas, and which can count towards the park standard requirements
for new development.
GOOD-PAYING JOBS ARE
ESSENTIAL TO
STOCKTON’S FUTURE
Enhancing Stockton’s success as an economic hub
depends on retaining, supporting, and attracting a
diverse range of businesses that will sustain the local economy despite changing market forces.
Ten of the top 25 major employers in San Joaquin
County already are located in Stockton, including three major governmental entities, two health care providers, two major growers and shippers of fruit and vegetable
products, one aircraft servicing and maintenance
company, a major home appliance manufacturer, the
University of the Pacific, and two Walmart Supercenters.
More than 37,900 new jobs are expected in Stockton
between 2015 and 2040, with the most significant
growth in the education and health services, professional and business services, and government sectors (see
Figure 3-5). With a significant number of Stockton
residents commuting outside the city for work and an
expected increase in housing production in the city over the coming decades, there is potential for strong growth across office, commercial, and industrial sectors in many locations in Stockton.
POLICY LU-4.1
Encourage large-scale development
proposals in appropriate locations that
include significant numbers of higher-wage
jobs and local revenue generation. Such
development may utilize the Economic and
Education Enterprise land use designation if
the proposal meets all of the criteria listed
under the definition of the designation.
Action LU-4.1A
Update the Development Code and other City
regulations to streamline project review as feasible for businesses that meet the City’s economic development
and workforce support objectives.
Action LU-4.1B
Seek out and market to businesses that build on
Stockton’s competitive advantages and offer high- and
living-wage jobs in a range of industries, such as
management of companies and enterprises, finance and
insurance, wholesale trade, professional and technical
services, information, healthcare and social assistance, and education.
GOAL LU-4: HIGH-QUALITY JOBS
Attract and retain companies that offer high-quality jobs with wages that are competitive with the region and state.
EXHIBIT 1
2107
3-16
Action LU-4.1C
Conduct marketing and outreach to retain existing
companies and use the City’s permitting and regulatory
processes to facilitate expansions of existing businesses, consistent with other General Plan policies and actions.
Action LU-4.1D
Consider future amendments to the General Plan for
extraordinary growth plans outside the Urban Services
Boundary that include significant job generators or public institutions such as a college campus.
POLICY LU-4.2
Attract employment- and tax-generating
businesses that support the economic
diversity of the city.
Action LU-4.2A
Maintain a memorandum of understanding (MOU) with
the San Joaquin Partnership, the Chambers of
Commerce, and the Business Council to share marketing
leads and collaborate on business attraction efforts.
Action LU-4.2B
Develop strategic partnerships with higher education
institutions, workforce training agencies, business
associations, financial institutions, and venture capital concerns to support the development of beneficial
industry clusters.
Action LU-4.2C
Continuously improve the efficiency, timeliness, and
transparency of the City’s permitting process to assist businesses in expanding or locating in Stockton, while
providing certainty in fee calculations and regulatory
requirements.
Figure 3-5 Employment Forecast by Industry
EXHIBIT 1
2108
LAND USE
TITLE
23-17
Action LU-4.2D
Continually reexamine the City’s planning and permitting fee structures to ensure that they do not constitute undue burdens on business.
NATURAL AND CULTURAL
RESOURCES ARE A PILLAR
OF A HEALTHY STOCKTON
Stockton’s setting affords great opportunities to
appreciate natural resources even from within the
urbanized environment. The city’s location within the
greater San Joaquin Valley and proximity to the
Sacramento-San Joaquin Delta also reinforce the
importance of avoiding impacts to sensitive natural,
cultural, and scenic resources.
To aid regional conservation efforts, California’s Delta Stewardship Council adopted the Delta Plan in 2013,
which includes rules and recommendations to improve
water supply, protect the Delta ecosystem, and preserve, protect, and enhance agricultural, cultural, and
recreational features. As shown on Figure 3-6, the
western portion of the Planning Area is located within the “Legal Delta,” the area subject to State oversight through the Delta Plan, including actions such as ensuring that the Stockton General Plan is consistent with the Delta
Plan.
Natural resources include not only the plants, trees,
animals, fish, birds, and microorganisms present in the urban and natural environment around us, but also the
water, soil, habitats, and ecosystems that make up the
ecological community in which we live. Several rare and sensitive groups of plants and animals, or "natural
communities," exist in the open space lands in and
around Stockton, including coastal and valley freshwater marsh, great valley oak riparian forest, and valley oak woodland. The City collaborates with regional agencies
and neighboring jurisdictions to manage and protect
these and other natural resources as a voluntary
participant in the San Joaquin County Multi-Species
Habitat Conservation and Open Space Plan, which was
adopted in 2001 .
Stockton is also home to valued cultural resources,
including structures and objects associated with events and people that have contributed to local history. The
early indigenous local inhabitants, the northernmost
tribes of Yokuts, range over much of the northern San
Joaquin Valley. The Northern Valley Yokuts tribe, the
Chulamni, had a village, Yatchcumne (or Yachik) near
Stockton, and another village, Tauquimne, in the eastern end of the San Joaquin-Sacramento Delta near Bear
Creek. Approximately 100 archaeological sites and
several fossil finds related to these early inhabitants have been identified in Stockton, and more may exist that have not yet been found.
GOAL LU-5: PROTECTED RESOURCES
Protect, maintain, and restore natural and cultural resources.
EXHIBIT 1
2109
3-18
Figure 3-6
Sacramento San Joaquin Delta
EXHIBIT 1
2110
LAND USE
TITLE
23-19
POLICY LU-5.1
Integrate nature into the city and maintain
Stockton’s urban forest.
Action LU-5.1A
Require renovated and new projects to provide open
spaces that create gateways, act as collectors for
pedestrian systems, and/or provide a social focal point for a project and the surrounding community and
corridor, as appropriate.
Action LU-5.1B
Protect, preserve, and improve riparian corridors and
incorporate them in the City’s parks, trails, and open
space system.
Action LU-5.1C
Require landscape plans to incorporate native and
drought-tolerant plants in order to preserve the visual integrity of the landscape, conserve water, provide
habitat conditions suitable for native vegetation, and
ensure that a maximum number and variety of welladapted plants are maintained.
POLICY LU-5.2
Protect natural resource areas, fish and
wildlife habitat, scenic areas, open space
areas, agricultural lands, parks, and other
cultural/historic resources from encroachment
or destruction by incompatible development.
Action LU-5.2A
Continue to coordinate with the San Joaquin Council of
Governments and comply with the terms of the MultiSpecies Habitat Conservation and Open Space Plan to protect critical habitat areas that support endangered, threatened, and special-status species.
Action LU-5.2B
For projects on or within 100 feet of sites that have the potential to contain special-status species or critical or sensitive habitats, including wetlands, require preparation of a baseline assessment by a qualified biologist
following appropriate protocols, such as wetland
delineation protocol defined by the US Army Corps of
Engineers. If such sensitive species or habitats are found to be present, development shall avoid impacting the
resource, and if avoidance is not feasible, impacts shall be minimized through project design or compensation
identified in consultation with a qualified biologist.
Action LU-5.2C
Require new development to implement best practices to
protect biological resources, including incidental take minimization measures and other federal and State
requirements and recommendations that are consistent
with the San Joaquin County Multi-Species Habitat
Conservation and Open Space Plan.
Action LU-5.2D
Require the following tasks by a qualified archaeologist or paleontologist prior to project approval:
■ Conduct a record search at the Central California
Information Center located at California State
University Stanislaus, the University of California
Museum of Paleontology at Berkeley, and other
appropriate historical or archaeological
repositories.
■ Conduct field surveys where appropriate.
■ Prepare technical reports, where appropriate,
meeting California Office of Historic Preservation or
other appropriate standards.
■ Where development cannot avoid an
archaeological or paleontological deposit, prepare
a treatment plan in accordance with appropriate
standards, such as the Secretary of the Interior’s
Standards for Treatment of Archaeological Sites.
Action LU-5.2E
Continue to consult with Native American representatives, including through early coordination, to identify locations of importance to Native Americans, including
archaeological sites and traditional cultural properties.
Action LU-5.2F
If development could affect a tribal cultural resource, require the developer to contact an appropriate tribal
representative to train construction workers on
appropriate avoidance and minimization measures,
requirements for confidentiality and culturally appropriate treatment, other applicable regulations, and
consequences of violating State laws and regulations.
EXHIBIT 1
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Action LU-5.2G
Comply with appropriate State and federal standards to
evaluate and mitigate impacts to cultural resources,
including tribal, historic, archaeological, and
paleontological resources.
Action LU-5.2H
Comply with applicable water conservation measures.
Action LU-5.2I
Coordinate with water agencies and non-profit
organizations to promote public awareness on water
quality and conservation issues and consistency in water quality impacts analyses.
CONSERVATION ALLOWS
THE CITY, FARMS, AND
OPEN SPACE TO THRIVE
TOGETHER
In addition to their obvious importance in supplying food, local agricultural lands provide needed buffers between Stockton and neighboring cities, plus some of the most
important scenic vistas in the Planning Area. Accordingly, the City has adopted a Right to Farm ordinance to
protect local agricultural lands (Municipal Code Section
16.36.040), which limits the circumstances under which
an agricultural operation may be considered a nuisance
and establishes notification requirements for agricultural neighbors of this protection.
Repeated droughts have highlighted the need for water
conservation, and increasingly sustainable methods for
using energy are assisting both urban and agriculture
uses in succeeding locally. The City has helped property owners identify options for energy efficient, renewable energy, and water saving improvements and considers
water and energy conservation an integral requirement
for future development.
POLICY LU-5.3
Define discrete and clear city edges that
preserve agriculture, open space, and scenic
views.
Action LU-5.3A
At the interface between development and rural
landscapes, use landscaping and other attractive edging instead of soundwalls and similar utilitarian edges of
developments to maintain the visual integrity of open
space.
Action LU-5.3B
Coordinate with San Joaquin County and property
owners in unincorporated areas to preserve agricultural land and open space areas in the unincorporated county
that contribute to maintaining clear boundaries between cities.
Action LU-5.3C
Maintain the City’s agricultural conservation program
that requires either dedication of an agricultural
conservation easement at a 1:1 ratio or payment of an
in-lieu agricultural mitigation fee for the conversion of prime farmland, farmland of statewide importance, or
unique farmland, as defined by the State Farmland
Monitoring and Mapping Program.
POLICY LU-5.4
Require water and energy conservation and
efficiency in both new construction and
retrofits.
Action LU-5.4A
Require all new development, including major
rehabilitation, renovation, and redevelopment, to adopt best management practices for water use efficiency and
demonstrate specific water conservation measures.
EXHIBIT 1
2112
LAND USE
TITLE
23-21
Action LU-5.4B
Require all new development, including major
rehabilitation, renovation, and redevelopment, to
incorporate feasible and appropriate energy conservation and green building practices, such as building orientation and shading, landscaping, and the use of active and
passive solar heating and water systems.
Action LU-5.4C
Update the Citywide Design Guidelines to strengthen
energy conservation and green building provisions.
STOCKTON NEEDS
BALANCED GROWTH
Achieving the community’s vision for the future of
Stockton requires more than just good planning
documents. The City needs to ensure that the pace and
pattern of development can be supported by the
infrastructure and service networks, promote fiscal health, align with regional plans, and represent community
values. Prioritizing infill development is one strategy to efficiently use existing infrastructure networks in Stockton and avoid having to expand roadways, utilities, and
services into new areas, even while accommodating new
residents and attracting new jobs and visitors to the city.
Expanding infrastructure beyond the current urban limit incurs both up front and long-term maintenance costs
that, if not adequately funded by development, can
detract from existing neighborhoods. As growth takes
place, regularly monitoring its progress will help ensure that benefits are shared communitywide and that impacts can be mitigated.
POLICY LU-6.1
Carefully plan for future development and
proactively mitigate potential impacts.
Action LU-6.1A
The Envision Stockton General Plan Update
Environmental Impact Report (EIR) assumes the following maximum development projections for the year 2040 for
the lands located within the Sphere of Influence,
including projects that were already approved prior to the General Plan Update, but not yet constructed:
■ 40,900 new dwelling units
■ 13.8 million square feet of new commercial and
office space
■ 35.6 million square feet of new industrial space
When approved development within the city reaches the
maximum number of residential units or any of the nonresidential square footages projected in the General Plan EIR, require that environmental review conducted for any subsequent development project address growth impacts
that would occur due to development exceeding the
General Plan EIR’s projections. This does not preclude
the City, as lead agency, from determining that an EIR
would be required for any development in the Sphere of
Influence to the extent required under the relevant
provisions of CEQA (e.g., Section 21166 and related
guidelines). The City will conduct the appropriate scoping at the time of initial study for any project, all in
accordance with these requirements.
Action LU-6.1B
Monitor the rate of growth to ensure that it does not
overburden the City’s infrastructure and services and
does not exceed the amounts analyzed in the General
Plan EIR.
GOAL LU-6: EFFECTIVE PLANNING
Provide for orderly, well-planned, and balanced development.
EXHIBIT 1
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Action LU-6.1C
Require that vacant unincorporated properties be
annexed into the city prior to the provision of any City services, or that a conditional service agreement be
executed agreeing to annex when deemed appropriate by
the City.
Action LU-6.1D
Require that all utility connections outside the city limit be for land uses that are consistent with the General Plan.
Action LU-6.1E
Do not approve new development unless there is
infrastructure in place or planned and funded to support the growth.
Action LU-6.1F
Evaluate and implement adjustments to the Public
Facilities Fee structure to encourage development in
areas where infrastructure is already present and ensure that non-infill development pays its fair share of
anticipated citywide capital facilities and operational costs.
Action LU-6.1G
Maintain adequate staffing levels to support achieving
the City’s service level goals for police and fire
protection.
POLICY LU-6.2
Prioritize development and redevelopment of
vacant, underutilized, and blighted infill
areas.
Action LU-6.2A
Develop and implement an infill incentive program that
encourages infill development through expedited
permitting, changes in fee structures, prioritizing
infrastructure improvements in infill areas, property owner and/or landlord incentives to maintain property and
reduce blight, and/or other strategies. As part of this program, define and prioritize categories of infill types based on land use and residential density or nonresidential intensity.
Action LU-6.2B
Do not approve future annexations or City utility
connections unless they are consistent with the overall goals and policies of the General Plan and do not
adversely impact the City’s fiscal viability, environmental resources, infrastructure and services, and quality of life.
Action LU-6.2C
Ensure prioritization of development and redevelopment
of vacant, underutilized, and blighted infill areas be
considered through strategies such as zoning changes
and strategies to avoid gentrification.
Action LU-6.2D
Comply with State requirements that limit the idling of motor vehicles.
POLICY LU-6.3
Ensure that all neighborhoods have access to
well-maintained public facilities and utilities
that meet community service needs.
Action LU-6.3A
Require development to mitigate any impacts to existing sewer, water, stormwater, street, fire station, park, or library infrastructure that would reduce service levels.
Action LU-6.3B
Ensure that public facilities, infrastructure, and related land area and other elements are designed and right-ofway is acquired to meet 2040 planned development requirements to avoid the need for future upsizing or
expansion, unless planned as phased construction.
Action LU-6.3C
Coordinate, to the extent possible, upgrades and repairs to roadways with utility needs, infrastructure upgrades, and bicycle and pedestrian improvements (i.e., “dig
once”).
Action LU-6.3D
Design public facilities and infrastructure to maintain and improve the visual quality of the urban environment,
including through the following approaches:
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LAND USE
TITLE
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■ Designing buildings and infrastructure to fit into and complement their ultimate surroundings.
■ Buffering buildings and infrastructure from their
surroundings as appropriate to shield unsightly
areas from public view.
■ Providing appropriate landscaping.
POLICY LU-6.4
Ensure that land use decisions balance travel
origins and destinations in as close proximity
as possible, and reduce vehicle miles traveled
(VMT).
Action LU-6.4A
Maintain a reasonable balance between potential job
generation and local workforce availability with a goal of one job for each employed resident.
Action LU-6.4B
Maintain a reasonable proximity and balance (i.e.,
magnitude) between job-generating uses, housing
opportunities, and resident services and amenities,
including transit and active transportation.
Action LU-6.4C
Reduce Vehicle Miles Traveled (VMT) per household by
planning new housing in closest proximity to employment centers, improving and funding public transportation and ridesharing, and facilitating more direct routes for
pedestrians and bicyclists.
FISCAL HEALTH IS A
NECESSARY PRIORITY
The potential for business attraction, retention, and
expansion in Stockton can support the City government
and the overall community in a variety of ways. A portion of sales tax from retail and business-to-business
transactions goes directly into the City’s General Fund, where it can be used to support services such as law
enforcement, fire suppression, and street maintenance.
Likewise, investment in real estate that leads to increased property value can also result in higher property tax
revenues that support the General Fund. New
development also pays a Utility User Tax, and lodging
businesses pay an additional Transient Occupancy Tax,
which together also fund City services. The sources of
City revenues and the costs to provide City services in 2017 are shown on Figures 3-7 and 3-8.
Perhaps just as important as City tax revenues, new
businesses offer increased job opportunities that put
dollars directly in the pockets of employees and thereby increase spending power, and in turn, potential
profitability for Stockton businesses. The location,
appearance, and accessibility of business and
employment centers are key to creating the synergy that encourages additional enterprises to locate and expand
in the city.
Figure 3-7 2017 City Revenue Sources
Figure 3-8 2017 City Service Costs from
General Fund
EXHIBIT 1
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POLICY LU-6.5
Improve and maintain the City’s fiscal health.
Action LU-6.5A
Require preparation of a fiscal impact analysis for large development projects and proposed annexations to
ensure a full accounting of infrastructure and public
service costs and to confirm whether revenue enhancement mechanisms are necessary to ensure net fiscal balance or better, and require appropriate fiscal
mitigations, when necessary, to ensure the City’s ongoing fiscal health and continued viability of the City’s General Fund.
Action LU-6.5B
Utilize development agreements as a tool to implement
public facilities financing plans and to secure fiscal
mitigations and various public benefits from new
development projects.
Action LU-6.5C
Evaluate and update all development impact fees to be
consistent with the 2040 General Plan.
Action LU-6.5D
Continue to utilize developer fees, the City's public
facilities fees, and other methods (e.g., grant funding and assessment districts) to finance public facility design, construction, operation, and maintenance.
COORDINATION WITH
REGIONAL PARTNERS
MAKES CITY PLANNING
MORE EFFECTIVE
The City of Stockton’s jurisdiction ends at the city limit, but City staff and officials regularly work with other
agencies to ensure that the region as a whole is
operating cohesively toward a unifying vision.
Participation in San Joaquin County planning efforts at the edge of Stockton and in regional planning programs
facilitated by the San Joaquin Council of Governments,
such as the Regional Transportation Plan/Sustainable
Communities Strategy and Regional Smart Growth
Transit-Oriented Development Plan, help to achieve this goal.
In addition to working collaboratively with other
governmental agencies, an active civil society is key to achieving the General Plan goals and vision. Community
participation in local government brings diverse
viewpoints and values into the decision-making process
and helps ensure that City actions benefit the broadest range of people possible. Inclusive, participatory
processes lead to better informed solutions and build
mutual understanding and trust between local
government officials and the public they serve.
POLICY LU-6.6
Coordinate land use planning efforts among
City departments and with regional agencies.
Action LU-6.6A
Provide written comments to San Joaquin County on all
proposed significant development projects in the City’s Planning Area to request consistency with this General
Plan and other City regulations.
Action LU-6.6B
Participate in the San Joaquin Council of Governments’
(SJCOG) regional planning programs and coordinate
City plans and programs with those of SJCOG, including
the Regional Transportation Plan/Sustainable
Communities Strategy, among others, and work with
non-profit organizations also engaging in these planning programs.
Action LU-6.6C
Review and update the Development Code to ensure
consistency with the updated General Plan.
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LAND USE
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Action LU-6.6D
Review and update the Zoning District Map to ensure
consistency with the updated General Plan.
POLICY LU-6.7
Enhance public participation in the planning
process.
Action LU-6.7A
Work with community-based organizations to develop
and implement a comprehensive and accountable longterm strategy to engage the Stockton community in planning decisions.
Action LU-6.7B
Require that sponsors of new development projects,
especially those that require Planning Commission
and/or City Council approval, have early, frequent, and meaningful communication with affected citizens and
stakeholders.
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EXHIBIT 1
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TRANSPORTATION
TITLE
24-1
TRANSPORTATION 4
Transportation is an essential part of our everyday lives.
How we choose to move around—to jobs, schools,
homes, and shopping/leisure activities—has major
implications for our lives, ranging from how much time
we spend commuting to health issues related to air
pollutants and limited time for recreation. Stockton has excellent regional access by road, water, and air. Locally, freeways and arterials provide quick access through town, but improving connections between neighborhoods and
destinations in Stockton is a key consideration for the future. Closing gaps in the bicycle and trail network,
improving the pedestrian realm, and expanding the
range of efficient, safe, and easy options for getting
around will enhance the quality of life for all community members. The focus of this chapter is on strengthening
physical connections to the region and within the
community. It is organized around four key goals that
represent the priorities of the Stockton community:
■ Mobile Community
■ Active Community
■ Sustainable Transportation
■ Effective Transportation Assessments
EXHIBIT 1
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4-2
GOALS, POLICIES, AND ACTIONS
MOBILITY FOR ALL IS THE NEW
STANDARD
The local transportation system needs to serve all users, with a focus on safety, accessibility, and convenient,
efficient travel between origins and destinations in
Stockton. Enhancing mobility and connectivity for transit, bicycles, and pedestrians will also help reduce vehicle traffic congestion and pollution and promote public
health.
Roadway classifications help define the function of
various street types in the transportation network, based on level of traffic volume that can be served. Classifying roadway types allows the City to monitor performance
and plan for improvements needed to accommodate
changes in traffic, pedestrian, and bicycle volumes,
physical development, and transit service modifications over the life of the General Plan. Classifications are also necessary to ensure the City is eligible for roadway
maintenance and improvement funding.
As interest in safe and sustainable transportation systems has emerged, communities throughout California have
been changing the transportation planning paradigm
from a vehicle-centered exercise to a “Complete Streets” approach, in which all travel modes are accommodated
in a balanced way based on the particular street’s
location, land use context, and function within the
citywide circulation network.
The General Plan defines the City’s roadway network
based on traditional categories recognized by regional, State, and federal transportation agencies for purposes of grant funding for ongoing street maintenance and
rehabilitation programs. In addition, the City of Stockton will continue to consider whether and when to transition to a “Complete Streets” approach, in which all travel
modes are explicitly accommodated in a balanced way
based on the particular street’s location, land use
context, and function within the citywide circulation
network.
The existing and future roadway networks are shown on
Figure 4-1. The City’s adopted Precise Road Plans, which protect, preserve, and require dedications for planned
roadway and/or transportation corridors as future
development occurs, are intended to be updated to
conform to the planned roadway network, along with the
multi-modal complete streets principles outlined in the policies and actions below. The roadway classifications included in the roadway network are as follows:
■ Freeways and highways are high-speed facilities that
move inter-city or regional traffic. Freeway access is
generally limited to grade-separated interchanges,
while highway access is provided at-grade in most
cases. Freeways and highways that provide regional
access to and from Stockton include Interstate 5 (I-5), State Route (SR) 99, SR 4, SR 26, and SR 88.
GOAL TR-1: MOBILE COMMUNITY
Provide an integrated transportation system that enables safe and efficient movement of people and goods for all modes of travel.
EXHIBIT 1
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TRANSPORTATION
TITLE
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Figure 4-1
Circulation Map
EXHIBIT 1
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4-4
■ Arterials are high-volume facilities that connect the regional roadway network to the local roadway
network. Limited access is provided to abutting parcels in many cases. Arterial streets are typically highvolume, high-speed roadways generally serving between 20,000 and 50,000 vehicles per day with
four to eight travel lanes; some minor arterials serve
fewer than 20,000 vehicles per day. Traffic signals on
arterial roadways in Stockton are generally connected
to the City’s Traffic Management System, which
provides signal coordination and incident response
services.
■ Collector streets connect residential and local-serving commercial areas with the arterial system. Collector
streets serve as principal traffic arteries within
residential and commercial areas. These streets
typically carry up to 10,000 vehicles per day, although some collectors may carry more vehicle traffic for short segments as they convey traffic between arterial streets and local residential streets. Two to four travel lanes are typically provided on collector streets in Stockton.
POLICY TR-1.1
Ensure that roadways safely and efficiently
accommodate all modes and users, including
private, commercial, and transit vehicles, as well
as bicycles and pedestrians and vehicles for
disabled travelers.
Action TR-1.1A
Direct truck traffic to designated truck routes that facilitate efficient goods movement and minimize risk to areas with concentrations of sensitive receptors, such as schools, for example by disallowing any new truck routes to pass
directly on streets where schools are located, and
vulnerable road users, like pedestrians and bicyclists.
Action TR-1.1B
Maintain and periodically update a schedule for
synchronizing traffic signals along arterial streets and freeway interchanges to facilitate the safe and efficient movement of people and goods and to provide signal
priority for transit vehicles at intersections.
Action TR-1.1C
Require roadways in new development areas to be
designed with multiple points of access and to address
barriers, including waterways and railroads, in order to maximize connectivity for all modes of transportation.
