City Council and Concurrent Authorities
June 23, 2026

774
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
It shall be a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured.

Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named Insured; whichever is greater.

The Additional Insured coverage under the CONTRACTOR’s policy shall be “primary and non-contributory” and will not seek contribution from the City of Stockton’s insurance or self-insurance and shall be at least as broad as ISO CG 20 01 04 13.

The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the City of Stockton (if agreed to in a written contract or agreement) before the City of Stockton’s own insurance or selfinsurance shall be called upon to protect it as a named insured.

All self-insured retentions (SIR) must be disclosed to the CITY’s Risk Management for approval and shall not reduce the limits of liability. Payment Bond in the amount of the self-insured retention (SIR) may be required.

Policies containing any self-insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the CITY.

The CITY reserves the right to obtain a full certified copy of any insurance policy and endorsements.

Failure to exercise this right shall not constitute a waiver of right to exercise later.

CONTRACTOR shall maintain insurance as required by this contract to the fullest amount allowed by law and shall maintain insurance for a minimum of five years following the completion of this project. In the event contractor fails to obtain or maintain completed operations coverage as required by this agreement, the City at its sole discretion may purchase the coverage required and the cost will be paid by contractor.

CONTRACTOR agrees to include with all Subcontractors in their subcontract the same requirements and provisions of this agreement including the indemnity and insurance requirements to the extent they apply to the scope of the Subcontractor’s work.

Subcontractors hired by CONTRACTOR agree to be bound to CONTRACTOR and the CITY in the same manner and to the same extent as CONTRACTOR is bound to the CITY under the Contract Documents. Subcontractor further agrees to include these same provisions with any Sub-subcontractor. A copy of the CITY Contract Document Indemnity and Insurance provisions will be furnished to the Subcontractor upon request. The General CONTRACTOR shall require all sub-contractors to provide a valid certificate of

775
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
insurance and the required endorsements included in the agreement prior to commencement of any work and contractor will provide proof of compliance to the City.

4. INDEMNITY AND HOLD HARMLESS. To the fullest extent permitted by law, Contractor shall hold harmless, defend, and indemnify City of Stockton and its officers, officials, employees, and volunteers from and against all claims, damages, losses, and expenses including attorney fees arising out of the performance of the work described herein, caused in whole or in part by any negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the City of Stockton. This obligation is independent of, and shall not in any way be limited by, the minimum Insurance obligations contained in this agreement. These obligations shall survive the completion or termination of this agreement.

5. STANDARD PLANS AND SPECIFICATIONS. The performance of said work and the furnishing of said materials shall be executed in accordance with Section 8-

1.04B of the City of Stockton Standard Specifications and Plans as adopted on September 27, 2016, by Council Resolution No. 2016-09-27-1213, effective September 27, 2016, and the provisions of the issued project specifications.

The Director of Public Works will furnish CONTRACTOR a weekly statement showing the number of days charged to the contract for the preceding week, the number of days specified for completion of the contract, and the number of days remaining to complete the contract. CONTRACTOR will be allowed one (1) week in which to file a written protest setting forth in what respects said weekly statement is incorrect, otherwise the statement shall be deemed to have been accepted by CONTRACTOR as correct.

6. WORKING DAYS. This work shall be diligently prosecuted to completion before the expiration of 100 WORKING DAYS beginning on the tenth calendar day after the date shown on the Notice to Proceed. It is agreed by the parties to the contract that in case all the work called for under the contract in all parts and requirements, is not finished or completed within the number of days as set forth, damage will be sustained by the CITY, and that it is and will be impracticable and extremely difficult to ascertain the actual damage which CITY will sustain in the event of and by reason of such delay; and it is therefore agreed that CONTRACTOR will pay to CITY the sum of ZERO AND NO/100 DOLLARS ($0.00) per day for each and every calendar day's delay in finishing the work in excess of the number of days prescribed; and CONTRACTOR agrees to pay said liquidated damages as herein provided, and in case the same are not paid, agrees that CITY, may deduct the amount thereof from any monies due or that may become due CONTRACTOR under the contract.

It is further agreed that in case the work called for under the contract is not finished and completed in all parts and requirements within the number of days as specified, the CITY shall have the right to increase the number of days or not, as may seem best to serve the interest of CITY, and if the CITY decides to increase the said number of days, the CITY shall further have the right to charge to CONTRACTOR, CONTRACTOR's heirs, assigns or sureties, and to deduct from the final payment for the work, all or any part, as

776
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
may be deemed proper, the liquidated damages as specified or the actual cost of engineering, inspection, superintendence, and other overhead expenses which are directly chargeable to the contract, and which accrue during the period of such extension, whichever is greater, except the cost of final surveys and preparation of final estimate shall not be included in such charges.

A working day shall not include, nor shall CONTRACTOR be assessed with liquidated damages nor the additional cost of engineering and inspection during any delay beyond the time named for the completion of the work caused by acts of God or of the public enemy, acts of CITY, fire, floods, epidemics, quarantine restrictions, strikes, and freight embargoes and subject to approval by the Director of Public Works, inability to get materials ordered by CONTRACTOR or subcontractor due to such causes provided that CONTRACTOR shall notify the Director of Public Works in writing of the causes of delay within five (5) working days from the beginning of any such delay, and the Director shall ascertain the facts and the extent of the delay, and Director's findings of the facts thereon shall be final and conclusive.

If CONTRACTOR is delayed by reason of alterations made in these specifications, or by any act of the Director of Public Works or of the CITY, not contemplated by the contract, the time of completion shall be extended proportionately, and CONTRACTOR shall be relieved during the period of such extension of any claim for liquidated damages, engineering or inspection charges or other penalties. CONTRACTOR shall have no claim for any other compensation for any such delay.

7. CONFORMANCE TO APPLICABLE LAWS. Contractor shall comply with all applicable Federal, State, and Municipal laws, rules, and ordinances. Contractor shall not discriminate in the employment of persons or in the provision of services under this Contract on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.
a. TITLE VI
Title VI of the Civil Rights Act of 1964 requires that “no person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance.” (42 USC Section 2000d)
https://www.dol.gov/agencies/oasam/regulatory/statutes/title-vi-civil-rightsact-of-1964.

The City of Stockton requires compliance with the requirements of Title VI in all of its programs and activities regardless of funding source. b. DISCRIMINATION AND HARASSMENT POLICY
The City of Stockton has a Discrimination and Harassment Policy (Exhibit C). The purpose of this policy is to reaffirm the CITY’s commitment to demonstrating respect for all individuals by strictly prohibiting

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Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
discrimination and harassment, including sexual harassment in the workplace, to define the types of behavior and conduct prohibited by this policy, and to set forth a procedure for reporting, investigating, and resolving complaints of discrimination and harassment in the workplace. c. LABOR STANDARDS PROVISIONS/CALIFORNIA LABOR CODE
The bidder shall understand that conditions set forth in Chapter 1, Part 7, Division 2 of the California Labor Code shall be considered part of the contract agreement.
https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode= LAB&division=2.&title=&part=7.&chapter=1.&article=2.
d. PREVAILING WAGE
CONTRACTOR and any subcontractor shall pay each employee engaged in the trade or occupation not less than the prevailing hourly wage rate. In accordance with the provisions of Section 1770 of the Labor Code, the Director of Department of Industrial Relations of the State of California has determined the general prevailing wage and employer payments for health and welfare, pension, vacation, travel time, and subsistence pay as provided for in Section 1773.1, apprenticeship or other training programs authorized by Section 3093 and similar purposes applicable to the work to be done. CONTRACTOR performing the work under this contract shall obtain a copy of the wage rate determination and shall distribute copies to each subcontractor. As the wage determination for each craft reflects an expiration date, it shall be the prime CONTRACTOR and each subcontractor's responsibility to ensure that the prevailing wage rates of concern is current and paid to the employee.
i. The CONTRACTOR performing the work shall be responsible for obtaining a copy of the State wage rate determination. State wage rates may be obtained at https://www.dir.ca.gov/PublicWorks/Prevailing-Wage.html. The CONTRACTOR shall be responsible for posting said wage rates at a prominent location at the work site and shall maintain same in a good readable condition for the duration of the work.
ii. Should the CONTRACTOR choose to work on a Saturday, Sunday or on a holiday recognized by the Labor Unions, the CONTRACTOR shall reimburse the CITY the actual cost of engineering, inspection, superintendence, and or other overhead expenses which are directly chargeable to the contract. Should such work be undertaken at the request of the CITY, reimbursement will not be required. To conform strictly with the provisions of Division 2, Part 7, Chapter 1, Article 2, of the Labor Code of the State of California. To forfeit as a penalty to CITY the sum of TWENTY-FIVE AND NO/100 DOLLARS ($25.00) for each laborer, worker, or mechanic employed by CONTRACTOR, or by

778
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
any subcontractor under CONTRACTOR, in the execution of this contract, for each calendar day during which any laborer, worker, or mechanic is required or permitted to work more than eight (8) hours and who is not paid the general prevailing rate of per diem wages for holiday and overtime work in violation of the provisions of Sections 1770 to 1781 of the Labor Code of the State of California. That all sums forfeited under the provisions of the foregoing sections shall be deducted from the payments to be made under the terms of this contract.
iii. The CONTRACTOR to whom the contract is awarded shall ensure that the prime and each subcontractor will in accordance with Section 1776 of the Labor Code, maintain certified payroll records. A copy of said records shall be provided with each invoice to the Public Works Department, Attention Contract Compliance Officer. It shall be the CONTRACTOR’S responsibility to obtain copies of the current prevailing wage rate determination for all subcontractors. Additionally, certified payroll records must be uploaded to the DIR website as required by labor code.
iv. The CONTRACTOR shall comply with the provisions established in Section 1777.5 of the Labor Code concerning the 1) certified approval by local joint apprenticeship committees for the employment and training of apprentices, and 2) contribution of funds to administer and conduct apprenticeship programs, if applicable to the job. e. LOCAL EMPLOYMENT ORDINANCE
Pursuant to Stockton Municipal Code Section 3.68.095 the CONTRACTOR and all subcontractors shall make a good faith effort to employ at least 50 percent of the workforce on this project from local residents, as measured by total labor work hours. Failure of any CONTRACTOR or subcontractor to comply with these requirements shall be deemed a material breach of the contract or subcontract. CONTRACTORS and subcontractors shall maintain records necessary for monitoring their compliance with section

3.68.095.
f. SANCTIONS
Deliverables must conform with all applicable federal, state, and local laws. Such conformity includes compliance with federal sanctions, and Contractor certifies that it has not and will not engage in prohibited transactions with sanctioned persons or entities.

CITY agrees:

8. COMPENSATION. To pay CONTRACTOR for the work herein
contemplated in the following manner: Progress payments will be made on or about the

779
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
first day of each calendar month, in such sum as shall make the aggregate of payment up to such day equal to ninety-five percent (95%) of the proportional contract price, upon the basis of the progress certificate of the Director of Public Works as to the amount of work done and the proportional amount of the contract price represented therefore; and all of the remaining part of the contract price not as aforesaid paid, shall be paid at the expiration of thirty-five (35) days from the completion of said work of construction and the certification by the Director of Public Works of such completion.

9. SECURITIES. Pursuant to Section 22300 of the Public Contract Code, CONTRACTOR will be permitted, at its request and sole expense, to substitute securities for any monies withheld by the CITY to ensure performance under the contract. Said securities will be deposited either with the CITY or with a State or federally chartered bank as escrow agent. Securities eligible for this substitution are those listed in Section 16430 of the California Government Code or bank or savings and loan certificates of deposit.

CONTRACTOR shall be the beneficial owner of any securities substituted for monies withheld and shall receive any interest thereon.

10. CHANGE ORDERS. CITY reserves the right to make such alterations, deviations, additions to or omissions from the plans and specifications, including the right to increase or decrease the quantity of any item or portion of the work, as may be deemed by the Engineer to be necessary or advisable and to require such extra work as may be determined by the Engineer to be required for the proper completion or construction of the whole work contemplated.

Any such changes will be set forth in a contract change order which will specify, in addition to the work done in connection with the change made, adjustment of contract time, if any, and the basis of compensation for such work. A contract change order will not become effective until approved by the City Manager and/or the City Council.

Processing of change orders shall be in accordance with Section 4-1.05A of the City of Stockton Standard Specifications and Plans as adopted by Council on September 27, 2016, by Resolution No. 2016-09-27-1213, effective September 27, 2016, or as otherwise amended by Council. When the compensation for an item of work is subject to adjustment under the provisions of Standard Specifications and Plans, Section 4-1.05A, CONTRACTOR shall, upon request, promptly furnish the Engineer with adequate detailed cost data for such item of work.

11. AUDITS. CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for services under the contract. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance.

CONTRACTOR agrees that CITY or its delegate will have the right to review, obtain and copy all records pertaining to performance of the contract. CONTRACTOR agrees to provide CITY or its delegate with any relevant information requested and shall permit CITY or its delegate access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under

780
Local Construction Contract – CONCO WEST, INC. – N3 PUMP STATION WARRANTY REPAIR, PROJECT NO. WT26048 (Updated 10/18/23)
investigation for the purpose of determining compliance with this requirement.

CONTRACTOR further agrees to maintain such records for a period of three (3) years after final payment under the contract.

12. WAIVER. It is expressly understood and agreed by and between the parties hereto that a waiver of any of the conditions of this contract shall not be considered a waiver of any of the other conditions thereof.

It is further understood and agreed by and between the parties hereto that time is of the essence of this contract in all respects.

IN WITNESS WHEREOF, the parties hereto have hereunto affixed their hands and seals the day and year first above written.

ATTEST: CITY:

KATHERINE ROLAND, CMC, CPMC

CITY CLERK
By:

By: JOHNNY FORD

CITY MANAGER
APPROVED AS TO FORM & CONTENT:

MARCI A. ARREDONDO

OFFICE OF THE CITY ATTORNEY
By:

CONCO WEST, INC.

By:

DEPUTY CITY ATTORNEY
Tax Identification No.

781
N3 – SCOPE OF REPAIRS
SCOPE OF WORK TO RETURN SITE TO PRE-LOSS CONDITION CONSISTS OF:
• REMOVE AND DISPOSE OF ASPHALT, CONCRETE, FENCING AND ELECTRICAL DAMAGED BY THE SUBSIDENCE.
• EXCAVATE AND REMOVE UNSUITABLE MATERIALS FROM SUBSIDENCE AREAS.
• INSPECT/REPAIR/REPLACE STORM DRAIN PIPING AND INLETS DAMAGED BY THE SUBSIDENCE.
• INSPECT/REPAIR/REPLACE ELECTRICAL CONDUIT, WIRE, PULL BOXES AND JUNCTION BOXES DAMAGED BY THE SUBSIDENCE.
• INSPECT/REPAIR/REPLACE SITE FENCING, GATE AND CONCRETE CURBS DAMAGED BY THE SUBSIDENCE.
• INSPECT/REAIR/REPLACE POTABLE WATER SUPPLY DAMAGED BY THE

SUBSIDENCE
• INSPECT/REPAIR/REPLACE CUSTOMER OWNED GAS SERVICE DAMAGED BY THE SUBSIDENCE.
• BACKFILL THE AREA AROUND THE WET WELL STRUCTURE AFFECTED BY THE SUBSIDENCE.
• REPLACE ASPHALT PAVING AND BASE ROCK SUBGRADE AS NEEDED. • PERFORM STARTUP AND VERIFY OPERATION OF STATION.
• GENERAL CLEANUP AND RESTORATION TO PRE-LOSS CONDITION.

TOTAL: $389,858.95
EXHIBIT A Page 9 of 28 EXHIBIT 3
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Insurance Requirements
(Project WT26048 N3 Pump Station Warranty Repair)
Contractor shall procure and maintain for the duration of the contract, and for five (5) years thereafter, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $5,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form CA 0001 covering Code 1 (any auto), with limits no less than $5,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Contractors Pollution Liability applicable to the work being performed, with limits no less than $2,000,000 per occurrence or claim, and $2,000,000 policy aggregate.

5. Builder’s Risk (Course of Construction) insurance utilizing an “All Risk” (Special Perils) coverage form, with limits equal to the completed value of the project and no coinsurance penalty provisions.

6. Surety Bonds as described below.

If the contractor maintains broader coverage and/or higher limits than the minimums shown above, the City of Stockton requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Stockton.

EXHIBIT B Page 10 of 28 EXHIBIT 3
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Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City of Stockton. The City of Stockton may require the Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City of Stockton. The CGL and any policies,
including Excess liability policies, may not be subject to a self-insured retention (SIR) or deductible that exceeds $25,000 unless approved in writing by City of Stockton. Any and all deductibles and SIRs shall be the sole responsibility of Contractor or subcontractor who procured such insurance and shall not apply to the Indemnified Additional Insured Parties. City of Stockton may deduct from any amounts otherwise due Contractor to fund the SIR/deductible. Policies shall NOT contain any self-insured retention (SIR) provision that limits the satisfaction of the SIR to the Named Insured.

The policy must also provide that Defense costs, including the Allocated Loss Adjustment Expenses, will satisfy the SIR or deductible. City of Stockton reserves the right to obtain a copy of any policies and endorsements for verification.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

1. The City of Stockton, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor.

General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

Additional insured Name of Organization shall read “City of Stockton, its officers, officials, employees, and volunteers.” Policy shall cover City of Stockton, its officers, officials, employees, and volunteers for all locations work is done under this contract.

2. For any claims related to this project, the Contractor’s insurance coverage shall be primary and non-contributory insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City of Stockton, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City of Stockton, its officers, officials, employees, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it. This requirement shall also apply to any Excess or Umbrella liability policies. The City of Stockton does not accept endorsements limiting the Contractor’s insurance coverage to the sole negligence of the Named Insured.

EXHIBIT B Page 11 of 28 EXHIBIT 3
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3. Each insurance policy required by this clause shall provide that coverage shall not be canceled, except with notice to the City of Stockton.

Builder’s Risk (Course of Construction) Insurance
Contractor may submit evidence of Builder’s Risk insurance in the form of Course of Construction coverage. Such coverage shall name the City of Stockton as a loss payee as their interest may appear.

If the project does not involve new or major reconstruction, at the option of the City of Stockton, an Installation Floater may be acceptable. For such projects, a Property Installation Floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment. The Property Installation Floater shall provide property damage coverage for any building,
structure, machinery, or equipment damaged, impaired, broken, or destroyed during the performance of the Work, including during transit, installation, and testing at the City of Stockton’s site.

Claims Made Policies (Does Not Apply to Commercial General Liability) If any coverage required is written on a claims-made coverage form:

1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of contract work.

3. If coverage is cancelled or non-renewed, and not replaced with another claimsmade policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.

4. A copy of the claims reporting requirements must be submitted to the City of Stockton for review.

5. If the services involve lead-based paint or asbestos identification/remediation, the Contractors Pollution Liability policy shall not contain lead-based paint or asbestos exclusions. If the services involve mold identification/remediation, the Contractors Pollution Liability policy shall not contain a mold exclusion, and the definition of Pollution shall include microbial matter, including mold.

Umbrella or Excess Policies
The Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, EXHIBIT B Page 12 of 28 EXHIBIT 3
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REV 2026-03-31
additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply to a loss covered hereunder, shall be called upon to contribute to a loss until the Contractor’s primary and excess liability policies are exhausted.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to the City of Stockton.

Waiver of Subrogation
Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation and provide a copy to the City of Stockton.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Stockton for all work performed by the Contractor, its employees, agents and subcontractors. This provision applies regardless of whether or not an endorsement has been issued.

Verification of Coverage
Contractor shall furnish the City of Stockton with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements and copies of the Declarations & Endorsements pages are to be received and approved by the City of Stockton before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Stockton reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all requirements stated herein, and Contractor shall ensure that City of Stockton is an additional insured on insurance required from subcontractors. For CGL coverage, subcontractors shall provide coverage with a form at least as broad as CG 20 38 04 13.