Action TR-1.1D
Update existing Precise Road Plans to reflect the 2040
General Plan, including changes in land use and level of service requirements, and a shift in priority from vehicular travel to travel by all modes through complete streets.
Action TR-1.1E
Work with local school districts to implement pedestrian crossing enhancements like stop signs within
neighborhoods around schools, encourage activities like a walking school bus, and create educational programs
that teach students bicycle safety.
REGIONAL CONNECTIONS
BOOST THE ECONOMY
Stockton is a regional transportation hub. Residents and commuters have access to a variety of transit options for both inter-city and regional travel. The San Joaquin
Council of Governments (SJCOG) coordinates
transportation planning and financing for the region and administers regional plans that promote sustainable
growth, including the Regional Transportation Plan &
Sustainable Communities Strategy that guides funding
and policy decisions, the Regional Congestion
Management Program that identifies regionally significant roadways, and the Smart Growth Transit-Oriented
Development Plan that promotes transit-friendly land use planning and development. Together, these plans intend
EXHIBIT 1
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TRANSPORTATION
TITLE
24-5
to enhance multi-modal opportunities in Stockton for
both passengers and freight.
Bus routes provide service throughout the city and region, while rail lines provide connectivity to the Bay Area,
Sacramento, and Southern California and beyond. San
Joaquin Regional Transit District (RTD) provides public transit services in and around the city, as well as
countywide. Passenger rail service providers include the Altamont Corridor Express (ACE), which connects
passengers from the Central Valley to the Bay Area, and Amtrak, which connects rail passengers from Bakersfield to Oakland or Sacramento, plus buses to San Francisco
and the Dublin/Pleasanton Bay Area Rapid Transit (BART) station. The Stockton Municipal Airport, located just south of the city limit, offers commercial passenger service to key destinations such as Las Vegas, Nevada,
Phoenix/Mesa, Arizona, and San Diego.
The regional freight transportation system consists of rail, truck, air, and port facilities that support goods
movement. Two major transcontinental railroads (BNSF
and UPRR) serve the Port of Stockton and provide service to Mexico and Canada. Several short line railroads also operate in Stockton, including the Central California
Traction Company (CCT), which provides freight service
between Stockton and Lodi, and the Stockton Terminal &
Eastern (STE) Railroads, which runs from Stockton to
Linden. The Port of Stockton, one of only two inland sea ports in the state, provides an important commerce
gateway to the Central Valley. As a Foreign Trade Zone, the Port facilitates international trade and increases the global competitiveness of US-based companies. The
Stockton Metropolitan Airport is also a designated
Foreign Trade Zone and provides air cargo service with
intermodal connections to truck, rail, and the Port. To protect public safety and the long-term operations of the airport, SJCOG prepared the Airport Land Use
Compatibility Plan (ALUCP), which provides guidance
related to the placement of land uses near the Stockton Metropolitan Airport through the designation of Airport Safety Zones and related regulations (see Figure 4-2).
Specifically, the ALUCP seeks to protect the public from adverse effects of aircraft noise, ensure that people and facilities are not concentrated in areas susceptible to aircraft accidents, and ensure that no structures or
activities adversely affect navigable airspace.
POLICY TR-1.2
Enhance the use and convenience of rail service
for both passenger and freight movement.
Action TR-1.2A
Actively support and pursue access to high-speed rail.
Action TR-1.2B
Support the San Joaquin Regional Transportation
District’s Regional Bus Service, Altamont Commuter
Express (ACE), and AMTRAK’s San Joaquin intercity rail
service, and pursue and support other regional transit
programs and projects, such as:
■ ACE plans to bypass existing bottlenecks (e.g., the
Union Pacific railyards in South Stockton);
■ Connecting to the BART system;
■ Extending ACE service south to Merced; and
■ Proposing rail between Stockton and Sacramento
along the California Traction and other rail corridors.
Action TR-1.2C
Provide grade separations at railroad crossings on
arterial streets where feasible to ensure public safety and minimize traffic delay.
POLICY TR-1.3
Facilitate expanded port and airport operations,
service, and development as travel and goods
movement assets to the community and sources of
employment growth.
Action TR-1.3A
Protect the Airport and related aviation facilities from encroachment by ensuring that all future development
within the Airport Influence Area (AIA) is consistent with the policies adopted by the San Joaquin County Airport
Land Use Commission (ALUC), except in cases where the
City Council concludes that project approval would
provide for the orderly development of the Airport and
the areas surrounding it while protecting the public
health, safety, and welfare by minimizing the public’s
exposure to excessive noise and safety hazards, consistent with the San Joaquin County Airport Land Use
Compatibility Plan and the Stockton Metropolitan Airport Land Use Compatibility Plan.
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Figure 4-2
Stockton Metropolitan Airport Safety Zones
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Action TR-1.3B
Where substantial development already exists within the AIA and is incompatible with ALUC policies, only allow
additional infill development of similar land uses if
projects meet all of the following criteria to be an infill project:
■ The project site is bounded on at least three sides by uses similar to those proposed.
■ The proposed project would not extend the
perimeter of the area developed with incompatible
uses.
■ The proposed project does not otherwise increase the
intensity and/or incompatibility of the use with respect to the criteria identified in the San Joaquin County
Airport Land Use Compatibility Plan and in the
Stockton Metropolitan Airport Land Use Compatibility
Plan through use permits, density transfers, or other
strategies.
Action TR-1.3C
Within the AIA, require that new development or an
expansion of an existing use that requires a building
permit file an avigation easement with the City.
SAFE ROUTES TO WORK AND
SCHOOL MAKE A HEALTHIER
CITY
Fostering opportunities for safe non-automobile (“multimodal”) transportation is a long-held desire of the community. The pedestrian network generally consists of sidewalks and multi-use trails. Sidewalks are provided in most developed subdivisions and commercial areas, but
there are gaps in the network, especially within
unincorporated county pockets. Currently, the bicycle
system in Stockton consists of about 117 miles of existing bikeways, including approximately 46 miles of bike paths, 36 miles of bike lanes, and 35 miles of bike routes.
However, local barriers such as waterways, railways, and freeways pose challenges to bicycle circulation and
connectivity. Expanding the bicycle network will enhance opportunities for active transportation and reduce
dependency on the car. The City’s Bicycle Master Plan is an important tool to achieve this goal, as it provides an implementation roadmap for viable bicycling options for people of all ages and abilities.
Local bikeways are classified based on traditional
categories recognized by regional, State, and federal
transportation agencies. The existing and future bicycle networks are shown on Figure 4-3. Each bikeway class is intended to provide bicyclists with safe and convenient riding conditions. Different bikeway designs offer various levels of separation from traffic based on traffic volume and speed, among other factors. There are four bikeway
types (see Figure 4-4):
■ Class I Bikeway (Bike Path): Bike paths provide a
completely separate right-of-way and are designated
for the exclusive use of people riding bicycles and
walking with minimal cross-flow traffic. Stockton has
many such paths located along creeks, canals, and
rail lines.
GOAL TR-2: ACTIVE COMMUNITY
Offer active transportation opportunities for the entire community.
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Figure 4-3
Existing and Planned Bicycle Network
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■ Class II Bikeway (Bike Lane): Bike lanes provide
designated street space for bicyclists, typically adjacent to the outer vehicle travel lanes. Bike lanes include
special lane markings, pavement legends, and
signage. Bike lanes may be enhanced with painted
buffers between vehicle lanes and/or parking, and
green paint at conflict zones (such as driveways or
intersections).
■ Class III Bikeway (Bike Route): Bike routes provide
enhanced mixed-traffic conditions for bicyclists through signage, striping, and/or traffic calming treatments,
and provide continuity to a bikeway network. Bike
routes are typically designated along gaps between
bike trails or bike lanes, or along low-volume, lowspeed streets. Bicycle boulevards provide further enhancements to bike routes by encouraging slow
speeds and discouraging non-local vehicle traffic,
often through the use of traffic calming. Bicycle
boulevards can also feature special wayfinding
signage to nearby destinations or other bikeways.
■ Class IV Bikeway (Separated Bikeway): Separated
bikeways, also referred to as cycle tracks or protected bikeways, are bikeways for the exclusive use of bicycles which are physically separated from vehicle traffic.
Separations may include grade separation, flexible
posts, physical barriers, or on-street parking.
Stockton’s bicycle network is also augmented by a
network of informal or unmarked trails associated with
levee access roads along the city’s waterways and utility rights-of-way. While some of these levee trails have been upgraded to Class I facilities discussed above, many
paved and unpaved trails are located along private
rights-of-way and are may be gated, unsigned, and/or
unpaved; therefore, they are not included in the official bicycle network.
POLICY TR-2.1
Develop safe and interconnected bicycle and
pedestrian facilities, including along “complete”
streets that target multiple travel modes.
Action TR-2.1A
Require safe and secure bicycle parking facilities to be provided at major activity centers such as public facilities, employment sites, and shopping and office centers,
along with showers and lockers for major employment
sites.
Action TR-2.1B
Maintain and implement the City of Stockton Bicycle
Master Plan.
Action TR-2.1C
Maintain and implement the City of Stockton Safe Route
to School Plan.
POLICY TR-2.2
Connect housing and employment development
in areas with good transit access through open
and inclusive processes where appropriate.
Action TR-2.2A
Require major new development to incorporate and fund
design features to promote safe and comfortable access
to transit, such as a circulation network that facilitates efficient and connected bus travel, clear pedestrian and bicycle routes connecting origins and destinations to
transit stops, sheltered bus stops, park-and-ride facilities, and highly visible transit information and maps.
Figure 4-4 Bikeway Types
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Action TR-2.2B
Obtain input from community residents, non-profit
organizations, and local and regional transit operators on major new development projects, and support transit
operators by ensuring major projects are designed to
support transit and provide fair share funding of the cost of adequate transit service and access.
Action TR-2.2C
Request that public transit service providers expand routes and increase frequency and operational hours consistent with current short- and long-range transit planning, with the assistance of new development funding.
Action TR-2.2D
Support efforts to electrify buses.
POLICY TR-2.3
Utilize natural features and routes with lower
traffic volumes and speeds to encourage
residents to walk and wheel more frequently.
Action TR-2.3A
Develop and maintain bikeways on separate rights-ofway (e.g., Calaveras River, East Bay Municipal Utility District easement, French Camp Slough, and Shima Tract
Levee).
Action TR-2.3B
Require dedication of adequate right-of-way for bicycle use in new arterial and collector streets, and where
feasible, in street improvement projects.
WE NEED ALTERNATIVES TO
DRIVING ALONE
We all need to use some form of transportation to get to our jobs, schools, and other daily needs. The mode of
transportation Stockton residents choose to reach these destinations is affected by job location, land use patterns, and availability of options such as transit and bike routes.
Roadway design can foster the use of transportation
modes that encourage walking and wheeling and reduce
environmental impacts. Managing transportation
sustainably into the future will mean operating within
available funding levels and positioning Stockton to take advantage of current and future innovations such as
alternative fuels, car-sharing, bicycle sharing, private transportation network services, autonomous vehicle
technology, and other changes still to come.
POLICY TR-3.1
Avoid widening existing roadways in an effort to
preclude inducement of additional vehicle traffic.
Action TR-3.1A
Limit street widths to the minimum necessary to
adequately carry the volume of anticipated traffic, while allowing for safe bicycle and pedestrian facilities,
emergency access, and large vehicle access.
Action TR-3.1B
Where feasible and appropriate, reduce the width of
existing streets using bulb-outs, medians, pedestrian
islands, shade tree landscaping, appropriate signage,
and similar methods, while not jeopardizing emergency
response.
Action TR-3.1C
Preserve right-of-way for transit and bicycle uses when designing new roadways and improving existing
roadways, and ensuring adequate and clear signage.
GOAL TR-3: SUSTAINABLE TRANSPORTATION
Design transportation infrastructure to help reduce pollution and vehicle travel.
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TRANSPORTATION
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POLICY TR-3.2
Require new development and transportation
projects to reduce travel demand and greenhouse
gas emissions, support electric vehicle charging,
and accommodate multi-passenger autonomous
vehicle travel as much as feasible.
Action TR-3.2A
Amend the parking requirements in the Development
Code to encourage shared parking, require preferential
parking for rideshare vehicles, and allow reduced parking requirements to support transit, bicycling, and walking.
Action TR-3.2B
Require commercial, retail, office, industrial, and multifamily residential development to provide charging stations and prioritized parking for electric and alternative fuel vehicles.
Action TR-3.2C
Respond to the implications and opportunities associated with connected vehicles and autonomous vehicles by
monitoring technological advances and adjusting
roadway infrastructure and parking standards to
accommodate autonomous vehicle technology and
parking needs.
Action TR-3.2D
Continue to coordinate with the San Joaquin Council of
Governments to increase opportunities for additional
park and ride facilities, consistent with the San Joaquin County Regional Park and Ride Lot Master Plan.
MILES TRAVELED IS THE NEW
STATEWIDE MEASURING TOOL
The condition and efficiency of Stockton’s roadway
network are integral components to maintaining quality
of life and fostering economic growth in the region.
Senate Bill (SB) 743 has set the stage for moving away
from Level of Service (LOS)—which measures delay to
motorists—to vehicle miles traveled (VMT) as the metric to evaluate transportation network performance and land use and transportation planning decisions, with
investments oriented toward reducing VMT.
The City of Stockton will continue to make use of LOS
where it is more descriptive than VMT: for evaluating the operating conditions of selected, congested roadway
segments and intersections within the city. LOS is a
qualitative description of traffic flow based on factors such as speed, travel time, delay, and freedom to
maneuver:
■ LOS A, Free Flow or Insignificant Delays: Operations
with very low delay. Most vehicles do not stop at all.
■ LOS B, Stable Operation or Minimal Delays: An
occasional approach phase is fully utilized. Some
drivers feel restricted.
■ LOS C, Stable Operation or Acceptable Delays:
Drivers begin having to wait through more than one
red signal. Most drivers feel somewhat restricted.
■ LOS D, Approaching Unstable or Tolerable Delays:
Drivers may have to wait through more than one red
signal. Queues may develop, but dissipate rapidly,
without excessive delays.
■ LOS E, Unstable Operation or Significant Delays:
Vehicles may wait through several signal cycles. Long
queues form upstream from intersection.
■ LOS F, Forced Flow or Excessive Delays: Represents
jammed conditions. Many cycle failures. Queues may
block upstream intersections.
GOAL TR-4: EFFECTIVE TRANSPORTATION ASSESSMENTS
Ensure that traffic-related impacts of proposed land uses are evaluated and mitigated.
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The City of Stockton strives to maintain LOS D or better for peak hour intersection and daily roadway segment
operations. However, in the Downtown and other areas,
exceptions to this standard are permissible to support
other goals, such as encouraging safe travel by other
modes of transportation than the car. The City can use
VMT and LOS to support non-auto transportation modes,
with the ultimate goal of maintaining and enhancing a
complete roadway network that serves all travel modes in a balanced and equitable way.
POLICY TR-4.1
Utilize level of service (LOS) information to aid
understanding of potential major increases to
vehicle delay at key signalized intersections.
Action TR-4.1A
Strive for Level of Service (LOS) D or better for both daily roadway segment and peak hour intersection operations,
except when doing so would conflict with other land use, environmental, or economic development priorities, and
with the following additional exceptions:
■ In the Greater Downtown, strive for LOS E or better,
but LOS F may be acceptable after consideration of
physical or environmental constraints and other City
goals and policies.
■ Strive for different LOS standards along the following corridors due to physical constraints that limit the
improvements that can be constructed:
• Benjamin Holt Drive, Plymouth Road to
Gettysburg Place − LOS F
• Eight Mile Road, Trinity Parkway to I-5 − LOS E
• Eight Mile Road, Lower Sacramento Road to
West Lane – LOS E
• Eighth Street, I-5 to El Dorado Street – LOS E
• Eighth Street, Airport Way to Mariposa Road –
LOS E
• French Camp Road, Manthey Road to I-5 – LOS
E
• French Camp Road, I-5 to Val Dervin Parkway –
LOS F
• Hammer Lane, I-5 to Kelly Drive − LOS E
• Hammer Lane, West Lane to Holman Road −
LOS E
• Interstate 5, Hammer Lane to Benjamin Holt
Drive − LOS E
• Interstate 5, Benjamin Holt Drive to Downing
Avenue – LOS F
• Interstate 5, Downing Avenue to French Camp
Road − LOS E
• Otto Drive, I-5 to Thornton Road – LOS F
• Roadway segments determined to be operating
at deficient LOS by the San Joaquin Council of
Governments in the Regional Congestion
Management Program
■ Accept worse than adopted-standard LOS at
intersections where widening the intersection would
reduce bicycle and pedestrian safety and/or increase
pedestrian crossing times such that they would create
longer traffic delays due to signal timing.
Action TR-4.1B
Amend the City’s Transportation Impact Analysis
Guidelines to reflect the updated LOS goals under Action TR-4.1.A and to refine the threshold at which a project needs to evaluate LOS impacts.
POLICY TR-4.2
Replace LOS with: (1) vehicle-miles traveled (VMT)
per capita; and (2) impacts to non-automobile
travel modes, as the metrics to analyze impacts
related to land use proposals under the California
Environmental Quality Act, in accordance with
SB 743.
Action TR-4.2A
To evaluate the effects of new development and
determine mitigation measures and impact fees, require
projects to evaluate per capita VMT and impacts to
transit, bicycle, and pedestrian modes.
Action TR-4.2B
Amend the City’s Transportation Impact Analysis
Guidelines to include alternative travel metrics and
screening criteria.
POLICY TR-4.3
Use the threshold recommended by the California
Office of Planning and Research for determining
whether VMT impacts associated with land uses
are considered significant under State
environmental analysis requirements.
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TRANSPORTATION
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Action TR-4.3A
Amend the City’s Transportation Impact Analysis
Guidelines to:
■ Establish a threshold of 15 percent below baseline
VMT per capita to determine a significant
transportation impact under the California
Environmental Quality Act.
■ Identify screening criteria that will streamline certain types of development and/or development in certain
areas by not requiring a VMT analysis.
EXHIBIT 1
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SAFETY 5-1 2-1
SAFETY 5
Every general plan in California must address natural and human-made hazards and dangers, and identify the
potential risk of death, injuries, property damage, and economic and social dislocation from fires, floods,
earthquakes, and other events. Public safety and
emergency response are top priorities in Stockton, but not just in relation to widespread events. Concerns over
personal safety weigh heavily on many neighborhoods,
even to the point of discouraging residents from recreating or traveling along specific routes or at certain times of day.
The focus of this chapter is on improving public safety and reducing the risk of hazards. The chapter is organized
around four key goals that represent the priorities of the Stockton community:
■ Safe Community
■ Hazard Protection
■ Clean Water
■ Clean Air
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GOALS, POLICIES, AND ACTIONS
PUBLIC SAFETY IS A TOP
COMMUNITY PRIORITY
Violence and crime prevention are major issues for the
Stockton community. As one of the City’s strategic
initiatives to reduce violence and crime and increase
public safety, the Stockton Marshall Plan, funded by a ¾- cent sales tax approved by voters in 2013, emphasizes
data-based targeting of "focus area" locations and
predictive policing to achieve the objectives of preventing and stopping violence and building violence-prevention
capacity.
Design of the built environment can also help prevent
crime and increase both the sense and reality of safety.
Research has shown that the most effective deterrent to criminal activity is the risk of being caught, and design of public spaces that places more eyes on the street and limits access points can create safer environments. Strategies for Crime Prevention Through Environmental Design (CPTED)
include locating windows to overlook sidewalks and
parking lots, increasing pedestrian and bicycle traffic, and installing fencing, landscaping, or lighting to control access. Well-maintained buildings and property also
signal alert, active owners and can deter criminal activity.
The Stockton Police Department (SPD) and Fire
Department (SFD) provide essential services to keep the community safe; police and fire stations are shown on
Figure 5-1. The SPD provides professional law
enforcement based on a model of prediction, prevention, pursuit, and partnerships. This model combines policing and enforcement strategies with community involvement
and engagement. Through its commitment to community
policing, the SPD has established a variety of mentorship programs and training classes that promote proactive
partnership with neighborhood organizations and business owners to identify and solve issues.
The SFD mission is centered on providing excellent
emergency and non-emergency services through public
education, prevention, and aggressive suppression and
rescue activities. The SFD is an all-hazard fire department, capable of mitigating all types of both human-made and
natural disasters. As such, the fire department has the following specialized teams:
■ Hazardous Materials Team: A California Office of
Emergency Services Type II Hazardous Materials
Team staffed with seven personnel daily, trained to
the Hazardous Materials Technician and Specialist
level. Specialty apparatus and personnel are
assigned to Fire Company 3.
■ Water Rescue Team: Staffed by a team of four
personnel daily, the water rescue team is capable of
both surface and sub-surface water rescues, helping
to protect over 1,000 miles of waterways surrounding
the city. The team has specialty apparatus including
personal watercraft, inflatable boats, and a water
rescue vehicle. The Water Rescue Team is assigned
to Fire Company 6. In addition to City resources, the
California Office of Emergency Services has also
assigned the City a tow vehicle and trailer (OES Boat
Team #13) for deployment anywhere in the United
States.
■ Urban Search and Rescue (USAR) Team: Staffed by
a team of seven personnel daily, the USAR Team is
trained in rope rescue, confined space rescue, trench
rescue, and building collapse. The team utilizes
specialty apparatus including a Type I heavy rescue,
and a California Office of Emergency Services
Rescue Trailer.
GOAL SAF-1: SAFE COMMUNITY
Create a safe and welcoming environment in all areas of the city at all times of day.
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SAFETY 5-3 2-3
Figure 5-1
Police and Fire Stations
EXHIBIT 1
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5-4
To reinforce their public service model, the SFD offers a variety of volunteer programs including the Community
Emergency Response Team (CERT), which provides
training to residents and members of the business
community to increase disaster awareness and emergency
response capability, as well as the Stockton Fire Explorers and Stockton Fire Auxiliaries. The City and San Joaquin County coordinate for response in emergency situations, and SFD offers disaster preparedness training
opportunities through the CERT program. The risk of
wildfire in the Planning Area is considered relatively low, given the lack of forest or grassland area that could serve as fuel sources for a wildfire.
Measure W was approved by voters November 2, 2004.
It was originally adopted by Ordinance 038-04 C.S., and is codified in Section 3.52 of the Stockton Municipal Code, entitled Funding for Police and Fire Protection Services.
The ordinance provides for a ¼-cent (0.25 per cent)
transaction and use tax (i.e., sales tax), a tax dedicated to providing for police and fire personnel and services. The ordinance calls for Program Guidelines, which were
developed and adopted by the City Council, August 4,
2004. The Program Guidelines prescribe two methods of
ensuring that tax monies collected are used as specified by the ordinance. The first method is an independent audit and the second method is a citizens' committee. Measure W provides funding for 23 suppression positions within the SFD.
Public safety staffing and response time standards provide a means to ensure that the community will remain safe as the city develops. The City strives to achieve the following public safety standards:
■ Police Staffing: 1.5 sworn officers per 1,000
residents.
■ Police Response Times: Average law enforcement
response time of 5 minutes or less for priority one
calls (where a threat to persons may exist).
■ Fire Staffing: 1.23 sworn firefighters per 1,000
residents for a population up to 500,000 people.
■ Fire Response Times:
• 240 seconds or less travel time for the arrival of
the first arriving engine company at a fire
suppression incident.
• For other than high-rise, 480 seconds or less travel
time for the deployment of an initial full alarm
assignment at a fire suppression incident.
• For high-rise, 610 seconds or less travel time for
the deployment of an initial full alarm assignment
at a fire suppression incident.
POLICY SAF-1.1
Invest in neighborhood safety through
partnerships with the community to help prevent
violence and crime ("community policing").
Action SAF-1.1A
Promote public safety programs, including business,
neighborhood, and school watches; child identification
and fingerprinting; and other public education efforts.
Action SAF-1.1B
Maintain and expand community outreach programs to
improve the community’s understanding of how the
criminal justice system works, foster a positive relationship between community members and public safety staff,
provide a venue for open dialog, and promote
transparency in public safety.
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SAFETY 5-5 2-5
Action SAF-1.1C
Engage with schools, non-profit organizations, and faithbased organizations to recognize and work with at-risk youth to avert future criminal activity.
POLICY SAF-1.2
Reduce community violence and crime by
fostering community connectivity, creating a sense
of place, and encouraging social interactions
between residents, employees, and business
owners.
Action SAF-1.2A
Update the City’s Design Guidelines and Development
Code to require new and retrofitted development to
support effective police and fire protection response and services by using the following principles of crime
prevention through environmental design (CPTED):
■ Delineate private and public spaces
■ Enhance visibility
■ Control property access
■ Ensure adequate property maintenance
Action SAF-1.2B
Pursue public art projects that match the culture of the neighborhood to create a sense of ownership and
belonging.
Action SAF-1.2C
Engage residents and business owners in ongoing
discussions about how land use and planning decisions
can help to reduce violence.
Action SAF-1.2D
Incentivize a variety of uses in a neighborhood that will be active throughout the day and night.
POLICY SAF-1.3
Ensure that City-managed spaces and facilities
support a feeling of safety for users.