EXHIBIT B Page 13 of 28 EXHIBIT 3
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Duration of Coverage
CGL & Excess liability policies for any construction related work, including, but not limited to, maintenance, service, or repair work, shall continue coverage for a minimum of 5 years for Completed Operations liability coverage. Such Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

Surety Bonds
Contractor shall provide the following Surety Bonds:

1. Bid Bond

2. Performance Bond

3. Payment Bond

4. Maintenance Bond
The Payment Bond and the Performance Bond shall be in a sum equal to the contract price. If the Performance Bond provides for a one-year warranty a separate Maintenance Bond is not necessary. If the warranty period specified in the contract is for longer than one year a Maintenance Bond equal to 10% of the contract price is required. Bonds shall be duly executed by a responsible corporate surety, authorized to issue such bonds in the State of California and secured through an authorized agent with an office in California.

Special Risks or Circumstances
City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances.

Certificate Holder Address
The address for mailing certificates, endorsements and notices shall be:

City of Stockton
Its Officers, Officials, Employees, and Volunteers
501 W Weber Avenue
Building 1, 4th Floor
Stockton, CA 95203
EXHIBIT B Page 14 of 28 EXHIBIT 3
787
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 1 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 I. PURPOSE
The purpose of this policy is to reaffirm the City's commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace. This policy defines prohibited behavior and conduct, and sets forth a procedure for reporting, investigating and resolving complaints of discrimination, harassment, in the workplace, including retaliation and hostile work environment.

II. POLICY
A. The City of Stockton prohibits any form of discrimination and/or harassment of any person based on race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other category or attribute consistent with state or federal law.

All such discrimination and harassment is unlawful and shall not be tolerated. In addition, under the federal Affordable Care Act (ACA), the City of Stockton prohibits discrimination and/or harassment, or retaliation against an employee who obtains coverage, receives a tax credit or subsidy through the Health Care "Market Place" or "Exchange."
B. It is an unlawful employment practice to discriminate against or to harass an unpaid intern or volunteer on the basis of any legally protected classification unless an exception applies, such as a bona fide occupational qualification.

C. The City will neither tolerate nor condone discrimination and/or harassment of employees by managers, supervisors, co-workers, or non-employees with whom City employees have a business service, or professional relationship.

D. All City employees and non-employees share a responsibility to assist in EXHIBIT C Page 15 of 28 EXHIBIT 3
788
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 2 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 maintaining an employment environment free of discrimination and harassment. This policy applies to all aspects of City employment, including, but not limited to, hiring, reassignment, placement, promotion, employment action, disciplinary action, layoff, reemployment, transfer, leave of absence, compensation and benefits, training; or other terms of treatment of that person in an unpaid internship, or another limited duration program to provide unpaid work experience for that person, or the harassment of an unpaid intern or volunteer.

E. All allegations of discrimination and/or harassment shall be investigated immediately by the City, in accordance with this policy. If it is determined that any prohibited activity has occurred, remedial action shall be taken. Such action may include discipline up to and including discharge. In addition, under applicable law, individual supervisors and employees may be subject to personal liability and/or punitive damages in any litigation arising as a result of such conduct.

F. All new hires shall attend harassment awareness training, and supervisors and managers shall attend harassment awareness and prevention training for supervisors every two years.

G. The City of Stockton prohibits retaliation against any employee or nonemployee by another employee, non-employee, supervisor, or manager for reporting, filing, testifying, assisting or participating in any manner in any investigation, proceeding, or hearing conducted by the employer or a federal or state enforcement agency.

H. This policy applies to all officials, employees, volunteers, unpaid interns, agents, or contractors of the City.

I. This policy shall be administered by the Director of Human Resources.

EXHIBIT C Page 16 of 28 EXHIBIT 3
789
EXHIBIT C Page 17 of 28 EXHIBIT 3
790
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 4 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 otherwise adversely affecting an employee's or non-employee's employment opportunities.

Harassment may take many forms, including, but not limited to, the following examples:

1. Verbal Harassment: Epithets, derogatory and offensive comments or slurs based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

2. Physical Harassment: Assault, impeding or blocking movement that results in the physical interference with normal work or movement on the basis of race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

3. Visual Harassment: The displaying of posters, photography, notices, bulletins, e-mails, cartoons or drawings with derogatory and offensive content based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

C. "Sexual harassment," as used in this policy, is a subcategory of harassment, and is specifically defined by law as unwanted sexual advances, requests for sexual favors or visual, verbal or physical conduct of a sexual nature when:

1. Submission to such conduct is made a term or condition of employment; or

2. Submission to or rejection of such conduct is used as a basis for employment decisions affecting the individual; or
EXHIBIT C Page 18 of 28 EXHIBIT 3
791
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 5 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93

3. Such conduct has the purpose or effect of unreasonably interfering with an employee's or non-employee's work performance or creating an intimidating, hostile or offensive working environment because of the persistent, severe or pervasive nature of the conduct.

Examples of Sexual Harassment include, but are not limited to the following:
a. Unwelcome sexual overtures or propositions.
b. Offering employment benefits or status in exchange for sexual favors.
c. Making or threatening retaliation after a negative response to sexual advances.
d. Visual conduct such as leering, making sexual gestures, displaying sexually suggestive objects or pictures, cartoons, calendars or posters.
e. Verbal conduct such as using epithets or slurs, telling sexually explicit jokes, or making derogatory or suggestive comments about a person's body or dress.
f. Written communications of a sexual nature distributed in hard copy, soft copy or via a computer network.
g. Verbal abuse of a sexual nature, graphic verbal commentary about an individual's body, sexually degrading words to describe an individual, suggestive or obscene letters, notes or invitations.
h. Physical conduct such as touching, assaulting, impeding or blocking movements.

EXHIBIT C Page 19 of 28 EXHIBIT 3
792
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 6 of 14
DISCRIMINATION AND Effective Date: HARASSMENT POLICY Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95. 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 i. Retaliation for making harassment reports or threatening to report harassment.

D. Affordable Care Act (ACA) Anti-Retaliation
Pursuant to section §1558 of the Affordable Care Act, the City prohibits discrimination or retaliation towards any employee who:

1. Receives a health insurance tax credit or subsidy through the Health Care "Marketplace" or "Exchange", by which can trigger a penalty payable by the employer;

2. Reports potential violations of protections afforded under Title I of the Act, which provides guaranteed availability protections among other things;

3. Testifies in a proceeding concerning such violation;

4. Assists or participates in a proceeding concerning a violation; or

5. Objects to, or refuses to participate in, any activity, policy, practice, or assigned task that the employee reasonably believes to be in violation of any provision of the Title I of the Act.

An employee who believes that he or she has been discharged or otherwise discriminated against in violation of section §1558 of the Affordable Care Act may seek relief in accordance with the procedures, notifications, burdens of proof, remedies, and statutes of limitation set forth in section 2087(b) of title 15, United States Code.

IV. REPORTING AND COMPLAINT PROCEDURES
A. Immediate Action Required
The City's reporting and complaint procedures provide for an immediate, thorough and objective investigation of discrimination or harassment claims, appropriate disciplinary action taken against any person found to have engaged in prohibited behavior, and appropriate alternative remedies to any EXHIBIT C Page 20 of 28 EXHIBIT 3
793
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 7 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 employee or non-employee subject to discrimination or harassment. To accomplish this, such incidents must be reported immediately to a supervisor or manager.

1. Employee's and Non-Employee's Responsibilities when Subjected to Discrimination and/or Harassment
a. Employees or non-employees who believe they have been subjected to discrimination or harassment, or are aware of discrimination or harassment against others, shall report the situation immediately to his/her supervisor or manager, except as specified in subsection (b), below. Employees and nonemployees shall report any such incidents occurring in the workplace, whether committed by coworkers, supervisors or managers, or third persons doing business with the City, such as customers or vendors, or other non-employees. If
comfortable doing so, an employee or non-employee who has a complaint of discrimination or harassment is encouraged to directly inform the person(s) engaging in the behavior that such conduct is offensive and insist the behavior to stop.
b. Employees and non-employees must immediately contact a supervisor or manager to register a complaint of discrimination or harassment, unless that supervisor or manager is the individual engaging in the unwanted behavior. In that case, the employee or non-employee may contact someone at the next supervisory level. If the employee or non-employee feels uncomfortable dealing directly with his or her immediate supervisor or manager, he or she may contact the department head, or the Director of Human Resources (or either of their designees) to register a complaint of discrimination or harassment.
c. Employees and non-employees may file a formal complaint of harassment or discrimination with their department head or EXHIBIT C Page 21 of 28 EXHIBIT 3
794
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 8 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 with Human Resources. To assist the City in conducting a thorough investigation, complaints shall be submitted in writing and shall include specific details of the incident(s), the names of the individuals involved, the names of any witnesses, and any documentary evidence (notes, pictures, cartoons, etc.) that will corroborate the allegations.
d. Employees and non-employees shall immediately report any retaliation to a supervisor, manager, department head or Director of Human Resources (or designee). All retaliation complaints shall be immediately, objectively and thoroughly investigated in accordance with the investigation procedures.

If a report of retaliation is substantiated, appropriate disciplinary action, up to and including discharge shall be taken.

2. Supervisor's or Manager's Responsibilities to Eliminate Discrimination and/or Harassment
a. A supervisor or manager is responsible for enforcing the City's discrimination and harassment policy. Supervisors or
managers must ensure that all employees and non-employees are aware of the City's policy through open discussion of the policy at staff meetings and by posting the policy in a conspicuous location accessible to all staff members.
b. A supervisor or manager shall be cognizant of employees' and non-employees' behavior and shall not permit any employee or non-employee under their supervision to be subjected to or engage in any conduct prohibited by this policy.
c. A supervisor or manager who observes conduct prohibited by this policy shall immediately direct the employee or nonemployee to cease the conduct.

EXHIBIT C Page 22 of 28 EXHIBIT 3
795
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 9 of 14
DISCRIMINATION AND Revised From: HARASSMENT POLICY Effective Date:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 d. A supervisor or manager who receives a complaint of
prohibited conduct is required to take the complaint seriously, and report the matter immediately to the department head; be supportive of the complainant; ensure there is no retaliation against the complainant; conduct an internal fact-finding review into the allegations; obtain as much detailed information as possible; thoroughly document the findings; communicate in written form to the parties the resolution of the complaint; and report to and consult with the Human Resources Department promptly, without delay.

B. Confidentiality. The City will make every effort to protect the privacy and confidentiality of all parties involved, as well as any information and/or documentation obtained, to the extent possible consistent with a thorough investigation.

C. Penalty for Non-Compliance. The City shall take disciplinary action, up to and including discharge, against any supervisor or manager who fails in his/her responsibility to take immediate action in response to an employee's or non-employee's complaint of discrimination or harassment. Further, such disciplinary action shall be taken against a supervisor or manager who fails to stop discriminatory or harassing conduct committed in his/her presence or to stop such conduct about which the supervisor or manager has knowledge.

V. INVESTIGATION PROCEDURES
A. Determination of Responsibility for Investigation
If a formal complaint is filed with the department head or the Director of Human Resources (or either of their designees), the department head and the Director of Human Resources shall consult with one another to determine whether the department or Human Resources shall conduct the fact-finding investigation into the allegations. Either the department head or the Director of Human Resources (or either of their designees), depending on who is EXHIBIT C Page 23 of 28 EXHIBIT 3
796
Subject:

B.

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.10 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 responsible for the investigation, shall issue written notification to the complainant and alleged harasser(s). The notification shall specify the nature of the complaint, and inform the parties that an investigation into the allegations of discrimination and/or harassment shall be conducted.

Investigative Guidelines
The investigation shall include the following steps taken in the order best suited to the circumstances:

1. Identify and preserve the evidence.

2. Confirm the name and position of the complainant. Interview the complainant.

3. Allow the complainant the opportunity to place the complaint in writing.

4. Obtain the identity of the alleged harasser(s).

5. Obtain as many details as possible regarding the incident(s) that prompted the complaint, including the number of occurrences, dates, times, locations, and witnesses (if applicable).

6. Ascertain how the complainant felt about the alleged incident when it occurred; complainant's response(s) to the alleged behavior; and witness statements (if applicable).

7. Ascertain if any threats or promises were made in connection with the alleged harassment.

8. Ascertain if the complainant knows of or suspects that there are other victims of harassment by the same person(s).

9. Ascertain whether the complainant has spoken to anyone, especially EXHIBIT C Page 24 of 28 EXHIBIT 3
797
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 11 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 supervisors, about the harassment.

10. Ascertain what resolution would be acceptable to the complainant.

11. Interview the alleged harasser to get his or her side of the story, including any possible motivation for a false allegation.

12. Interview witnesses who were identified by the complainant regarding the alleged harasser or other persons identified during the investigation.

13. Interview witnesses who were identified by the alleged harasser or other persons identified during the investigation.

14. Advise all participants that the investigation is "confidential" and not to engage in any retaliatory conduct, as such conduct is subject to disciplinary action up to and including discharge. Confidentiality will be maintained to the extent possible. An individual who is interviewed during the course of an investigation is prohibited from discussing the substance of the interview, except as otherwise directed by a supervisor or the Director of Human Resources. Any individual who discusses the content of an investigatory interview will be subject to discipline or other appropriate sanction.

15. Conduct follow-up interviews, if warranted.

16. Prepare report of findings and discuss with management and designated legal staff.

VI. RESPONDING TO THE COMPLAINT
A. Following the completion of the fact-finding investigation, either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible for the investigation, shall EXHIBIT C Page 25 of 28 EXHIBIT 3
798
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.12 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 make a report of findings, along with a recommendation regarding the appropriate remedial action to be taken, if warranted. The recommendation shall be made after reviewing the findings of the investigation, giving consideration to all factual information, the nature of the alleged conduct, and the totality of the circumstances. If the investigation was conducted by the Director of Human Resources, or designee, the Director, or designee, shall confer with the affected department head and both shall concur on the remedial action to be taken, if any. If the investigation was conducted by the department head, the department head shall confer with the Director of Human Resources prior to making the report of findings and both shall concur on the remedial action to be taken, if any.

B. If either the department head or the Director of Human Resources does not concur with the findings and recommendation of the other, the City Attorney (or designee) shall review and resolve the matter in dispute.

C. Report of findings and recommendation shall be treated as a confidential document and no other distribution shall be made without first consulting with the City Attorney's Office. A completed investigation report will not be disclosed, except as it is deemed necessary to support a disciplinary action, to take remedial action, to defend the City in adversarial proceedings, or to comply with the law or court order.

D. Either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible for the investigation shall provide a written response to the complainant and the person alleged to have committed the misconduct, discrimination and/or harassment. The response shall include a copy of the City's discrimination and harassment policy and a memorandum indicating the City's determination as to whether the complaint is:

1. Unsustained: The investigation failed to disclose sufficient evidence to substantiate the allegation(s).

2. Unfounded: The investigation proved that the act(s) or omission(s) EXHIBIT C Page 26 of 28 EXHIBIT 3
799

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 13 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09

3. 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 complained of did not occur. The finding also applies when the individual employee(s) named in the complaint were not involved in the act(s) or omission(s) alleged.

Sustained: The investigation disclosed sufficient evidence to substantiate the allegation(s) made in the complaint; appropriate action will be taken.

E. Details regarding any specific fact-findings or disciplinary action to be taken will not be communicated to the complainant. The City Attorney shall review the response for legal sufficiency before dissemination.

F. The City shall close and retain the investigation file, in accordance with applicable laws, regulations, and City policy regarding retention of City records.

VII. DISCIPLINE
Disciplinary action imposed as a result of any investigation conducted pursuant to this policy shall be commensurate with the severity of the offense, up to and including discharge, even for a first offense.

VIII. ALTERNATIVE REMEDIES
If upon exhausting all internal remedies to file, investigate, and respond to a charges of discrimination/harassment, pursuant to title VII of the Federal Civil Rights Act of 1964 (42 U.S.C §§ 2000e et seq.), any person has a right to file a charge of discrimination/harassment with the Equal Employment Opportunity Commission ("EEOC"). In addition, pursuant to the California Fair Employment and Housing Act (Gov. Code §§ 12900 - 12996.) a person may also file a complaint of discrimination/harassment with the California Department of Fair Employment and Housing ("DFEH"). Employees or non-employees who believe that they have been subjected to discrimination/harassment may file a complaint with either of these EXHIBIT C Page 27 of 28 EXHIBIT 3
800

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 14 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 agencies. Both the EEOC and DFEH serve as neutral fact-finders and attempt to assist parties in resolving disputes voluntarily.

IX. COMMUNICATION OF POLICY
This policy shall be provided to all managers, supervisors, employees, volunteers, unpaid interns, agents or contractors of the City and shall be posted in the appropriate places. All employees shall participate in City approved harassment awareness training as directed by management or Human Resources; and all supervisors, as required by law, shall participate in City approved interactive harassment awareness training and education sessions at least once every two years, or as otherwise specified by law.

APPROVED:
c:r��SON

CITY MANAGER
::ODMA\GRPWISE\COS.PER.PER_Library:96180.1
EXHIBIT C Page 28 of 28 EXHIBIT 3
801
City of Stockton
Legislation Text
File #: 26-0567, Version: 1

APPROVE MOTION TO AWARD A SERVICE CONTRACT FOR PARKS PEST CONTROL (CITYWIDE)

RECOMMENDATION
It is recommended that the City Council approve a motion to:

1. Approve findings pursuant to Stockton Municipal Code section 3.68.070 in support of an exception to the competitive bidding process.

2. Award a three-year Service Contract, in the amount of $224,946, to California Professional Pest Control, Inc. dba California Pest Control of Stockton, CA, for Parks Pest Control, Project No. OM-26-033.

3. Authorize the City Manager to execute up to two optional one-year extensions to this Service Contract, at an annual cost of $77,231.46, for a cumulative contract total amount of $379,408.92.

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

Summary
Public Works is responsible for the maintenance of 66 parks, of which 29 receive professional pest control services. Due to the number of parks and the technical training to perform pest management services, the City contracts for regular inspection and mitigation efforts to provide an environment that is free from all pests around the park’s facilities interiors and exterior perimeters. The Parks Pest Control project will provide the necessary services to manage, control, and prevent pest infestations in City parks, ensuring safe, well-maintained park facilities for public use.

On March 3, 2026, the City advertised a Request for Proposals (RFP) for the Parks Pest Control, Project No. OM-26-033. On March 25, 2026, two firms submitted proposals for this project. The Selection Committee evaluated the proposals and found California Professional Pest Control, Inc. dba California Pest Control (California Pest Control) of Stockton, CA, to be the most qualified and highest ranked firm.

It is recommended that Council approve a motion authorizing the City Manager to execute a threeyear Service Contract, in the amount of $224,946, with California Pest Control for Parks Pest Control, Project No. OM-26-033 (Attachment A). This Service Contract includes renewal options for up to two one-year extensions, with a three percent increase to $77,231.46 each year, for a cumulative contract total amount of $379,408.92.

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File #: 26-0567, Version: 1

DISCUSSION
Background
Public Works is responsible for the maintenance of 66 parks, of which 29 receive professional pest control services. Due to the number of parks and the technical training to perform pest management services, the City contracts for regular inspection and mitigation efforts to provide an environment that is free from all pests around the park’s facilities interiors and exterior perimeters. The Parks Pest Control project will provide the necessary services to manage, control, and prevent pest infestations in City parks, ensuring safe, well-maintained park facilities for public use. The current contract with California Pest Control to provide these services will expire on June 30, 2026.

Present Situation
On March 3, 2026, the City advertised an RFP for Parks Pest Control, Project No. OM-26-033. On March 25, 2026, two proposals were received from the following firms:
· California Pest Control (Stockton, CA)
· Area Wide Exterminators, Inc. (Stockton, CA)
A Selection Committee evaluated and ranked all proposals based on each firm’s experience with similar kinds of work, quality of work, qualifications of staff, references, and cost. California Pest Control received the highest ranking, based on the noted criteria, and was determined to be the most qualified firm for this project.

It is recommended that Council approve a motion authorizing the City Manager to execute a threeyear Service Contract, in the amount of $224,946, with California Pest Control for Parks Pest Control, Project No. OM-26-033 (Attachment A). This Service Contract includes renewal options for up to two one-year extensions, with a three percent increase to $77,231.46 each year, for a cumulative contract total amount of $379,408.92.

Findings
Pursuant to Stockton Municipal Code (SMC) section 3.68.070, Council may approve findings which support an exception to the competitive bidding process. These findings include:

1. The City does not have staffing available to perform professional pest control services.

2. Use of the RFP process is appropriate for this Service Contract because it relies on the evaluation of professional qualifications and performance as the basis for the selection of a vendor. Use of the criteria helps ensure selection of a vendor that will provide professional, responsive, and timely service, which is in the public interest.

3. The negotiated contract contains an Integrated Pest Management (IPM) provision. This requires the contractor to have an IPM policy and to comply with reporting requirements to the City, which is also in the public interest.

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4. The City negotiated a contract following the solicitation of competitive proposals in accordance with SMC section 3.68.070.A.3.

FINANCIAL SUMMARY
There are sufficient funds available in the Landscape Maintenance District and Public Works Parks General Fund Operating Budgets to award a Service Contract, in the amount of $224,946, to California Pest Control for Parks Pest Control, Project No. OM-26-033.

Attachment A - Service Contract with California Pest Control City of Stockton Page 3 of 3 Printed on 6/19/2026
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CONTRACT FOR SERVICES
THIS CONTRACT is entered into this day of 2026, between the CITY OF STOCKTON, a municipal corporation (“CITY), and CALIFORNIA PROFESSIONAL PEST CONTROL INC., DBA CALIFORNIA PEST CONTROL a STATE OF CALIFORNIA CORPORATION, with a business address at P.O. BOX 692636, STOCKTON, CA 95269 hereinafter called "CONTRACTOR.," THIS CONTRACT is for the PARKS PEST CONTROL (OM-26-033), hereinafter referred to as “SERVICE”.

RECITALS
A. CONTRACTOR represents that it is licensed in the State of California and is qualified, willing and able to provide the services proposed in the SCOPE OF WORK section of this Contract.

B. CONTRACTOR represents that it is registered pursuant to Labor Code Section 1725.5 and will register annually with the Department of Industrial Relations, if the services have a wage determination for the services outlined in the SCOPE OF WORK section of this Contract.

C. CONTRACTOR represents that it will pay all required prevailing wages under California Labor Code for all services provided that have a wage determination.

D. CITY finds it necessary and advisable to use the services of the CONTRACTOR for the purposes provided in this Contract.

NOW THEREFORE, in consideration of the mutual promises, covenants and conditions in this Contract, CITY and CONTRACTOR agree as follows:

1. SCOPE OF SERVICES. Subject to the terms and conditions set forth in this Contract, CONTRACTOR shall undertake and complete the services described in Exhibit A (scope and specifications). CONTRACTOR shall provide said services at the time, place, and in the manner specified in Exhibit A and compatible with the standards of the profession.

CONTRACTOR agrees that it shall provide fully complete services including all labor, materials, tools, equipment and insurance required and that are acceptable to the CITY.

2. COMPENSATION. CITY shall pay CONTRACTOR for services outlined in Exhibit A according to the fee not to exceed the schedule detailed in Exhibit B (fee schedule), which is attached to this Contract and incorporated by this reference. CONTRACTOR agrees this fee is for full remuneration for performing all services and furnishing all staffing, materials and tools called for in the scope of services. The payments shall be made on a monthly basis upon receipt and approval of CONTRACTOR’S invoice for completed work. Total compensation for services and reimbursement for costs shall not exceed $224,946.00 or as otherwise mutually agreed to in a Contract Amendment.

ATTACHMENT A Page 1 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 805
Pursuant to Section 22300 of the Public Contract Code, CONTRACTOR will be permitted, at its request and sole expense, to substitute securities for any monies withheld by the CITY to ensure performance under the contract. Said securities will be deposited either with the CITY or with a State or federally chartered bank as escrow agent. Securities eligible for this substitution are those listed in Section 16430 of the California Government Code or bank or savings and loan certificates of deposit. CONTRACTOR shall be the beneficial owner of any securities substituted for monies withheld and shall receive any interest thereon. a. Invoices submitted by CONTRACTOR to CITY must contain a brief description of work performed, location of work, time used, materials and special equipment and City project number. Payment shall be made within thirty (30) days of approval of invoice by City.
b. Upon completion of work and acceptance by CITY, CONTRACTOR shall have sixty (60) days in which to submit final invoicing for payment. An extension may be granted by CITY upon receiving a written request thirty (30) days in advance of said time limitation. CITY shall have no obligation or liability to pay any invoice for work performed which CONTRACTOR fails or neglects to submit within sixty (60) days, or any extension thereof granted by the CITY, after work is accepted by CITY.

3. INSURANCE. During the term of this Contract, CONTRACTOR shall maintain in full force and effect at its own cost and expense the insurance coverage as set forth in the attached Exhibit C (Insurance Requirements and Forms) which is attached to this contract and incorporated by this reference, and shall otherwise comply with the other provisions of Exhibit C. Maintenance of proper insurance coverage is a material element of this contract and that failure to maintain or renew coverage or to provide evidence of renewal may be treated as a material breach of contract.

CONTRACTOR shall not commence any work before obtaining, and shall maintain in force at all times during the duration and performance of this contract, the policies of insurance specified in Exhibit C, which is attached to this contract and incorporated by this reference, and as provided in the “contract documents” including Section 7-1.06 of the City of Stockton Standard Specifications and Plans as adopted on September 27, 2016, by Council Resolution No. 2016-09-27-1213, effective September 27, 2016.

It shall be a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named Insured; whichever is greater.

The Additional Insured coverage under the CONTRACTOR’s policy shall be “primary and noncontributory” and will not seek contribution from the City of Stockton’s insurance or selfinsurance and shall be at least as broad as ISO CG 20 01 04 13.

ATTACHMENT A Page 2 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 806
The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of the City of Stockton (if agreed to in a written contract or agreement) before the City of Stockton’s own insurance or self-insurance shall be called upon to protect it as a named insured.

All self-insured retentions (SIR) must be disclosed to the CITY’s Risk Management for approval and shall not reduce the limits of liability. Payment Bond in the amount of the self-insured retention (SIR) may be required.

Policies containing any self-insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the CITY.

The CITY reserves the right to obtain a full certified copy of any insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of right to exercise later.

CONTRACTOR shall maintain insurance as required by this contract to the fullest amount allowed by law and shall maintain insurance for a minimum of five years following the completion of this project. In the event contractor fails to obtain or maintain completed operations coverage as required by this agreement, the CITY at its sole discretion may purchase the coverage required and the cost will be paid by CONTRACTOR.

CONTRACTOR agrees to include with all Subcontractors in their subcontract the same requirements and provisions of this agreement including the indemnity and insurance requirements to the extent they apply to the scope of the Subcontractor’s work. Subcontractors hired by CONTRACTOR agree to be bound to CONTRACTOR and the CITY in the same manner and to the same extent as CONTRACTOR is bound to the CITY under the Contract Documents. CONTRACTOR further agrees to include these same provisions with any subcontractor regardless of tier. A copy of the CITY Contract Document Indemnity and Insurance provisions will be furnished to the Subcontractor upon request. The CONTRACTOR shall require all Subcontractors to provide a valid certificate of insurance and the required endorsements included in the agreement prior to commencement of any work and contractor will provide proof of compliance to the CITY.

4. INDEMNITY AND HOLD HARMLESS. To the fullest extent permitted by law, Contractor shall hold harmless, defend and indemnify City of Stockton and its officers, officials, employees and volunteers from and against any and all liability, loss, damage, expense, costs (including without limitation costs and fees of litigation) of every nature arising out of or in connection with Contractor’s performance of work hereunder or its failure to comply with any of its obligations contained in this agreement, except such loss or damage which was caused by the sole negligence or willful misconduct of the City of Stockton. This obligation is independent of, and shall not in any way be limited by, the minimum insurance obligations contained in this agreement. These obligations shall survive the completion or termination of this agreement.

ATTACHMENT A Page 3 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 807

5. SCHEDULE AND TERM. CONTRACTOR shall perform the scope of work as described in Exhibit A according to the schedule detailed in Exhibit A, which is attached to this Contract and incorporated by this reference. This contract shall commence on the date written above and shall expire on June 30, 2029, unless extended by mutual agreement through the issuance of a Contract Amendment. This contract provides for two (2), one (1) year extensions at the same rates and terms as outlined in Exhibit A and Exhibit B.

6. CONFORMANCE TO APPLICABLE LAWS. CONTRACTOR shall comply with all applicable Federal, State, and Municipal laws, rules, and ordinances. a. TITLE VI
Title VI of the Civil Rights Act of 1964 requires that “no person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance.” (42 USC Section 2000d) http://www.dol.gov/oasam/regs/statutes/titlevi.htm.

The City of Stockton requires compliance with the requirements of Title VI in all of its programs and activities regardless of funding source. b. DISCRIMINATION AND HARASSMENT POLICY
The City of Stockton has a Discrimination and Harassment Policy (Exhibit D).

The purpose of this policy is to reaffirm the CITY’s commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace, to define the types of behavior and conduct prohibited by this policy, and to set forth a procedure for reporting, investigating, and resolving complaints of discrimination and harassment in the workplace.
c. LABOR STANDARDS PROVISIONS/CALIFORNIA LABOR CODE
The bidder shall understand that conditions set forth in Chapter 1, Part 7, Division 2 of the California Labor Code shall be considered part of the contract agreement.
https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=LAB &division=2.&title=&part=7.&chapter=1.&article=2.
d. PREVAILING WAGE
CONTRACTOR and any subcontractor shall pay each employee engaged in the trade or occupation not less than the prevailing hourly wage rate. In accordance with the provisions of Section 1770 of the Labor Code, the Director of Department of Industrial Relations of the State of California has determined the general prevailing rates of wages and employer payments for health and welfare, pension, vacation, travel time, and subsistence pay as provided for in Section ATTACHMENT A Page 4 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 808
1773.1, apprenticeship or other training programs authorized by Section 3093 and similar purposes applicable to the work to be done. CONTRACTOR performing the work under this contract shall obtain a copy of the wage rate determination and shall distribute copies to each subcontractor. As the wage determination for each craft reflects an expiration date, it shall be the prime CONTRACTOR and each subcontractor's responsibility to insure that the prevailing wage rates of concern is current and paid to the employee. i. The CONTRACTOR performing the work shall be responsible for obtaining a copy of the State wage rate determination. State wage rates may be obtained at
http://www.dir.ca.gov/OPRL/pwd/Determinations/Northern/Northern.pdf.

The CONTRACTOR shall be responsible for posting said wage rates at a prominent location at the work site and shall maintain same in a good readable condition for the duration of the work.
ii. Should the CONTRACTOR choose to work on a Saturday, Sunday or on a holiday recognized by the Labor Unions, the CONTRACTOR shall reimburse the CITY the actual cost of engineering, inspection, superintendence, and or other overhead expenses which are directly chargeable to the contract.

Should such work be undertaken at the request of the CITY, reimbursement will not be required. To conform strictly with the provisions of Division 2, Part 7, Chapter 1, Article 2, of the Labor Code of the State of California. To forfeit as a penalty to CITY the sum of TWENTY FIVE AND NO/100 DOLLARS ($25.00) for each laborer, worker, or mechanic employed by CONTRACTOR, or by any subcontractor under CONTRACTOR, in the execution of this contract, for each calendar day during which any laborer, worker, or mechanic is required or permitted to work more than eight (8) hours and who is not paid the general prevailing rate of per diem wages for holiday and overtime work in violation of the provisions of Sections 1770 to 1781 of the Labor Code of the State of California. That all sums forfeited under the provisions of the foregoing sections shall be deducted from the payments to be made under the terms of this contract.
iii. The CONTRACTOR to whom the contract is awarded shall insure that the prime and each subcontractor will in accordance with Section 1776 of the Labor Code, maintain certified payroll records. A copy of said records shall be provided with each invoice to the Public Works Department, Attention Contract Compliance Officer. It shall be the CONTRACTOR’S responsibility to obtain copies of the current prevailing wage rate determination for all subcontractors. Additionally, certified payroll records must be uploaded to the DIR website as required by labor code.
iv. The CONTRACTOR shall comply with the provisions established in Section 1777.5 of the Labor Code concerning the 1) certified approval by local joint apprenticeship committees for the employment and training of apprentices, ATTACHMENT A Page 5 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 809
and 2) contribution of funds to administer and conduct apprenticeship programs, if applicable to the job.
e. LOCAL EMPLOYMENT ORDINANCE
Pursuant to Stockton Municipal Code Section 3.68.095 the CONTRACTOR and all subcontractors shall make a good faith effort to employ at least 50 percent of the workforce on this project from local residents, as measured by total labor work hours. Failure of any CONTRACTOR or subcontractor to comply with these requirements shall be deemed a material breach of the contract or subcontract.

CONTRACTORS and subcontractors shall maintain records necessary for monitoring their compliance with section 3.68.095.
f. SANCTIONS
Deliverables must conform with all applicable federal, state, and local laws. Such conformity includes compliance with federal sanctions, and Contractor certifies that it has not and will not engage in prohibited transactions with sanctioned persons or entities.

7. CONTRACT AMENDMENTS. CITY reserves the right to make such alterations, deviations, additions to or omissions from the plans and specifications, including the right to increase or decrease the quantity of any item or portion of the work, as may be deemed by the Project Manager to be necessary or advisable and to require such extra work as may be determined by the Project Manager to be required for the proper completion of the whole work contemplated.

Any such changes will be set forth in a Contract Amendment which will specify, in addition to the work done in connection with the change made, adjustment of contract time, if any, and the basis of compensation for such work. A Contract Amendment will not become effective until approved by the authorized City official.

8. RIGHTS AND DUTIES OF CITY. CITY shall make available to CONTRACTOR all data and information in the possession of CITY which both parties deem necessary to complete the work, and CITY shall actively aid and assist CONTRACTOR in obtaining such information as may be deemed necessary from other agencies and individuals.

9. OBLIGATIONS OF CONTRACTOR. Throughout the term of this Contract, CONTRACTOR represents and warrants that it has or will have at the time this Contract is executed, all licenses, permits, qualifications, insurance, and approvals of whatsoever nature which are legally required for the CONTRACTOR to practice its professions, and CONTRACTOR shall, at its own cost and expense, keep in effect during the life of this Contract all such licenses, permits, qualifications, insurance, and approvals CONTRACTOR shall meet with the Public Works Director or other personnel of CITY or third parties as necessary on all matters connected with the carrying out of CONTRACTOR’S services. Such meetings shall be held at the request of either party hereto. CONTRACTOR further warrants that it will follow the best current, generally accepted and professional practices to make findings, render ATTACHMENT A Page 6 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 810
opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.

10. TERMINATION. This Agreement is effective on the Effective Date. The City may terminate this Contract and work pursuant to any of all scope of works at any time by mailing a notice in writing to Contractor. The Contract shall then be deemed terminated and no further work shall be performed by Contractor. If the Contract is so terminated, the Contractor shall be paid for that percentage of work actually completed at the time the notice of termination is received.

11. CONTRACTOR STATUS. In performing the obligations set forth in this Contract, CONTRACTOR shall have the status of an independent contractor and CONTRACTOR shall not be considered to be an employee of the City for any purpose. All persons working for or under the direction of CONTRACTOR are its agents and employees, and are not agents of the CITY. Subcontractors shall not be recognized as having any direct or contractual relationship with the CITY. The persons engaged in the work, including employees of subcontractors and suppliers, will be considered employees of CONTRACTOR. The CONTRACTOR shall be responsible for the work of subcontractors, which shall be subject to the provisions of this Contract. The CONTRACTOR is responsible to the CITY for the acts and omissions of its subcontractors and persons directly or indirectly employed by them. a. If in the performance of this Contract any third persons are employed by CONTRACTOR, such persons shall be entirely and exclusively under the direction, supervision, and control of CONTRACTOR. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by CONTRACTOR. i. It is further understood and agreed that CONTRACTOR must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of CONTRACTOR’S personnel.
ii. As an independent contractor, CONTRACTOR hereby indemnifies and holds CITY harmless from any and all claims that may be made against the CITY based upon any contention by any third party that employer-employee relationship exists by reason of this Contract.

12. ASSIGNMENT. CONTRACTOR shall not assign, sublet, or transfer this Contract or any interest or obligation in the Contract without the prior written consent of the CITY, and then only upon such terms and conditions as CITY may set forth in writing. CONTRACTOR shall be solely responsible for reimbursing subcontractors.

13. HEADINGS NOT CONTROLLING. Headings used in the Contract are for reference purposes only and shall not be considered in construing this Contract.

14. NOTICES. Any and all notices herein required shall be in writing and shall be sent by certified or registered mail, postage prepaid, addressed as follows:

ATTACHMENT A Page 7 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 811
To CONTRACTOR: California Professional Pest Control Inc. To City: Public Works Director dba California Pest Control City of Stockton
P.O. Box 692636 22 E. Weber Ave.,
Stockton, CA 95269 Rm. 301
Stockton, CA 95202

15. LICENSES, CERTIFICATIONS, AND PERMITS. Prior to the CITY’S execution of this Contract and prior to the CONTRACTOR engaging in any operation or activity set forth in this Contract, CONTRACTOR shall obtain a City of Stockton business license, which must be kept in effect during the term of this Contract. CONTRACTOR covenants that it has obtained all certificates, licenses, permits and the like required to perform the services under this Contract.

16. RECORDS AND AUDITS. CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for services under this Contract. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance.

CONTRACTOR agrees that CITY or its delegate shall have the right to review, obtain, and copy all records pertaining to performance of the Contract. CONTRACTOR agrees to provide CITY or its delegate with any relevant information requested, and shall permit CITY or its delegate access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purposes of determining compliance with this Contract. CONTRACTOR agrees to maintain such records for a period of three years from the date that final payment is made.

17. CONFIDENTIALITY. CONTRACTOR shall exercise reasonable precautions to prevent the unauthorized disclosure and use of CITY’S reports, information, or conclusions.

18. CONFLICTS OF INTEREST. CONTRACTOR covenants that other than this Contract, CONTRACTOR has no financial interest with any official, employee, or other representative of the CITY. CONTRACTOR and its principals do not have any financial interest in real property, sources of income or investment that would be affected in any manner or degree by the performance of CONTRACTOR’S services under this Contract. If such an interest arises, CONTRACTOR will immediately notify CITY.

19. WAIVER. In the event either CITY or CONTRACTOR at any time waive any breach of this Contract by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Contract, whether of the same or of any other covenant, condition, or obligation.

20. GOVERNING LAW. California law shall govern any legal action pursuant to this Contract with venue for all claims in the Superior Court of the County of San Joaquin, Stockton Branch or, where applicable, in the federal District Court of California, Eastern District, Sacramento Division.

ATTACHMENT A Page 8 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 812

21. DISPUTE RESOLUTION. Prior to undertaking any litigation, the Parties shall make reasonable efforts to resolve all disputes informally, including by means of a conference between senior managers of each Party having authority to resolve the dispute.

1. Venue
Any controversy or claim between the Parties shall be determined with venue for all claims in the Superior Court of the County of San Joaquin, Stockton Branch or, where applicable, in the federal District Court of California, Eastern District, Sacramento Division.

2. If any litigation action or proceeding is commenced in connection with this Agreement, the prevailing Party, as determined by the court, shall be entitled to reasonable attorneys' fees (including allocated costs for in-house legal services), costs and necessary disbursements incurred in such action or proceeding.