Action SAF-1.3A
Design and maintain parks, waterways, trail corridors, and other facilities to meet the recreational needs of the
community, while maximizing public safety and access
concerns, such as through the following approaches:
■ Locate facilities to ensure visibility along public
roadways where appropriate.
■ Provide clear access points.
■ Maintain vegetation to maximize visibility and
demonstrate active attention to the site.
■ Use signage to clearly convey site ownership and
rules.
Action SAF-1.3B
Design and improve City streetscapes to create safer
places by maximizing visibility through installation and maintenance of appropriate lighting and landscaping.
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5-6
WE NEED TO BE PREPARED
FOR EMERGENCIES
The Hazard Protection section contains the City’s policies and actions to minimize hazardous situations in and
around Stockton. It identifies the natural and humancaused hazards that affect existing and future development, describes present and expected future
conditions, and sets policies and standards for improved public safety. This includes efforts to minimize physical harm to the buildings and infrastructure in and around
Stockton to reduce damage to local economic systems,
community services, and ecosystems. Much more detail
about this section and the issues it addresses are in the Safety Element Background Report.
CLIMATE CHANGE VULNERABILITY
Changes to the global climate system are expected to
affect future occurrences of natural hazards in and around Stockton. Many hazards are projected to become more
frequent and intense in coming years and decades—in
some cases, these changes have already begun. Key
effects of climate change that affect Stockton include
increasing temperatures, changes in precipitation, and sea level rise. Overall precipitation levels are expected to increase only slightly, but there are likely to be more years of extreme precipitation events as well as droughts that last longer and are more severe.
Under California law, the Safety Element is required to include a vulnerability assessment that looks at how
people, buildings, infrastructure, and other key community assets may be affected by climate change. The City
prepared a Climate Change Vulnerability Assessment in
the winter of 2023 to analyze Stockton’s susceptibility to climate-related hazards. The assessment followed the most recent available guidance in the California Adaptation
Planning Guide.
The Climate Change Vulnerability Assessment found that
inland flooding and sea level rise pose the greatest threat to Stockton, followed by extreme heat, severe weather,
wildfire and smoke, and human health hazards. The most
vulnerable communities include low-resourced people of
color, outdoor workers, and individuals experiencing
homelessness, but many other groups also face an
increased risk of harm. Many local and regional
infrastructure networks are vulnerable, including the
electrical grid, transportation systems, flood control
systems, and water and wastewater infrastructure. Damage to these systems can create serious public health hazards and cause widespread economic harm. The Safety
Element includes goals, policies, and implementation
actions to increase community resilience and help lower vulnerability.
COMMUNITY WARNING SYSTEMS
San Joaquin County has partnered with Everbridge, a
public warning platform, to implement SJREADY, a
community notification system to alert residents about
emergency events and other important public safety
information. This system allows San Joaquin County to
provide Stockton residents with critical information quickly in an emergency. There are also several other emergency alert systems, including notifications through broadcasters, cable television systems, and digital audio services. Social media and websites can supplement these alert systems.
EMERGENCY EVACUATION
With advanced warning, evacuation can be effective in
reducing injury and loss of life during a catastrophic event.
The San Joaquin County Office of Emergency Services has prepared an evacuation plan for response to flooding due to failure of a levee or dike. The evacuation plan includes routes for people evacuating by car, rally points for people needing assistance evacuating, and instructions for how to evacuate safely during a flood.
GOAL SAF-2: HAZARD PROTECTION
Protect residents and businesses from natural and human-caused hazards.
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SAFETY 5-7 2-7
Figure 5-2 shows potential major evacuation routes in
Stockton, including highways and surface streets. If there is a need for evacuation, emergency responders will direct community members to the most suitable evacuation
routes for the specific needs and characteristics of the emergency. This figure also shows residential parcels that are at least half a mile from a major roadway and with
limited access points. These parcels may face evacuation constraints, creating potential difficulties if there is a need to evacuate.
Stockton has prepared an analysis of potential evacuation times for different areas of the city under different
emergency situations: a citywide evacuation due to a 500- year flood event that results in levee breaches, a major dam break, and a smaller-scale flood event exacerbated
by sea level rise. In each scenario, the City identified the paths out of Stockton (or “evacuation gateways”) that
would remain viable and would not lead into another
hazard zone, then estimated the time it would take
residents to reach one of these gateways under either
normal driving speeds or a constrained 5 miles per hour.
If normal driving speeds remain feasible, this modeling shows that most of Stockton could be evacuated in
approximately 30 minutes, although areas in northwest
Stockton could take longer since the most viable
evacuation routes lead to the southeast. Under
constrained driving speeds, evacuation times are
significantly longer, particularly for areas in northwest Stockton, such as the Spanos Park and Bear Creek
neighborhoods. The full results of the evacuation scenario are presented in the Safety Element Background Report.
The policies in this Safety Element help address issues of evacuation constraints and similar challenges.
EXHIBIT 1
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Figure 5-2
Evacuation Routes and Residential Parcels with Evacuation Constraints EXHIBIT 1
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SAFETY 5-9 2-9
POLICY SAF-2.1
Prepare sufficiently for major events to enable
quick and effective response.
Action SAF-2.1A
Formulate, review, periodically update, and make
available to the public emergency management plans for
the safe evacuation of people from areas subject to
environmental hazards.
Action SAF-2.1B
Require new critical facilities, including hospitals,
emergency operations centers, communications facilities, fire stations, and police stations, to be located, designed, and constructed to avoid or mitigate potential risks and ensure functional operation during flood events. Avoid
locating critical facilities in the 100-year and 200-year floodplains or within the 2085 projected sea level
inundation zone, and construct facilities to be resilient to seismic and geological events, fires, and explosions.
Action SAF-2.1C
Continue to work with San Joaquin County, the County
Office of Emergency Services, other cities in the region, and disaster agencies to coordinate disaster and
emergency preparedness planning.
Action SAF-2.1D
Ensure that emergency alerts and related notifications are widely distributed in multiple languages, formats, and
media so as to effectively reach as many people as
possible, including those with limited English proficiency and with access and functional needs.
POLICY SAF-2.2
Enhance the effectiveness of evacuations in
Stockton.
Action SAF-2.2A
Require new development to provide adequate access for
emergency vehicles and evacuation routes, including by
designing roadway systems to provide multiple escape
routes in the event of flooding or other emergencies.
Action SAF-2.2B
Regularly review the City’s evacuation maps and update
as necessary.
Action SAF-2.2C
Regularly share the City’s evacuation maps with the public and property owners within flood zones.
Action SAF-2.2D
Coordinate with transit and service providers to identify and advertise ways to evacuate in the event of a flood or other emergency for individuals with restricted mobility or those who may need additional assistance.
Action SAF-2.2E
In partnership with the San Joaquin Council of
Governments and other local agencies, retrofit potential evacuation routes to protect them against floodwaters and other emergencies, and ensure that they can provide
viable paths out of Stockton.
Action SAF-2.2F
Conduct door-to-door evacuation notifications in areas
with limited access to reliable communication, particularly in frontline communities or those that may need the
greatest advanced notification.
Action SAF-2.2G
To the extent feasible in emergency conditions, phase
evacuations to minimize roadway constraints and to allow all residents sufficient time to leave.
POLICY SAF-2.3
Ensure that community members are adequately
prepared for natural disasters and emergencies
through education and training.
Action SAF-2.3A
Develop neighborhood watch and emergency support
groups to be trained and put into action in support of
government staff in the event of an emergency.
Action SAF-2.3B
Conduct public education campaigns to increase
awareness of and preparation for climate hazards.
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SEISMIC AND GEOLOGIC HAZARDS
Seismic and geologic hazards are risks caused by the
movement of the Earth’s surface, or crust. Seismic hazards are earthquakes and related hazards. Geologic hazards
are other hazards involving land movements that are not linked to seismic activity.
There are a few faults in the region capable of causing a major earthquake in Stockton, but they are all west of
Stockton, closer to the San Francisco Bay. Closer to
Stockton are some smaller faults, including the Stockton Fault that runs east-west across the city, but it is not known to be active. Strong shaking from a major earthquake is rare in Stockton, although there were reports of significant shaking and localized damage in the area during the
1989 Loma Prieta earthquake. Figure 5-3 shows key fault lines in the region but not all smaller or less active faults are shown.
If major shaking from an earthquake does occur in
Stockton, there is a risk of significant injury or loss of life from the damage or collapse of buildings and structures.
Older homes in particular are at risk, because they were constructed before modern buildings codes and may not
be seismically retrofitted. There is also a risk of harm from secondary hazards caused by the shaking, including urban fires, dam failures, and toxic chemical releases.
Other geologic hazards that may occur in the area include landslides, subsidence (the gradual sinking of land, often due to groundwater pumping), and soils that can
significant expand and contract depending on their
moisture levels. There are no areas of substantial landslide risk in Stockton. Other parts of the Delta region have
experienced subsidence, and there is an increased risk of further subsidence due to water management practices.
Most of Stockton sits on areas with a moderate risk of soil expansion. Any construction on these soils may require
specific management practices to reduce potential
damage.
POLICY SAF-2.4
Reduce the potential harm from earthquakes and
geologic hazards.
Action SAF-2.4A
Participate in local, county, and State-sponsored
earthquake preparedness programs.
Action SAF-2.4B
Coordinate with the Stockton Fire Department, Stockton
Community Emergency Response Team, San Joaquin
County Office of Emergency Services, special districts, local utility providers, and major businesses to ensure effective preparation, response, and recovery services are available throughout the community before, during, and
after a seismic event.
Action SAF-2.4C
Assess critical and lifeline facilities for seismic and landslide safety to ensure they remain operational after a seismic event or landslide.
Action SAF-2.4D
Identify City infrastructure with seismic or landslide
vulnerabilities and pursue funding to conduct appropriate seismic retrofits.
Action SAF-2.4E
Continue to implement California Building Standards
Code seismic safety standards for construction of new
buildings.
Action SAF-2.4F
Target low-income households, owners and occupants of
structures constructed prior to 1980, and owners and
occupants of unreinforced masonry buildings with
information regarding the importance of seismic
retrofitting, and help building owners and occupants
connect with providers of these services.
Action SAF-2.4G
Locate new critical and lifeline facilities outside of landslide susceptibility areas, when feasible. If not feasible,
appropriately site, design, and construct new critical
facilities to be resilient to landslides.
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SAFETY 5-2-1111
Figure 5-3
Regional Fault Lines
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FLOODING AND INUNDATION
HAZARDS
Floods are among the costliest natural disasters in terms of human hardship and economic loss nationwide,
significantly threatening people’s health and lives and causing substantial damage to structures, landscapes, and utilities. Reclamation of Delta land over many years has reduced available floodplain and increased flooding
potential. Flood risk is therefore one of the most pressing threats to the Delta area, and Stockton is one of the areas at highest risk.
Areas at an elevated risk of flooding are generally divided into 100-, 200-, and 500-year flood zones. A 100-year
flood zone has a 1 percent chance of experiencing a major flood in any given year, a 200-year flood zone has a 0.5 percent chance, and a 500-year flood zone has a 0.2
percent chance. The majority of the city is in one of these flood zones, as shown on Figure 5-4, making flooding a
hazard of significant concern for Stockton. Figure 5-5
shows the land uses in these affected areas.
Most of the city is protected from flooding by levees, which are shown on Figure 5-6. However, many levees in the
Delta region were initially constructed more than a century ago using rudimentary equipment and nonengineered fill
material excavated from adjacent channels, sloughs, and marshes. There have been several improvements to the
levee system in and around Stockton in recent years,
including construction of new flood protection facilities led by the San Joaquin Area Flood Control Agency. A number
of local, regional, state, and federal agencies play a role in maintaining levees and other flood protection facilities in and around Stockton. This includes the Central Valley Flood Protection Board, a regulating authority over flood risk management in the Central Valley and responsible for adopting the Central Valley Flood Protection Plan.
Despite these improvements, vulnerabilities remain in
Stockton’s levee system. The Country Club neighborhood
and areas along the San Joaquin River and its floodplain in the southern part of the city do not receive adequate flood protection from levees. Although all remaining
levees provide 100-year flood protection, no levees meet the State’s 200-year flood protection requirement in the Central Valley Flood Protection Plan. The Delta’s levees are also threatened by the active seismic zones west of the Delta, including the San Andreas and Hayward faults. Even without an earthquake or flood, Delta levees can fail
during high tides or even on sunny days. In the event of a major levee break, much of the city would be inundated, potentially damaging tens of thousands of homes.
Sea Level Rise
Sea level rise is an increase in the ocean’s surface height relative to the land in a particular location. It is a gradual process that takes place over years or decades, affecting communities near shorelines and low-lying waterways,
including the Sacramento/San Joaquin Delta region. Sea
levels in the San Francisco Bay-Delta Estuary are likely to rise at least to 7 to 13 inches by 2050, and potentially as high as 23 inches (almost two feet). By the end of the
century, sea levels are likely to rise significantly higher, potentially as much as 7 to 10 feet. Figures 5-7 and 5-8 show the likelihood that certain areas of Stockton will be flooded due to sea level rise by 2050 and 2085,
respectively.
There are a range of factors that impact water levels in the San Joaquin Delta, including inflows (from local and
upstream precipitation), San Joaquin Delta exports into regional and state water systems, astronomical tides,
atmospheric effects (pressure and wind), and flow control operations. Regional and local land subsidence further
complicates local sea level trends for the Delta region.
Decomposition of drained and converted marsh and peat
soils in diked Delta islands have caused much of the Delta region to lie below sea level—in some places by as much as 20 feet. Continued land subsidence may increase the
relative rate of locally observed sea level change for the Delta area when comparing water levels to local land
elevations.
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Figure 5-4
Flood Hazard and Levee Protection Zones
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Figure 5-5
Planned Land Uses in Flood Hazard Zones
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Figure 5-6
Flood Protection Levees
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Figure 5-7
2050 Sea Level Rise Projections (Probabilistic)
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Figure 5-8
2085 Sea Level Rise Projections (Probabilistic)
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Dam Failure
A dam failure is an uncontrolled release of water from a reservoir through a dam because of structural failures or deficiencies in the dam, usually associated with intense rainfall or prolonged flooding. Dam failures can range
from minor to catastrophic. Although dam failures are very rare, they are not unprecedented. There are four major
causes of dam failures: overtopping (when water levels in a reservoir rise above the top of the dam), foundation
defects in the dam structure, piping and seepage failure in the dam or surrounding rock, and conduit and valve
failure.
Stockton is within the inundation areas of four major dams:
the New Hogan Dam on the Calaveras River, the New
Melones Dam on the Stanislaus River, the Camanche Dam
on the Mokelumne River, and the Don Pedro Dam across
the Tuolumne River at the Don Pedro Reservoir. Failure of any of these dams would give residents about seven hours to evacuate. Other major regional dams could also affect Stockton but would have longer warning times. Figure 5-9 shows the dam hazard areas in Stockton.
Likelihood of Future Flooding
The city’s proximity to the Delta, relatively low elevation, and potential to experience heavy rains mean that flood will continue to pose a significant hazard to the
community. Climate change is expected to increase the
frequency and intensity of strong storms that are more
likely to create flooding. Sea level rise is expected to exacerbate this risk by increasing the height of the water surface in the Delta, including expanding the parts of the city that are considered prone to flood. By 2050, an
addition 29,550 residents of Stockton are expected to be exposed to flooding, and 55,690 by the end of the century.
Increased frequency and severity of Delta flooding could have significant impacts on some of Stockton’s most
vulnerable residents. Approximately 65 percent of the
Delta’s population that could be exposed to the 100-year flood by 2050 reside in areas with high concentrations of socially vulnerable residents. Increases in damaging flood events will cause greater property damage, public health and safety concerns, displacement, and loss of life.
As sea levels rise and heavy precipitation becomes more common, the likelihood of levee overtopping will increase.
Levee breaks could cause large amounts of salt water from the Bay to enter the Delta and would have an adverse
effect on Delta water quality and water system operations.
Salt water intrusion could take months to dissipate,
depending on the severity of the levee break and the
degree of intrusion.
Of the ecosystems currently protected by levees in the
Delta region, 73 percent are at risk of flooding due to levee overtopping resulting from a combination of sea
level rise and storm events. By 2085, rising sea levels are expected to cause all critical remaining tidal wetland
ecosystems in the Delta to transition to different plant communities or drown completely.
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Figure 5-9
Dam Inundation
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POLICY SAF-2.5
Protect the community from potential flood
events.
Action SAF-2.5A
Coordinate with appropriate State, federal, and local
flood control agencies to develop a flood protection plan for the levee systems protecting the city that:
■ Identifies the levees protecting the city and the entities responsible for the operation and maintenance of the
levees.
■ Determines the flood levels in the waterways and the
level of protection offered by the existing levees along the waterways.
■ Identifies a long-term plan to upgrade the system as
necessary to provide at least a 100-year level of flood protection to the city, and 200-year level of flood
protection where feasible.
■ Encourages multipurpose flood management
projects that, where feasible, incorporate recreation,
resource conservation, preservation of natural
riparian habitat, and scenic values of the city's
streams, creeks, and lakes.
■ Includes provisions for updates to reflect future State or federally mandated levels of flood protection.
Action SAF-2.5B
Collaborate with State and local flood management
agencies and other interested parties to develop funding mechanisms to finance the local share of flood
management responsibilities and maintain cooperative
working relationships with appropriate agencies to
minimize flood hazards and improve safety.
Action SAF-2.5C
Require new public and private waterfront development to be oriented to waterways and provide setbacks and
easements along levees and channels to provide space for levee widening, flood fighting, roadway and maintenance access, open space and trail amenities, and appropriate landscaping.
Action SAF-2.5D
For any critical public facility sited within the 100-year floodplains (as shown on Figure 5-4) or areas at risk of inundation from sea level rise by 2085 (as shown on
Figure 5-8), the responsible agency or department shall implement site or building flood protection improvement methods to ensure operability and minimize damage.
Action SAF-2.5E
Work with residents experiencing insecure housing, with low incomes, with access and functional needs, and/or
living in mapped flood hazard zones and levee protection areas (as identified on Figure 5-4) to connect with local, regional, state, and federal initiatives to improve housing resiliency.
Action SAF-2.5F
Work with residents experiencing insecure housing, with low incomes, with access and functional needs, and/or
living in mapped flood hazard zones and levee protection areas (as identified on Figure 5-4) to insure their property and receive recovery resources in the aftermath of a flood.
Action SAF-2.5G
Work with residents experiencing insecure housing, with low incomes, with access and functional needs, and/or
living in mapped flood hazard zones (as identified in
Figure 5-4) to obtain relocation assistance and/or obtain affordable housing outside of flood hazard zones.
POLICY SAF-2.6
Minimize risks to the community from flooding
through appropriate siting and protection of
structures and occupants.
Action SAF-2.6A
Regulate new urban development in accordance with State requirements for 200-year level of flood protection and federal requirements for 100-year level of flood
protection.
Action SAF-2.6B
Require flood-proofing of new and expanded buildings
and structures in the mapped flood hazard zones and levee protection areas shown on Figure 5-4. Floodproofing
methods will be determined on a project-by-project basis, and may include, but not be limited to:
(a) Anchoring to prevent flotation, collapse, or lateral movement.
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(b) Using flood-resistant construction materials.
(c) Employing construction methods and practices that
minimize flood damage.
(d) Elevating building pads and habitable building floors above the base flood elevation plus required
freeboard.
(e) Providing adequate venting to allow for equalization of hydrostatic flood forces.
Action SAF-2.6C
Investigate and implement when feasible mitigation
measures that offer 200-year level of flood protection for existing urban development in flood-prone areas.
Action SAF-2.6D
Preserve floodways and floodplains for non-urban uses to maintain existing flood carrying capacities, except when mitigated in conformance with the City's floodplain
management program.
Action SAF-2.6E
Consider the best available flood and sea-level hazard
information and mapping from regional, State, and
federal agencies to inform land use and public facilities investment decisions.
OTHER HAZARDS OF CONCERN
Drought
A drought is an extended period when precipitation levels are well below normal but is a normal part of the climate cycle. Drought may cause losses to agriculture; affect
domestic water supply, energy production, public health, and wildlife; or contribute to wildfire. Like most of
California and the western United States, Stockton
experiences drought cycles.
Drought impacts the city’s water supply and, in severe
instances, makes less water available for people,
businesses, and natural systems. Both the City of Stockton Municipal Utilities District and the California Water Service Company Stockton District supply water to different parts of the community. Stockton’s primary water sources during base years are surface water from several local and
regional rivers (including the Calaveras, Stanislaus, and San Joaquin Rivers) and the East San Joaquin Subbasin of the San Joaquin Valley Groundwater Basin. As of August
2023, Stockton and its water sources were not in drought conditions, although San Joaquin County was in a state of extreme to exceptional drought—the highest level of
drought recognized by the US Drought Monitor—as
recently as December 2022. The City Utilities District and California Water both project that they will have an
adequate water supply through 2045 for normal years,
single dry years, and multiple dry years.
Although droughts are a regular feature of California’s climate, scientists expect that climate change will lead to more frequent and intense droughts statewide. Climate
change is expected to cause more precipitation to fall as rain instead of snow, and the snow that does fall will melt earlier, reducing the Sierra Nevada spring snowpack by as much as 70 to 90 percent. How much snowpack will be
lost depends in part on future precipitation patterns, the projections for which remain uncertain. However, even
under wetter climate projections, the loss of snowpack
would pose potential water shortage issues and exacerbate drought conditions.
Increasing frequency and severity of droughts will likely have negative impacts on Delta agriculture. Drought—
especially in combination with other climate change
stressors and hazards, such as extreme heat—may reduce
crop productivity. Reductions in agricultural productivity would disproportionately impact low-income agricultural laborers, who would be more likely to lose their jobs first and who tend to have fewer resources to cope with drought and other climate change impacts. Drought and other
climate change impacts may exacerbate existing water
affordability issues. Increased frequency of droughts may also contribute to harmful algal blooms and degrade raw water quality, requiring drinking water treatment system upgrades.
Fire Hazards
Fire hazards include both wildfires and urban fires. Though the city is vulnerable to both kinds of fire threats, the climatic and vegetative conditions in Stockton are
generally not conducive to the spread or development of wildfires. Fuel, weather, and topography are primary
factors in how wildland fires spread. Wildfire risk in San Joaquin County is generally low. Fire protection in
Stockton is provided by the SFD, as described in Section
2.1, Public Safety.
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CAL FIRE (California Department of Forestry and Fire
Protection) establishes fire hazard severity zones (FHSZ), designating each as moderate, high, or very high severity.
There are no FHSZs in or immediately next to the city.
However, there are high and very high FHSZs in
neighboring counties, and smoke from fires in these areas could impact local air quality.
The wildland-urban interface (WUI) is an area where
buildings and infrastructure (e.g., cell towers, schools, water supply facilities) mix with areas of flammable
wildland vegetation. There are two types of WUI: interface (areas where housing and other development border
wildland areas) and intermix (where development is
mingled and interspersed with wildland areas).
Additionally, the influence zone refers to an area made up of wildfire-susceptible vegetation up to 1.5 miles from the WUI, and the threat zone is an additional strip of
vegetation modified to reduce flame heights and radiant heat. Figure 5-10 shows the WUI zones around Stockton.
Although the wildfire risk in Stockton is low, there is a risk of structural fires. Structural fires are often due to faulty wiring or mechanical equipment and combustible
construction materials. The absence of fire alarms and fire sprinkler systems exacerbate the damages associated with a structural fire. Structural fires are largely from human accidents, although some fires may be started deliberately (arson). Older buildings that lack modern fire safety
features may face greater risk of damage from fires.
Greater frequency of regional fires can create recurrent air quality degradation, leading to respiratory health effects.
Wildfire smoke consists of a mix of gases and fine
particulate matter from burning vegetation and materials.
The pollutant of most concern from wildfire smoke is fine particulate matter (PM2.5). PM2.5 from wildfire smoke is damaging to human health due to its ability to deeply
penetrate lung tissue and affect the heart and circulatory system. Although wildfire smoke presents a health risk to everyone, sensitive groups may experience more severe
acute and chronic symptoms from exposure to wildfire
smoke, such as children, older adults, people with chronic respiratory or cardiovascular disease, or people
experiencing low socioeconomic status. Air quality in
Stockton has been impacted by major recent wildfires,
most notably the Lightning Complex Fire of 2020, Creek
Fire of 2020, and Camp Fire of 2018. All of these fires resulted in elevated levels of particulate matter in San Joaquin County for several days.
Warmer weather, reduced snowpack, and earlier
snowmelt attributable to climate change are expected to increase wildfire risk due to increased fuel and ignition risks. Although Stockton itself faces a low wildfire risk, wildfire risk is generally projected to increase across Northern California, and wildfires are expected to become larger and harder to control, so Stockton will likely
continue to be subject to wildfire smoke. Regional wildfires may also interfere with the city’s power supply via Public Safety Power Shutoff events or damage to electricity
transmission infrastructure.
Agricultural and Ecosystem Pests
Though there is limited agricultural land and open space in Stockton itself, San Joaquin County contains significant farmland, including prime farmland and farmland of
statewide importance, as well as extensive wetlands and levee systems. Therefore, the county is vulnerable to
agricultural and ecosystem pests. Pests that have been of particular concern in San Joaquin County recently include nutria and Russian knapweed.