22. NO PERSONAL LIABILITY. No official or employee of CITY shall be personally liable to CONTRACTOR in the event of any default or breach by CITY or for any amount due CONTRACTOR.

23. INTEGRATION AND MODIFICATION. The response by CONTRACTOR to the Request for Proposals or Qualifications and the Request for Proposals or Qualifications on file with the CITY are hereby incorporated herein by reference to the extent that such documents do not differ from the provisions and terms of this Contract that shall supersede such response to Request for Proposals or Qualifications. This Contract represents the entire integrated agreement between CONTRACTOR and CITY, supersedes all prior negotiations, representations, or agreements, either written or oral, between the parties, and may be amended only by written instrument signed by CONTRACTOR and CITY. All exhibits and this contract are intended to be construed as a single document. Should any inconsistency occur between the specific terms of this Contract and the attached exhibits, the terms of this Contract will prevail.

24. SEVERABILITY. The provisions of this Contract are severable to the extent that should any of its provisions or terms be declared void in whole or in part by operation of law or agreement of the parties, the remainder of the provisions or terms not expressly declared void shall remain enforceable and in full effect.

25. THIRD PARTY RIGHTS. Nothing in this Contract shall be construed to give any rights or benefits to anyone other than CITY and CONTRACTOR. //
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ATTACHMENT A Page 9 of 43 PARKS PEST CONTROL, PROJECT NO. OM-26-033 813
814

REQUEST FOR PROPOSALS
FOR

PARKS PEST CONTROL
PROJECT NO. OM-26-033
Issued by:

City of Stockton
Public Works Department
1465 S. Lincoln Street
Stockton, CA 95206
Date Issued: March 3, 2026
Date Proposals Due: March 25, 2026, by 3:00 PM

LATE SUBMITTALS WILL NOT BE ACCEPTED
ATTACHMENT A Page 11 of 43

EXHIBIT A
815

1. INTRODUCTION
The City of Stockton (City) Public Works Department Parks Section is seeking proposals from a qualified contractor to provide pest control services at various City Parks, public open spaces, and street landscaping. Services to be performed include reducing and eliminating rodents, such as gophers, voles, and ground squirrels, and ensuring that there are no hazards to people, pets, wildlife, and the park’s environment caused by the rodents or efforts to remove them.

The purpose of this contract is to provide the City with a qualified contractor to provide excellent pest control services and a safe environment for maintenance and park users.

2. BACKGROUND
The City of Stockton Public Works Department Parks Section is responsible for maintaining all City parks, listed in Attachment A. All work should be completed professionally and effectively to ensure that City parks are a safe environment for all maintenance and park users.

3. SCOPE OF WORK: See Attachment B

4. CONTRACT PERIOD

4.1 Any resultant Service Contract(s) shall be effective beginning July 1, 2026, and shall continue through June 30, 2029. The City may terminate the contract at any time as a result of unsatisfactory performance or lack of funding.

4.2 Upon request from the Contractor, the City may approve extending this contract for up to two one-year extensions. The Contractor must submit a request for a contract extension in writing to the Contract Administrator by December 31 of the year before the contract or any extension expires. Based on the Contractor's performance, the Contract Administrator will evaluate whether the contract should be extended. Any contract extension must be approved by the City Manager. Should an extension(s) be granted, at the end of such extension(s) and upon completion of the contract term, the maintenance area shall be in conformance with the project specifications. If the maintenance area is not in conformance by the end of the contract term, the City may deduct the cost to bring the area into conformance from the contractor’s final billing invoice.

4.3 The City does not guarantee a minimum or maximum dollar value for any contract resulting from this solicitation.

4.4 Goods and/or services shall not be suspended by the Contractor without 30 days' prior written notice to the City’s designated Contract Administrator.

5. PRICE
Contractor will provide a base weekly service rate, as outlined in Attachment C, for services provided on a biweekly schedule (26 weeks per year).

The biweekly rate bid for each type of service listed shall include all wages, payroll taxes, fringe benefits, insurance, transportation, equipment, materials, supplies, overhead, and EXHIBIT A ATTACHMENT A Page 12 of 43
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profit. Labor rates include service trucks and all tools/ equipment typically found on the service trucks. Contractor prices stated in the Cost Proposal shall be effective from the date the proposal package is submitted to the day the agreement is awarded and throughout the initial three-year term of the contract.

Mark-up on parts and materials may not exceed ten percent of the Contractor’s cost as determined by supplier invoice or other evidence of actual cost. Invoices must identify the work performed, cost of labor, parts/materials used and part/materials cost.

6. PRICE ADJUSTMENT
Contractor prices stated in the Cost Proposal shall be effective from the date the proposal package is submitted to the day the agreement is awarded and through the term of the contract. The contract includes the option of two additional one-year extensions.

If the Contract is extended for the first additional one (1) year term, the prices in effect during the final year of the initial term shall be increased by three percent (3%). If the Contract is extended for the second additional one (1) year term, the prices shall remain the same as those in effect during the first extension term, and no additional increase shall apply.

7. WARRANTIES
Contractor warrants that the work performed shall conform to the specifications, drawings, samples, and other descriptions set forth in the Contract Documents and shall be free of defects in workmanship. All parts and labor related to agreements must be guaranteed and include a warranty. If any work is unable to be guaranteed, the contractor must inform the City, in writing, prior to the delivery of an item or any work being performed.

Contractor shall, at its own expense, promptly repair, replace and/or re-perform any portion of the work that is defective or in any way fails to conform to the requirements in the Contract Documents for a period commencing on the date of final completion of the work and acceptance by City, and ending one (1) year as thereafter as such one-year period is extended through any extended warranty provided in the Contractor’s Bid. Any repair, replacement, or re-performance will meet the requirements in the Contract Documents for a period of one (1) additional year following the City’s acceptance of such repair, replacement, or re-performance. If Contractor fails to promptly make any repair, replacement or re-performance as required herein, City may conduct the necessary work at the Contractor’s expense.

8. CONTRACTOR RESPONSIBILITIES
The Contractor shall appoint a Project Manager who is responsible for the performance of the work and an alternate(s) who shall act for the Contractor when the Project Manager is absent. The names of these persons shall be designated in writing to the City. For this work, the term “Project Manager” shall include the alternate as specified above. The Project Manager, or their designee/alternate, shall be available during normal business hours to meet with City representatives to discuss any problem areas.

The Contractor shall employ only workers who are competent and skilled for work under this Contract. The City shall, throughout the term of the Contract, have the right of reasonable rejection and/or approval of staff assigned to the work by the Contractor. If the EXHIBIT A ATTACHMENT A Page 13 of 43
817
City’s Contract Administrator rejects one of the Contractor's staff, the Contractor must provide replacement staff satisfactory to the City at no additional cost to the City. If, in the opinion of the City, any Contractor employee who is incompetent, disorderly, refuses to perform in accordance with the contract specifications, threatens or uses abusive language while on City property, or is otherwise unsatisfactory, shall be removed immediately from work under this contract upon request of the City.

Work estimates and recommendations for repair shall be given only to the Contract Administrator and not to City staff working at individual jobsites. Interactions between Contractor employees and City staff at jobsites shall remain professional and courteous.

Contractor acknowledges it is an independent contractor and shall not, for any purpose, be deemed to be an employee, agent, or other representative of the City. Contractor shall not assign, sublet, transfer, or otherwise substitute its interest in this work, or any of its obligations, without the prior written consent of the City. It is the intent of these specifications that all work is to be performed by Contractor's forces.

Contractor shall employ a sufficient number of staff to ensure performance of the work, as described in Attachment B, Scope of Work. All work shall be performed by experienced staff directly employed by the Contractor.

Each employee of the Contractor shall be identified by a photograph identification badge and a uniform readily identifying the worker as an employee of the Contractor’s firm. Each employee must be identified at all times while performing work in any City park, public open space, or streetscape.

No unauthorized person or persons not employees of the Contractor (i.e., spouse, children, brother, sister, friends, etc.) shall be allowed within the immediate work area during the performance of services under this contract.

Contractor shall keep the premises free from the accumulation of waste materials, refuse, and other debris resulting from the work. Upon completion of the work, the Contractor shall remove all waste materials, refuse, and debris from and about the premises as well as all tools, construction equipment, machinery, and surplus material, and leave the site clean and ready for occupancy.

Contractor will be responsible for the removal, packaging, transportation and proper disposal of all materials deemed as waste per all applicable local, state, and federal regulations. Disposal of Contractor project waste in City containers or at City facilities is not allowed.

9. CONTRACTOR QUALIFICATIONS
The successful Contractor must have been actively engaged in the services of pest control in open public spaces as the scope of work covered by this contract for a minimum of (5) years. The Contractor shall show that they have available, under direct employment and supervision, the necessary organization and facilities to properly fulfill all services and conditions required under these specifications and Scope of Work. In addition, the Contractor should use only licensed, skilled professionals having the skills, competency, EXHIBIT A ATTACHMENT A Page 14 of 43
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and experience in providing professional pest control.

Contractor shall possess a valid California State Applicators license for all personnel directly involved with pesticide applications at City Parks, public open spaces and street landscaping. It will be the contractor’s responsibility to renew licenses a minimum of fifteen days prior to their expiration date and to provide the City with a copy of the updated license upon receipt. Failure to provide this information will be grounds for immediate contract termination.

Contractor shall have extensive knowledge and experience doing business with governmental entities as a direct provider without the use of a subcontractor. Contractor shall have the ability to self-perform the requested work. To the extent of personnel and equipment to be provided under this agreement, contractor, if so requested, shall afford City an opportunity to inspect Contractor’s equipment prior to award of the agreement.

11. JOB WALK
No job walk has been scheduled for this project; however, proposers may visit any of the sites listed in Attachment A at their discretion.

12. INVOICING
Contractor shall promptly submit one itemized invoice no later than fifteen days after the end of the reporting month. All invoices should reference the purchase order or contract number and the City work order number if provided. The contractor shall customize invoices at the request of the City. Invoices should be submitted to [email protected].

Invoicing by the Contractor shall be clearly itemized to show labor hours, materials, direct costs, and any markup, and shall include, but is not limited to, the following:

12.1 Location and address of park receiving services

12.2 Name and signature of City designee authorizing work

12.3 Contract number

12.4 Services provided

12.5 Dates and hours of service

13. GENERAL INFORMATION

13.1 Proposal Submissions
Costs for developing proposals are entirely the responsibility of the Contractor and shall not be charged to the City in any way. All materials submitted become the property of the City.

Five hard copies of the proposal should be firmly sealed in an envelope which shall clearly be marked on the outside with “PARKS PEST CONTROL PROJECT, NO. OM-26-033”.

The proposal shall also be submitted on a USB flash drive clearly labeled with the proposer’s name. An electronic copy of the cost proposal should NOT be included on the flash drive.

EXHIBIT A ATTACHMENT A Page 15 of 43
819
The cost proposal must be in a sealed envelope separate from the proposal. Late Proposals will not be accepted.

Attn: Katrina Tavares
Project No. OM-26-033
City of Stockton
1465 S. Lincoln Street
Stockton, CA 95206

13.2 Acceptance or Rejection of Proposal
The City reserves the right to negotiate a Service Contract(s) with the company submitting the highest-ranking proposals. The City also reserves the right to reject any and all proposals or to waive any irregularity in a proposal if it is deemed to be in the best interest of the City. Failure to submit all requested information could be grounds to reject the proposal.

13.3 Proposal Questions and Requests for Clarification
Questions and requests for clarification shall be submitted via email to:

[email protected] and [email protected] Questions and requests for clarification shall be submitted by 3:00 p.m. on March 16, 2026. Answers to questions and requests will be emailed to all proposers by March 19, 2026.

13.4 Causes for Disqualification
Any of the following may be considered a cause to disqualify a proposal without further consideration:

A. Evidence of collusion among proposers.

B. Any attempt to improperly influence any member of the evaluation panel.

C. Any attempt to communicate in any manner with a City of Stockton elected official during the RFP/bid process will, and shall be, just cause for disqualification/rejection of proposal submittal and considered nonresponsive.

D A proposer's default in any operation of a professional services contract/agreement which resulted in termination of that agreement.

E. Existence of any lawsuit, unresolved contractual claim, or dispute between the proposer and the City.

F. No person, firm, or corporation shall be allowed to make or file or be interested in more than one proposal/bid for the same supplies, services, or both; provided, however, that subcontract bids to the principal bidders are excluded from the requirements of this section: Section 3.68.120 of the Municipal Code.

G. Any exceptions to the insurance requirement may result in a non-responsive proposal.

13.5 Licensing Requirements
A California State Applicators license issued by the California Contractors State License Board is required for this project. Proposers must have and furnish a copy of a EXHIBIT A ATTACHMENT A Page 16 of 43
820
State of California State Applicators License at the time of proposal submission.

Professional certifications or licenses required are the sole cost and responsibility of the successful proposer.

Contractor is not required to have a valid City of Stockton business license to submit a proposal. The Contractor selected to perform this work must obtain a City of Stockton business license prior to a contract being issued and maintain this license throughout the duration of the Contract.

The successful proposer and any subcontractor(s) shall provide copies of all valid licenses and certifications required for the performance of the services being bid upon.

The copies shall be emailed to the City no later than ten (10) days after the Contractor receives notice of award from the City. Current copies of licenses and certificates shall be provided to the City within 24 hours of demand at any time during the contract period.

The City of Stockton Business License Division can be reached at (209) 937-8313 or [email protected].

13.6 Insurance Requirements
The proposer must obtain and maintain the required insurance. Proposer should review Attachment D, Instructions to Proposers, for information regarding insurance, indemnification, Disadvantaged Business Enterprises, prevailing wages, etc. Failure to comply with the Instructions to Proposers may be grounds for rejection.

13.7 Local Business Preference
Stockton Municipal Code Section 3.68.090 applies to this project. Preference shall be given to the purchase of supplies, materials, equipment, and contractual services from local merchants, quality and price being equal.

Local merchants who have a physical business location within the boundaries of San Joaquin County and who have applied for and paid a business license tax and registration fee pursuant to Stockton Municipal Code Title 5, Chapter 5.08, License Taxes, shall be granted two (2) points preference.

Local merchants who have a physical business location within the boundaries of the City of Stockton, and who have applied for and paid a business license tax and registration fee pursuant to Stockton Municipal Code Title 5, Chapter 5.08, License Taxes, shall be granted a five (5) point preference.

13.8 Department of Industrial Relations
Registration with the California Department of Industrial Relations is required for this project. Please refer to Attachment D, Instructions to Proposers, for registration requirements.

13.9 Start of Work
The selected Contractor shall be expected to begin work within 30 days of contract signing. The City reserves the right to add or delete locations from this list.

EXHIBIT A ATTACHMENT A Page 17 of 43
821

13.10 Product Ownership
Any documents resulting from the performance of work in the contract will become the property of the City, including all work performed by subcontractors.

14. REQUIRED PROPOSAL CONTENT
The body of the proposal shall be no more than 25 pages, with a minimum font size of 12, including resumes and cover letters. The maximum allowable length is exclusive of any folder, cover, or section dividers. Proposer shall submit 5 sets of the proposal firmly sealed in an envelope which will clearly be marked on the outside with “PARKS PEST CONTROL, PROJECT NO. OM-26-033”. The proposal shall also be submitted on a USB flash drive clearly labeled with the proposer’s name.

An electronic copy of the cost proposal should not be included on the flash drive. The cost proposal must be in a sealed envelope separate from the proposal.

Late Proposals will not be accepted.

Proposals must include narrative responses to the following:

14.1 Cover Letter/Introduction
The cover letter shall be signed by an official with the authority to negotiate and contractually bind the company with the City of Stockton. Provide the name, title, mailing address, email address, and phone number for this officer, and the name of the company submitting the proposal.

Briefly introduce the proposal, including a statement of the Contractor’s approach to providing the services listed in this RFP. Describe any subcontract arrangements or licensing agreements and include any conflicts of interest.

14.2 Project Team
Describe your team organization, including the qualifications of the primary Project/Account Manager and any other key personnel related to the project. Provide an organizational chart of the proposed team structure.

The following should be addressed:

A. Demonstrate the company’s experience in each of the areas of expertise needed to successfully complete the project. This should include a description of prior experience working with public agencies, including working with City staff.

B. Ability for the project team to perform the proposed work within the time limits of the project, considering their current and projected workload and assignments.

14.3 Detailed Work Plan
Describe the efforts the Contractor will undertake to achieve client satisfaction and to satisfy the requirements of the Scope of Work (Attachment B).

EXHIBIT A ATTACHMENT A Page 18 of 43
822
Briefly describe the approach and process the vendor will employ to successfully complete the work to be performed. Include any specific staffing or equipment resources that will be employed by the Contractor.

With full consideration of the number of locations listed in Attachment A, the following should be addressed:

A. The Contractor’s service request reporting mechanism and phone answering system with the capability of contacting and dispatching service personnel within 2 hours.

B. The Contractor’s ability to respond to, mobilize, and be on-site ready to start work for all emergency requests within 24 hours.

C. The Contractor’s ability to maintain a supply of available parts/supplies and maintain a supply system for acquisition of additional parts/supplies either immediately or with minimal delay.

D. Include a description of how your company administers quality assurance and control for the work being performed.

14.4 Examples of Experience with Similar Types of Work
Provide examples of contracts/accounts held in a similar scope and size to this project.

Detail any involvement, past or current, relative to litigation or other disputes, if any, concerning your performance with any clients to whom your company has provided services. List all contracts canceled or not extended. State any and all instances of being disqualified, removed, or otherwise prevented from completing the terms of any previous contracts over the past five (5) years. Provide names, street addresses, and phone numbers, and explain the circumstances.

14.5 References
Provide three references from clients your company has served in the past three years, including one client that has newly engaged in the company in the past 36 months and one long-term client. Submit letters of reference for the company, two of which are familiar with the Project/Account Manager and key personnel. This shall include the name, company, contact information, and description of related work that was provided to the client. No City of Stockton elected officials, appointed officials, or employees may be provided as a reference for this proposal.

14.6 Billing/Invoicing
Describe your company’s billing and accounting system, as it will relate to this Contract.

Describe your capability to customize invoices to meet the City’s needs. Please attach samples of your company’s billing forms and invoices.

14.7 Cost Proposal
The total cost proposal for the provisions of the Contract shall include all wages, payroll taxes, fringe benefits, insurance, vehicles, transportation, equipment, materials, supplies, overhead, and profit.

The Contractor is encouraged to review the locations listed in Attachment B prior to submitting their proposal, to ensure they are fully cognizant of the Scope of Work.

EXHIBIT A ATTACHMENT A Page 19 of 43
823
An electronic copy of the cost proposal (Attachment C) should NOT be included on the flash drive. The cost proposal must be in a sealed envelope separate from the proposal.
15 PROPOSAL EVALUATION

15.1 Proposal Scoring Criteria
Proposals will be ranked out of 100 total points using a “best value” methodology based on the following categories:

A. Cost Proposal (35 points). Points will be weighted with regard to the rate anticipated to be utilized most by the City.

B. Detailed Work Plan (35 points). Contractor’s ability to provide a full range of services as defined in the Scope of Work (Attachment A). Contractor’s service request submission protocol and phone answering system, Monday – Friday, 6:00 am – 6:00 pm, capable of contacting and dispatching service technicians.

Contractor’s ability to respond to, mobilize, and arrive on-site, ready to start work for all emergency requests within twenty-four (24) hours. Contractor’s ability to maintain a supply of available parts/supplies and a system for the acquisition of additional parts immediately, or with minimal delay.

C. Experience and References (25 points). Contractor’s experience with providing a superior level of service to like-sized public and/or private entities. Contractor’s references.

D. Local Business Preference (5 points). A maximum of 2 points for companies with offices outside of Stockton, but inside San Joaquin County, will be given, and 5 points will be given for companies with offices in Stockton, in accordance with Stockton Municipal Code Section 3.68.090.

The City’s selection committee will evaluate all proposals. This is a qualifications and cost-based selection, so ranking will be in accordance with the above and the attached Evaluation Scoring Worksheet (See Attachment E). Cost proposals will not be opened until after all other categories have been evaluated. As local preference is a factor, Stockton firms are encouraged to submit proposals.

15.2 Tentative RFP Schedule
The Contractor Selection process will follow the tentative timeline shown below:

Event Date
Post Request for Proposals March 3, 2026
Written Questions submitted by March 16, 2026, by 3:00 PM Response to Written Questions March 19, 2026
Proposals Due March 25, 2026, by 3:00 PM
Interviews Start April 2026
Negotiations April 2026
Contract Execution May 2026
ATTACHMENT A Page 20 of 43

EXHIBIT A
824
The Contract will be awarded to the most responsive and responsible proposers based on the best cost, qualifications, and experience, including the quality of the equipment, products, materials, and services to be provided, and the support that the proposer offers during the duration of the contract terms. The highest-ranked proposer will always be considered first; however, should any scheduling or ancillary conflicts occur, the City, at its discretion, reserves the right to use the second or third-ranked proposer as applicable to immediate and scheduled operations. The three selected proposers will be part of the preferred rotating vendor list and will be utilized to submit respective proposals for larger projects outside the scope of the contract.

The selected Contractor will be expected to enter into a Professional Services Contract with the City. Proposers should direct their attention to Attachment D, Instructions to Proposers, for the most current insurance and indemnification language. It is expected that the successful proposer will accept these terms without modification.

The contract shall not be in force until Council approval and the City Manager's signature. Work performed before the issuance of a Notice to Proceed cannot be paid by the City.

ATTACHMENTS
Attachment A – List of Work Locations
Attachment B – Scope of Work
Attachment C – Cost Proposal
Attachment D – Instructions to Proposers
Attachment E – Evaluation Scoring Worksheet
ATTACHMENT A Page 21 of 43

EXHIBIT A
825

SCOPE OF WORK
PARKS PEST CONTROL, PROJECT NO. OM-26-033

DESCRIPTION
Contractor shall provide at their own risk, all labor, materials, supervision, insecticides, tools, equipment, insurance, permits, licenses, storage, transportation, disposal, and proper protection necessary to accomplish effective pest control, and use the most modern and professional pest procedures according to industry practices and the Department of Pesticide Regulation/Structural Pest Control Board of California. Contractor shall properly remove and dispose of any insects, dead rodents, and/or rodent feces. Contractor shall use all caution necessary to prevent humans, domestic pets, and non-targeted animals from being harmed by Contractor's methods to control pest activity.

PEST CONTROL SERVICES
Contractor shall treat and service the areas listed on Attachment A to reduce rodent activity to a level that eliminates visible burrows, safety hazards, and active infestation as determined by the City, including no holes or safety hazards in the park. Contractor shall fill all holes and trenches caused by rodents to level grade using suitable material to prevent recurrence or settlement. Special attention shall be given to areas along the pedestrian pathways, at the base of all trees in the parks, and in the baseball fields (infield and outfield).

Services will be provided at each location biweekly. During each service, the contractor shall police the area and collect and dispose of rodent carcasses in an appropriate manner. All control measures shall be placed in locations not accessible to people, pets, or non-targeted wildlife. All work shall comply with all applicable State of California and City of Stockton safety and health requirements.

Contractor will provide the Project Manager a monthly schedule showing the day each location will be serviced, along with a schedule of services to be performed at each location. The schedule shall be provided, at minimum, one week (5 business days) before any service to allow the Project Manager sufficient time to coordinate with designated staff for entry of any locked outdoor locations. Each park shall be serviced biweekly, unless noted otherwise. A sample schedule shall be submitted with the proposal.

The Contractor must perform a thorough inspection during routine services. Contractor shall provide the Project Manager with an electronic copy of the service report within one week (5 business days) of service, in order to report any issues that may be addressed by the City prior to the next scheduled service. A sample service report shall be submitted with Contractor proposal. The Service Report should include:
• Park Name and Address
• Date and Time of Service
• Name of Service Technician who provided the service
• Completed Checklist which summarizes the results of inspections in terms of sanitation, structure, storage practices, etc. observed by the Service Technician • Chemicals Used
• Comments and Recommendations
ATTACHMENT A Page 22 of 43

EXHIBIT A
826
The Contractor shall make as many service calls as necessary to achieve satisfactory control and mitigation of pest activity. Emergency service requests that fall within the scope of the biweekly service shall be responded to within 24 hours at no additional charge. Emergency service requests outside the scope of the biweekly service—including, but not limited to, active rodent hazards in high-use areas, playgrounds, or reports of aggressive or diseased animals— shall be responded to within 24 hours at the Contractor’s hourly rate.

The Contractor shall maintain a sufficient supply of chemicals and mechanical traps in the most efficient manner to ensure effective, preventative pest control.

All pest control services shall be performed in accordance with Federal, State, and Local rules and regulations. Any and all chemicals used during the service must be approved for their intended use and applied in a manner consistent with the regulations established by the State of California Department of Pesticide Regulation/Structural Pest Control Board and consistent with Federal and Cal OSHA standards.

INTEGRATED PEST MANAGEMENT (IPM) POLICY
The Contractor shall submit a copy of the company's IPM policy along with the proposal. Should the company not have a current IPM policy, the Contractor must establish an IPM policy and submit it along with the proposal. The Contractor selected to provide pest control services to the City shall implement the IPM policy by the service start date.

Contractor shall advise the City in writing regarding the application of any insecticides and pesticides. Contractor shall electronically provide a site-specific monthly schedule to the City's Project Manager showing where, when, and what insecticides and pesticides will be applied at least five (5) working days prior to application each month. It shall specify the pest, manner of application, proposed date of application, the time, and location. It shall contain the brand and common name of the pesticide and list the acute effects.

Contractor must include Safety Data Sheets (SDS) with the proposal, including Chemical Abstract Service (CAS) number. It is also the Contractor 's responsibility to provide any updates or revisions of the SDS, as they may become available for any products sold or delivered to the City of Stockton.

Contractor is solely responsible for any damage or injury due to Contractor 's application or misapplication of insecticides and pesticides, including costs of remediation, cleanup, medical expenses, or regulatory fines resulting from Contractor’s actions or omissions.

HAZARDOUS CONDITIONS
Contractor is required to notify the City Project Manager immediately of any hazardous conditions and/or damage to City property verbally, followed by written notification within 24 hours of verbal communication. Contractor shall not dispose of any excess pesticide containers or any other materials contaminated by pesticides at any City location or City-owned refuse bin. No pest control materials or equipment shall be stored or kept at any facility when the operator is not working.

EXHIBIT A ATTACHMENT A Page 23 of 43
827

EXTRA WORK
The City may request the Contractor to perform extra work. One-time or non-recurring extra work shall be paid on a time and materials basis, subject to prior written approval by the City’s Project Manager. Should additional City parks, public open spaces, or street landscaping areas be added to the contract for recurring pest control services, the cost of such services shall be based on the Contractor’s average regular biweekly cost per acre, as set forth in the Contractor’s proposal. Acreage shall be determined by the City. The City reserves the right to adjust pricing when site conditions, accessibility, or service intensity differ materially from those at existing locations.

All proposals for additional work must be approved by the City’s designated Project Manager.

One-time, non-recurring services requested by the City that do not add new locations or alter the frequency of service may be authorized by the Project Manager without a Contract Change Order.

Services that add new locations, extend service to additional facilities, or require ongoing or increased service frequency shall be processed as a Contract Change Order and must be signed by the City Manager. No work shall be performed until a fully executed Contract Change Order is received.

LOCATIONS AND FREQUENCIES
A full list of service locations and frequencies of service to each is included as Attachment A, Service Locations. The City of Stockton reserves the right to add, modify, or cancel services at existing locations without Contractor approval. Such changes will be communicated in writing by the Public Works Director or their authorized representative. In addition, modification or removal of services at a city location will be authorized by a Contract Change Order, signed by the City Manager.

INVOICING
Contractor will promptly submit one (1) monthly itemized invoice, no later than fifteen (15) days after the end of the reporting month. All invoices should reference the purchase order and contract numbers, which will be provided by the Project Manager prior to the start of service.

The Contractor shall customize invoices at the request of the City. A sample invoice shall be submitted with Contractor proposal.

EXHIBIT A ATTACHMENT A

828
PARKS PEST CONTROL PROJECT NO. OM-26-033

COST PROPOSAL SHEET

PARK NAME PARK ADDRESS
MONTHS

PER YEAR
OF

SERVICE
# OF SERVICES

PER YEAR

MONTHLY COST
Annual cost divided into
equal monthly billing

ANNUAL COST
1 Baxter Park 10410 Muir Woods Avenue 12 26 $150.00 $1,800.00 2 Brooking Park 4500 Nugget Avenue 12 26 $150.00 $1,800.00 3 Dentoni Park 1430 Royal Oaks Drive 12 26 $150.00 $1,800.00 4 Equinoa Park 9499 Glacier Point Drive 12 26 $175.00 $2,100.00 5 Faklis Park 5250 Consumnes 12 26 $150.00 $1,800.00
6 Gibbons Park 1825 W. Hammer Lane 12 26 $175.00 $2,100.00 7 Harrell Park 2244 S. Lincoln Street 12 26 $150.00 $1,800.00 8 Holmes Park 1718 Ralph Drive 12 26 $175.00 $2,100.00
9 Lafayette Park 825 South Hunter Street 12 26 $172.00 $2,064.00 10 Laughlin Park 2733 Estate Drive 12 26 $172.00 $2,064.00 11 Louis Park 3121 Monte Diablo Avenue 12 26 $300.00 $3,600.00 12 McKinley Park 424 E. Ninth Street 12 26 $400.00 $4,800.00 13 Misasi Park 9820 Ronald E. McNair Way 12 26 $175.00 $2,100.00 15 Oak Park 501 East Alpine Avenue 12 26 $400.00 $4,800.00 16 Panella Park 5758 Lorraine Avenue 12 26 $175.00 $2,100.00 17 Paul E. Weston Park 3641 EWS Woods Boulevard 12 26 $200.00 $2,400.00 18 Peterson Park 2429 S. Union Street 12 26 $172.00 $2,064.00 19 Pitts Park 510 Villa Point Drive 12 26 $172.00 $2,064.00 20 S.L. Fong Park 2525 Blossom Circle 12 26 $150.00 $1,800.00 21 Sandman Park 8801 Don Avenue 12 26 $150.00 $1,800.00 22 Shropshire Park 4120 Pock Lane 12 26 $150.00 $1,800.00 23 Smith Park 2608 William Moss Boulevard 12 26 $150.00 $1,800.00 24 Sousa Park 2829 Yosemite Avenue 12 26 $172.00 $2,064.00 14 Stockton Soccer Complex 10555 N SR 99 W Frontage 12 26 $330.00 $3,960.00 25 Swenson Park 6803 Alexandria Place 12 26 $172.00 $2,064.00 26 Unity Park 5525 Rayanna Drive 12 26 $150.00 $1,800.00 27 Van Buskirk Park 734 Houston Avenue 12 26 $172.00 $2,064.00 28 Weston Ranch Streetscaping and
PG&E Easement/Greenbelt: See Attachment B 12 26 $400.00 $4,800.00 29 William Long Park 949 Henry Long Boulevard 12 26 $172.00 $2,064.00 ANNUAL TOTAL FOR SERVICES $69,372.00
As Needed Services Pricing
Description Unit Estimated
Hrs.

Regular Hourly
Rate
Emergency / On-Call Pest Control
Services Per Hour 66 $85.00 Total as Needed
Services $5,610.00
$74,982.00

ANNUAL TOTAL FOR SERVICES

TOTAL ANNUAL AMOUNT
ATTACHMENT A Page 25 of 43

EXHIBIT B
829
Exhibit C:

Insurance Requirements
(Pest Control Services)
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor, his agents, representatives, employees or subcontractors.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: ISO Form Number CA 00 01 covering any auto (Code 1), or if Contractor has no owned autos, hired, (Code 8) and non-owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Contractors Pollution Liability applicable to the work being performed, with a limit no less than $1,000,000 per claim or occurrence and $1,000,000 aggregate per policy period of one year.

If the Contractor maintains broader coverage and/or higher limits than the minimums shown above, the City of Stockton requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Stockton.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
EXHIBIT C ATTACHMENT A Page 26 of 43
830
The City of Stockton, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations. Coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 if a later edition is used). Additional insured Name of Organization shall read “City of Stockton, its officers, officials, employees, and volunteers.” Policy shall cover City of Stockton, its officers, officials, employees, and volunteers for all locations work is done under this contract.

Primary Coverage
For any claims related to this contract, the Contractor’s insurance coverage shall be primary and non-contributory and at least as broad as ISO CG 20 01 12 19 as respects the City of Stockton, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City of Stockton, its officers, officials, employees, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it. This requirement shall also apply to any Excess or Umbrella liability policies. The City of Stockton does not accept endorsements limiting the Contractor’s insurance coverage to the sole negligence of the Named Insured.

Umbrella or Excess Policy
The Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City of Stockton.

Waiver of Subrogation
Contractor hereby grants to City of Stockton a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City of Stockton by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Stockton has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Stockton for all work performed by the Contractor, its employees, agents, and subcontractors.

Self-Insured Retentions
EXHIBIT C ATTACHMENT A Page 27 of 43
831
Self-insured retentions must be declared to and approved by the City of Stockton. The City of Stockton may require the Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related expenses within the retention. The policy language shall provide, or be endorsed to provide, that the selfinsured retention may be satisfied by either the named insured or City of Stockton.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City of Stockton.

Claims Made Policies (Professional & Pollution only)
If any of the required policies provide claims-made coverage:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non-renewed, and not replaced with another claimsmade policy form with a Retroactive Date prior to the contract effective date, the Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.

Verification of Coverage
Contractor shall furnish the City of Stockton with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause All documents are to be received and approved by the City of Stockton before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Stockton reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Special Risks or Circumstances
City of Stockton reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Certificate Holder Address
EXHIBIT C ATTACHMENT A Page 28 of 43
832
The address for mailing certificates, endorsements and notices shall be:

City of Stockton
Its Officers, Officials, Employees, and Volunteers
425 N El Dorado Street
Stockton, CA 95202
EXHIBIT C ATTACHMENT A Page 29 of 43
833
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 1 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 I. PURPOSE
The purpose of this policy is to reaffirm the City's commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace. This policy defines prohibited behavior and conduct, and sets forth a procedure for reporting, investigating and resolving complaints of discrimination, harassment, in the workplace, including retaliation and hostile work environment.

II. POLICY
A. The City of Stockton prohibits any form of discrimination and/or harassment of any person based on race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other category or attribute consistent with state or federal law.

All such discrimination and harassment is unlawful and shall not be tolerated. In addition, under the federal Affordable Care Act (ACA), the City of Stockton prohibits discrimination and/or harassment, or retaliation against an employee who obtains coverage, receives a tax credit or subsidy through the Health Care "Market Place" or "Exchange."
B. It is an unlawful employment practice to discriminate against or to harass an unpaid intern or volunteer on the basis of any legally protected classification unless an exception applies, such as a bona fide occupational qualification.

C. The City will neither tolerate nor condone discrimination and/or harassment of employees by managers, supervisors, co-workers, or non-employees with whom City employees have a business service, or professional relationship.

D. All City employees and non-employees share a responsibility to assist in ATTACHMENT A Page 30 of 43

EXHIBIT D
834
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 2 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 maintaining an employment environment free of discrimination and harassment. This policy applies to all aspects of City employment, including, but not limited to, hiring, reassignment, placement, promotion, employment action, disciplinary action, layoff, reemployment, transfer, leave of absence, compensation and benefits, training; or other terms of treatment of that person in an unpaid internship, or another limited duration program to provide unpaid work experience for that person, or the harassment of an unpaid intern or volunteer.

E. All allegations of discrimination and/or harassment shall be investigated immediately by the City, in accordance with this policy. If it is determined that any prohibited activity has occurred, remedial action shall be taken. Such action may include discipline up to and including discharge. In addition, under applicable law, individual supervisors and employees may be subject to personal liability and/or punitive damages in any litigation arising as a result of such conduct.

F. All new hires shall attend harassment awareness training, and supervisors and managers shall attend harassment awareness and prevention training for supervisors every two years.

G. The City of Stockton prohibits retaliation against any employee or nonemployee by another employee, non-employee, supervisor, or manager for reporting, filing, testifying, assisting or participating in any manner in any investigation, proceeding, or hearing conducted by the employer or a federal or state enforcement agency.

H. This policy applies to all officials, employees, volunteers, unpaid interns, agents, or contractors of the City.

I. This policy shall be administered by the Director of Human Resources.

EXHIBIT D ATTACHMENT A Page 31 of 43
835
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 3 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 Ill. DEFINITION AND EXAMPLES OF DISCRIMINATION AND HARASSMENT A. "Discrimination," as used in this policy, is any action, behavior, practice, or process that is intended to deny, or results in the denial of, employment rights, privileges, or benefits because of a person's race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other prohibition identified under state and federal law. The following are examples of conduct that may constitute discrimination:

1. Soliciting applications from a source where all or most of potential workers are of the same race or color.

2. Considering a person's gender as the basis for differences in pay, work assignments, performance evaluations, training, discipline, or any other area of employment; and

3. Questioning a job applicant about the existence, nature and severity of a disability.

B. "Harassment," as used in this policy, consists of any conduct affecting another person because of his or her race, religious creed, color, national origin, ancestry, military and veterans status, physical or mental disability, medical condition, genetic characteristics or information, denial of family and medical care leave, marital status, sexual orientation, sex (including gender, gender identity, gender expression, transgender, pregnancy, childbirth and breastfeeding), political affiliation, age (40 and older), concerted labor activity, or any other category or attribute identified under state and federal law when such conduct has the purpose or the effect of: (1) creating an intimidating, hostile or offensive work environment; (2) unreasonably interfering with the employee's or non-employee's work performance; or (3) ATTACHMENT A Page 32 of 43

EXHIBIT D
836
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 4 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 otherwise adversely affecting an employee's or non-employee's employment opportunities.

Harassment may take many forms, including, but not limited to, the following examples:

1. Verbal Harassment: Epithets, derogatory and offensive comments or slurs based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

2. Physical Harassment: Assault, impeding or blocking movement that results in the physical interference with normal work or movement on the basis of race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

3. Visual Harassment: The displaying of posters, photography, notices, bulletins, e-mails, cartoons or drawings with derogatory and offensive content based on race, religion, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, medical condition, gender, sexual orientation, political affiliation, age, or any other category or attribute identified under state and federal law.

C. "Sexual harassment," as used in this policy, is a subcategory of harassment, and is specifically defined by law as unwanted sexual advances, requests for sexual favors or visual, verbal or physical conduct of a sexual nature when:

1. Submission to such conduct is made a term or condition of employment; or

2. Submission to or rejection of such conduct is used as a basis for employment decisions affecting the individual; or
ATTACHMENT A Page 33 of 43

EXHIBIT D
837
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 5 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93

3. Such conduct has the purpose or effect of unreasonably interfering with an employee's or non-employee's work performance or creating an intimidating, hostile or offensive working environment because of the persistent, severe or pervasive nature of the conduct.