Agricultural and ecosystem pests will likely maintain a presence in San Joaquin County, though their activity can be at least partially managed via the County’s pest-control initiatives. Pest activity is likely to increase because higher temperatures caused by global warming allow insects to
reproduce more rapidly and increase the activity window for pests and diseases. Row crops can be affected by
fungal pathogens and invasive disease vectors as
temperatures continue to rise, affecting the quality and viability of crops.
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Figure 5-10
Wildland-Urban Interface Zones
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Extreme Heat
California’s Cal-Adapt database of climate change effects defines extreme heat as temperatures that are hotter than 98 percent of the historical high temperatures for the area, as measured between April and October of 1961 to 1990.
Days that reach this level are called extreme heat days. In Stockton, the extreme heat threshold is 102.3°F. An event with five extreme heat days in a row is called a heat wave.
Extreme heat also takes the form of warm nights when
temperatures do not cool down overnight to provide relief from the hot days. This can also cause higher electricity use during the nighttime hours as community residents use more energy to cool homes. In Stockton, a warm night
occurs when the temperature stays above 66°F.
Health impacts are the primary concern with this hazard, though economic impacts are also an issue. People
exposed to extreme heat can suffer heat-related illnesses such as heat cramps, heat exhaustion, and (most severely) heat stroke. The elderly, individuals below the poverty level, outdoor workers, immigrant communities, and those experiencing homelessness are among the most
vulnerable to extreme heat. Very high temperatures can
harm plants, animals, and natural ecosystems that are not well adapted to them. The heat causes more demand for
electricity (usually to run air conditioning units) and, in combination with the stress on the power lines, may lead to brownouts and blackouts.
Extreme heat tends to occur on an annual basis and is
likely to continue occurring annually. According to
California’s climate change projections, the number of
extreme heat days in Stockton is expected to rise from a historical annual average of 4 to 23 by the middle of the century (2035 to 2064) and 44 by the end of the century (2070 to 2099), with occasional years experiencing many more extreme heat days. The number of warm nights in
Stockton is projected to increase from an annual average of 4 historically to 27 by midcentury and 66 by the end of the century.
Severe Weather
Severe weather is generally any destructive weather event, but usually occurs in Stockton as strong storms or heavy fog. Severe weather is usually caused by intense storm
systems, although strong winds can occur without a storm.
The types of dangers posed by severe weather vary widely and may include injuries or deaths, damage to buildings and structures, fallen trees, roads and railways blocked by debris, and fires sparked by lightning. Severe weather can produce high winds and lightning that can damage
structures and cause power outages. Lightning from these storms can ignite structure fires that can cause damage to buildings and endanger people. Objects such as vehicles, unprotected structures (e.g., bus stops, car ports), fences, telephone poles, or trees can also be struck directly by lightning, which may result in an explosion or fire.
Severe weather is an annual occurrence in San Joaquin
County. However, actual damage associated with the
primary effects of severe weather have been limited.
Climate change is expected to cause an increase in intense rainfall and strong storm systems. This means that Stockton could see more intense weather resulting from these storms in the coming years and decades, although such an
increase may not affect all forms of severe weather.
Though average annual rainfall may increase only slightly, climate change is expected to cause an increase in the
number of years with intense levels of precipitation. Heavy rainfall can increase the frequency and severity of other hazards, including flooding. The incidence of winter fog has decreased dramatically over the past three decades, due in part to declines in winter chill caused by climate change.
Human Health Hazards
Human health hazards are bacteria, viruses, parasites, and other organisms that are spread by insects, animals, and other pest organisms and can cause diseases and illness in people. Some of these diseases may cause only mild
inconvenience, but others are potentially life threatening.
These diseases can be and often are carried by animals, such as mice and rats, ticks, and mosquitos. Warmer
temperatures and high levels of precipitation can lead to increased populations of disease-carrying animals,
creating a greater risk of disease and increased rates of infection. Populations most vulnerable to human health
hazards are those who spend a disproportionate amount
of time outdoors, those with fragile immune systems or
existing illnesses, and those who may live in substandard housing or not have access to health insurance and
medical care.
Human health hazards of various scales and levels of
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temperature and changes in precipitation patterns that
favor large precipitation events and associated flooding.
These climatic changes promote the reproduction and
speed the growth of many pest species, leading to higher populations of potential disease vectors. Overall risk of human health hazards is thus expected to increase.
POLICY SAF-2.7
Accommodate a changing climate through
adaptation, mitigation, and resiliency planning
and projects.
Action SAF-2.7A
Create a city-specific Local Hazard Mitigation Plan and incorporate this plan into the Safety Element. Begin
creation of the plan within one year.
Action SAF-2.7B
Conduct regular updates to the City’s climate change
vulnerability assessment and associated adaptation and
resilience policies and strategies, and incorporate them into the Safety Element, in accordance with SB 379.
Action SAF-2.7C
Continue to participate in regional climate change
vulnerability assessment, adaptation planning, and
resilience efforts. Accommodate a changing climate
through adaptation and resiliency planning and projects, including pursuit of grant funding for implementation of resilience efforts.
Action SAF-2.7D
Continue to identify opportunities to expand the City’s organization capacity to respond to the effects of climate change.
Action SAF-2.7E
Establish a network of equitably located community
resilience centers that would offer refuge and backup
power for community members in the event of a largescale disaster or extreme heat event, including as a last resort shelter-in-place location.
Action SAF-2.7F
Install backup power and water resources at critical City facilities, emergency shelters, and cooling centers in case of power and water outages.
Action SAF-2.7G
Work with regional and local partners to increase the
number of solar and battery systems installed at homes, businesses, and City facilities.
Action SAF-2.7H
Coordinate with transit providers to identify and advertise ways for individuals with restricted mobility to reach
resilience centers, cooling centers, and alternate care sites.
Action SAF-2.7I
Conduct targeted public outreach and education about
cooling strategies for those populations sensitive to higher temperatures, especially seniors and those who work
outdoors, lack permanent shelter, and lack air
conditioning.
Action SAF-2.7J
Partner with local community-based organizations to
pursue grant funding opportunities to provide financial assistance or reduced costs for energy retrofits, cooling, ventilation, or other adaptation measures to help protect low-income households, senior citizens, and other
vulnerable persons against extreme heat events.
Action SAF-2.7K
Plant trees and install more green space to provide shade and combat high heat, with a focus on neighborhoods that are most vulnerable to heat.
Action SAF-2.7L
Target residents living in the wildland urban interface (as shown on Figure 5-10) with information about the dangers of living in a wildfire hazard area and strategies for
reducing wildfire risk.
Action SAF-2.7M
Work with existing property owners in wildland-urban
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roads, water supply and fire flow, signage, and firefighting infrastructure that meets current adopted State, County, or community fire safety standards.
Action SAF-2.7N
Discourage new development in the wildland-urban
interface (as shown on Figure 5-10). If new development does occur within these areas, require any construction of buildings or infrastructure to incorporate fire-safe design features that meet the State Fire Safe Regulations and Fire Hazard Reduction Around Buildings and Structures
Regulation for road ingress and egress, fire equipment
access, and adequate water supply.
Action SAF-2.7O
Expand and maintain the City’s network of public drinking fountains and water dispensers.
Action SAF-2.7P
Coordinate with local medical providers and Public Health Services of San Joaquin County to ensure low-cost medical and emergency medical services are available to all
residents in the city.
Action SAF-2.7Q
Work with San Joaquin County and the San Joaquin
County Mosquito and Vector Control District to monitor
the status of mosquitoes and agricultural and ecosystem pests and contribute resources to pest management
initiatives as feasible.
NOISE CAN DETRACT
FROM QUALITY OF LIFE
Noise can affect the way people live and work. Some types of noise are only short-term irritants, like the pounding of a jackhammer or the whine of a leaf blower. These mobile sources can generally be controlled through the City’s
noise ordinance, but fixed sources such as roads, the
railroad, and the airport instead require the City to ensure that land uses, especially "sensitive receptors" like homes and schools, do not bring people too close to noise unless noise reduction measures like thicker walls and windows are determined to be acceptable.
State law requires general plans to use the Community
Noise Equivalent Level (CNEL) or the Day/Night Average
Sound Level (Ldn) to describe the community noise
environment (in decibels, "dBA") and its effects on the population. The City of Stockton land use compatibility standards for noise are shown in Table 5-1, and the future 2040 roadway noise conditions are depicted graphically
on Figure 5-11.
POLICY SAF-2.8
Protect the community from health hazards and
annoyance associated with excessive noise levels.
Action SAF-2.8A
Prohibit new commercial, industrial, or other noisegenerating land uses adjacent to existing sensitive noise receptors such as residential uses, schools, health care facilities, libraries, and churches if noise levels are expected to exceed 70 dBA Community Noise Equivalent
(CNEL) (decibels on A-weighted scale CNEL) when
measured at the property line of the noise sensitive land use.
Action SAF-2.8B
Require projects that would locate noise sensitive land uses where the projected ambient noise level is greater than the "normally acceptable" noise level indicated on Table 5-1 to provide an acoustical analysis that shall:
■ Be the responsibility of the applicant;
■ Be prepared by a qualified person experienced in the
fields of environmental noise assessment and
architectural acoustics;
■ Include representative noise level measurements with
sufficient sampling periods and locations to
adequately describe local conditions;
■ Estimate existing and projected (20-year) noise levels in terms of Ldn/CNEL and compare the levels to the
adopted noise policies and actions in this General
Plan;
■ Recommend appropriate mitigation to achieve
compatibility with the adopted noise policies and
standards;
■ Where the noise source in question consists of
intermittent single events, address the effects of
maximum noise levels in sleeping rooms in terms of
possible sleep disturbance;
■ Estimate noise exposure after the prescribed
mitigation measures have been implemented;
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■ If the project does not comply with the adopted
standards and policies of this General Plan, provide
acoustical information for a statement of overriding
considerations for the project; and
■ Describe a post-project assessment program, which
could be used to evaluate the effectiveness of the
proposed mitigation measures.
Action SAF-2.8C
Require noise produced by commercial uses to not exceed 75 dB Ldn/CNEL at the nearest property line.
Action SAF-2.8D
Grant exceptions to the noise standards for commercial
and industrial uses only if a recorded noise easement is conveyed by the affected property owners.
Action SAF-2.8E
Require all new habitable structures to be set back from railroad tracks to protect residents from noise, vibration, and safety impacts.
Table 5-1 Maximum Allowable Noise Exposure by Land Use
LAND USE TYPE
NOISE LEVEL, LDN (DBA)
0-55 56-60 61-65 66-70 71-75 75-80 >81
Residential
Urban Residential Infill
Hotels, Motels
Schools, Libraries, Churches,
Hospitals, Extended Care Facilities
Auditoriums, Concert Halls,
Amphitheaters
Sports Arenas, Outdoor Spectator
Sports
Playgrounds, Neighborhood Parks
Golf Courses, Riding Stables, Water
Recreation, Cemeteries
Office Buildings, Business Commercial
and Professional
Mining, Industrial, Manufacturing,
Utilities, Agriculture
Normally Acceptable. Specified land use is satisfactory based on the assumption that any buildings involved are of normal, conventional construction, without any special noise insulation requirements.
Conditionally Acceptable. New construction or development should be undertaken only after a detailed analysis of the noise reduction requirements is made and needed insulation features have been included in the design.
Unacceptable. New construction or development should not be undertaken.
Notes: If existing noise standards are currently exceeded, a proposed project shall not incrementally increase noise levels by more than 3 dBA. Urban residential infill applies to residential uses in the Greater Downtown.
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Figure 5-11
2040 Roadway Noise Contours
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HAZARDOUS MATERIALS
NEED TO BE CONTROLLED
State and federal laws regulate the production, storage, handling, and disposal of hazardous materials and waste, including industrial wastes, pesticides, radioactive
substances, asbestos, and combustible fuels. Hazardous
materials commonly used in the home include garden
pesticides, waste oil, paint supplies, car batteries, and pool chemicals. Limited quantities of household hazardous
waste may be transported to and dropped off at a recycling center. State and federal rules require inventory and
reporting for businesses that store more than 55 gallons of hazardous liquids, 500 pounds of solids, or 200 cubic feet of compressed gases, including plans for incident
prevention and emergency response and evacuation.
Although hazardous materials are carefully regulated
today, past activities have left some contaminated sites in Stockton, as well as others where contamination is
suspected and investigation is underway. Contamination
has resulted from leaking underground storage tanks,
disposal of hazardous materials, and various past
industrial practices. The California Department of Toxic Substances Control oversees cleanup of such sites, but the potential for accidents and spills means that the City also must strive to reduce risks.
POLICY SAF-2.9
Minimize the risk to city residents and property
associated with the transport, distribution, use,
and storage of hazardous materials.
Action SAF-2.9A
Restrict transport of hazardous materials within the city to routes that have been designated for such transport.
Action SAF-2.9B
When appropriate, require new development to prepare a
hazardous materials inventory and/or prepare Phase I or Phase II hazardous materials studies, including any
required cleanup measures.
Action SAF-2.9C
Educate the public about the types of household
hazardous wastes and the proper methods for their
disposal.
Action SAF-2.9D
Restrict, to the extent feasible, development of new
hazardous waste storage facilities in mapped 100-year
flood hazard zones and areas subject to sea level rise in 2085 (see Figures 5-4 and 5-8).
Action SAF-2.9E
Work with existing handlers of hazardous materials and the Stockton Fire Department to reduce the risk of hazardous materials exposures in the event of flooding.
EXHIBIT 1
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5-32
EVERYONE HAS A RIGHT
TO CLEAN WATER
Access to safe water is a fundamental human need for both physical and social health. Maintaining clean water
supplies requires constant vigilance, significant
expenditures, and sometimes changes in behavior,
especially as the impacts of human activities become more pervasive.
Water supply, quality, and distribution are vital to
Stockton’s ability to serve its population now and in the future. Regulatory pressures, droughts, and saline intrusion affecting groundwater supplies have already strained the region’s water supplies. As a result, the City has focused attention on the availability of existing surface water supplies, and is cooperating with other agencies in the region to manage groundwater resources at a sustainable yield.
Meanwhile, water conservation and efficiency has become a normal way of life in and around Stockton. Increasing use of reclaimed (or "recycled") water can be an effective way to protect water supply. For example, simple
"graywater" systems can re-use water from bathroom sinks, showers, bathtubs, and washing machines to irrigate
landscaping. Stockton also is committed to protecting
water quality by ensuring adequate collection, treatment, and safe disposal of wastewater.
POLICY SAF-3.1
Secure long-term renewable contracts and
related agreements to ensure that surface water
rights will be available to meet projected
demand.
Action SAF-3.1A
Actively participate in appropriate forums designed to
discuss and solve regional water supply and quality issues.
POLICY SAF-3.2
Protect the availability of clean potable water
from groundwater sources.
Action SAF-3.2A
Continue to cooperate with San Joaquin County, Stockton East Water District, and CalWater to monitor groundwater withdrawals and ensure that they fall within the target yield for the drinking water aquifer.
Action SAF-3.2B
Require new development to employ low impact
development (LID) approaches, including:
■ Conserving natural areas and reducing
imperviousness
■ Runoff storage
■ Hydro-modification (to mimic pre-development
runoff volume and flow rate)
■ Reducing trash accumulation
■ Public education and outreach
POLICY SAF-3.3
Encourage use of recycled ("gray") water for
landscaping irrigation to reduce demand on
potable supplies.
GOAL SAF-3: CLEAN WATER
Sustain clean and adequate water supplies.
EXHIBIT 1
2163
SAFETY 5-2-3333
Action SAF-3.3A
Require new development to install non-potable water
infrastructure for irrigation of large landscaped areas where feasible.
Action SAF-3.3B
Investigate and implement Code amendments to allow
installation of dual plumbing and/or rainwater capture
systems to enable use of recycled water and/or captured rainwater generated on-site.
POLICY SAF-3.4
Ensure adequate collection, treatment, and safe
disposal of wastewater.
Action SAF-3.4A
Require all new urban development to be served by an
adequate wastewater collection system to avoid possible contamination of groundwater from onsite wastewater
disposal systems.
Action SAF-3.4B
Conduct outreach and provide information to encourage
homeowners with septic tanks to abandon existing septic tanks and hook up to the City wastewater collection
system.
Action SAF-3.4C
Continue to discharge treated effluent to the Delta and reuse that water through the City’s California Water Code Section 1485 water right.
EXHIBIT 1
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5-34
AIR QUALITY IN THE VALLEY
HAS TO IMPROVE The San Joaquin Valley Air Basin is burdened by air pollution from a variety of industrial and vehicular sources.
Topographic and meteorological conditions unique to the area trap these particulates and generate high levels of unhealthy air in the region. The San Joaquin Valley Air Pollution Control District oversees plans and control
measures to address air pollution, primarily from stationary sources such as industry and power plants. The District also enforces rules and regulations to control air pollution and to assess potential air quality impacts of proposed land uses. The City of Stockton also plays an important role in helping to minimize air pollutant emissions, both through direct regulations on land use activities and through
policies and actions that help reduce the need to travel long distances and that promote alternatives to singleoccupant vehicular travel. Goals, policies, and actions that address air quality are highlighted with the
throughout the document.
POLICY SAF-4.1
Reduce air impacts from mobile and stationary
sources of air pollution.
Action SAF-4.1A
Require the construction and operation of new
development to implement best practices that reduce air pollutant emissions, including:
■ Use of low-emission and well-maintained
construction equipment, with idling time limits.
■ Development and implementation of a dust control
plan during construction.
■ Installation of electrical service connections at
loading docks, where appropriate.
■ Installation of Energy Star-certified appliances.
■ Entering into Voluntary Emissions Reduction
Agreements with the San Joaquin Valley Air Pollution
Control District.
Action SAF-4.1B
Use the results of the Health Risk Assessments required by the California Air Toxics "Hot Spots" Act to establish
appropriate land use buffer zones around any new sources of toxic air pollutants that pose substantial health risks.
Action SAF-4.1C
Require the use of electric-powered construction and
landscaping equipment as conditions of project approval when appropriate.
Action SAF-4.1D
Limit heavy-duty off-road equipment idling time to meet the California Air Resources Board’s idling regulations for on-road trucks.
POLICY SAF-4.2
Encourage major employers to participate in a
transportation demand management program
(TDM) that reduces vehicle trips through
approaches such as carpooling, vanpooling,
shuttles, car-sharing, bike-sharing, end-of-trip
facilities like showers and bicycle parking,
subscription bus service, transit subsidies,
preferential parking, and telecommuting.
GOAL SAF-4: CLEAN AIR
Improve local air quality.
EXHIBIT 1
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SAFETY 5-2-3535
Action SAF-4.2A
Provide information and conduct marketing and outreach
to major existing and new employers about the
transportation demand management (TDM) program
facilitated by the San Joaquin Council of Governments.
POLICY SAF-4.3
Coordinate with the San Joaquin Valley Air
Pollution Control District and non-profit
organizations to promote public awareness on air
quality issues and consistency in air quality
impacts analyses.
Action SAF-4.3A
Distribute educational materials from the San Joaquin
Valley Air Pollution Control District on the City’s website and at its Permit Center.
Action SAF-4.3B
Coordinate review of development project applications
with the San Joaquin Valley Air Pollution Control District to ensure that air quality impacts are consistently identified and mitigated during CEQA review.
Policy SAF-4.4
Help the public prepare for and avoid the
negative impacts of poor air quality events.
Action SAF-4.4A
Develop and implement a plan to provide convenient,
equitable, accessible clean indoor refuges during times when outdoor air quality is deemed unhealthy.
Action SAF-4.4B
Work with local employers, service agencies, and health providers to distribute N95 masks during poor air quality events.
Action SAF-4.4C
Work with residents, community service providers, and
employers to improve residential and commercial indoor
ventilation systems, including identifying funding
assistance for low-income households to purchase air
purifiers, air conditioners, fans, or similar devices.
POLICY SAF-4.5
Reduce community GHG emissions.
Action SAF-4.5A
Maintain, implement, and regularly update the City of
Stockton Climate Action Plan (CAP) and update the CAP
to include the following:
■ Updated communitywide GHG emissions inventory;
■ 2030 and 2045 GHG emissions reduction targets,
consistent with SB 32 and AB 1279;
■ Estimated 2030 and 2045 GHG emissions reduction
benefits of State programs;
■ New and/or revised GHG reduction strategies that,
when quantified, achieve the 2030 and 2045
reduction targets and continue emission reductions
beyond 2045; and
■ New or updated implementation plan for the CAP.
POLICY SAF-4.6
Expand opportunities for recycling, re-use of
materials, and waste reduction.
Action SAF-4-6A
Use recycled materials and products for City projects and operations where economically feasible, and work with
recycling contractors to encourage businesses to use
recycled products in their manufacturing processes and
encourage consumers to purchase recycled products.
Action SAF-4-6B
Continue to require recycling in private and public
operations, including construction/ demolition debris.
Action SAF-4-6C
Expand educational and outreach efforts to promote
recycling by occupants of multi-family housing, businesses, and schools.
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EXHIBIT 1
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COMMUNITY HEALTH
TITLE
62-1
COMMUNITY HEALTH 6
A city is only as healthy as its people. We need to feel safe and have access to good food and the outdoors,
and our collective well-being and chance for positive
change depends on strengthening bonds between
community members. When people in Stockton connect
with one another and make choices together to improve
their lives, neighborhoods, and the community, it builds a sense of belonging that enhances overall health and
livability for everyone in the city. The focus of this chapter is on promoting personal health and fostering a climate of collaboration and opportunities for positive collective impact. It is organized around five key goals that
represent the priorities of the Stockton community:
■ Healthy People
■ Restored Communities
■ Skilled Workforce
■ Affordable Housing
■ Sustainability Leadership
EXHIBIT 1
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6-2
GOALS, POLICIES, AND ACTIONS
STOCKTON IS COMMITTED TO
PROMOTING PUBLIC HEALTH
In 2010, the City Council adopted a resolution
advocating and supporting the Healthy Eating and Active Living (HEAL) Cities Campaign, joining a growing group
of California communities choosing to address the
relationship of the built environment and related matters to community health, and also identifying the General
Plan as an important vehicle to promote health and
wellness choices for Stockton residents.
While genetics, healthcare, and lifestyle choices affect health, so can land use patterns, transportation
infrastructure, access to open space, economic success, and a variety of other factors, which in turn are guided and supported by the City and other partners, such as
San Joaquin County Public Health Services, local
educational providers, and numerous advocacy groups.
The wide variety of programs supportive of public health, and their success, can be expanded through continued
and enhanced communitywide collaboration with these
and other agencies and organizations.
Public health is a high priority for Stockton residents.
Based on clear and cohesive input and direction from
community members during the Envision Stockton 2040
General Plan process, the public health co-benefits of
good planning have been woven into the goals, policies, and actions throughout this General Plan, as indicated
with the throughout the document.
Active lifestyles and healthy food are two of the best tools to combat obesity and chronic disease. Land use patterns and building placement and design can promote physical
activity, and recreation and active transportation, which are key to healthier lifestyles, require safe and wellmaintained places for the community to gather and travel. Nutrition influences not only the incidence of
obesity, diabetes, and a variety of other diseases, but also school achievement, job attainment, and quality of life generally. The City of Stockton seeks to ensure that all parts of the city are served by healthy retail food sources and offer well-designed urban green space to sustain
both physical and mental health.
GOAL CH-1: HEALTHY PEOPLE
Support the ability of the entire community to maintain healthy lifestyles.
EXHIBIT 1
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COMMUNITY HEALTH
TITLE
62-3
POLICY CH-1.1
Maintain walking and wheeling facilities and
parks that are safe and accessible in all areas
of Stockton.
Action CH-1.1A
Plant and maintain appropriate shade trees along all City streets to reduce heat exposure, prioritizing areas of the city with significantly less tree canopy, and provide a buffer between the travel way and bicycle and pedestrian facilities, and provide other amenities like well-marked crosswalks, bulb-outs, and pedestrian-scale street
lighting.
Action CH-1.1B
Prepare a parks master plan through an open and
engaging process inclusive of community residents that
assesses the quality and distribution of existing parks, facilities, and community centers throughout the city
relative to the population served (i.e., within a set walking distance) and their needs (i.e., considering age, income, and abilities), and, based on this information, identifies and prioritizes new, renovation, and expansion park and community center projects and describes funding means
and timelines.
POLICY CH-1.2
Promote healthy retail food choices within
and adjacent to residential areas.
Action CH-1.2A
Adapt, expand, and target existing small business
development programs to provide training, promotion,
and technical, financial, and business assistance to small neighborhood grocery and convenience stores that
provide healthy food and accept Supplemental Nutrition
Assistance Program (SNAP or CalFresh) and
Supplemental Nutrition for Women, Infants and Children
(WIC).
Action CH-1.2B
Prepare a healthy food ordinance that creates incentives and guidelines that support access to healthy food, such as standards requiring that a percent of sales area in
neighborhood food and beverage stores be devoted to
healthy foods and/or requiring acceptance of CalFresh
and WIC. As part of this ordinance, collect geographic
data about current health conditions, and discourage
unhealthy food establishments (e.g., mini markets and
fast food restaurants) in neighborhoods with high rates of obesity and/or diabetes.