Examples of Sexual Harassment include, but are not limited to the following:
a. Unwelcome sexual overtures or propositions.
b. Offering employment benefits or status in exchange for sexual favors.
c. Making or threatening retaliation after a negative response to sexual advances.
d. Visual conduct such as leering, making sexual gestures, displaying sexually suggestive objects or pictures, cartoons, calendars or posters.
e. Verbal conduct such as using epithets or slurs, telling sexually explicit jokes, or making derogatory or suggestive comments about a person's body or dress.
f. Written communications of a sexual nature distributed in hard copy, soft copy or via a computer network.
g. Verbal abuse of a sexual nature, graphic verbal commentary about an individual's body, sexually degrading words to describe an individual, suggestive or obscene letters, notes or invitations.
h. Physical conduct such as touching, assaulting, impeding or blocking movements.

EXHIBIT D ATTACHMENT A Page 34 of 43
838
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 6 of 14
DISCRIMINATION AND Effective Date: HARASSMENT POLICY Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95. 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 i. Retaliation for making harassment reports or threatening to report harassment.

D. Affordable Care Act (ACA) Anti-Retaliation
Pursuant to section §1558 of the Affordable Care Act, the City prohibits discrimination or retaliation towards any employee who:

1. Receives a health insurance tax credit or subsidy through the Health Care "Marketplace" or "Exchange", by which can trigger a penalty payable by the employer;

2. Reports potential violations of protections afforded under Title I of the Act, which provides guaranteed availability protections among other things;

3. Testifies in a proceeding concerning such violation;

4. Assists or participates in a proceeding concerning a violation; or

5. Objects to, or refuses to participate in, any activity, policy, practice, or assigned task that the employee reasonably believes to be in violation of any provision of the Title I of the Act.

An employee who believes that he or she has been discharged or otherwise discriminated against in violation of section §1558 of the Affordable Care Act may seek relief in accordance with the procedures, notifications, burdens of proof, remedies, and statutes of limitation set forth in section 2087(b) of title 15, United States Code.

IV. REPORTING AND COMPLAINT PROCEDURES
A. Immediate Action Required
The City's reporting and complaint procedures provide for an immediate, thorough and objective investigation of discrimination or harassment claims, appropriate disciplinary action taken against any person found to have engaged in prohibited behavior, and appropriate alternative remedies to any ATTACHMENT A Page 35 of 43

EXHIBIT D
839
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 7 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 employee or non-employee subject to discrimination or harassment. To accomplish this, such incidents must be reported immediately to a supervisor or manager.

1. Employee's and Non-Employee's Responsibilities when Subjected to Discrimination and/or Harassment
a. Employees or non-employees who believe they have been subjected to discrimination or harassment, or are aware of discrimination or harassment against others, shall report the situation immediately to his/her supervisor or manager, except as specified in subsection (b), below. Employees and nonemployees shall report any such incidents occurring in the workplace, whether committed by coworkers, supervisors or managers, or third persons doing business with the City, such as customers or vendors, or other non-employees. If
comfortable doing so, an employee or non-employee who has a complaint of discrimination or harassment is encouraged to directly inform the person(s) engaging in the behavior that such conduct is offensive and insist the behavior to stop.
b. Employees and non-employees must immediately contact a supervisor or manager to register a complaint of discrimination or harassment, unless that supervisor or manager is the individual engaging in the unwanted behavior. In that case, the employee or non-employee may contact someone at the next supervisory level. If the employee or non-employee feels uncomfortable dealing directly with his or her immediate supervisor or manager, he or she may contact the department head, or the Director of Human Resources (or either of their designees) to register a complaint of discrimination or harassment.
c. Employees and non-employees may file a formal complaint of harassment or discrimination with their department head or ATTACHMENT A Page 36 of 43

EXHIBIT D
840
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 8 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 with Human Resources. To assist the City in conducting a thorough investigation, complaints shall be submitted in writing and shall include specific details of the incident(s), the names of the individuals involved, the names of any witnesses, and any documentary evidence (notes, pictures, cartoons, etc.) that will corroborate the allegations.
d. Employees and non-employees shall immediately report any retaliation to a supervisor, manager, department head or Director of Human Resources (or designee). All retaliation complaints shall be immediately, objectively and thoroughly investigated in accordance with the investigation procedures.

If a report of retaliation is substantiated, appropriate disciplinary action, up to and including discharge shall be taken.

2. Supervisor's or Manager's Responsibilities to Eliminate Discrimination and/or Harassment
a. A supervisor or manager is responsible for enforcing the City's discrimination and harassment policy. Supervisors or
managers must ensure that all employees and non-employees are aware of the City's policy through open discussion of the policy at staff meetings and by posting the policy in a conspicuous location accessible to all staff members.
b. A supervisor or manager shall be cognizant of employees' and non-employees' behavior and shall not permit any employee or non-employee under their supervision to be subjected to or engage in any conduct prohibited by this policy.
c. A supervisor or manager who observes conduct prohibited by this policy shall immediately direct the employee or nonemployee to cease the conduct.

ATTACHMENT A Page 37 of 43

EXHIBIT D
841
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 9 of 14
DISCRIMINATION AND Revised From: HARASSMENT POLICY Effective Date:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 d. A supervisor or manager who receives a complaint of
prohibited conduct is required to take the complaint seriously, and report the matter immediately to the department head; be supportive of the complainant; ensure there is no retaliation against the complainant; conduct an internal fact-finding review into the allegations; obtain as much detailed information as possible; thoroughly document the findings; communicate in written form to the parties the resolution of the complaint; and report to and consult with the Human Resources Department promptly, without delay.

B. Confidentiality. The City will make every effort to protect the privacy and confidentiality of all parties involved, as well as any information and/or documentation obtained, to the extent possible consistent with a thorough investigation.

C. Penalty for Non-Compliance. The City shall take disciplinary action, up to and including discharge, against any supervisor or manager who fails in his/her responsibility to take immediate action in response to an employee's or non-employee's complaint of discrimination or harassment. Further, such disciplinary action shall be taken against a supervisor or manager who fails to stop discriminatory or harassing conduct committed in his/her presence or to stop such conduct about which the supervisor or manager has knowledge.

V. INVESTIGATION PROCEDURES
A. Determination of Responsibility for Investigation
If a formal complaint is filed with the department head or the Director of Human Resources (or either of their designees), the department head and the Director of Human Resources shall consult with one another to determine whether the department or Human Resources shall conduct the fact-finding investigation into the allegations. Either the department head or the Director of Human Resources (or either of their designees), depending on who is ATTACHMENT A Page 38 of 43

EXHIBIT D
842
Subject:

B.

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.10 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment In the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 responsible for the investigation, shall issue written notification to the complainant and alleged harasser(s). The notification shall specify the nature of the complaint, and inform the parties that an investigation into the allegations of discrimination and/or harassment shall be conducted.

Investigative Guidelines
The investigation shall include the following steps taken in the order best suited to the circumstances:

1. Identify and preserve the evidence.

2. Confirm the name and position of the complainant. Interview the complainant.

3. Allow the complainant the opportunity to place the complaint in writing.

4. Obtain the identity of the alleged harasser(s).

5. Obtain as many details as possible regarding the incident(s) that prompted the complaint, including the number of occurrences, dates, times, locations, and witnesses (if applicable).

6. Ascertain how the complainant felt about the alleged incident when it occurred; complainant's response(s) to the alleged behavior; and witness statements (if applicable).

7. Ascertain if any threats or promises were made in connection with the alleged harassment.

8. Ascertain if the complainant knows of or suspects that there are other victims of harassment by the same person(s).

9. Ascertain whether the complainant has spoken to anyone, especially ATTACHMENT A Page 39 of 43

EXHIBIT D
843
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No. 11 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 supervisors, about the harassment.

10. Ascertain what resolution would be acceptable to the complainant.

11. Interview the alleged harasser to get his or her side of the story, including any possible motivation for a false allegation.

12. Interview witnesses who were identified by the complainant regarding the alleged harasser or other persons identified during the investigation.

13. Interview witnesses who were identified by the alleged harasser or other persons identified during the investigation.

14. Advise all participants that the investigation is "confidential" and not to engage in any retaliatory conduct, as such conduct is subject to disciplinary action up to and including discharge. Confidentiality will be maintained to the extent possible. An individual who is interviewed during the course of an investigation is prohibited from discussing the substance of the interview, except as otherwise directed by a supervisor or the Director of Human Resources. Any individual who discusses the content of an investigatory interview will be subject to discipline or other appropriate sanction.

15. Conduct follow-up interviews, if warranted.

16. Prepare report of findings and discuss with management and designated legal staff.

VI. RESPONDING TO THE COMPLAINT
A. Following the completion of the fact-finding investigation, either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible for the investigation, shall ATTACHMENT A Page 40 of 43

EXHIBIT D
844
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15 Page No.12 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 make a report of findings, along with a recommendation regarding the appropriate remedial action to be taken, if warranted. The recommendation shall be made after reviewing the findings of the investigation, giving consideration to all factual information, the nature of the alleged conduct, and the totality of the circumstances. If the investigation was conducted by the Director of Human Resources, or designee, the Director, or designee, shall confer with the affected department head and both shall concur on the remedial action to be taken, if any. If the investigation was conducted by the department head, the department head shall confer with the Director of Human Resources prior to making the report of findings and both shall concur on the remedial action to be taken, if any.

B. If either the department head or the Director of Human Resources does not concur with the findings and recommendation of the other, the City Attorney (or designee) shall review and resolve the matter in dispute.

C. Report of findings and recommendation shall be treated as a confidential document and no other distribution shall be made without first consulting with the City Attorney's Office. A completed investigation report will not be disclosed, except as it is deemed necessary to support a disciplinary action, to take remedial action, to defend the City in adversarial proceedings, or to comply with the law or court order.

D. Either the department head or the Director of Human Resources (or either of their designees), depending on who is responsible for the investigation shall provide a written response to the complainant and the person alleged to have committed the misconduct, discrimination and/or harassment. The response shall include a copy of the City's discrimination and harassment policy and a memorandum indicating the City's determination as to whether the complaint is:

1. Unsustained: The investigation failed to disclose sufficient evidence to substantiate the allegation(s).

2. Unfounded: The investigation proved that the act(s) or omission(s) ATTACHMENT A Page 41 of 43

EXHIBIT D
845

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 13 of 14
DISCRIMINATION AND Effective Date: Revised From: HARASSMENT POLICY 7/27/09

3. 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 complained of did not occur. The finding also applies when the individual employee(s) named in the complaint were not involved in the act(s) or omission(s) alleged.

Sustained: The investigation disclosed sufficient evidence to substantiate the allegation(s) made in the complaint; appropriate action will be taken.

E. Details regarding any specific fact-findings or disciplinary action to be taken will not be communicated to the complainant. The City Attorney shall review the response for legal sufficiency before dissemination.

F. The City shall close and retain the investigation file, in accordance with applicable laws, regulations, and City policy regarding retention of City records.

VII. DISCIPLINE
Disciplinary action imposed as a result of any investigation conducted pursuant to this policy shall be commensurate with the severity of the offense, up to and including discharge, even for a first offense.

VIII. ALTERNATIVE REMEDIES
If upon exhausting all internal remedies to file, investigate, and respond to a charges of discrimination/harassment, pursuant to title VII of the Federal Civil Rights Act of 1964 (42 U.S.C §§ 2000e et seq.), any person has a right to file a charge of discrimination/harassment with the Equal Employment Opportunity Commission ("EEOC"). In addition, pursuant to the California Fair Employment and Housing Act (Gov. Code §§ 12900 - 12996.) a person may also file a complaint of discrimination/harassment with the California Department of Fair Employment and Housing ("DFEH"). Employees or non-employees who believe that they have been subjected to discrimination/harassment may file a complaint with either of these ATTACHMENT A Page 42 of 43

EXHIBIT D
846

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Subject: Directive No. HR-15 Page No. 14 of 14

DISCRIMINATION AND
HARASSMENT POLICY Effective Date: Revised From:
7/27/09
5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1/95, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15/93 agencies. Both the EEOC and DFEH serve as neutral fact-finders and attempt to assist parties in resolving disputes voluntarily.

IX. COMMUNICATION OF POLICY
This policy shall be provided to all managers, supervisors, employees, volunteers, unpaid interns, agents or contractors of the City and shall be posted in the appropriate places. All employees shall participate in City approved harassment awareness training as directed by management or Human Resources; and all supervisors, as required by law, shall participate in City approved interactive harassment awareness training and education sessions at least once every two years, or as otherwise specified by law.

APPROVED:
c:r��SON

CITY MANAGER
::ODMA\GRPWISE\COS.PER.PER_Library:96180.1
ATTACHMENT A Page 43 of 43

EXHIBIT D
847
City of Stockton
Legislation Text
File #: 26-0576, Version: 1
APPROVE MOTION TO AUTHORIZE BALANCING CONTRACT CHANGE ORDER NO. 1 FOR THE LOCAL STREET RESURFACING PROGRAM FISCAL YEAR 2024-25 SB1 - PAVEMENT

REPAIR PROJECT (ALL DISTRICTS - CITYWIDE)

RECOMMENDATION
It is recommended that the City Council approve a motion to authorize Balancing Contract Change Order No. 1, in the amount of $257,805.88, with Robert Burns Construction, Inc. of Stockton, CA, for the Local Street Resurfacing Program Fiscal Year 2024-25 SB1 - Pavement Repair, Project No.

WD25003.

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

Summary
On June 24, 2025, by Resolution No. 2025-06-24-1218, Council awarded a Construction Contract, in the amount of $408,232.79, to Robert Burns Construction, Inc. of Stockton, CA, for the Local Street Resurfacing Program Fiscal Year 2024-25 SB1 - Pavement Repair, Project No. WD25003. The project replaced failed pavement at various locations Citywide (Attachment A).

During construction, staff identified several street segments that required excavation beyond the anticipated three inches due to underlying pavement failures. These repair segments were primarily located along Park Street and Oak Street, which are heavily traveled streets. Staff authorized the contractor to proceed with the additional pavement repairs for the project.

It is recommended that Council approve Balancing Contract Change Order (CCO) No. 1, in the amount of $257,805.88, with Robert Burns Construction, Inc., for the Local Street Resurfacing Program Fiscal Year 2024-25 SB1 - Pavement Repair, Project No. WD25003 (Attachment B). The total final contract amount will be $666,038.67. The project is complete, and Balancing CCO No. 1 will close out the Construction Contract.

DISCUSSION
Background
On June 24, 2025, by Resolution No. 2025-06-24-1218, Council awarded a Construction Contract, in the amount of $408,232.79, to Robert Burns Construction, Inc. for the Local Street Resurfacing Program Fiscal Year 2024-25 SB1 - Pavement Repair, Project No. WD25003. The project is funded with Senate Bill 1 (SB1), known as the Road Repair and Accountability Act of 2017, which provides City of Stockton Page 1 of 2 Printed on 6/19/2026
powered by Legistar™848
File #: 26-0576, Version: 1
funding for basic road maintenance, rehabilitation, and critical safety needs on both the State Highway and local streets and road systems. The project scope included repairing failed pavement by applying tack coat oil and placing new hot mix asphalt at various locations Citywide (Attachment A).

Construction of the project began in October 2025 and was completed in December 2025. During construction, staff identified several street segments that required excavation beyond the anticipated three inches due to underlying pavement failures. These repair segments were primarily located along Park Street and Oak Street, which are heavily traveled streets. Staff authorized the contractor to proceed with additional excavations and hot mix asphalt for the pavement repairs.

Present Situation
Balancing CCO No. 1 is necessary to close out the project and to compensate the contractor fully for additional pavement repairs during construction. This is the final Balancing CCO to close out and complete the Construction Contract. Council approval is required for Balancing CCO No. 1, as the cumulative amount exceeds the administrative change order authority allowed under the existing contract.

It is recommended that Council approve Balancing CCO No. 1, in the amount of $257,805.88, with Robert Burns Construction, Inc., for the Local Street Resurfacing Program Fiscal Year 2024-25 SB1 - Pavement Repair, Project No. WD25003 (Attachment B). The total final contract amount will be $666,038.67. The project is complete, and Balancing CCO No. 1 will close out the Construction Contract.

FINANCIAL SUMMARY
There is sufficient funding in the Local Street Resurfacing Program Fiscal Year 2024-25 SB1, Project No. WD25003, to approve Balancing CCO No. 1 with Robert Burns Construction, Inc., in the amount of $257,805.88. With the approval of Balancing CCO No. 1, the final contract amount is $666,038.67.

Attachment A - Vicinity Map
Attachment B - Balancing CCO No. 1 with Robert Burns Construction, Inc.

City of Stockton Page 2 of 2 Printed on 6/19/2026
powered by Legistar™849

MAIN ST

PERSHING AV

DAVIS RD

EL DORADO ST

WEST LN

PACIFIC AV

MARCH LN

ALPINE AV

CHEROKEE RD

AIRPORT WY

CENTER ST
LO
WER SA

CRAMENTO RD
WILSON
WY

PACIFIC AV

DR MLK JR BL

HOLMAN RD

HOLMAN RD

WEST LN

MORADA LN THORNTON RD

HAMMER LN

HAMMER LN

PERSHING AV
BENJ.HOLT DR

MARCH LN

HARDING WY

WEST LN

WATERLOO RD

WILSON WY

NAVY DR

FREMONT ST

MARCH LN

EL DORADO ST

CHARTER WY
µ
LEGEND:

Pavement Repair Locations
County Limits
0 0.25 0.5 1 1.5 2
Miles
LOCAL STREET RESURFACING PROGRAM FY 2024-25 SB1 -
PAVEMENT REPAIR, PROJECT NO. WD25003

ATTACHMENT A
850

A TT AC HM ENT B
CITY OF STOCKTON Page 1 of2
May 11, 2026
Contract Change Order#: __ 1_.{_B_a_la_n_c_in_g;w) __
Resolution/Motion No. 2025-06-24-1218
(If not required enter "NIA j
Contract No. ----------,, 426000046
Cont---rect--'"'
#
__ _
WD25003 - Local Street Resurfacing Program FY 2024-25 S81 - Pavement Repair Project Number I Project Name I Activity
OriQinal Contract Price $ 408,232.79
Aooroved Chanae Order Total $ 0
This Change Order $ 257 805.88
Revised Contract Price $ 666,038.67
TO Robert Bums Construction, Inc. (Contractor'). You are hereby directed to make the herein described changes from the plans and specifications or do the following described work not included In the plans and specifications of this contract.

Addltlonal Work Perfonned for Above Referenced Project
In accordance with Section 9-1.17D of the City of Stockton Standard Specifications, this balancing change order indicates the total amount payable to the Contractor, and no additional compensation will be allowed.

The additional compensation, if any, included in this change order constitutes full compensation, including all markups, profits surcharaes, taxes and overhead costs, for the chanae in work as specified. See attached.

We, the undersigned contractor, have given careful consideration to the change proposed and hereby agree, if this proposal is approved that we will provide all equipment, furnish all materials, except as may otherwise be noted above, and perform all services necessary for the work above specified. and wlll accept as full payment therefore the prices shown above.

By reason of this proposed change, 2 days extension of time will be aNowed.

Accepted Date 1)1,,..,; /� /" g G,
Robert Bums construction, Inc.

Note: This contract change order Is not effective until approved by the C Mana r.

APPROVED AS TO FORM & CONTENT:

OFFICE OF THE CITY ATTORNEY
BY __________ _
Date:. _________ _
ATTEST:

KATHERINE ROLAND, CPM, CPMC

CITY CLERK OF THE CITY OF STOCKTON
Fully Executed Form Routln1: Original to City Clerk; Copy to Vendor �---:-:-.,.,--�--,,---,----,--=---,-,c-'.Date: ____ _ Approval by: Nguyet Pham, Department Fiscel Divi$ion Approval Recommended by:
.,,,-....,..,,--,---,--,-.,...,,......,...,..,----------Date: ____ _ Peni Basalusslu, Public Worlcs Director
Change Order Approved By:
-------------------Da · le:._ ___ _
Johnny Ford, City Manager
851
CITY OF STOCKTON Page 2 of 2
May 11, 2026
Fully Executed Form Routing: Original to City Clerk; Copy to Vendor Contract Change Order #: 1 (Balancing)
Resolution/Motion No. ____2025-06-24-1218________ Contract No. 426000046 _ (If not required enter “N/A”) Contract # WD25003 – Local Street Resurfacing Program FY 2024-25 SB1 – Pavement Repair Project Number / Project Name / Activity
In accordance with Section 9-1.17D of the City of Stockton Standard Specifications, balance out the contract bid items.

A. INCREASED AND DECREASED IN CONTRACT ITEM AT CONTRACT PRICE:

Item
No. Item Description Quantity Units Unit Price Amount
5 Increase of SY @ 3” Depth 185.53 SY $30.03 $5,571.47
6 Increase of HMA needed & used 376.80 TNS $208.88 $78,705.98 Subtotal $84,277.45
In accordance with section 9-1.17D of the City of Stockton Standard Specifications, perform the following extra work and balance out the extra work at agreed lump sum.

B. EXTRA WORK AT AGREED PRICE:

Item
No. Item Description Quantity Units Unit Price Amount
1 Raise water boxes & monument on Piccardo
Cir 1 LS $6,822.09 $6,822.09
2 O.T. work due to increase in patches depth &
sizes 1 LS $26,014.80 $26,014.80
3 Increase of Patches over 3” Depth @ 3 ½” 288.14 SY $35.03 $10,093.54 4 Increase of Patches over 3” Depth @ 4” 16.00 SY $40.04 $640.64 5 Increase of Patches over 3” Depth @ 5” 85.00 SY $50.05 $4,254.25 6 Increase of Patches over 3” Depth @ 6” 400.00 SY $60.06 $24,024.00 7 Increase of Patches over 3” Depth @ 7” 12.44 SY $70.07 $871.67 8 Increase of Patches over 3” Depth @ 7 ½” 276.06 SY $75.08 $20,726.58 9 Increase of Patches over 3” Depth @ 8” 77.00 SY $80.08 $6,166.16 10 Increase of Patches over 3” Depth @ 9” 683.00 SY $90.09 $61,531.47 11 Increase of Patches over 3” Depth @ 10 ½” 10.67 SY $105.11 $1,121.52 12 Increase of Patches over 3” Depth @ 12 ½” 90.00 SY $125.13 $11,261.70 Subtotal $173,528.43
TOTAL COST $257,805.88

ATTACHMENT B
852
City of Stockton
Legislation Text
File #: 26-0580, Version: 1

APPROVE MOTION TO RATIFY FINAL EXPENDITURES FOR SECURITY SERVICES AT NEW

CITY HALL (CITY-OWNED FACILITIES)

RECOMMENDATION
It is recommended that the City Council approve a motion to:

1. Approve findings pursuant to Stockton Municipal Code section 3.68.070 in support of an exception to the competitive bidding process.

2. Ratify final expenses in the amount of $181,490.74 with Hammer Head Protection, Inc. of Stockton, CA, for all costs related to overnight security services at New City Hall.

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

Summary
In 2017, the City purchased the Waterfront Towers, located at 501 and 509 W. Weber Avenue, for the New City Hall site to consolidate operations.

On August 1, 2022, construction commenced at the New City Hall site, requiring nightly security services. The Public Works Department utilized the City’s existing Security Service Agreement with Hammer Head Protection, Inc. (Hammer Head) for security services and issued annual purchase orders for payment.

On August 22, 2023, by Motion No. 2023-08-22-1216, Council awarded a contract to Universal Protection Service, LP dba Allied Universal Security Services (Allied) to provide Citywide Security Services. In Fiscal Year (FY) 2024-25, the Procurement Division of the Administrative Services Department (Procurement) advised Public Works to utilize the Citywide Security Services contract with Allied. However, the contract with Allied did not provide security services for New City Hall. To ensure the safety and security services required of the site were provided, Public Works continued to utilize Hammer Head’s services until an amendment with Allied could be executed to include New City Hall.

On December 23, 2025, Contract Amendment No. 3 with Allied was executed, adding security and patrol services at New City Hall. On February 4, 2026, Public Works canceled the informal agreement with Hammer Head.

It is recommended that Council approve a motion ratifying the total expenditure of $181,490.74 with Hammer Head for all costs related to overnight security services at New City Hall. Upon approval, City of Stockton Page 1 of 3 Printed on 6/19/2026
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File #: 26-0580, Version: 1
Procurement has agreed to issue a final payment purchase order in the amount of $37,206.74 to Hammer Head.

DISCUSSION
Background
In 2017, the City purchased the Waterfront Towers, located at 501 and 509 W. Weber Avenue, for the New City Hall site to consolidate operations and provide financial security and certainty, eliminating unknown future costs of operating City Hall and allowing for long-term investment. To ensure continued services during the project planning phase, the City assumed all services and contracts held by the Waterfront Office Towers Associations (Towers Association), including a Security Service Agreement between Towers Association and Hammer Head for overnight security services for both the Waterfront Towers and Waterfront Warehouse properties.

In February 2022, Public Works Department assumed the cost of security services to Hammer Head for overnight security of the New City Hall construction site. Since the City had an existing Security Service Agreement with Hammer Head, Public Works issued annual purchase orders (PO) with Hammer Head to ensure continued nightly services and patrol of the construction site to prevent potential theft and vandalism.

On August 22, 2023, by Motion No. 2023-08-22-1216, Council awarded a contract to Allied to provide Citywide Security Services with the exception of New City Hall. In June 2025, Procurement advised Public Works to utilize the Citywide Security Services contract with Allied to provide overnight security at New City Hall. However, To ensure the safety and security services required of the site were provided, Public Works continued to utilize Hammer Head’s services until an amendment with Allied could be executed to include New City Hall.

Economic Development Department worked with Allied to incorporate New City Hall to the new security services contract. Public Works continued to use Hammer Head services until Amendment No. 3 was executed. On December 23, 2025, Contract Amendment No. 3 with Allied was executed, adding security and patrol services at New City Hall. On February 4, 2026, Public Works canceled the informal agreement with Hammer Head.

Present Situation
Due to no longer being able to use PO’s for Hammer Head security services, Public Works is seeking Council approval to ratify the total expenditure of $181,490.74 to Hammer Head for all costs related to overnight security services at New City Hall.

The total Public Works expenditure is listed below by fiscal year:

FY 2022-23: $ 20,520.00
FY 2023-24: $ 57,564.00
FY 2024-25: $ 66,200.00
FY 2025-26: $ 37,206.74
TOTAL: $181,490.74
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File #: 26-0580, Version: 1
It is recommended that Council approve a motion ratifying the total expenditure of $181,490.74 with Hammer Head for all costs related to overnight security services at New City Hall. Upon approval, Procurement will issue a final payment purchase order in the amount of $37,206.74 to Hammer Head.

Findings
Pursuant to Stockton Municipal Code (SMC) section 3.68.070, Council may approve findings which support an exception to the competitive bidding process. These findings include:

1. Lack of safety and security at the New City Hall construction site could adversely affect the public safety and welfare of the City of Stockton as the construction site is located adjacent to the Waterfront Warehouse.

2. Taking advantage of the Security Service Agreement with Hammer Head will save the administrative expense of City staff conducting separate procurements.

3. Failure to undertake emergency security services during construction of the New City Hall project would have resulted in significant liability to the City.

FINANCIAL SUMMARY
All expenditure for these services were paid from the Public Works Facilities Maintenance Admin Special Services account. There is sufficient funding in this account to fund the final payment, in the amount of $37,206.74, to Hammer Head.

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City of Stockton
Legislation Text
File #: 26-0635, Version: 1

ADOPT RESOLUTION FOR THE FORMATION OF THE FIVE MILE SLOUGH ASSESSMENT DISTRICT, APPROVE AN ENGINEER’S REPORT, AND AUTHORIZE LEVY OF THE PROPOSED ASSESSMENT (DISTRICT 3)

RECOMMENDATION
If, after tallying the ballots received on the date of the hearing, the majority of ballots submitted are cast in favor of forming the Five Mile Slough Assessment District and levying the proposed assessment, it is recommended that the City Council adopt a resolution to:

1. Form the Five Mile Slough Assessment District to maintain certain improvements described in the attached Five Mile Slough Assessment District Engineer’s Report.

2. Overrule the protests submitted in opposition to the levying of the Five Mile Slough Assessment and in opposition to the formation of the Five Mile Slough Assessment District.

3. Approve the Five Mile Slough Assessment District Engineer's Report for the Fiscal Year 2027- 28 and the proposed Fiscal Year 2027-28 budget for the Five Mile Slough Assessment District.

4. Authorize the City Clerk to prepare and submit the Five Mile Slough Assessment District assessment roll for collection in Fiscal Year 2027-2028 and subsequent years.

5. Authorize the collection of the proposed assessments in Fiscal Year 2027-28 and subsequent years.

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

Summary
The proposed Five Mile Slough Assessment District (District) would levy assessments to fund maintenance related to water quality in the Five Mile Slough area (Attachment A). The Landscaping and Lighting Act of 1972 (Act), under which this District will be formed, requires preliminary approval of the District budget (Attachment B) and the District’s Engineer’s Report, which was approved by Council on April 14, 2026, by Resolution No. 2026-04-14-1208. A public hearing must be conducted to consider the formation of the District, approve the District’s Engineer’s Report and proposed budget, and tabulate assessment ballots pursuant to Government Code Section 53753.

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File #: 26-0635, Version: 1
The proposed resolution authorizes the City’s formation of the District, approves the District's Engineer's Report and the Fiscal Year (FY) 2027-28 budget, and approves the proposed assessments.

DISCUSSION
Background
Five Mile Slough and Five Mile Creek’s natural watercourse and function have been altered due to channel straightening and levee construction in the late 1800s and early 1900s, removal of tributary streams, construction of the roadway crossings, and increased peak flows from urbanization from the 1950s to the present. Since the 1990s, residents and Reclamation District 1608 have been notified through letters and public outreach meetings by both the City of Stockton (City) and San Joaquin County (County) about stagnant water, declining water quality, invasive aquatic weeds, a deteriorating ecosystem, and lack of maintenance within both Five Mile Slough and Five Mile Creek.

Many of these issues are interrelated, requiring a coordinated response by responsible parties to implement multiple solutions to address the issues simultaneously to prevent the problems from recurring, avoid creating new problems, and avoid making other issues worse. Efforts to improve the waterway and mitigate and remove aquatic weeds have been difficult due to the private ownership of Five Mile Slough and Five Mile Creek amongst residents, a lack of clear jurisdictional and maintenance responsibilities, and, therefore, a lack of funding mechanisms. The City and the County have allocated discretionary funds for maintenance in recent years; however, these funds are not consistent or guaranteed year after year.

In 2025, the City allocated discretionary funds to study the formation of an assessment district to create a clear jurisdictional responsibility for certain maintenance activities and to provide a consistent funding source for the maintenance.

In 2025, Siegfried Engineering, Inc. (Siegfried) was retained to evaluate and determine the feasibility of forming the assessment district for the maintenance of special benefits associated with the waterway per the Act. The waterway, based on a 2016 study performed by Siegfried, has been determined to be a combination of backwater sloughs, which create a linked system of ponds from the White Slough Dam to approximately Caran Avenue, and a storm conveyance mechanism from Caran Avenue to Pacific Avenue at the terminal end of the Five Mile Creek. The backwater slough functions as a source for irrigation water for the City-owned Swenson Park and Golf Course, and the weir is adjusted annually to raise the water depth in the summer to support the irrigation functions.

The ownership of the waterway varies from public to private entities.

In order to form an assessment district, the special and general benefits of the assessment must be defined, a budget to maintain the special benefit must be established, the parcels included in the assessment district, and the methodology behind the spread of assessment developed. After a public outreach meeting held on December 18, 2025, the District’s Engineer’s Report, budget, and maps were finalized for presentation to Council for its consideration in proceeding with the formation of the proposed District and associated assessment.

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File #: 26-0635, Version: 1
Present Situation
The Act and the associated processes under Proposition 218 require all benefiting property owners to be given the opportunity to vote on the establishment of a maintenance assessment district and the associated assessment. The District cannot be formed and, accordingly, cannot levy the proposed assessments if a majority protest exists. A majority protest exists if the assessment ballots submitted and are not withdrawn, in opposition to the proposed assessment exceeding the assessment ballots submitted and are not withdrawn, in its favor. Each assessment ballot is weighted by the amount of the proposed assessment to be imposed upon the identified parcel for which each assessment ballot was submitted.

The proposed District consists of 193 parcels along Five Mile Slough near Swenson Park area (Attachment A) and would allow for assessments to be collected for the special benefit received as a result of improved water quality. The general benefit portion of the proposed District’s budget is included in the Public Works, San Joaquin Area Flood Control Agency, and County Operating budgets for their respective responsibilities.

The proposed District would set annual assessments to be collected by the County with annual property taxes on each taxable parcel contained within the District. These annual assessments provide funding for the maintenance and repair of the water quality improvements and odor-reducing measures; grant writing for odor reduction and water quality improvement; invasive vegetation removal and supplemental spraying; sediment removal or reduction; and erosion repair, which confer a special benefit to the assessed properties. The fund also accounts for preparing an Annual Engineer's Report and assessment roll. The Annual Engineer's Report contains the District's budget.

The budget details the maintenance and administrative costs for the District (Attachment B).

The total maximum estimated revenue required for FY 2027-28 operation and administration costs is $87,878.60. However, the actual assessment in the initial years will be lower due to the water quality devices not yet being funded or installed.

The special benefit received by each parcel is directly proportional to the square feet of parcel area (SF) of each parcel receiving the special benefit, as defined in the Engineer’s Report. The maximum FY 2027-28 SF assessment rate will be $0.0171546.

The proposed District assessment includes an annual escalator. The escalator is the greater of three percent or the increase in the San Francisco-Oakland-Hayward All Urban Consumers Price Index (CPI). The escalator allows the assessment, when necessary, to keep pace with inflation without having to go through the time and expense to ballot the property owners. The maximum allowable assessment annually adjusts by the CPI, while the actual assessment needed to cover a zone's expenses is determined based on the estimated expenses for the fiscal year.

At the end of each fiscal year, any unexpended funds are returned to the District's reserve, which can be used to fund District improvements.

Notice of the proposed assessment was mailed to each property owner of record within the proposed District no later than 45 days before the date of this hearing on the District’s formation.

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File #: 26-0635, Version: 1
In addition, notice of the public hearing was published in The Record on June 14, 2026.

FINANCIAL SUMMARY
Total Proposed FY 2027-28 Maximum Assessments $87,878.60 Total Proposed FY 2027-28 Appropriation from Reserves $ 0.00 TOTAL PROPOSED FY 2027-28 SPECIAL BENEFIT BUDGET $87,878.60 Assessments are collected to fund the special benefit costs received by the properties in the District and held in a separate fund for this purpose. Funds for the general benefit costs will be presented to Council for consideration during the normal budget process for the FY 2027-28 and are estimated to be $0.00.

The impact to the City's General Fund will be the City’s proportional share of the special benefit, which is estimated to be a maximum of $20,439.80 in FY 2027-28, as a result of taking the recommended actions.

Attachment A - Map of Five Mile Slough Assessment District Attachment B - Proposed FY 2027-28 Budget
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ASSESSMENT DIAGRAM

FIVE MILE SLOUGH

ASSESSMENT DISTRICT
CITY CLERK STATEMENT:

AN ASSESSMENT WAS LEVIED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, COUNTY

OF SAN JOAQUIN, STATE OF CALIFORNIA, ON THE PIECES AND PARCELS OF LAND SHOWN ON THE ASSESSMENT DIAGRAM. THE ASSESSMENT WAS LEVIED ON
THIS DAY OF , 2026. THE ASSESSMENT DIAGRAM AND THE ASSESSMENT ROLL WERE

CITY OF STOCKTON, SAN JOAQUIN COUNTY RECORDED IN THEOFFICE OF THE SUPERINTENDENTOF STREETS OFTHE CITYON THIS ST A TE OF CALIF ORN IA g�;Ig: OF THE �i�E��:�i��ii����;���;�\S H
E
:���; :i������Ri��IN
T
HE
DATE: FEBRUARY 2026 ASSESSMENT LEVIED AGAINST EACH PARCEL OF LAND SHOWN ON THIS ASSESSMENT DIAGRAM.
■ ■ ■CIVIL
■ ENGINEERING
■ STRUCTURAL
■■ SIEGFRIED : :�:::'.y�:�NG
32 4 4 B1 ook s I de Road, Su I le 1 00 Sloe kton, Cal II or n ia 9 5 '2 1 9 '2 O 9 - 9 4 3 - '2 O 2 1 w w ..,, . s i e g Irie den g. com F �: '2 O 9- 9 4 '2 - O '2 I 4

CITY CLERK OF THE CITY OF STOCKTON
CITY CLERK:

FILED IN THE OFFICE OF THE CITY CLERK OF THE CITY OF STOCKTON THIS DAY OF 2026.

CITY CLERK OF THE crrfOFSfOCKTON
CITY SUPERINTENDENT:

RECORDED IN THE OFFICE OF THE SUPERINTENDENT OF STREETS THIS DAY OF 2026.

SUPERINTENDENT OF STREETS OF THE CITY OF STOCKTON
COUNTY RECORDER:

RECORDED THIS DAY OF , 2026 ATTHE HOUR OF O'CLOCK M, IN BOOK , PAGE OF MAPS OF ASSESSMENT AND COMMUNITY FACILITIES DISTRICTS IN THE

OFFICE OF THE COUNTY RECORDER OF THE COUNTY OF SAN JOAQUIN, STATE OF CALIFORNIA.

COUN
T

Y RECORDER OF SAN JOAQUIN COUNTY, CALIFORNIA
NOTES:

1. ASSESSMENTS APPLY ONLY TO LAND LOCATED WITHIN THE CITY OF STOCKTON AND WITHIN THE DESIGNATED ASSESSOR'S PARCELS.

2. THE ASSESSMENT DIAGRAM CONSISTS OF 1 SHEET WHICH IDENTIFIES OVERALL

CONFIGURATION OF THE DISTRICT AND DESIGNATED SAN JOAQUIN COUNTY ASSESSOR'S MAPS.