Action CH-1.2C
Collaborate with non-profit partners and San Joaquin
County Public Health Services to attract full-service
grocery stores in areas that lack access to fresh food
and/or are at a high risk of obesity and diabetes.
Action CH-1.2D
Prioritize pedestrian and active transportation
improvement projects in low-income/disadvantaged
communities that connect residential areas to retail
locations that sell healthy food.
POLICY CH-1.3
Encourage activities that support local
agriculture, such as farmers’ markets, urban
farming and community gardening.
Action CH-1.3A
Provide public land, traffic control, cleanup, and other City services to farmers’ markets, including technical
assistance to encourage markets to accept CalFresh and
WIC.
Action CH-1.3B
Create an accessible inventory of publicly-owned and
private vacant sites appropriate for community gardens
or other forms of urban agriculture.
Action CH-1.3C
Amend the Development Code to include standards for
small-scale, urban local food operations.
Action CH-1.3D
Adopt and Implement an Urban Agriculture Incentive
Zone (per AB 551) to allow privately-owned vacant
property to be productively used for growing food.
EXHIBIT 1
2171
6-4
Action CH-1.3E
Partner with nonprofits, local farmers and San Joaquin
County Public Health Services to conduct public outreach and education to aid in the development of an urban
agriculture ordinance.
Action CH-1.3F
Identify new potential locations for farmers’ markets in low-income and nutrient deficient neighborhoods,
including opportunities to hold markets on publicly
owned land.
EQUITY MEANS EQUAL
OPPORTUNITY FOR ALL
Low-income residents, communities of color, tribal
nations, and immigrant communities have historically
disproportionately experienced environmental burdens
and related health problems. This inequity has resulted from many factors, including inappropriate zoning and
incomplete land use planning, which have led to
development patterns that concentrate pollution
emissions and environmental hazards near communities
that have not had the political wherewithal to protect
themselves. As many of these “disadvantaged” or
“environmental justice” communities continue to face
significant barriers to their overall health, livelihood, and sustainability, State law now requires that general plans address environmental justice through Senate Bill (SB)
1000. Just as importantly, community input throughout
the Envision Stockton 2040 General Plan process
confirmed the need to prioritize these strategies.
Therefore, policies and actions throughout the General
Plan that help aim to reduce health risks in
disadvantaged communities in Stockton are highlighted
with the throughout the document.
State law defines environmental justice as:
The fair treatment of people of all races, cultures, and incomes with respect to the development, adoption,
implementation, and enforcement of environmental
laws, regulations, and policies.
Figure 6-1 shows local disadvantaged communities.
These areas were mapped using the California
Communities Environmental Health Screening Tool
(CalEnviroScreen), developed by the State Office of
Environmental Health Hazard Assessment on behalf of
the California Environmental Protection Agency.
CalEnviroScreen measures pollution and population
characteristics using 20 indicators such as air and
drinking water quality, waste sites, toxic emissions,
asthma rates, and poverty. It applies a formula to each census tract in the state to generate a score that rates the level of cumulative impacts on each area. A census tract with a higher score is one that experiences higher
pollution burden and vulnerability than census tracts with lower scores.
GOAL CH-2: RESTORED COMMUNITIES
Restore disadvantaged communities to help them become more vibrant and cohesive neighborhoods with high-quality affordable housing, a range of employment options, enhanced social and health services, and active public spaces.
EXHIBIT 1
2172
COMMUNITY HEALTH
TITLE
62-5
Through SB 244, State law also requires that general
plans identify Disadvantaged Unincorporated
Communities, which are disadvantaged communities
located outside of the city limit, but within the Sphere of Influence (SOI). Because they are located outside of the city limit, these areas often lack adequate infrastructure to sustain public health and safety. Therefore, the law
requires that cities analyze infrastructure and fire service needs and deficiencies, and assess potential funding
mechanisms for expansions of services and facilities. In 2016, the City identified and analyzed Disadvantaged
Unincorporated Communities within its SOI. The analysis, which is provided as Appendix B to the General Plan,
concluded that there are no infrastructure or service
deficiencies within most of the Disadvantaged
Unincorporated Communities in the SOI. However,
portions of some communities rely on septic systems and wells, and lack wastewater collection and water
distribution infrastructure.
POLICY CH-2.1
Prioritize maintenance of streets and
improvement of sidewalks, parks, and other
infrastructure in areas of the city that
historically have been comparatively
underserved by public facilities, including
implementation of complete streets where
needed, especially in conjunction with
infrastructure maintenance and improvement
projects.
Action CH-2.1A
When considering parks and infrastructure maintenance
and improvement projects, consider the following
through an open and engaging process inclusive of
community residents:
■ Whether the affected community is underserved or
disadvantaged.
■ What the priority needs of the community are and
whether the project would address those needs.
■ Whether the project would negatively impact the
community, such as through increased exposure to
pollutants or displacement of residents or local
businesses.
Action CH-2.1B
Provide incentives for rehabilitation or redevelopment of distressed properties that takes into consideration
strategies to avoid gentrification.
Action CH-2.1C
Develop incentives to promote reuse of distressed areas, such as through re-zoning, permit streamlining, density bonuses, and other appropriate tools.
Action CH-2.1D
Conduct marketing to potential developers to encourage
the redevelopment and conversion of distressed
commercial strips into housing and mixed-use areas that includes strategies to avoid gentrification.
Action CH-2.1E
Investigate and implement programs that will incentivize landlords to maintain properties free of Municipal Code violations and criminal activity.
Action CH-2.1F
Work with transit agencies, non-profit organizations, and communities to maintain and improve transit service in
underserved and disadvantaged neighborhoods to
connect residents with jobs, shopping, and services.
EXHIBIT 1
2173
6-6
Figure 6-1
Disadvantaged Communities
EXHIBIT 1
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COMMUNITY HEALTH
TITLE
62-7
POLICY CH-2.2
Stimulate investment through partnerships
with private property owners, neighborhood
groups, health and housing advocates, nongovernmental organizations, and other community supporters.
Action CH-2.2A
Aggressively facilitate the conservation and rehabilitation of older neighborhoods through the following
approaches:
■ Utilize all federal, State, and local programs for
conservation and rehabilitation projects.
■ Prioritize older disadvantaged neighborhoods for
investment using funds such as the Community
Development Block Grants.
■ Encourage private investment in older
neighborhoods.
■ Cooperate in joint public-private partnerships to
invest in older neighborhoods.
Action CH-2.2B
Establish Transit Oriented Development (TOD) Overlay
Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote highdensity residential, including affordable and mixedincome housing, and other TOD.
Action CH-2.2C
Evaluate and implement adjustments to the Public
Facilities Fee structure to promote development in the
Downtown.
Action CH-2.2D
Collaborate with non-profit partners and San Joaquin
Public Health Services to attract medical clinics, mental health facilities, and pharmacies in areas that lack access to health care.
POLICY CH-2.3
Focus on reducing the unique and
compounded environmental impacts and
risks in disadvantaged communities.
Action CH-2.3A
Build strong ties with disadvantaged communities to
ensure that local residents can make significant
contributions to planning decisions through the following:
■ Use culturally appropriate approaches.
■ Consider the convenience of the timing and
locations of meetings to community members.
■ Use social media and other communication
techniques for those without time to attend public
meetings.
■ Provide translation services and translated materials when needed.
■ Partner with non-profit organizations who are
already active within the community.
Action CH-2.3B
Expand efforts to repair and rehabilitate substandard
housing in disadvantaged communities, taking into
consideration strategies to avoid gentrification.
Action CH-2.3C
Require applicants for residential remodel and
rehabilitation projects to remediate structural health
hazards, such as lead-based paint, mold, mildew, and
asbestos.
Action CH-2.3D
Focus enforcement of public health-related codes in
disadvantaged communities, including on properties that are managed by homeowners associations.
EXHIBIT 1
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6-8
Action CH-2.3E
Work with wastewater, water, and stormwater utilities to seek funding to complete sewer, water, and stormwater
systems in areas within the SOI where parcels still rely on septic systems, wells, and roadside ditches.
GOOD EDUCATION AND
TRAINING LEAD TO GOOD
JOBS
Providing good jobs for Stockton residents requires
making sure that there are a wide variety of jobs
available and that community members have the
education and skills needed to get those jobs. Similarly, to attract new businesses, Stockton must offer a workforce that possesses the skills that employers need. Promoting the workforce and building the local economy requires
diversifying the economy and preparing Stockton’s youth for employment after graduation from high school or
college.
POLICY CH-3.1
Promote entrepreneurial development and
small business expansion.
Action CH-3.1A
Coordinate with the Small Business Development Centers
and other agencies to provide well-tailored services and resources for small and minority-owned businesses.
Action CH-3.1B
Provide training, promotion, and technical, financial, and business assistance to small and minority-owned
businesses.
POLICY CH-3.2
Encourage neighborhood-serving commercial
uses in areas where frequently needed goods
and services are not widely available,
especially for those areas with no availability
within a 2-mile radius.
Action CH-3.2A
Work with property owners to develop corridor-specific
strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the
availability of goods and services adjacent to residential areas.
Action CH-3.2B
Consider options and develop an ordinance to restrict
mini markets, gas stations, fast food restaurants, checkcashing establishments, and tobacco stores in areas with high existing concentrations of similar establishments, and continue to restrict over-concentrations of liquor
stores through the City’s Alcohol Ordinance. To inform
the development of this ordinance, create a map that
identifies the locations of current establishments of these types, and regularly maintain it so that it continues to aid in decision-making about such uses.
Action CH-3.2C
Work with regulators, service providers, and employers to ensure the provision of safe, affordable, and high-quality childcare services.
Action CH-3.2D
Work with the California Department of Alcoholic
Beverage Control to avoid over concentration of liquor
stores.
GOAL CH-3: SKILLED WORKFORCE
Expand opportunities for local enterprise, entrepreneurship, and gainful employment.
EXHIBIT 1
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COMMUNITY HEALTH
TITLE
62-9
POLICY CH-3.3
Ensure that Stockton youth and adults have
access to the services and resources they need
to enhance and renew their vocational and
professional skills for job readiness and
retention.
Action CH-3.3A
Collaborate with educational institutions, the San Joaquin County Economic Development Association, and
workforce training agencies on programs that educate
and train youth for the labor force.
Action CH-3.3B
Continue to work with the San Joaquin County Workforce
Investment Board (WIB), the San Joaquin County
Economic Development Association (EDA), and similar
organizations to develop the workforce.
Action CH-3.3C
Continue to work with community-based organizations
that employ local Stockton youth to perform energy
efficiency, alternative energy, and water conservation
assessments and installations in local homes and
businesses.
LIBRARIES AND SCHOOLS
ARE CENTRAL TO
LEARNING
Good schools are the building blocks of a vibrant,
healthy community. With good schools, a community
becomes a great place to raise a family, and a good
education system not only attracts new residents but also encourages young people to stay in the community as
they start their own families. Good schools can drive
economic development, as businesses are attracted to
cities with good schools where their employees will want to raise families. The school districts that serve Stockton are shown on Figure 6-2.
Colleges, universities, and libraries also play an
important role in the life of the community. Aside from the direct contributions they make to the local economy as large employers, post-secondary educational
institutions provide critical workforce development and training through partnerships with local businesses and community groups. In addition, libraries offer numerous educational programming from preschool to adults,
including English as a Second Language (ESL) and other
literacy programs.
Post-secondary education in Stockton is offered at a
number of colleges and universities, including San
Joaquin Delta College, University of the Pacific, and the Stockton campus of California State University,
Stanislaus. In addition, the Stockton-San Joaquin County Public Library provides a robust literacy program and
operates five libraries in Stockton: Cesar Chavez Central Library, Margaret K. Troke Branch Library, Maya Angelou Branch Library, Fair Oaks Branch Library, and Weston
Ranch Branch Library.
POLICY CH-3.4
Foster innovation through access to quality
community education and library services.
Action CH-3.4A
Work with school districts to prioritize the expansion or renovation of existing schools in infill areas and evaluate various approaches to infill area school expansions, such as smaller school sizes (e.g., lower capacity campuses
spread through an area) or smaller campus land areas
(e.g., multi-story facilities).
Action CH-3.4B
Promote the use of City parks and community centers for child care, youth, and family programs, including
programs for after school, holiday, and vacation time
periods.
EXHIBIT 1
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6-10
Figure 6-2
School Districts
EXHIBIT 1
2178
COMMUNITY HEALTH
TITLE
62-11
Action CH-3.4C
Continue to promote the development of a new
University of California, California State University, or private college or university campus within the city
through outreach, marketing, and cooperation with other agencies and organizations.
SAFE HOUSING IS A BASIC
HUMAN NEED
State law recognizes the challenge to ensure that
everyone has a home, and requires that cities and
counties update their housing elements on a more
frequent basis than the rest of the general plan (every eight years in Stockton’s case). State law also requires that housing elements demonstrate the ability to
accommodate the regional housing demand projections
prepared by regional councils of governments, such as
the San Joaquin Council of Governments (SJCOG) in the
Stockton region. Stockton’s Housing Element, adopted
under a separate cover, fulfills these State requirements.
In addition to the goals, policies, and programs outlined in the Housing Element, the policies and actions in this section focus on using land use planning to increase
opportunities for affordable housing and to combat
homelessness, which are clear priorities for the City and community. Rental and ownership housing is
unaffordable for many Stockton residents, causing some
to live in substandard conditions or to not have a home at all. As shown on Figure 6-3, the ratio of median home prices to median incomes in Stockton is higher in 2017
than it has been over the past 20 years, including in
2006, when home prices peaked. Clearly, both
affordable housing and quality jobs are vital components of a strategy to address this issue. Meanwhile, the City plans to continue to work with other agencies to help
people who are currently homeless to secure housing and other basic human needs.
POLICY CH-4.1
Attract and encourage residential
development that offers a range of housing
options to meet the needs and income
constraints of all Stockton residents.
Action CH-4.1A
Maintain a ratio of 30 percent multi-family residential uses or higher in the citywide housing stock.
Action CH-4.1B
Conduct a study to explore the feasibility of inclusionary housing requirements, in-lieu fee levels, density bonus, modified fee structures, and/or tax incentives to promote the inclusion of a meaningful percentage of affordable
units within market rate housing projects, and implement the feasible approaches identified in the study.
GOAL CH-4: AFFORDABLE HOUSING
Ensure that all residents have a safe, high-quality, and stable place to call home.
EXHIBIT 1
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6-12
Action CH-4.1C
Explore the feasibility of developing an ordinance to
allow “tiny homes” and container homes to serve as
permanent housing.
Action CH-4.1D
Study and implement adjustments to the Public Facilities Fee structure, parking requirements, and other
development standards to facilitate the development of
secondary residential units and other smaller dwelling
units that can serve as relatively affordable housing.
Action CH-4.1E
Ensure that affordable housing projects and project
components meet health and safety requirements that are consistent with market rate housing during project
application review and ongoing Code enforcement.
Action CH-4.1F
Provide assistance to developers seeking to build
affordable housing in Stockton with preparing
applications for regional, State, and/or federal funding assistance programs.
POLICY CH-4.2
Support homeless members of the Stockton
community with programs to improve quality
of life.
Action CH-4.2A
Coordinate with local and regional agencies and
community organizations to address the needs of
homeless people, including shelter, food, clothing, health care, mental health, and transportation.
Action CH-4.2B
Provide information about shelter and food assistance
programs via the range of the City's communication
tools.
Action CH-4.2C
Support programs to provide rental and homeownership
assistance to low-income people and families through
outreach and other assistance.
Action CH-4.2D
Support programs to reduce homelessness through
education, job training, and substance abuse counseling and rehabilitation through outreach and other assistance.
Figure 6-3 Median Home Prices Compared to Median Income EXHIBIT 1
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COMMUNITY HEALTH
TITLE
62-13
TODAY’S CLIMATE
REQUIRES ADAPTABILITY
The scientific consensus is that human activity involving the use of fossil fuels has resulted in an ever-accelerating increase in the amount of heat-trapping gases, known as greenhouse gases (GHGs), in the earth’s atmosphere. In
California, communities are now having to adapt to the
resulting climate change effects: warmer winters and
spring temperatures; less precipitation falling as snow; less spring snow accumulation in the lower and middle
elevation mountain zones; earlier spring snowmelt; and
earlier spring flower blooms. According to the California Climate Action Team—a committee of State agency
secretaries and the heads of agencies, boards, and
departments, led by the Secretary of the California
Environmental Protection Agency—even if actions could
be taken to immediately curtail GHG emissions, the
potency and long atmospheric lifetimes of emissions that have already built up, combined with the inertia of the earth’s climate system, could still produce significant additional climate change effects. Consequently, some
impacts from climate change are now considered
unavoidable, and to sustain quality of life for the
community, the City of Stockton now needs to consider
how to counteract potential impacts to public health,
water resources, agriculture, forest and biological
resources, and energy demands. Goals, policies, and
actions that address climate change are highlighted with the throughout the document.
Recycling, conservation, and re-use of materials and
other diversion of solid waste from landfills are important strategies for overall sustainability. State law requires that cities divert at least 50 percent of their solid waste
through source reduction, recycling, and composting.
Stockton consistently achieves this target, in part from providing curbside recycling and green waste collection and from the City’s multi-family recycling program, which offers recycling assistance to property managers through multi-language educational materials, recycling
containers for residents, promotional materials and
events, and recycling program start-up assistance.
POLICY CH-5.1
Accommodate a changing climate through
adaptation, mitigation, and resiliency
planning and projects.
Action CH-5.1A
Upon the next revision of the City’s Local Hazard
Mitigation Plan, conduct a comprehensive climate
change vulnerability assessment to inform the
development of adaptation and resilience policies and
strategies, and incorporate them into the Safety Element, in accordance with SB 379.
Action CH-5.1B
Maintain and implement the City of Stockton Climate
Action Plan (CAP) and update the CAP to include the
following:
■ Updated communitywide GHG emissions inventory;
■ 2030 GHG emissions reduction target, consistent
with SB 32;
■ Estimated 2030 GHG emissions reduction benefits
of State programs;
■ Summary of the City’s progress toward the 2020
local GHG emissions reduction target;
■ New and/or revised GHG reduction strategies that,
when quantified, achieve the 2030 reduction target
and continue emission reductions beyond 2030;
and
■ New or updated implementation plan for the CAP.
Action CH-5.1C
Accommodate a changing climate through adaptation
and resiliency planning and projects.
GOAL CH-5: SUSTAINABILITY LEADERSHIP
Exhibit leadership in sustainability for the Central Valley and beyond.
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POLICY CH-5.2
Expand opportunities for recycling, re-use of
materials, and waste reduction.
Action CH-5.2A
Use recycled materials and products for City projects and operations where economically feasible, and work with
recycling contractors to encourage businesses to use
recycled products in their manufacturing processes and
encourage consumers to purchase recycled products.
Action CH-5.2B
Continue to require recycling in private and public
operations, including construction/demolition debris.
Action CH-5.2C
Expand educational and outreach efforts to promote
recycling by occupants of multi-family housing,
businesses, and schools.
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APPENDIX A
SUMMARY OF POLICIES AND ACTIONS BY TOPIC
A-1
DOWNTOWN
LAND USE
Policy LU-2.1 Promote the Downtown and waterfront as a hub for regional commerce and entertainment, with high-quality housing to complement commercial activity and to infuse the area with daytime, evening, and weekend activity.
Action LU-2.1A Work with other public agencies and organizations to develop and utilize all available financing tools and incentives to stimulate investment in the Downtown.
Action LU-2.1B Amend the Development Code to provide flexibility for redevelopment of historic structures in the Downtown to meet the needs of modern users while maintaining the overall historic value.
Action LU-2.1C Improve Downtown wayfinding for vehicles and pedestrians to direct visitors to key destinations throughout the Downtown.
Action LU-2.1D Improve sidewalk maintenance in the Downtown, and widen key sidewalks to provide space for outdoor seating and tree plantings.
Action LU-2.1E Develop and implement a public/private strategy for mixed-use high-end development along both sides of the Stockton Channel/San Joaquin River Corridor, including the following:
■ A public promenade along the North Channel to Louis Park and the South Channel to Mormon Slough.
■ Mixed-use development and re-use of historic structures.
Policy LU-2.2 Facilitate the development of at least 4,400 new housing units in the Greater Downtown by 2040.
Action LU-2.2A Amend the Development Code to provide more flexibility for residential development to be feasible, including through a streamlined residential development permit process, and to contribute to the “charm” of the Downtown.
Action LU-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Action LU-2.2C Evaluate and implement adjustments to the Public Facilities Fee structure to promote development in the Downtown.
Action LU-2.2D Discourage urban development at the edges of the city that would detract from or compete with the housing goals of the Greater Downtown.
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Policy LU-2.3 Encourage more Downtown community and regional entertainment venues.
Action LU-2.3A Establish an entertainment district in the Downtown with a discrete boundary and strategies to promote entertainment uses, such as:
■ Reducing permit requirements;
■ Eliminating the requirement to sell food at bars;
■ Providing incentives for clubs and restaurants;
■ Allowing for reduced or shared parking; and
■ Delineating an area in which to facilitate food trucks and pop-up businesses.
Action LU-2.3B Partner with ride-sharing companies to facilitate safe nightlife in the Downtown.
Action LU-2.3C Develop curbside management policies that are flexible to accommodate the evolving nature of ride-sharing programs and future reliance on autonomous vehicles in the Downtown.
Action LU-2.3D Promote events that bring residents and visitors to the Downtown.
Policy LU-2.4 Encourage more resident- and visitor-serving restaurants, retail, and consumer services to locate in the Downtown.
Action LU-2.4A Implement strategies to promote new Downtown restaurant, retail, and consumer service businesses that primarily serve the needs of Downtown residents, but also add value for visitors, such as by:
■ Reducing permit requirements;
■ Allowing for reduced or shared parking;
■ Providing incentives; and
■ Facilitating planning and permitting for building renovations.
Action LU-2.4B Partner with the Downtown Stockton Alliance to market the Downtown to existing Stockton businesses that would benefit from relocating to a centralized location.
Action LU-2.4C Partner with the Downtown Stockton Alliance to market the Downtown to attract businesses that complement the Downtown’s multi-modal connectivity by appealing to the needs of travelers and providing shopping and recreation opportunities for visitors and commuters alike.
Policy LU-2.5 Promote Downtown Stockton as a primary transit node that provides multi-modal connections throughout the city and region.
Action LU-2.5A Improve transit, bicycle, and pedestrian connectivity between the Downtown and local colleges and universities.
Action LU-2.5B Study the possible one-way to two-way conversions of streets in the Downtown (e.g., El Dorado/Center, Park/Oak, and Main/Market) in order to improve pedestrian and bicycle safety, slow traffic speeds, and support local businesses.
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Action LU-2.5C Continue to develop an active transportation plan for Downtown Stockton, and implement complete streets projects to improve bicycle and pedestrian safety that are identified in the plan.
Policy LU-6.2 Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.
Action LU-6.2A Develop and implement an infill incentive program that encourages infill development through expedited permitting, changes in fee structures, prioritizing infrastructure improvements in infill areas, property owner and/or landlord incentives to maintain property and reduce blight, and/or other strategies. As part of this program, define and prioritize categories of infill types based on land use, and residential density or non-residential intensity.
COMMUNITY HEALTH
Action CH-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Action CH-2.2C Evaluate and implement adjustments to the Public Facilities Fee structure to promote development in the Downtown.
PUBLIC HEALTH
LAND USE
Action LU-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Policy LU-2.5 Promote Downtown Stockton as a primary transit node that provides multi-modal connections throughout the city and region.
Action LU-2.5A Improve transit, bicycle, and pedestrian connectivity between the Downtown and local colleges and universities.
Action LU-2.5B Study the possible one-way to two-way conversions of streets in the Downtown (e.g., El Dorado/Center, Park/Oak, and Main/Market) in order to improve pedestrian and bicycle safety, slow traffic speeds, and support local businesses.
Action LU-2.5C Continue to develop an active transportation plan for Downtown Stockton, and implement complete streets projects to improve bicycle and pedestrian safety that are identified in the plan.
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Policy LU-3.2 Retain narrower roadways and reallocate right-of-way space to preserve street trees and mature landscaping and enhance the pedestrian and bicycle network within and adjacent to residential neighborhoods.
Action LU-3.2A Implement the “road diet” recommendations from the City’s Bicycle Master Plan that reduce roadway widths to provide space for bike lanes and other amenities that improve safety and ease of the streetscape for all modes.
Policy LU-3.3 Maintain or expand the currently available amount of public park and open space area in each neighborhood.
Action LU-3.3A Continue to improve and maintain park facilities and fields to address deficiencies and improve park sustainability, including lighting improvements, conversion to solar lighting, drinking fountain maintenance, and natural stormwater management.
Action LU-3.3B Pursue joint use recreational facilities where possible, including on school grounds and utility easements.
Action LU-3.3C Establish a citywide park maintenance assessment district.
Action LU-3.3D Periodically review the City’s Development Impact Fee requirements to determine whether they should be adjusted to reflect the City’s priorities for parks, community centers, and libraries that serve the surrounding neighborhoods.
Action LU-3.3E Require new development to improve utility easement property as usable public open space, where feasible.
Action LU-3.3F Allow developers to develop pocket parks that function as social gathering places and/or children’s play areas, and which can count towards the park standard requirements for new development.
Policy LU-5.1 Integrate nature into the city and maintain Stockton’s urban forest.
Policy LU-5.2 Protect natural resource areas, fish and wildlife habitat, scenic areas, open space areas, agricultural lands, parks, and other cultural/historic resources from encroachment or destruction by incompatible development.
Action LU-5.2I Coordinate with water agencies and non-profit organizations to promote public awareness on water quality and conservation issues and consistency in water quality impacts analyses.
Policy LU-6.3 Ensure that all neighborhoods have access to well-maintained public facilities and utilities that meet community service needs.
Action LU-6.4C Reduce Vehicle Miles Traveled (VMT) per household by planning new housing in closest proximity to employment centers, improving and funding public transportation and ridesharing, and facilitating more direct routes for pedestrians and bicyclists.
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TRANSPORTATION
Policy TR-1.1 Ensure that roadways safely and efficiently accommodate all modes and users, including private, commercial, and transit vehicles, as well as bicycles and pedestrians and vehicles for disabled travelers.
Action TR-1.1A Direct truck traffic to designated truck routes that facilitate efficient goods movement and minimize risk to areas with concentrations of sensitive receptors, such as schools, for example by disallowing any new truck routes to pass directly on streets where schools are located, and vulnerable road users, like pedestrians and bicyclists.
Action TR-1.1D Update existing Precise Road Plans to reflect the 2040 General Plan, including changes in land use and level of service requirements, and a shift in priority from vehicular travel to travel by all modes through complete streets.
Action TR-1.1E Work with local school districts to implement pedestrian crossing enhancements like stop signs within neighborhoods around schools, encourage activities like a walking school bus, and create educational programs that teach students bicycle safety.
Action TR-1.3A Protect the Airport and related aviation facilities from encroachment by ensuring that all future development within the Airport Influence Area (AIA) is consistent with the policies adopted by the San Joaquin County Airport Land Use Commission (ALUC), except in cases where the City Council concludes that project approval would provide for the orderly development of the Airport and the areas surrounding it while protecting the public health, safety, and welfare by minimizing the public’s exposure to excessive noise and safety hazards, consistent with the San Joaquin County Airport Land Use Compatibility Plan and the Stockton Metropolitan Airport Land Use Compatibility Plan.
Policy TR-2.1 Develop safe and interconnected bicycle and pedestrian facilities, including along “complete” streets that target multiple travel modes.
Action TR-2.1A Require safe and secure bicycle parking facilities to be provided at major activity centers such as public facilities, employment sites, and shopping and office centers, along with showers and lockers for major employment sites.
Action TR-2.1C Maintain and implement the City of Stockton Safe Route to School plan.
Policy TR-2.2 Connect housing and employment development in areas with good transit access through open and inclusive processes where appropriate.
Action TR-2.2A Require major new development to incorporate and fund design features to promote safe and comfortable access to transit, such as a circulation network that facilitates efficient and connected bus travel, clear pedestrian and bicycle routes connecting origins and destinations to transit stops, sheltered bus stops, park-andride facilities, and highly visible transit information and maps.
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operators by ensuring major projects are designed to support transit and provide fair share funding of the cost of adequate transit service and access.
Action TR-2.2C Request that public transit service providers expand routes and increase frequency and operational hours consistent with current short- and long-range transit planning, with the assistance of new development funding.
Policy TR-2.3 Utilize natural features and routes with lower traffic volumes and speeds to encourage residents to walk and wheel more frequently.
Action TR-2.3A Develop and maintain bikeways on separate rights-of-way (e.g., Calaveras River, East Bay Municipal Utility District easement, French Camp Slough, and Shima Tract Levee).
Action TR-2.3B Require dedication of adequate right-of-way for bicycle use in new arterial and collector streets, and where feasible, in street improvement projects.
Policy TR-3.1 Avoid widening existing roadways in an effort to preclude inducement of additional vehicle traffic.
Action TR-3.1A Limit street widths to the minimum necessary to adequately carry the volume of anticipated traffic, while allowing for safe bicycle and pedestrian facilities, emergency access, and large vehicle access.
Action TR-3.1B Where feasible and appropriate, reduce the width of existing streets using bulbouts, medians, pedestrian islands, shade tree landscaping, appropriate signage, and similar methods, while not jeopardizing emergency response.
Action TR-3.1C Preserve right-of-way for transit and bicycle uses when designing new roadways and improving existing roadways, and ensuring adequate and clear signage.
Action TR-4.2A To evaluate the effects of new development and determine mitigation measures and impact fees, require projects to evaluate per capita VMT and impacts to transit, bicycle, and pedestrian modes.
Action TR-4.2B Amend the City’s Transportation Impact Analysis Guidelines to include alternative travel metrics and screening criteria.
SAFETY
Policy SAF-2.5 Protect the community from health hazards and annoyance associated with excessive noise levels.
Action SAF-2.5A Prohibit new commercial, industrial, or other noise-generating land uses adjacent to existing sensitive noise receptors such as residential uses, schools, health care facilities, libraries, and churches if noise levels are expected to exceed 70 dBA Community Noise Equivalent (CNEL) (decibels on A-weighted scale CNEL) when measured at the property line of the noise sensitive land use.
Action SAF-2.5B Require projects that would locate noise sensitive land uses where the projected ambient noise level is greater than the "normally acceptable" noise level indicated on Table 5-1 to provide an acoustical analysis that shall:
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■ Be the responsibility of the applicant;
■ Be prepared by a qualified person experienced in the fields of environmental noise assessment and architectural acoustics; ■ Include representative noise level measurements with sufficient sampling periods and locations to adequately describe local conditions; ■ Estimate existing and projected (20-year) noise levels in terms of Ldn/CNEL and compare the levels to the adopted noise policies and actions in this General Plan;
■ Recommend appropriate mitigation to achieve compatibility with the adopted noise policies and standards;
■ Where the noise source in question consists of intermittent single events, address the effects of maximum noise levels in sleeping rooms in terms of possible sleep disturbance;
■ Estimate noise exposure after the prescribed mitigation measures have been implemented;
■ If the project does not comply with the adopted standards and policies of this General Plan, provide acoustical information for a statement of overriding considerations for the project; and
■ Describe a post-project assessment program, which could be used to evaluate the effectiveness of the proposed mitigation measures.
Action SAF-2.5C Require noise produced by commercial uses to not exceed 75 dB Ldn/CNEL at the nearest property line.
Action SAF-2.5D Grant exceptions to the noise standards for commercial and industrial uses only if a recorded noise easement is conveyed by the affected property owners.
Action SAF-2.5E Require all new habitable structures to be set back from railroad tracks to protect residents from noise, vibration, and safety impacts.
Policy SAF-2.6 Minimize the risk to city residents and property associated with the transport, distribution, use, and storage of hazardous materials.
Action SAF-2.6A Restrict transport of hazardous materials within the city to routes that have been designated for such transport.
Action SAF-2.6B When appropriate, require new development to prepare a hazardous materials inventory and/or prepare Phase I or Phase II hazardous materials studies, including any required cleanup measures.
Action SAF-2.6C Educate the public regarding the types of household hazardous wastes and the proper methods of disposal.
Policy SAF-3.2 Protect the availability of clean potable water from groundwater sources.
Action SAF-3.4A Require all new urban development to be served by an adequate wastewater collection system to avoid possible contamination of groundwater from onsite wastewater disposal systems.
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Action SAF-3.4B Conduct outreach and provide information to encourage homeowners with septic tanks to abandon existing septic tanks and hook up to the City wastewater collection system.
Policy SAF-4.1 Reduce air impacts from mobile and stationary sources of air pollution.
Action SAF-4.1A Require the construction and operation of new development to implement best practices that reduce air pollutant emissions, including:
■ Use of low-emission and well-maintained construction equipment, with idling time limits.
■ Development and implementation of a dust control plan during construction.
■ Installation of electrical service connections at loading docks, where appropriate.
■ Installation of Energy Star-certified appliances.
■ Entering into Voluntary Emissions Reduction Agreements with the San Joaquin Valley Air Pollution Control District.
Action SAF-4.1B Use the results of the Health Risk Assessments required by the California Air Toxics "Hot Spots" Act to establish appropriate land use buffer zones around any new sources of toxic air pollutants that pose substantial health risks.
Action SAF-4.1C Require the use of electric-powered construction and landscaping equipment as conditions of project approval when appropriate.
Action SAF-4.1D Limit heavy-duty off-road equipment idling time to meet the California Air Resources Board’s idling regulations for on-road trucks.
COMMUNITY HEALTH
Policy CH-1.1 Maintain walking and wheeling facilities and parks that are safe and accessible in all areas of Stockton.
Action CH-1.1A Plant and maintain appropriate shade trees along all City streets to reduce heat exposure, prioritizing areas of the city with significantly less tree canopy, and provide a buffer between the travel way and bicycle and pedestrian facilities, and provide other amenities like well-marked crosswalks, bulb-outs, and pedestrianscale street lighting.
Action CH-1.1B Prepare a parks master plan through an open and engaging process inclusive of community residents that assesses the quality and distribution of existing parks, facilities, and community centers throughout the city relative to the population served (i.e., within a set walking distance) and their needs (i.e., considering age, income, and abilities), and, based on this information, identifies and prioritizes new, renovation, and expansion park and community center projects and describes funding means and timelines.
Policy CH-1.2 Promote healthy retail food choices within and adjacent to residential areas.
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Action CH-1.2A Adapt, expand, and target existing small business development programs to provide training, promotion, and technical, financial, and business assistance to small neighborhood grocery and convenience stores that provide healthy food and accept Supplemental Nutrition Assistance Program (SNAP or CalFresh) and Supplemental Nutrition for Women, Infants and Children (WIC).
Action CH-1.2B Prepare a healthy food ordinance that creates incentives and guidelines that support access to healthy food, such as standards requiring that a percent of sales area in neighborhood food and beverage stores be devoted to healthy foods and/or requiring acceptance of CalFresh and WIC. As part of this ordinance, collect geographic data about current health conditions, and discourage unhealthy food establishments (e.g., mini markets and fast food restaurants) in neighborhoods with high rates of obesity and/or diabetes.
Action CH-1.2C Collaborate with non-profit partners and San Joaquin County Public Health Services to attract full-service grocery stores in areas that lack access to fresh food and/or are at a high risk of obesity and diabetes.
Action CH-1.2D Prioritize pedestrian and active transportation improvement projects in lowincome/disadvantaged communities that connect residential areas to retail locations that sell healthy food.
Policy CH-1.3 Encourage activities that support local agriculture, such as farmers’ markets, urban farming and community gardening.
Action CH-1.3A Provide public land, traffic control, cleanup, and other City services to farmers’ markets, including technical assistance to encourage markets to accept CalFresh and WIC.
Action CH-1.3B Create an accessible inventory of publicly-owned and private vacant sites appropriate for community gardens or other forms of urban agriculture.
Action CH-1.3C Amend the Development Code to include standards for small-scale, urban local food operations.
Action CH-1.3D Adopt and Implement an Urban Agriculture Incentive Zone (per AB 551) to allow privately-owned vacant property to be productively used for growing food.
Action CH-1.3E Partner with nonprofits, local farmers and San Joaquin County Public Health Services to conduct public outreach and education to aid in the development of an urban agriculture ordinance.
Action CH-1.3F Identify new potential locations for farmers’ markets in low-income and nutrient deficient neighborhoods, including opportunities to hold markets on publicly owned land.
Policy CH-2.1 Prioritize maintenance of streets and improvement of sidewalks, parks, and other infrastructure in areas of the city that historically have been comparatively underserved by public facilities, including implementation of complete streets where needed, especially in conjunction with infrastructure maintenance and improvement projects.
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Action CH-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Action CH-2.2D Collaborate with non-profit partners and San Joaquin Public Health Services to attract medical clinics, mental health facilities, and pharmacies in areas that lack access to health care.
Policy CH-2.3 Focus on reducing the unique and compounded environmental impacts and risks in disadvantaged communities.
Action CH-2.3C Require applicants for residential remodel and rehabilitation projects to remediate structural health hazards, such as lead-based paint, mold, mildew, and asbestos.
Action CH-2.3D Focus enforcement of public health-related codes in disadvantaged communities, including on properties that are managed by homeowners associations.
Action CH-2.3E Work with wastewater, water, and stormwater utilities to seek funding to complete sewer, water, and stormwater systems in areas within the SOI where parcels still rely on septic systems, wells, and roadside ditches.
Policy CH-3.2 Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius.
Action CH-3.2A Work with property owners to develop corridor-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas.
Action CH-3.2B Consider options and develop an ordinance to restrict mini markets, gas stations, fast food restaurants, check-cashing establishments, and tobacco stores in areas with high existing concentrations of similar establishments, and continue to restrict over-concentrations of liquor stores through the City’s Alcohol Ordinance. To inform the development of this ordinance, create a map that identifies the locations of current establishments of these types, and regularly maintain it so that it continues to aid in decision-making about such uses.
Action CH-3.2C Work with regulators, service providers, and employers to ensure the provision of safe, affordable, and high-quality childcare services.
Action CH-3.4B Promote the use of City parks and community centers for child care, youth, and family programs, including programs for after school, holiday, and vacation time periods.
Action CH-4.1E Ensure that affordable housing projects and project components meet health and safety requirements that are consistent with market rate housing during project application review and on-going Code enforcement.
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Action CH-4.2A Coordinate with local and regional agencies and community organizations to address the needs of homeless people, including shelter, food, clothing, health care, mental health, and transportation.
Action CH-4.2B Provide information about shelter and food assistance programs via the range of the City's communication tools.
Action CH-4.2C Support programs to provide rental and homeownership assistance to low-income people and families through outreach and other assistance.
Action CH-4.2D Support programs to reduce homelessness through education, job training, and substance abuse counseling and rehabilitation through outreach and other assistance.
ENVIRONMENTAL JUSTICE
LAND USE
Policy LU-6.2 Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.
Action LU-6.2C Ensure prioritization of development and redevelopment of vacant, underutilized, and blighted infill areas be considered through strategies such as zoning changes and strategies to avoid gentrification.
Policy LU-6.3 Ensure that all neighborhoods have access to well-maintained public facilities and utilities that meet community service needs.
Action LU-6.7A Work with community-based organizations to develop and implement a comprehensive and accountable long-term strategy to engage the Stockton community in planning decisions.
TRANSPORTATION
Action TR-1.1A Direct truck traffic to designated truck routes that facilitate efficient goods movement and minimize risk to areas with concentrations of sensitive receptors, such as schools, for example by disallowing any new truck routes to pass directly on streets where schools are located, and vulnerable road users, like pedestrians and bicyclists.
Action TR-1.3A Protect the Airport and related aviation facilities from encroachment by ensuring that all future development within the Airport Influence Area (AIA) is consistent with the policies adopted by the San Joaquin County Airport Land Use Commission (ALUC), except in cases where the City Council concludes that project approval would provide for the orderly development of the Airport and the areas surrounding it while protecting the public health, safety, and welfare by minimizing the public’s exposure to excessive noise and safety hazards, consistent with the San Joaquin County Airport Land Use Compatibility Plan and the Stockton Metropolitan Airport Land Use Compatibility Plan.
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COMMUNITY HEALTH
Action CH-1.1B Prepare a parks master plan through an open and engaging process inclusive of community residents that assesses the quality and distribution of existing parks, facilities, and community centers throughout the city relative to the population served (i.e., within a set walking distance) and their needs (i.e., considering age, income, and abilities), and, based on this information, identifies and prioritizes new, renovation, and expansion park and community center projects and describes funding means and timelines.
Action CH-1.2A Adapt, expand, and target existing small business development programs to provide training, promotion, and technical, financial, and business assistance to small neighborhood grocery and convenience stores that provide healthy food and accept Supplemental Nutrition Assistance Program (SNAP or CalFresh) and Supplemental Nutrition for Women, Infants and Children (WIC).
Action CH-1.2B Prepare a healthy food ordinance that creates incentives and guidelines that support access to healthy food, such as standards requiring that a percent of sales area in neighborhood food and beverage stores be devoted to healthy foods and/or requiring acceptance of CalFresh and WIC. As part of this ordinance, collect geographic data about current health conditions, and discourage unhealthy food establishments (e.g., mini markets and fast food restaurants) in neighborhoods with high rates of obesity and/or diabetes.
Action CH-1.2C Collaborate with non-profit partners and San Joaquin County Public Health Services to attract full-service grocery stores in areas that lack access to fresh food and/or are at a high risk of obesity and diabetes.
Action CH-1.3A Provide public land, traffic control, cleanup, and other City services to farmers’ markets, including technical assistance to encourage markets to accept CalFresh and WIC.
Action CH-1.3F Identify new potential locations for farmers’ markets in low-income and nutrient deficient neighborhoods, including opportunities to hold markets on publicly owned land.
Policy CH-2.1 Prioritize maintenance of streets and improvement of sidewalks, parks, and other infrastructure in areas of the city that historically have been comparatively underserved by public facilities, including implementation of complete streets where needed, especially in conjunction with infrastructure maintenance and improvement projects.
Action CH-2.1A When considering parks and infrastructure maintenance and improvement projects, consider the following through an open and engaging process inclusive of community residents:
■ Whether the affected community is underserved or disadvantaged. ■ What the priority needs of the community are and whether the project would address those needs.
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■ Whether the project would negatively impact the community, such as through increased exposure to pollutants or displacement of residents or local businesses.
Action CH-2.1B Provide incentives for rehabilitation or redevelopment of distressed properties that takes into consideration strategies to avoid gentrification.
Action CH-2.1C Develop incentives to promote reuse of distressed areas, such as through rezoning, permit streamlining, density bonuses, and other appropriate tools.
Action CH-2.1D Conduct marketing to potential developers to encourage the redevelopment and conversion of distressed commercial strips into housing and mixed-use areas that includes strategies to avoid gentrification.
Action CH-2.1E Investigate and implement programs that will incentivize landlords to maintain properties free of Municipal Code violations and criminal activity.
Action CH-2.1F Work with transit agencies, non-profit organizations, and communities to maintain and improve transit service in underserved and disadvantaged neighborhoods to connect residents with jobs, shopping, and services.
Policy CH-2.2 Stimulate investment through partnerships with private property owners, neighborhood groups, health and housing advocates, nongovernmental organizations, and other community supporters.
Action CH-2.2A Aggressively facilitate the conservation and rehabilitation of older neighborhoods through the following approaches:
■ Utilize all federal, State, and local programs for conservation and rehabilitation projects.
■ Prioritize older disadvantaged neighborhoods for investment using funds such as the Community Development Block Grants.
■ Encourage private investment in older neighborhoods.
■ Cooperate in joint public-private partnerships to invest in older neighborhoods.
Action CH-2.2D Collaborate with non-profit partners and San Joaquin Public Health Services to attract medical clinics, mental health facilities, and pharmacies in areas that lack access to health care.
Policy CH-2.3 Focus on reducing the unique and compounded environmental impacts and risks in disadvantaged communities.
Action CH-2.3A Build strong ties with disadvantaged communities to ensure that local residents can make significant contributions to planning decisions through the following:
■ Use culturally appropriate approaches.
■ Consider the convenience of the timing and locations of meetings to community members.
■ Use social media and other communication techniques for those without time to attend public meetings.
■ Provide translation services and translated materials when needed.
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■ Partner with non-profit organizations who are already active within the community.
Action CH-2.3C Require applicants for residential remodel and rehabilitation projects to remediate structural health hazards, such as lead-based paint, mold, mildew, and asbestos.
Action CH-2.3D Focus enforcement of public health-related codes in disadvantaged communities, including on properties that are managed by homeowners associations.
Action CH-2.3E Work with wastewater, water, and stormwater utilities to seek funding to complete sewer, water, and stormwater systems in areas within the SOI where parcels still rely on septic systems, wells, and roadside ditches.
Action CH-3.1B Provide training, promotion, and technical, financial, and business assistance to small and minority-owned businesses.
Policy CH-3.2 Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius.
Action CH-3.2A Work with property owners to develop corridor-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas.
Action CH-3.2B Consider options and develop an ordinance to restrict mini markets, gas stations, fast food restaurants, check-cashing establishments, and tobacco stores in areas with high existing concentrations of similar establishments, and continue to restrict over-concentrations of liquor stores through the City’s Alcohol Ordinance. To inform the development of this ordinance, create a map that identifies the locations of current establishments of these types, and regularly maintain it so that it continues to aid in decision-making about such uses.
Action CH-3.2C Work with regulators, service providers, and employers to ensure the provision of safe, affordable, and high-quality childcare services.
Action CH-3.2D Work with the California Department of Alcoholic Beverage Control to avoid over concentration of liquor stores.
Action CH-4.1E Ensure that affordable housing projects and project components meet health and safety requirements that are consistent with market rate housing during project application review and on-going Code enforcement.
Policy CH-4.2 Support homeless members of the Stockton community with programs to improve quality of life.
Action CH-4.2A Coordinate with local and regional agencies and community organizations to address the needs of homeless people, including shelter, food, clothing, health care, mental health, and transportation.
Action CH-4.2C Support programs to provide rental and homeownership assistance to low-income people and families through outreach and other assistance.
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Action CH-4.2D Support programs to reduce homelessness through education, job training, and substance abuse counseling and rehabilitation through outreach and other assistance.
AIR QUALITY
LAND USE
Policy LU-1.1 Encourage retail businesses and housing development in mixed-use developments along regional transportation routes and in areas that serve local residents.
Action LU-1.1B Evaluate the City’s parking policies, and amend the Development Code to provide more flexibility as appropriate to facilitate mixed-use redevelopment.
Action LU-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Action LU-2.2D Discourage urban development at the edges of the city that would detract from or compete with the housing goals of the Greater Downtown.
Action LU-2.3C Develop curbside management policies that are flexible to accommodate the evolving nature of ride-sharing programs and future reliance on autonomous vehicles in the Downtown.
Policy LU-2.5 Promote Downtown Stockton as a primary transit node that provides multi-modal connections throughout the city and region.
Action LU-2.5A Improve transit, bicycle, and pedestrian connectivity between the Downtown and local colleges and universities.
Action LU-2.5C Continue to develop an active transportation plan for Downtown Stockton, and implement complete streets projects to improve bicycle and pedestrian safety that are identified in the plan.
Policy LU-3.2 Retain narrower roadways and reallocate right-of-way space to preserve street trees and mature landscaping and enhance the pedestrian and bicycle network within and adjacent to residential neighborhoods.
Action LU-3.2A Implement the “road diet” recommendations from the City’s Bicycle Master Plan that reduce roadway widths to provide space for bike lanes and other amenities that improve safety and ease of the streetscape for all modes.
Policy LU-5.3 Define discrete and clear city edges that preserve agriculture, open space, and scenic views.
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Policy LU-6.2 Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.
Action LU-6.2A Develop and implement an infill incentive program that encourages infill development through expedited permitting, changes in fee structures, prioritizing infrastructure improvements in infill areas, property owner and/or landlord incentives to maintain property and reduce blight, and/or other strategies. As part of this program, define and prioritize categories of infill types based on land use, and residential density or non-residential intensity.
Action LU-6.2B Do not approve future annexations or City utility connections unless they are consistent with the overall goals and policies of the General Plan and do not adversely impact the City’s fiscal viability, environmental resources, infrastructure and services, and quality of life.
Action LU-6.2D Comply with State requirements that limit the idling of motor vehicles.
Policy LU-6.4 Ensure that land use decisions balance travel origins and destinations in as close proximity as possible, and reduce vehicle miles traveled (VMT).
Action LU-6.4A Maintain a reasonable balance between potential job generation and local workforce availability with a goal of one job for each employed resident.
Action LU-6.4B Maintain a reasonable proximity and balance (i.e., magnitude) between job generating uses, housing opportunities, and resident services and amenities, including transit and active transportation.
Action LU-6.4C Reduce Vehicle Miles Traveled (VMT) per household by planning new housing in closest proximity to employment centers, improving and funding public transportation and ridesharing, and facilitating more direct routes for pedestrians and bicyclists.
Action LU-6.6B Participate in the San Joaquin Council of Governments’ (SJCOG) regional planning programs and coordinate City plans and programs with those of SJCOG, including the Regional Transportation Plan/Sustainable Communities Strategy, among others, and work with non-profit organizations also engaging in these planning programs.
TRANSPORTATION
Action TR-1.1A Direct truck traffic to designated truck routes that facilitate efficient goods movement and minimize risk to areas with concentrations of sensitive receptors, such as schools, for example by disallowing any new truck routes to pass directly on streets where schools are located, and vulnerable road users, like pedestrians and bicyclists.
Action TR-1.1B Maintain and periodically update a schedule for synchronizing traffic signals along arterial streets and freeway interchanges to facilitate the safe and efficient EXHIBIT 1
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movement of people and goods and to provide signal priority for transit vehicles at intersections.
Action TR-1.1D Update existing Precise Road Plans to reflect the 2040 General Plan, including changes in land use and level of service requirements, and a shift in priority from vehicular travel to travel by all modes through complete streets.
Action TR-1.1E Work with local school districts to implement pedestrian crossing enhancements like stop signs within neighborhoods around schools, encourage activities like a walking school bus, and create educational programs that teach students bicycle safety.
Action TR-1.2A Actively support and pursue access to high-speed rail.
Action TR-1.2B Support the San Joaquin Regional Transportation District’s Regional Bus Service, Altamont Commuter Express (ACE), and AMTRAK’s San Joaquin intercity rail service, and pursue and support other regional transit programs and projects, such as:
■ ACE plans to bypass existing bottlenecks (e.g., the Union Pacific railyards in South Stockton);
■ Connecting to the BART system;
■ Extending ACE service south to Merced; and
■ Proposing rail between Stockton and Sacramento along the California Traction and other rail corridors.
Policy TR-2.1 Develop safe and interconnected bicycle and pedestrian facilities, including along “complete” streets that target multiple travel modes.
Action TR-2.1A Require safe and secure bicycle parking facilities to be provided at major activity centers such as public facilities, employment sites, and shopping and office centers, along with showers and lockers for major employment sites.
Action TR-2.1B Maintain and implement the City of Stockton Bicycle Master Plan.
Policy TR-2.2 Connect housing and employment development in areas with good transit access through open and inclusive processes where appropriate.
Action TR-2.2A Require major new development to incorporate and fund design features to promote safe and comfortable access to transit, such as a circulation network that facilitates efficient and connected bus travel, clear pedestrian and bicycle routes connecting origins and destinations to transit stops, sheltered bus stops, park-andride facilities, and highly visible transit information and maps.
Action TR-2.2B Obtain input from community residents, non-profit organizations, and local and regional transit operators on major new development projects, and support transit operators by ensuring major projects are designed to support transit and provide fair share funding of the cost of adequate transit service and access.
Action TR-2.2C Request that public transit service providers expand routes and increase frequency and operational hours consistent with current short- and long-range transit planning, with the assistance of new development funding.
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Action TR-2.2D Support efforts to electrify buses.
Policy TR-2.3 Utilize natural features and routes with lower traffic volumes and speeds to encourage residents to walk and wheel more frequently.
Action TR-2.3A Develop and maintain bikeways on separate rights-of-way (e.g., Calaveras River, East Bay Municipal Utility District easement, French Camp Slough, and Shima Tract Levee).
Action TR-2.3B Require dedication of adequate right-of-way for bicycle use in new arterial and collector streets, and where feasible, in street improvement projects.
Policy TR-3.1 Avoid widening existing roadways in an effort to preclude inducement of additional vehicle traffic.
Action TR-3.1A Limit street widths to the minimum necessary to adequately carry the volume of anticipated traffic, while allowing for safe bicycle and pedestrian facilities, emergency access, and large vehicle access.
Action TR-3.1B Where feasible and appropriate, reduce the width of existing streets using bulbouts, medians, pedestrian islands, shade tree landscaping, appropriate signage, and similar methods, while not jeopardizing emergency response.
Action TR-3.1C Preserve right-of-way for transit and bicycle uses when designing new roadways and improving existing roadways, and ensuring adequate and clear signage.
Policy TR-3.2 Require new development and transportation projects to reduce travel demand and greenhouse gas emissions, support electric vehicle charging, and accommodate multi-passenger autonomous vehicle travel as much as feasible.
Action TR-3.2A Amend the parking requirements in the Development Code to encourage shared parking, require preferential parking for rideshare vehicles, and allow reduced parking requirements to support transit, bicycling, and walking.
Action TR-3.2B Require commercial, retail, office, industrial, and multi-family residential development to provide charging stations and prioritized parking for electric and alternative fuel vehicles.
Action TR-3.2C Respond to the implications and opportunities associated with connected vehicles and autonomous vehicles by monitoring technological advances and adjusting roadway infrastructure and parking standards to accommodate autonomous vehicle technology and parking needs.
Action TR-3.2D Continue to coordinate with the San Joaquin Council of Governments to increase opportunities for additional park and ride facilities, consistent with the San Joaquin County Regional Park and Ride Lot Master Plan.
Policy TR-4.2 Replace LOS with: (1) vehicle-miles traveled (VMT) per capita; and (2) impacts to non-automobile travel modes, as the metrics to analyze impacts related to land use proposals under the California Environmental Quality Act, in accordance with SB 743.
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Action TR-4.2A To evaluate the effects of new development and determine mitigation measures and impact fees, require projects to evaluate per capita VMT and impacts to transit, bicycle, and pedestrian modes.
Action TR-4.2B Amend the City’s Transportation Impact Analysis Guidelines to include alternative travel metrics and screening criteria.
Policy TR-4.3 Use the threshold recommended by the California Office of Planning and Research for determining whether VMT impacts associated with land uses are considered significant under State environmental analysis requirements.
Action TR-4.3A Amend the City’s Transportation Impact Analysis Guidelines to:
■ Establish a threshold of 15 percent below baseline VMT per capita to determine a significant transportation impact under the California Environmental Quality Act.
■ Identify screening criteria that will streamline certain types of development and/or development in certain areas by not requiring a VMT analysis.
SAFETY
Policy SAF-4.1 Reduce air impacts from mobile and stationary sources of air pollution.
Action SAF-4.1A Require the construction and operation of new development to implement best practices that reduce air pollutant emissions, including:
■ Use of low-emission and well-maintained construction equipment, with idling time limits.
■ Development and implementation of a dust control plan during construction.
■ Installation of electrical service connections at loading docks, where appropriate.
■ Installation of Energy Star-certified appliances.
■ Entering into Voluntary Emissions Reduction Agreements with the San Joaquin Valley Air Pollution Control District.
Action SAF-4.1B Use the results of the Health Risk Assessments required by the California Air Toxics "Hot Spots" Act to establish appropriate land use buffer zones around any new sources of toxic air pollutants that pose substantial health risks.
Action SAF-4.1C Require the use of electric-powered construction and landscaping equipment as conditions of project approval when appropriate.
Action SAF-4.1D Limit heavy-duty off-road equipment idling time to meet the California Air Resources Board’s idling regulations for on-road trucks.
Policy SAF-4.2 Encourage major employers to participate in a transportation demand management program (TDM) that reduces vehicle trips through approaches such as carpooling, vanpooling, shuttles, car-sharing, bike-sharing, end-of-trip facilities like showers and bicycle parking, EXHIBIT 1
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subscription bus service, transit subsidies, preferential parking, and telecommuting.
Action SAF-4.2A Provide information and conduct marketing and outreach to major existing and new employers about the transportation demand management (TDM) program facilitated by the San Joaquin Council of Governments.
Policy SAF-4.3 Coordinate with the San Joaquin Valley Air Pollution Control District and non-profit organizations to promote public awareness on air quality issues and consistency in air quality impacts analyses.
Action SAF-4.3A Distribute educational materials from the San Joaquin Valley Air Pollution Control District on the City’s website and at its Permit Center.
Action SAF-4.3B Coordinate review of development project applications with the San Joaquin Valley Air Pollution Control District to ensure that air quality impacts are consistently identified and mitigated during CEQA review. ***
COMMUNITY HEALTH
Policy CH-1.1 Maintain walking and wheeling facilities and parks that are safe and accessible in all areas of Stockton.
Action CH-1.1A Plant and maintain appropriate shade trees along all City streets to reduce heat exposure, prioritizing areas of the city with significantly less tree canopy, and provide a buffer between the travel way and bicycle and pedestrian facilities, and provide other amenities like well-marked crosswalks, bulb-outs, and pedestrianscale street lighting.
Action CH-1.2D Prioritize pedestrian and active transportation improvement projects in lowincome/disadvantaged communities that connect residential areas to retail locations that sell healthy food.
Action CH-2.1F Work with transit agencies, non-profit organizations, and communities to maintain and improve transit service in underserved and disadvantaged neighborhoods to connect residents with jobs, shopping, and services.
Action CH-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Policy CH-3.2 Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius.
Action CH-3.2A Work with property owners to develop corridor-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas.
Action CH-3.4A Work with school districts to prioritize the expansion or renovation of existing schools in infill areas and evaluate various approaches to infill area school EXHIBIT 1
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expansions, such as smaller school sizes (e.g., lower capacity campuses spread through an area) or smaller campus land areas (e.g., multi-story facilities).
Action CH-4.1A Maintain a ratio of 30 percent multi-family residential uses or higher in the citywide housing stock.
Action CH-4.1D Study and implement adjustments to the Public Facilities Fee structure, parking requirements, and other development standards to facilitate the development of secondary residential units and other smaller dwelling units that can serve as relatively affordable housing.
CLIMATE CHANGE
LAND USE
Policy LU-1.1 Encourage retail businesses and housing development in mixed-use developments along regional transportation routes and in areas that serve local residents.
Action LU-1.1B Evaluate the City’s parking policies, and amend the Development Code to provide more flexibility as appropriate to facilitate mixed-use redevelopment.
Action LU-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Action LU-2.2D Discourage urban development at the edges of the city that would detract from or compete with the housing goals of the Greater Downtown.
Action LU-2.3C Develop curbside management policies that are flexible to accommodate the evolving nature of ride-sharing programs and future reliance on autonomous vehicles in the Downtown.
Policy LU-2.5 Promote Downtown Stockton as a primary transit node that provides multi-modal connections throughout the city and region.
Action LU-2.5A Improve transit, bicycle, and pedestrian connectivity between the Downtown and local colleges and universities.
Action LU-2.5C Continue to develop an active transportation plan for Downtown Stockton, and implement complete streets projects to improve bicycle and pedestrian safety that are identified in the plan.
Policy LU-3.2 Retain narrower roadways and reallocate right-of-way space to preserve street trees and mature landscaping and enhance the pedestrian and bicycle network within and adjacent to residential neighborhoods.
EXHIBIT 1
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Action LU-3.2A Implement the “road diet” recommendations from the City’s Bicycle Master Plan that reduce roadway widths to provide space for bike lanes and other amenities that improve safety and ease of the streetscape for all modes.
Action LU-5.2H Comply with applicable water conservation measures.
Action LU-5.2I Coordinate with water agencies and non-profit organizations to promote public awareness on water quality and conservation issues and consistency in water quality impacts analyses.
Policy LU-5.3 Define discrete and clear city edges that preserve agriculture, open space, and scenic views.
Action LU-5.3C Maintain the City’s agricultural conservation program that requires either dedication of an agricultural conservation easement at a 1:1 ratio or payment of an in-lieu agricultural mitigation fee for the conversion of prime farmland, farmland of statewide importance, or unique farmland, as defined by the State Farmland Monitoring and Mapping Program.
Action LU-5.4A Require all new development, including major rehabilitation, renovation, and redevelopment, to adopt best management practices for water use efficiency and demonstrate specific water conservation measures.
Policy LU-6.2 Prioritize development and redevelopment of vacant, underutilized, and blighted infill areas.
Action LU-6.2A Develop and implement an infill incentive program that encourages infill development through expedited permitting, changes in fee structures, prioritizing infrastructure improvements in infill areas, property owner and/or landlord incentives to maintain property and reduce blight, and/or other strategies. As part of this program, define and prioritize categories of infill types based on land use, and residential density or non-residential intensity.
Action LU-6.2B Do not approve future annexations or City utility connections unless they are consistent with the overall goals and policies of the General Plan and do not adversely impact the City’s fiscal viability, environmental resources, infrastructure and services, and quality of life.
Policy LU-6.4 Ensure that land use decisions balance travel origins and destinations in as close proximity as possible, and reduce vehicle miles traveled (VMT).
Action LU-6.4A Maintain a reasonable balance between potential job generation and local workforce availability with a goal of one job for each employed resident.
Action LU-6.4B Maintain a reasonable proximity and balance (i.e., magnitude) between job generating uses, housing opportunities, and resident services and amenities, including transit and active transportation.
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Action LU-6.4C Reduce Vehicle Miles Traveled (VMT) per household by planning new housing in closest proximity to employment centers, improving and funding public transportation and ridesharing, and facilitating more direct routes for pedestrians and bicyclists.
Action LU-6.6B Participate in the San Joaquin Council of Governments’ (SJCOG) regional planning programs and coordinate City plans and programs with those of SJCOG, including the Regional Transportation Plan/Sustainable Communities Strategy, among others, and work with non-profit organizations also engaging in these planning programs.
TRANSPORTATION
Action TR-1.1B Maintain and periodically update a schedule for synchronizing traffic signals along arterial streets and freeway interchanges to facilitate the safe and efficient movement of people and goods and to provide signal priority for transit vehicles at intersections.
Action TR-1.1D Update existing Precise Road Plans to reflect the 2040 General Plan, including changes in land use and level of service requirements, and a shift in priority from vehicular travel to travel by all modes through complete streets.
Action TR-1.1E Work with local school districts to implement pedestrian crossing enhancements like stop signs within neighborhoods around schools, encourage activities like a walking school bus, and create educational programs that teach students bicycle safety.
Action TR-1.2A Actively support and pursue access to high-speed rail.
Action TR-1.2B Support the San Joaquin Regional Transportation District’s Regional Bus Service, Altamont Commuter Express (ACE), and AMTRAK’s San Joaquin intercity rail service, and pursue and support other regional transit programs and projects, such as:
■ ACE plans to bypass existing bottlenecks (e.g., the Union Pacific railyards in South Stockton);
■ Connecting to the BART system;
■ Extending ACE service south to Merced; and
■ Proposing rail between Stockton and Sacramento along the California Traction and other rail corridors.
Policy TR-2.1 Develop safe and interconnected bicycle and pedestrian facilities, including along “complete” streets that target multiple travel modes.
Action TR-2.1A Require safe and secure bicycle parking facilities to be provided at major activity centers such as public facilities, employment sites, and shopping and office centers, along with showers and lockers for major employment sites.
Action TR-2.1B Maintain and implement the City of Stockton Bicycle Master Plan.
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Policy TR-2.2 Connect housing and employment development in areas with good transit access through open and inclusive processes where appropriate.
Action TR-2.2A Require major new development to incorporate and fund design features to promote safe and comfortable access to transit, such as a circulation network that facilitates efficient and connected bus travel, clear pedestrian and bicycle routes connecting origins and destinations to transit stops, sheltered bus stops, park-andride facilities, and highly visible transit information and maps.
Action TR-2.2B Obtain input from community residents, non-profit organizations, and local and regional transit operators on major new development projects, and support transit operators by ensuring major projects are designed to support transit and provide fair share funding of the cost of adequate transit service and access.
Action TR-2.2C Request that public transit service providers expand routes and increase frequency and operational hours consistent with current short- and long-range transit planning, with the assistance of new development funding.
Action TR-2.2D Support efforts to electrify buses.
Policy TR-2.3 Utilize natural features and routes with lower traffic volumes and speeds to encourage residents to walk and wheel more frequently.
Action TR-2.3A Develop and maintain bikeways on separate rights-of-way (e.g., Calaveras River, East Bay Municipal Utility District easement, French Camp Slough, and Shima Tract Levee).
Action TR-2.3B Require dedication of adequate right-of-way for bicycle use in new arterial and collector streets, and where feasible, in street improvement projects.
Policy TR-3.1 Avoid widening existing roadways in an effort to preclude inducement of additional vehicle traffic.
Action TR-3.1A Limit street widths to the minimum necessary to adequately carry the volume of anticipated traffic, while allowing for safe bicycle and pedestrian facilities, emergency access, and large vehicle access.
Action TR-3.1B Where feasible and appropriate, reduce the width of existing streets using bulbouts, medians, pedestrian islands, shade tree landscaping, appropriate signage, and similar methods, while not jeopardizing emergency response.
Action TR-3.1C Preserve right-of-way for transit and bicycle uses when designing new roadways and improving existing roadways, and ensuring adequate and clear signage.
Policy TR-3.2 Require new development and transportation projects to reduce travel demand and greenhouse gas emissions, support electric vehicle charging, and accommodate multi-passenger autonomous vehicle travel as much as feasible.
Action TR-3.2A Amend the parking requirements in the Development Code to encourage shared parking, require preferential parking for rideshare vehicles, and allow reduced parking requirements to support transit, bicycling, and walking.
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Action TR-3.2B Require commercial, retail, office, industrial, and multi-family residential development to provide charging stations and prioritized parking for electric and alternative fuel vehicles.
Action TR-3.2C Respond to the implications and opportunities associated with connected vehicles and autonomous vehicles by monitoring technological advances and adjusting roadway infrastructure and parking standards to accommodate autonomous vehicle technology and parking needs.
Action TR-3.2D Continue to coordinate with the San Joaquin Council of Governments to increase opportunities for additional park and ride facilities, consistent with the San Joaquin County Regional Park and Ride Lot Master Plan.
Policy TR-4.2 Replace LOS with: (1) vehicle-miles traveled (VMT) per capita; and (2) impacts to non-automobile travel modes, as the metrics to analyze impacts related to land use proposals under the California Environmental Quality Act, in accordance with SB 743.
Action TR-4.2A To evaluate the effects of new development and determine mitigation measures and impact fees, require projects to evaluate per capita VMT and impacts to transit, bicycle, and pedestrian modes.
Action TR-4.2B Amend the City’s Transportation Impact Analysis Guidelines to include alternative travel metrics and screening criteria.
Policy TR-4.3 Use the threshold recommended by the California Office of Planning and Research for determining whether VMT impacts associated with land uses are considered significant under State environmental analysis requirements.
Action TR-4.3A Amend the City’s Transportation Impact Analysis Guidelines to:
■ Establish a threshold of 15 percent below baseline VMT per capita to determine a significant transportation impact under the California Environmental Quality Act.
■ Identify screening criteria that will streamline certain types of development and/or development in certain areas by not requiring a VMT analysis.
SAFETY
Policy SAF-4.2 Encourage major employers to participate in a transportation demand management program (TDM) that reduces vehicle trips through approaches such as carpooling, vanpooling, shuttles, car-sharing, bike-sharing, end-of-trip facilities like showers and bicycle parking, subscription bus service, transit subsidies, preferential parking, and telecommuting.
Action SAF-4.2A Provide information and conduct marketing and outreach to major existing and new employers about the transportation demand management (TDM) program facilitated by the San Joaquin Council of Governments.
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COMMUNITY HEALTH
Policy CH-1.1 Maintain walking and wheeling facilities and parks that are safe and accessible in all areas of Stockton.
Action CH-1.1A Plant and maintain appropriate shade trees along all City streets to reduce heat exposure, prioritizing areas of the city with significantly less tree canopy, and provide a buffer between the travel way and bicycle and pedestrian facilities, and provide other amenities like well-marked crosswalks, bulb-outs, and pedestrianscale street lighting.
Action CH-1.2D Prioritize pedestrian and active transportation improvement projects in lowincome/disadvantaged communities that connect residential areas to retail locations that sell healthy food.
Action CH-2.1F Work with transit agencies, non-profit organizations, and communities to maintain and improve transit service in underserved and disadvantaged neighborhoods to connect residents with jobs, shopping, and services.
Action CH-2.2B Establish Transit Oriented Development (TOD) Overlay Zones around the Robert J. Cabral ACE Train Station and the San Joaquin Street Amtrak Station to promote high-density residential, including affordable and mixed-income housing, and other TOD.
Policy CH-3.2 Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius.
Action CH-3.2A Work with property owners to develop corridor-specific strategies for attracting and retaining businesses that will provide synergistic opportunities and improve the availability of goods and services adjacent to residential areas.
Action CH-3.3C Continue to work with community-based organizations that employ local Stockton youth to perform energy efficiency, alternative energy, and water conservation assessments and installations in local homes and businesses.
Action CH-3.4A Work with school districts to prioritize the expansion or renovation of existing schools in infill areas and evaluate various approaches to infill area school expansions, such as smaller school sizes (e.g., lower capacity campuses spread through an area) or smaller campus land areas (e.g., multi-story facilities).
Action CH-4.1A Maintain a ratio of 30 percent multi-family residential uses or higher in the citywide housing stock.
Action CH-4.1C Explore the feasibility of developing an ordinance to allow “tiny homes” and container homes to serve as permanent housing.
Action CH-4.1D Study and implement adjustments to the Public Facilities Fee structure, parking requirements, and other development standards to facilitate the development of secondary residential units and other smaller dwelling units that can serve as relatively affordable housing.
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Policy CH-5.1 Accommodate a changing climate through adaptation, mitigation, and resiliency planning and projects.
Action CH-5.1A Upon the next revision of the City’s Local Hazard Mitigation Plan, conduct a comprehensive climate change vulnerability assessment to inform the development of adaptation and resilience policies and strategies, and incorporate them into the Safety Element, in accordance with SB 379.
Action CH-5.1B Maintain and implement the City of Stockton Climate Action Plan (CAP) and update the CAP to include the following:
■ Updated communitywide GHG emissions inventory;
■ 2030 GHG emissions reduction target, consistent with SB 32; ■ Estimated 2030 GHG emissions reduction benefits of State programs; ■ Summary of the City’s progress toward the 2020 local GHG emissions reduction target;
■ New and/or revised GHG reduction strategies that, when quantified, achieve the 2030 reduction target and continue emission reductions beyond 2030; and
■ New or updated implementation plan for the CAP.
Action CH-5.1C Accommodate a changing climate through adaptation and resiliency planning and projects.
Policy CH-5.2 Expand opportunities for recycling, re-use of materials, and waste reduction.
Action CH-5.2A Use recycled materials and products for City projects and operations where economically feasible, and work with recycling contractors to encourage businesses to use recycled products in their manufacturing processes and encourage consumers to purchase recycled products.
Action CH-5.2B Continue to require recycling in private and public operations, including construction/demolition debris.
Action CH-5.2C Expand educational and outreach efforts to promote recycling by occupants of multi-family housing, businesses, and schools.
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APPENDIX B
SB 244 ANALYSIS
B-1
There are hundreds of disadvantaged unincorporated communities (DUCs) throughout California, including more than 200 in the San Joaquin Valley alone. Many of these communities are geographically isolated islands. The living conditions in many of these communities suggest a distinct lack of public and private investment that threatens the health and safety of the residents and fosters economic, social, and educational inequality. Many of these communities lack basic infrastructure, including streets, sidewalks, storm drainage, clean drinking water, and adequate sewer service. In response to these conditions, the State Legislature passed Senate Bill 244 (SB 244) in 2011 with the intent of addressing the legal, financial, and political barriers that contribute to inequality and infrastructure deficits in DUCs. Accounting for these communities in the long-range planning process, as required by SB 244, is one way to ensure a more efficient system for delivery of services and infrastructure, including water, wastewater, storm drainage, and structural fire protection. Furthermore, investment in these services and infrastructure will result in the enhancement and protection of public health and safety for residents of these communities.
SB 244 Requirements: City, County, LAFCo
The requirements of SB 244 apply differently to cities, counties, and local agency formation commissions (LAFCos). These differences reflect the distinct physical and social settings of cities and counties and the different institutional authorities and responsibilities of cities, counties, and LAFCos.
Cities and Counties
The requirements for cities and counties focus on their compliance with State Planning and Zoning Law, and particularly on general plans. SB 244 added the following requirements to Government Code Section 65588 concerning general plan land use elements:
In the case of a city, an identification of each unincorporated island or fringe community within the city’s sphere of influence. In the case of a county, an identification of each legacy community within the boundaries of the county, but not including any area within the sphere of influence of any city.
This identification shall include a description of the community and a map designating its location. For each identified community, an analysis of water, wastewater, stormwater drainage, and structural fire protection needs or deficiencies.
An analysis, based on then existing available data, of benefit assessment districts or other financing alternatives that could make the extension of services to identified communities financially feasible.
SB 244 also added Section 65302.10 to the Government Code to define the terms used in the legislation as they relate to cities and counties. According to the legislation, the key terms are defined as follows:
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“Community” means an inhabited area within a city or county that is comprised of no less than 10 dwellings adjacent or in close proximity to one another. “Disadvantaged unincorporated community” means a fringe, island, or legacy community in which the median household income is 80 percent or less than the statewide median household income. “Unincorporated fringe community” means any inhabited and unincorporated territory that is within a city’s sphere of influence.
“Unincorporated island community” means any inhabited and unincorporated territory that is surrounded or substantially surrounded by one or more cities or by one or more cities and a county boundary or the Pacific Ocean.
“Unincorporated legacy community” means a geographically isolated community that is inhabited and has existed for at least 50 years.
Local Agency Formation Commissions
For LAFCO purposes, the definition of a DUC differs from those for cities and counties. SB 244 identifies a DUC for LAFCO purposes as an inhabited territory, as defined by Section 56046 of the Government Code (i.e., 12 or more registered voters), that constitutes all or a portion of a “disadvantaged community” as defined by Section 79505.5 of the Water Code (i.e., a community with an annual median household income that is less than 80 percent of the statewide annual median household income). SB 244 requires that, in conjunction with sphere of influence reviews or updates occurring after July 1, 2012, LAFCOs include determinations concerning the present and planned capacity of public facilities and adequacy of public services for DUCs within or adjacent to the sphere of influence of any city or special district. This includes evaluation of sewer, water, and structural fire protection needs or deficiencies; it does not explicitly include drainage. SB 244 defines DUCs slightly differently for LAFCOs than it does for cities and counties.
SB 244 also includes procedural requirements related to approval of proposed annexations contiguous with DUCs.
In December 2012, San Joaquin LAFCo updated its Policies and Procedures to comply with the requirements of SB 244. The update consisted of identifying a series of DUCs within the Stockton Metropolitan Area and adopting policy language addressing these communities. According to the policy, San Joaquin LAFCo shall not approve an annexation of 10 acres or more that is adjacent to a disadvantaged unincorporated community unless a concurrent application of all or part of the DUC has also been filed. The policy excepts areas for which an application has been made in the past five years and areas where a majority of the registered voters within the DUC are opposed to annexation.
In developing its modified Sphere of Influence policies, San Joaquin LAFCO identified five DUCs within or adjacent to the City of Stockton’s SOI: August CDP; Garden Acres CDP; Kennedy CDP; French Camp CDP; and Taft Mosswood.
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DUC Identification
SB 244 outlines the general characteristics of DUCs, but does not provide guidance on how to identify them. To assist local governments in addressing the requirements of SB 244, the Governor’s Office of Planning and Research (OPR) published a technical advisory memo in February 2013. The memo recommends data sources for identifying the income status of communities and mapping sources for identifying “communities” as defined by SB 244. It also referenced methodological guidance prepared by PolicyLink in collaboration with California Rural Legal Assistance. Based on the guidance provided by OPR and Policy, the City of Stockton identified DUCs in the Stockton area by focusing on a combination of income status and parcel density. Following are brief descriptions of the steps the City followed to identify these communities.
Income Status
To identify communities that meet the income status defined by SB 244, the City relied on the 2000 Census for income data because it disaggregated data to the Census block group level. The City also reviewed the 2010 Census and more recent American Community Survey (ACS) data, but the 2010 Census did not include income data and the ACS sample sizes were too small to produce reliable data for unincorporated areas. In 2000, the median household income of California was $47,493, so the City included in its analysis any census block group with a median income of less than $37,994 (i.e., 80 percent of the statewide median). In doing so, the City isolated census blocks in unincorporated areas within the City’s sphere of influence.
Parcel Density
After isolating the census blocks that met the income threshold, the City proceeded with a parcel density analysis to identify “communities” as defined by SB 244. This analysis focused on identifying closely-settled places, rather than spread-out rural or semi-rural communities. The City identified areas with a density of at least 250 parcels per square mile, which is comparable to the density of Census Designated Places (unincorporated communities tracked by the Census Bureau). Within these areas, the City then screened to areas with at least 10 dwellings “adjacent or in close proximity to one another” as described by SB 244. In doing so, the City eliminated non-residential areas; areas less than three-quarters of an acre with only one or two houses; and any obvious narrow “slivers” that were a result of GIS layer overlap (e.g., along city limits and census tract overlaps).
Communities Identified
The City identified 3 types of DUCs in its analysis: Census Designated Places (CDPs), Island, and Fringe Communities.
The CDPs that the City identified are derived from San Joaquin County LAFCo’s DUC analysis. The Island Communities are located within the city boundaries and Sphere of Influence. The Fringe Communities are located outside of city boundaries, but within the Sphere of Influence.
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Table B-1 lists the DUCs in the Stockton area by type, size (in acres), and the number of parcels in each community.
Table B-1. City of Stockton DUCs
Name Type
Size
(acres) Parcels
1. August CDP CDP 805 2,137
2. French Camp CDP CDP 2,006 606
3. Garden Acres CDP CDP 1,652 2, 901
4. Kennedy CDP CDP 774 888
5. Taft Mosswood CDP CDP 310 493
6. Boggs Tract Island 100 325
7. East Alpine Community Island 4 10
8. East Interstate Community Island 51 212
9. Fremont St Community Island 194 221
10. Holt Ave/Pershing Ave Community Island 79 252
11. Mariposa Road Community Island 35 223
12. North Oaks Community Island 52 232
13. West Lane Community Island 45 195
14. Pershing Ave Community Island 110 473
15. Waller-Childress Community Island 35 34
16. Rose Terrace Island 33 106
17. West Interstate 5 Community Island 85 22
18. Charter Way Community Fringe 654 775
19. State Route 88 Community Fringe 281 143
20. Sunny Road Community Fringe 59 47
Source: Mintier Harnish, September 2017.
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18 19
20 2
3 1
4 5
11 9
6 14 8
10 12
13 15
16 17
7 INTERSTATE 5
E EIGHT MILE RD
NL TSEW N
99 ETUOR ETATS N
E STATE ROUTE 88
E STATE ROUTE 26
STATE ROUTE 4
S AIRPORT
WY
N EL DORADO
ST
S EL DORADO
ST
N PERSHING
AV
PACIFIC
AV
E MARIPOSA
RD
S STATE ROUTE 99
E CHEROKEE
RD
ARCH RD
W HAMMER LN
W STATE ROUTE 4DAVIS RD
E FRENCH CAMP
RD
S ALPINE
RD
I 5
RAMP
OFF-RAMP
OFF-RAMP
N STATE ROUTE 99
INTERSTATE 5
S STATE ROUTE 99
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community
DUCs (CDP)
1. August
2. French Camp
3. Garden Acres
4. Kennedy
5. Ta� Mosswood
DUCs (Island)
6. Boggs Tract
7. Sperry Tract
8. East Interstate 5 Community
9. Fremont St. Community
10. Holt Ave/Pershing Ave Community
11. Mariposa Road Community
12. North Oaks Community
13. West Lane Community
14. Pershing Ave Community
15. Waller-Childress Community
16. Rose Terrace
17. West Interstate 5 Community
DUCs (Fringe)
18. Charter Way Community
19. State Route 88 Community
20. Sunny Road Community
City Limits
± 0 0.75 1.5 3 Miles
Figure B-1:
Disadvantaged Unincorporated Communi�es
Map date: October 21, 2016
Source: City of Stockton; San Joaquin County;
United States Census, 2000.
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Please see next page.
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Infrastructure Analysis
Once DUCs have been identified, SB 244 requires an analysis of infrastructure services for each DUC. This section first provides an overview of service providers in the Stockton Metropolitan Area and then describes public services within each of the DUCs in the Stockton area consistent with the requirements of SB244.
Overview of Service Providers in Stockton Area
Water
Water service providers in the Stockton Metropolitan Area include the City of Stockton Municipal Utilities Department (COSMUD), California Water Service Company (Cal Water), and San Joaquin County Maintenance Districts (SJMCDs) covering Lincoln Village and Colonial Heights. These providers deliver a combination of treated surface water supplied by the Stockton East Water District (SEWD), Delta Water Supply Project (DWSP) water from the San Joaquin River, and pumped groundwater.
Sewer
Wastewater collection and treatment facilities in the Stockton Metropolitan Area consist of the Stockton Regional Wastewater Control Facility (RWCF) and the City of Stockton Wastewater Collection System Facilities. The RWCF provides primary, secondary, and tertiary treatment of municipal wastewater from throughout the city. The RWCF has a designed flow capacity of 55 mgd and average daily flow rate of
31.7 mgd. Treated effluent from the RWCF is dechlorinated and discharged to the San Joaquin River.
The City’s wastewater collection system is divided into 15 designated sub-areas or “systems.” Pump stations are located throughout the city and are integral to the wastewater collection system. Most of the pump stations discharge to pressure sewers that convey flow under pressure either directly to the RWCF or to a downstream gravity sewer.
Storm Drainage
Storm drainage services for the Stockton Area are provided by the City of Stockton and San Joaquin County. Data for this part of this analysis came from consultation with County of San Joaquin staff.
Fire Protection
Fire protection services for the Stockton Area are provided by City of Stockton Fire Department, French Camp-McKinley Fire District, Eastside Rural County Fire Protection District, Montezuma Fire Protection District, and Waterloo-Morada Fire Protection District. Data for this part of this analysis came from consultation with fire department staff.
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CDP Communities
1. August CDP
The August Community is made up of 2,137 parcels
totaling approximately 805 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer –This area is covered by the East Stockton
Sanitary Sewer Project and is served by the City of Stockton Collection System 4, as defined in the City’s Wastewater Master Plan. Service is provided to unincorporated area properties according to out-of-agency agreements. Additional sewer lines and connections consistent with the Wastewater Master Plan would have to be constructed to accommodate growth upon annexation.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire - Fire services for this area are provided by Eastside Rural County Fire Protection District which contracts with the City of Stockton Fire Department. The area has access to fire hydrants. There are no fire service deficiencies in this area.
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2. French Camp CDP
The French Camp Community is made up of 606
parcels totaling approximately 2,006 acres.
Water – Although this area is covered by the City of
Stockton Water Master Plan, it is not currently served by a public water system. Instead, existing development
relies on individual wells, many of which have
experienced contamination problems over the years
(e.g., coliform bacteria, high salt concentration).
Through its Water Master Plan CIP, the City of Stockton has identified the need for water tanks and a network
of 12-inch water lines to serve the area.
Sewer –Sewer system services in the French Camp area
within the Stockton SOI are currently provided by
individual septic systems. While there are no reported
problems associated with sufficiency of these systems to serve existing development, new wastewater
infrastructure will be required to serve additional
development. The City’s 2035 Wastewater Master Plan
outlines a variety of improvements (e.g., gravity sewers, force mains, pump stations) for future services in the
area. These are part of the proposed Collection System 13 facilities, which will serve French Camp and other annexation areas south of the city within Stockton’s SOI.
Drainage – Roadside ditches and on-site private drainage ponds are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire – Fire services for this area are provided by the French Camp-McKinley Fire District which contracts with the City of Stockton Fire Department. French Camp Proper has access to fire hydrants and water on the fire trucks and the French Camp Rural has access to fire tenders and water on the fire trucks. There are no fire service deficiencies in this area.
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3. Garden Acres CDP
The Garden Acres Community is made up of 2,901
parcels totaling approximately 1,652 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer facilities in part of this area are provided by the East Stockton Sanitary Sewer Project, while the
rest of the area relies on septic systems. The City of
Stockton Wastewater Management Plan addresses
improvement needs in this area (in existing Collection
Systems 4 and 6 and a small part of the proposed new Collection System 12). There are no deficiencies in sewer services in this area..
Drainage – Storm drain services are provided by San Joaquin County through a combination of an underground storm main and roadside ditches. There are no storm drain deficiencies in this area.
Fire – Fire services for this area are provided by Eastside Rural County Fire Protection District which contracts with the City of Stockton Fire Department. The area has access to fire hydrants. There are no fire service deficiencies in this area.
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4. Kennedy CDP
The Kennedy Community is made up of 888 parcels
totaling approximately 774 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer –Sewer system services to this area are provided
by the City of Stockton through Morrison Gardens
Sanitary District facilities. The City’s 2035 Wastewater Master Plan outlines a variety of improvements (e.g.,
gravity sewers, force mains, pump stations) for potential future services in the area. These are part of the proposed Collection System 6 and 7 facilities. Because connections to the public treatment system are limited, there are deficiencies in sewer services in this area.
New service lines would need to be constructed to accommodate new development.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – Fire services for this area are provided by the Montezuma Fire Protection District. The area includes Montezuma Fire Station #1 and has access to fire hydrants. There are no fire service deficiencies in this area.
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5. Taft Mosswood CDP
The Taft Mosswood Community is made up of 493
parcels totaling approximately 310 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer services are provided to this area by San Joaquin County Public Works through Taft
Improvement District No. 52 (south of Walker Slough)
and Mosswood Sewer Project facilities (north of Walker
Slough), but connections are limited. Thus, there are
deficiencies in sewer services in this area.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire – Fire services for this area are provided by the French Camp-McKinley Fire District which contracts with the City of Stockton Fire Department. The area has access to fire hydrants and all the fire trucks carry water on board. There are no fire service deficiencies in this area.
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Island Communities
6. Boggs Tract
Boggs Tract is made up of 325 parcels totaling
approximately 100 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – The sewers serving Boggs Tract in the southern
and eastern parts of the area are deficient and in need of improvement.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are storm drain deficiencies in this area.
Fire – Boggs Tract Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #2, located in Stockton. There are no fire service deficiencies in this area.
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7. East Alpine Community
The East Alpine Community is made up of 10 parcels
fronting Wright Avenue totaling approximately 4 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan for Cal Water, the
facilities serving this area have sufficient capacity and access to high-quality water supplies to address current and projected demands. There are no deficiencies in
water services in this area.
Sewer – Sewer system services are provided to this area by the City of Stockton’s Sewer Collection System
2.. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by the City of Stockton through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – Eastside Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #9, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
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B-15
8. East 5 Interstate Community
The East Interstate Community is made up of 212
parcels totaling approximately 51 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer system services are provided to this area by Pacific Gardens Sanitary District which contracts for treatment by the City of Stockton. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – The Tuxedo-County Club Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #6, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
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2229
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-16
9. Fremont Street Community
The Fremont Street Community is made up of 221
parcels totaling approximately 194 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plans prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – This area is covered by the East Stockton
Sanitary Sewer Project and is served by the City of
Stockton Collection System 4, as defined in the City’s
Wastewater Master Plan. Service is provided to
unincorporated area properties according to out-ofagency agreements. Additional sewer lines and connections consistent with the Wastewater Master Plan would have to be constructed to accommodate growth upon annexation.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire – Eastside Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #12, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
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2230
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-17
10. Holt Avenue/Pershing Avenue Community
The Holt Ave/Pershing Ave Community is made up of
252 parcels totaling approximately 79 acres.
Water –Water is provided to this area by the City of
Stockton from groundwater wells and surface water. As
documented in the 2015 Urban Water Management
Plan prepared for the City of Stockton, the facilities
serving the DUCs have sufficient capacity and access to high-quality water supplies to address current and
projected demands. There are no deficiencies in water
services in this area.
Sewer – Lincoln Village Maintenance District sewer
system services are provided to this area by the City of Stockton Sewer System 2. According to the 2035 Stockton General Plan Infrastructure Evaluation, there is a sewer line that is in need of improvement in the southern portion of the community. Otherwise, there are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – Lincoln Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #4, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2231
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-18
11. Mariposa Road Community
The Mariposa Road Community is made up of
223 parcels totaling approximately 35 acres.
Water – Water is provided to this area by
California Water Service and the City of
Stockton. As documented in the 2015 Urban
Water Management Plans prepared for the
City of Stockton and Cal Water, the facilities
serving the DUCs have sufficient capacity and
access to high-quality water supplies to address
current and projected demands. There are no
deficiencies in water services in this area.
Sewer –Sewer system services are provided to this area by the City of Stockton through Morrison Gardens Sanitary District facilities. The City’s 2035 Wastewater Master Plan outlines a variety of improvements (e.g., gravity sewers, force mains, pump stations) for potential future services in the area. These are part of the proposed Collection System 7 and 8 facilities. Because connections to the public treatment system are limited, there are deficiencies in sewer services in this area.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire – The Montezuma Fire Protection District provides fire protection services to this area, which has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2232
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-19
12. North Oaks Community
The North Oaks Community is made up of 232 parcels
totaling approximately 52 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer system services are provided to this area through a City of Stockton Assessment District via
Collection System 3. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by the City of Stockton through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – The City of Stockton Fire Department provides fire protection with the operation of Station #11, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2233
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-20
13. West Lane Community
The West Lane Community is made up of 195 parcels
totaling approximately 45 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer system services are provided to this area through a City of Stockton Assessment District via
Collection System 3. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by the County. There are no storm drain deficiencies in this area.
Fire – The Eastside and Lincoln Fire Protection Districts contract with the City of Stockton Fire Department to provide fire protection with the operation of Station #9, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2234
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-21
14. Pershing Avenue Community
The Pershing Avenue Community consists of 473
parcels totaling approximately 110 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plans prepared for Cal
Water, the facilities serving the DUCs have sufficient
capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer system services are provided to this area by Pacific Gardens Sanitary District which contracts for treatment by the City of Stockton. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – The Tuxedo-County Club Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #6, located in Stockton. The area has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2235
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-22
15. Waller-Childress Community
The Waller-Childress Community is made up of 34
parcels totaling approximately 35 acres. It surrounded
on the north, south, and west by incorporated areas of
Stockton and on the east by Highway 99.
Water – Water is provided to this area by groundwater
wells, and the City’s Water Master Plan does not show
any plans for extension of public water service to the
area. While there are no known deficiencies in water
services in this area, annexation or further subdivision of the area would likely require new facilities.
Water is provided to this area by groundwater wells,
and the City’s Water Master Plan does not show any
plans for extension of public water service to the area. While there are no deficiencies in water services in this area, annexation or further subdivision of the area would likely require new facilities.
Sewer –Sewer system services in the Waller-Childress area are currently provided by individual septic systems. While there are no known deficiencies with these systems, annexation or further subdivision of the area would likely require extension and connection with the public sewer system in the adjacent area.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire - Fire services for this area are provided by the Waterloo Morada Fire District. The area does not have access to fire hydrants, but has access to fire tenders and water on the fire trucks. There are no fire service deficiencies in this area.
EXHIBIT 1
2236
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-23
16. Rose Terrace Community
The Rose Terrace Community is made up of 106
parcels totaling approximately 33 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – Sewer facilities in this area are provided by the East Stockton Sanitary Sewer Project. There are no deficiencies in sewer services in this area.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – The Eastside Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #9, located in Stockton. The area has access to fire hydrants.
There are no fire service deficiencies in this area.
EXHIBIT 1
2237
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-24
17. West Interstate 5 Community
The West Interstate 5 Community is made up of 22
parcels totaling approximately 10 acres.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer –Sewer system services are provided to this area by Pacific Gardens Sanitary District which contracts for treatment with the City of Stockton. There are no deficiencies in sewer services in this area.
Drainage – Given the absence of storm drainage infrastructure, there are storm drain deficiencies in this area.
Fire – The Tuxedo-County Club Rural County Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #6, located in Stockton. The area has access to fire hydrants. There are no deficiencies in this area. There are no fire service deficiencies in this area.
EXHIBIT 1
2238
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-25
Fringe Communities
18. Charter Way Community
The Charter Way Community is made up of 775
parcels totaling approximately 650 acres. It is bisected by Highway 99 and the AT&SF railroad tracks.
Water – Water is provided to this area by California
Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer –Sewer facilities in the area east of Highway 99 are provided by the East Stockton Sanitary Sewer Project. The City of Stockton Wastewater Master Plan anticipates the provision of force main and gravity trunk improvements planned between State Route 4 and Charter Way to accommodate growth in the area.
Since much of this area is not connected to a public sewer system, there are deficiencies in sewer services in this area.
Drainage – In the area east of Highway 99, storm drain services are provided by San Joaquin County through an underground storm main. The area west of Highway 99 relies on roadside ditches, so there are storm drain deficiencies in this area.
Fire – The Eastside Fire Protection District contracts with the City of Stockton Fire Department to provide fire protection with the operation of Station #12, located in Stockton. The area has access to fire hydrants.
There are no fire service deficiencies in this area.
EXHIBIT 1
2239
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-26
19. State Route 88 Fringe Community
The State Route 88 Fringe Community is made up of
143 parcels totaling approximately 281 acres.
Water –Water is provided to this area by the California Water Service as part of the Central Stockton Storage
and Distribution system. As documented in the 2015
Urban Water Management Plan prepared for Cal
Water, the facilities serving this area have sufficient capacity and access to high-quality water supplies to
address current and projected demands. There are no
deficiencies in water services in this area.
Sewer – County Service Area 15 (Waterloo-99)
provides sewer system services to this area. According
to the City of Stockton Wastewater Master Plan, there
are planned node and gravity trunk improvements
throughout most of the area. While there are currently
no deficiencies in sewer services in this area, new sewer lines would need to be constructed to accommodate growth in demand.
Drainage – Storm drain services are provided by San Joaquin County through an underground storm main.
There are no storm drain deficiencies in this area.
Fire – Fire services for this area are provided by the Waterloo Morada Fire District. The area has access to fire hydrants. There are no fire service deficiencies in this area.
EXHIBIT 1
2240
E N V I S I O N S T O C K T O N 2 0 4 0 G E N E R A L P L A N A P P E N D I X B : S B 2 4 4 A N A L Y S I S
B-27
20. Sunny Road Community
The Arch Road Fringe Community is made up of 47
parcels totaling approximately 59 acres.
Water –Water is provided to this area by groundwater
wells, and the City’s Water Master Plan does not show
any plans for extension of public water service to the
area. While there are no known deficiencies in water
services in this area, annexation or further subdivision of the area would likely require new facilities.
Sewer –Sewer system services are provided to this area by the City of Stockton’s Sewer System 8, although the homes along Sunny Road rely on septic systems. The City’s 2035 Wastewater Master Plan identifies Sunny Road as a candidate for a new gravity sewer line.
Drainage – Roadside ditches are used to manage stormwater for the community. Because there is no formal storm drain system, there are drainage deficiencies in this area.
Fire – Fire services for this area are provided by the Montezuma Fire Protection District which contracts with the City of Stockton Fire Department. The area does not have access to fire hydrants, but has access to fire tenders and water on fire trucks. There are no fire service deficiencies in this area.
Potential Funding Sources
As summarized above, there are several communities that have stormwater deficiencies and all areas outside of Colonial Heights Maintenance District, Lincoln Village Maintenance District, Pacific Gardens Sanitary District, Country Club Sanitary District, and the City of Stockton Assessment District in the vicinity of Alpine would need new sewer lines to accommodate growth in demand. There are several ways that services to these areas could be improved, including annexation to the City of Stockton and connection to the City’s existing and planned infrastructure. For most of these areas, the City has provided a backbone sanitary sewer system, so connection to public treatment systems is a viable option. Generally, funding sources for other needed system improvements include CFDs, taxes, bonds, grants, and exactions. Some financing mechanisms may, however, be difficult to use because they require voter approval. For this reason, grants are often used for infrastructure improvements to reduce the cost burden for taxpayers, although grant programs can be very competitive and, thus, not a reliable source of funding. Given the City Council’s July 2018, the establishment of CFDs may be the most promising way to ensure necessary improvements can be funded and maintained.
In addition to local infrastructure funding mechanisms, there are also funding sources offered by the federal and state government that address existing deficiencies and/or expansion of infrastructure for new development. A summary of each program is provided below:
Community Development Block Grants (CDBG) – The Community Development Block Grant program is an annual funding mechanism offered by the United States Housing and Urban EXHIBIT 1
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B-28
Development Department. These versatile grants often fund the construction of projects such as water and sewer facilities, recreation facilities, street maintenance, as well as other public work projects.
Integrated Regional Water Management (grants) – This funding program is offered by the California Department of Water Resources. DWR's IRWM Grant Programs are managed within the Division of IRWM, Financial Assistance Branch, with assistance from DWR’s regional offices. The IRWM Grant Programs include IRWM funding for planning, disadvantaged community involvement, implementation, and companion grant programs that support sustainable groundwater planning and water-energy programs and projects.
Proposition 84 - The Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act provides funding from the State Water Resources Control Board.
Proposition 84 allows the funding to be utilized for capital costs on projects that pertain to protecting river, lakes, and streams from excessive stormwater runoff. Such projects that can be funded could be related to the collection of stormwater, and treatment of water to reduce the likelihood of ground contamination.
Conclusion
The DUCs in the Stockton Metropolitan Area are generally well-served by current fire protection and water services providers, but public wastewater collection and storm drain systems are unavailable in many areas. This includes where storm drainage is provided via roadside ditches, with no connections to storm drain systems, as well as several areas where sewer lines would need to be constructed to accommodate growth in demand. In areas where services are deficient, new development, with or without annexation, would require improvements to bring them up to contemporary standards and to accommodate new development. This would include connection to public sewer systems and extension of storm drainage systems, as anticipated by the City’s Wastewater Master Plan and Stormwater Management Plan in several areas. Also, in some DUCs, as with other areas within the City’s SOI, fire protection services are provided by independent fire protection districts.
EXHIBIT 1
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........................................................................................................................
A PPENDIX C :
R ESOLUTIONS
R ESOLUTION 2018 - 12 - 04 - 1503 - 01
Resolution Certifying the Environmental Impact Report for the Envision Stockton 2040 General Plan Update (General Plan) and Utility Master Plan Supplements (UMPS), adopting the Findings of Fact, adopting a Mitigation Monitoring and Reporting Program, Rejecting Land Use Alternatives, and Adopting a Statement of Overriding Considerations
R ESOLUTION 2018 - 12 - 04 - 1503 - 0 2
Resolution Adopting the Envision Stockton 2040 General Plan Update (General Plan) and Adopting the Utility Master Plan Supplements (UMPS)
R ESOLUTION 2018 - 12 - 04 - 1503 - 0 3
Resolution Adopting Written Findings of Consistency with the Delta Plan with Supporting Documentation
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December 4, 2018 | Adopted
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ATTACHMENT L: SAWS WATER EDUCATION PROGRAM
ANNUAL REPORT
EXHIBIT 1
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1 EXHIBIT 1
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2 SAWS Water Education Program Annual Report
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3 School Year: 2024/2025 August 1, 2024 through July 31, 2025 Report Summary
This report presents an overview of the implementation of the Stockton Area Water Suppliers (SAWS) Water Education Program in the 2024/2025 school year. The report includes a summary of the year’s outreach effort, a full report, the data resulting from that outreach effort, a description of the programs and presentations offered to Stockton area educators by the SAWS Water Education Program, participant feedback, and a plan for the 2025/2026 school year.
In early May 2024, teachers and/or administrators in eligible schools were invited via email to participate in the SAWS Water Education Program for the 2024/2025 school year. Our presentation calendar was fully booked by mid-July. School began in the four school districts served by SAWS between July 30 and August 6, 2024, with SAWS presentations commencing the first week of September. The September start of the program allows teachers approximately six weeks to become familiar with their students and get them settled into a routine before introducing a visitor.