LEGEND:

ASSESSMENT DISTRICT BOUNDARY
---- +tttttttttttt- BOOK LINES

RAILROAD
RIVER
� BOOK AND PAGE
12811021 APN NUMBER
LEGEND

D FIVE MILE SLOUGH
1111 TIER 1: OPEN SPACE (118TH FACTOR)
CJ TIER 2: HIGH DENSITY RESIDENTIAL
(113RD FACTOR)
CJ TIER 3: SINGLE FAMILY DWELLINGS AND 178 COMMERCIAL PROPERTY 1111 TIER 4: PARCELS THAT RECEIVE NO

ASSESSMENT, YET FALL WITHIN THE

DISTRICT BOUNDARY
TOTAL LOTS 193
Exhibit B

ATTACHMENT A
860
Fiscal Year 2027-2028 Five Mile
Slough

MAINTENANCE, REPAIRS AND UTILITIES
Landscape and Open Spaces
Contracted Scheduled Landscape and Open Spaces Services Landscape Maintenance: Invasive Vegetation Removal 10,000.00 Landscape Maintenance: Vegetation Spraying 10,000.00
Pest/Rodent Control 5,000.00
Trash and Debris Removal 5,000.00
-
-
Subtotal .20-25 Contracted Scheduled Services 30,000.00 Incidental Services -
Erosion Repair 1,500.00
Miscellaneous Repair 2,000.00
Subtotal Incidental Services 3,500.00
TOTAL .20-25 LANDSCAPE & OPEN SPACES SERVICES 33,500.00 Landscape and Open Spaces Utilities -
Electricity -
Storm Drain Fee -

TOTAL LANDSCAPE AND OPEN SPACES UTILITIES -
TOTAL ESTIMATED LANDSCAPE AND OPEN SPACES EXPENSES 33,500.00 Materials and Supplies
Office Supplies 200.00
Misc. Field Supplies 500.00
TOTAL ESTIMATED MATERIALS AND SUPPLIES 700.00
Water Quality Devices -
Maintenance and Repair 1,000.00
Scheduled Annual Maintenance 10,000.00
-
TOTAL WATER QUALITY DEVICE MAINTENANCE & REPAIRS 11,000.00 SUBTOTAL ESTIMATED EXPENSES 45,200.00
CONTINGENCY; Varies 0 to 10±% of Subtotal Estimated Expenses 4,520.00 SPECIAL DIST./STORM BASIN MAINT. DIST. -
TOTAL ESTIMATED MAINT/UTIL/REPAIR EXPENSES 49,720.00

REPLACEMENT RESERVE AND GRANT WRITING
Replacement Reserve: Water Quality Devices 2,500.00
Grant Writing: Annual 20,000.00
Five Mile Slough Assessment District
1 ATTACHMENT B
861
TOTAL REPLACEMENT RESERVE AND GRANT WRITING 22,500.00

DISTRICT ADMINISTRATION
City Administration and Inspection 4,000.00
Insurance Premiums 800.00
Auto Rental -
Office Equipment Rental 50.00
Computer/Tech Support 300.00
Other Rentals -
Pool Vehicle Rental 500.00
Phone Rental 150.00
Publicity/Advertising/Publication/Legal Notice 200.00
Processing Fees/County Administration 500.00
Legal Services 1,500.00
Computer Programming Services -
Engineering Services: Annl Rpt, Tax Roll, Diagrams 4,500.00 Comp. Software/Comp. Maint. Mgt. System 500.00
Fuels/Gas/Oil/Propane 200.00
Training 500.00
Meetings and Travel 400.00
Car Mileage Reimbursement 100.00
City Indirect Allocation 100.00
Enterprise Resouce Planning 072-3020-640.20-60 100.00
Subtotal District Administration Expenses 14,400.00
CONTINGENCY: Varies 0 to 15±% of Subtotal Admin. Expenses 1,258.60 TOTAL ESTIMATED DISTRICT ADMIN. EXPENSES 15,658.60

TOTAL ESTIMATED REVENUE REQUIRED
2027-2028 FISCAL YEAR 87,878.60

TOTAL APPROPRIATION OR (REPLENISHMENT) ON RESERVE -

TOTAL ESTIMATED ASSESSMENT
2027-2028 FISCAL YEAR 87,878.60
Total Assessment Area (Square Feet) 5,122,752
2027-2028 Proposed Potential Assessment per Factored Square Foot $0.0171546 1 ATTACHMENT B
862
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION TO FORM THE FIVE MILE SLOUGH ASSESSMENT DISTRICT, APPROVE THE ENGINEER’S REPORT, AND AUTHORIZE THE LEVY OF A

PROPOSED ASSESSMENT
The Engineer of Work has made and filed with the City Clerk the Engineer's Report (the “Engineer’s Report”), attached as Exhibit 1, for the proposed Five Mile Slough Assessment District containing a full and detailed description of the improvements, the boundaries of the assessment district, the proposed budget for Fiscal Year (FY) 2027-28, and the proposed assessments upon assessable lots and parcels of land within the assessment district necessary to fund maintenance of the special benefits outlined in the Engineer’s Report; and
The City has caused notice of the proposed assessment to be mailed to all landowners within the proposed district at least 45 days prior to the hearing on the formation of the Assessment District and the levy of the assessment, consistent with the requirements of Proposition 218; and
On June 23, 2026, the City conducted a duly noticed hearing on the formation of the Assessment District and the levying of the proposed assessment; and The City Council has reviewed the protests received, and the City Clerk and Engineer have tallied those protests. No majority protest to the formation of the Assessment District or levy of the proposed assessment has been received; and The City Council has duly considered said Engineer's Report and the assessments proposed for the maintenance of the improvements, and finds that the Engineer's Report is sufficient and that neither said Engineer’s Report, nor any part thereof, requires modification in any respect; now, therefore,

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

1. The City Council finds that the Engineer’s Report generally describes the existing and proposed improvements and any substantial changes proposed to be made to existing improvements and indicates the general location of the district and a full and detailed description of the improvements, the boundaries of the assessment district and the zones therein, and the proposed assessments upon assessable lots and parcels of land within the district. The Engineer’s Report is on file with and can be viewed at the office of the City Clerk.
863

2. The Engineer’s Report for the maintenance of the improvements for FY 2027-28 is approved and confirmed for the Five Mile Slough Assessment District.

3. The Five Mile Slough Assessment District Engineer's Report for FY 2027- 28 and the proposed FY 2027-28 budget for the Five Mile Slough Assessment District is hereby approved and confirmed. The assessments set forth in the proposed assessment roll and budget are within the assessment formula or range of assessments set forth in the Engineer’s Report for the assessment district.

4. The City Council hereby accepts the balloting received and tallied by the City Clerk for the vote on the formation of the Five Mile Slough Assessment District and the associated levying of the Five Mile Slough Assessment described within the Engineer’s Report, and overrules the protests submitted against this formation and levy.

5. The Five Mile Slough Assessment District shall be formed to maintain certain improvements described in the Five Mile Slough Assessment District Engineer’s Report.

6. The City Council authorizes the City Clerk to prepare and submit the Five Mile Slough Assessment District assessment roll for collection in Fiscal Year 2027-2028 and subsequent years.

7. The City Council hereby authorizes the collection of the proposed assessments in Fiscal Year 2027-28 and subsequent years.

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

PASSED, APPROVED, and ADOPTED June 23, 2026 .
_______________________

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:
______________________________

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
864

ENGINEER'S REPORT

CITY OF STOCKTON FIVE MILE SLOUGH

ASSESSMENT DISTRICT
NO. 26-1
(Pursuant to Municipal Improvement Act of 1913)

PREPARED BY
SIEGFRIED ENGINEERING, INC.

CONSULTING CIVIL ENGINEERS

STOCKTON, CALIFORNIA
February 6, 2026
EXHIBIT 1
865
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ENGINEER'S REPORT
FOR THE 2027-2028

CITY OF STOCKTON FIVE MILE SLOUGH

ASSESSMENT DISTRICT
NO. 26-1
(Pursuant to Municipal Improvement Act of 1913)
The undersigned respectfully submits the enclosed Engineer’s Report as directed by the City Council.

DATED: ____________, 2026.

SIEGFRIED ENGINEERING, INC.

Engineer of Work
BY ___________________________
Paul J. Schneider, R.C.E. 62498
I HEREBY CERTIFY that the Engineer's Report, together with the Assessment District Boundary Map, Assessment Diagram, and Assessment Roll thereto attached, was filed with me on the _____ day of __________, 2026.

City Clerk, City of Stockton,
San Joaquin County, California
BY ___________________
I HEREBY CERTIFY that the enclosed Engineer's Report, together with the Assessment District Boundary Map, Assessment Diagram, and Assessment Roll thereto attached, was approved and confirmed by the City of Stockton, California on the _____ day of __________, 2026 City Clerk, City of Stockton,
San Joaquin County, California
BY ___________________
I HEREBY CERTIFY that the enclosed Engineer's Report, together with the Assessment District Boundary Map, Assessment Diagram, and Assessment Roll thereto attached, was filed with the Auditor of the County of San Joaquin on the _____ day of __________, 2026.

City Clerk, City of Stockton,
San Joaquin County, California
BY ___________________
EXHIBIT 1
866
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PURPOSE
This Engineer’s Report is prepared pursuant to and in compliance with the requirements of the Municipal Improvement Act of 1913 (Division 12 of the Streets and Highways Code, beginning with Section 10000) authorizing local agencies to impose assessments on beneficial properties to finance the construction of public improvements. (Section 10100 and 10100.5) and the maintenance and repair of improvements constructed pursuant to the Act (Section 10100.8) This Engineer’s Report is prepared to create the City of Stockton Five Mile Slough Assessment District No. 26-1, hereinafter referred to as Assessment District, for the purpose of levying and collecting assessments each fiscal year to pay for the cost of annual maintenance, invasive weed control, repair, and capital improvement projects (CIP) of the slough from the White Slough Dam to Rivara.

ASSESSMENT DISTRICT BOUNDARY
The Assessment District consists of the parcels which have frontage along the waterway that have sightlines to the water, utilize the water way for irrigation, and those that derive a benefit from enhanced water quality and odor control. The parcels with land area within the boundary are identified by using the San Joaquin County Assessor’s Book 071, at Pages 180, 280, and 310, and Book 077, at Pages 140, 150, 174, 230, 240, 250, 350, 370, 380, 460, and 480, book 082, at Pages 370, and 380, Book 097 at Page 120, and Book 098 at Page 020. See Exhibit C for the Assessment District boundary and the included parcels.

DESCRIPTION OF WORK
The presence of invasive aquatic vegetation, trash, and debris impacts the entire waterway by increasing odor, reducing aesthetics, and reducing overall water quality. The purpose of the District is to reduce the invasive aquatic vegetation and sediment in the waterway to mitigate the unsightly appearance, reduce odor, and improve water quality for the irrigation of Swenson Park and Golf Course, and the surrounding property owners impacted by the odor and poor water quality. The work to be approved by the Assessment District is for ongoing maintenance, invasive vegetation removal and supplemental spraying, sediment reduction, erosion repair, grant writing, administration of District, and the implementation of water quality improvements. The City will act as the District Manager.

EXHIBIT 1
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The District Manager shall be responsible for:
• Establishing the annual budget,
• Keeping account of the maintenance, repair, and administration costs, • Managing and performing the work associated with the District, whether directly or by subcontract, and
• Paying all maintenance, repair, administration, and utility and other incidental expenses.

The District Manager shall provide annually to the Assessment Engineer the description of the expected maintenance, repair, and administration work, the annual budget, including the cost of updating annually the Engineer’s Report.

SPECIAL BENEFIT ASSESSMENT
The Assessment District is levying an assessment against all the properties in the Assessment District for the cost of maintenance and repair of the water quality improvements and odor reducing measures, grant writing for odor reduction and water quality improvement, invasive vegetation removal and supplemental spraying, sediment removal or reduction, and erosion repair, which confer a special benefit to the assessed properties. The special benefit is a particular and distinct benefit which the assessed properties receive from the waterway, and which is over and above general benefits conferred to properties in the Assessment District or to the general public at large. The regional general benefit of the waterway is flood control and water conveyance. The general benefit of regional storm water collection and conveyance is required and therefore not a special benefit. This assessment district will not collect funds to address the general City and County benefit of storm conveyance and flood control.

All parcels with lands within the District boundary are assessed for their proportional share of the Assessment District costs. The Assessment against each parcel in the Assessment District is tabulated in Exhibit A, Assessment Roll.

TOTAL ASSESSMENT
The Total Assessment of the Assessment District is the total annual the cost of maintenance and repair of the water quality improvements and odor reducing measures, grant writing for odor reduction and water quality improvements, invasive vegetation removal and spraying, sediment EXHIBIT 1
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removal or reduction, and erosion repair, which confer a special benefit to the assessed properties. as estimated and tabulated in Exhibit B, Budget.

ASSESSMENT DIAGRAM
Each parcel in the Assessment District is assigned an Assessment Diagram Number, which is the current Assessors Parcel Number, as shown in Exhibit C, Assessment District Boundary Map and Assessment Diagram. Also, each parcel in the Assessment District is included in Exhibit A, Assessment Roll with its corresponding Assessor’s Parcel Number, Area, Assessment Benefit Factor, and Assessment.

CRITERIA TO SPREAD THE ASSESSMENT
Deriving the amount of the special benefits from the invasive aquatic vegetation removal and with grant funding better water quality and sediment removal and reduction is proposed on a factored per square foot of land area basis. The assessment is proposed to take into consideration the size of the parcel benefiting from the special assessment and the land use.

Utilizing each parcels proportional share of the annual costs based upon the parcels factored lot area divided by the total factored assessable area creates a directly proportional relationship between lot area and the special benefit received. The parcels as identified in the Assessment Diagram Exhibit A, identifies 4 tiers of parcels that will receive an area factor based on the tier they have been designated to have. The definition of the tiers are the following:

Tier 1: Open space parcels associated with Swenson Park and Golf Course that receive irrigation water from the waterway and partially benefit from reduced odors, and cleaner irrigation water. These parcels receive a 1/8 factor on their land area.

Tier 2: Multi-family residential parcels that front the waterway and receive a partial benefit from improved aesthetics, reduced odor, and cleaner water. These parcels receive a 1/3 factor on their land area.

Tier 3: Single family homes and commercial property receive a special benefit directly proportional to their land area with a factor of 1.0.

Tier 4: Parcels that fall within the district boundary that are for flood control or Reclamation EXHIBIT 1
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District purposes receive no special benefit and are therefore receive no assessment with a factor of zero (0).

The four tiers above are identified in Exhibit A as is the boundary of the assessment district.

Table 1 below documents the assessable parcels per tier within the proposed district boundary.

Table 1: Proposed Parcel Data
Tier Parcel Count Total Factored Parcel Area (SF)
1 3 1,191,497
2 3 111,174
3 178 3,820,081
4 9 0
Total 193 5,122,752
A parcel’s proportional share of the total special benefit is defined as the Area of the Parcel divided by the Total Factored Parcel Area of 5,122,752sf.

The total assessment is spread among the parcels in the Assessment District in proportion to the incremental special benefit a parcel receives from the District and is calculated by the formula:
a = ( P / A ) x B
a = assessment against a parcel
p = Factored Parcel Area
A = Total Factored Parcel Area
B = Total Assessment Budget

DETERMINATION OF AREAS
The area of each Assessment District parcel is as shown in the Assessor’s Maps. It is determined that the areas shown in the Assessor’s Maps are generally consistent with the parcel areas.

EXHIBIT 1
870
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Maximum Assessment
A cost of living adjustment factor for each fiscal year may be applied for the Assessment District. The maximum assessment amount for each fiscal year may be increased in an amount equal to the greater of: 1) three percent (3%); or 2) the percentage increase of the Consumer Price Index (CPI) for San Francisco–Oakland–San Jose County Area for All Urban Consumers, as developed by the U.S. Bureau of Labor Statistics, for a similar period of time. For each Fiscal Year, the maximum assessment is determined using the escalator of 3%. If it is determined appropriate, an amount that is less than the maximum assessment may be levied as the actual annual assessment.

Also, in keeping with the provisions of Article XIII D of the California Constitution, annual assessments established from the preceding fiscal year may not be increased above the cost of living adjustment factor approved herein without an election approval by the properties in the Assessment District.

SIEGFRIED ENGINEERING, INC.

Engineer of Work
BY
Paul J. Schneider, R.C.E. 62498
27 EXHIBIT 1
871
Date: 02-06-2026
Five Mile Slough
Assessment District

Exhibit A

APN OWNER AREA SF FACTOR ASSESSMENT
071-180-04 PATMON SCHOONER LANDING LP 22,651 0.33 128.22 071-280-02 PATMON SCHOONER LANDING LP 263,102 0.33 1489.44 071-310-01 MAI YAO TIAN & OWYANG NANCY TR 15,742 1.00 270.06 071-310-02 LUECK, THOMAS P & LYNN R TR 7,805 1.00 133.90 071-310-03 TONNU, ANNA 7,325 1.00 125.68
071-310-04 RIVERA REY CARLO 7,013 1.00 120.30
071-310-05 GARCIA, MAXIMO IV & CYNTHIA 7,054 1.00 120.98 071-310-06 RODRIGUEZ STEPHANIE GUARDINO & GILBERT CHRISTOPHER 7,270 1.00 124.72 071-310-07 TONG, TERRENCE & FLORENCE 7,350 1.00 126.06
071-310-08 RAMSEY, ELMO & CAROL E 7,350 1.00 126.06
071-310-09 HICKS, ERIC E & ERIN E 7,350 1.00 126.06
071-310-10 LITTLE TECRETIA 7,350 1.00 126.06
071-310-11 VIRAY, LUDIVICO & LILIBETH D 7,350 1.00 126.06 071-310-12 VA, SAMPHORS 7,350 1.00 126.06
071-310-13 PARKER, JAMES T & MARCIA K TR 7,350 1.00 126.06 071-310-14 ARBABZADAH, SHICK ABDULLAH 7,350 1.00 126.06 071-310-15 AGREDANO JOAQUIN J 7,350 1.00 126.06
071-310-16 HINRICHSEN ANTON TR 7,350 1.00 126.06
071-310-17 CIERO CHRISTOPHER N 7,350 1.00 126.06
071-310-18 WALKER, JASON 7,350 1.00 126.06
071-310-19 VILLELA NICHOLAS MATTHEW & DANIELLE ELENA 7,350 1.00 126.06 071-310-20 GAINES, STEVEN R & SALLY A TR 7,350 1.00 126.06 071-310-21 MOWLES GORDON G TR 7,350 1.00 126.06
071-310-22 FAYAD BRIAN BAYAN & ABOURAS MAHA TR ETAL 7,350 1.00 126.06 071-310-23 CASSIDY, ROBYN L ETAL 7,350 1.00 126.06
071-310-24 LUDWIG JERRY E JR & CRISTINA 7,350 1.00 126.06 071-310-25 MOTON EDWARD R & MOTON PAMELA DENISE 7,350 1.00 126.06 071-310-26 MAI, XIAN TIAN TR 7,350 1.00 126.06
071-310-27 HELSBY AARON CARL & SHERRI 7,350 1.00 126.06 071-310-28 RIVERA CHRISTOPHER A ETAL 7,350 1.00 126.06
071-310-29 NUNEZ BRENDA MACIEL ETAL 7,350 1.00 126.06
071-310-30 EHLERS, DAVID & DENISE 7,350 1.00 126.06
071-310-31 CHEUNG, MAN FUNG & YUAN 7,350 1.00 126.06
071-310-32 HINES RICHARD REGINALD JR 7,350 1.00 126.06
071-310-33 209 PROPERTY GROUP LLC 7,350 1.00 126.06
071-310-34 MUHAMMAD, TREISA 7,350 1.00 126.06
071-310-35 LANGSTON MARISSA 7,350 1.00 126.06
071-310-36 THEBERGE JAMES 7,350 1.00 126.06
071-310-37 CHEN DEPEI & FENG JIAMIN 7,350 1.00 126.06
071-310-38 ANDERSON ALEXANDER & BUNDALIAN BENJAMIN D7,350 1.00 126.06 071-310-39 HUGHES, KENNETH & LOUISE TR 7,350 1.00 126.06 071-310-40 JIMENEZ XAVIER 7,350 1.00 126.06
071-310-41 PO PUNNY & DANE H 7,350 1.00 126.06
071-310-42 FORD TIMOTHY DANIEL & FORD MARY SHEILA TR 7,350 1.00 126.06 071-310-43 GAREIS, ZEBARIAH 7,350 1.00 126.06
077-050-22 BURCH, THOMAS L & SHERYL R 9,180 1.00 157.44 077-140-01 MCKEEGAN GREGORY & ELLEN M TR 8,274 1.00 141.90 077-140-02 BRONSON BRIAN D & VASQUEZ-BRONSON DOLORES M TR 7,500 1.00 128.68 077-140-03 MCNAMEE, LYNDSAY B 7,500 1.00 128.68
077-140-04 GARCIA, MANUEL & LISA P TR 7,500 1.00 128.68 077-140-05 BROWN, SHARON M TR 7,500 1.00 128.68
077-140-06 WETHERELL TODD & MARSHA TR 7,500 1.00 128.68 077-140-07 ARNDT, LARS O & YESENIA A 7,500 1.00 128.68
077-140-08 DAVIS MILES & GILLARD CAROLYN 7,500 1.00 128.68 EXHIBIT 1
872
Date: 02-06-2026
Five Mile Slough
Assessment District

Exhibit A

APN OWNER AREA SF FACTOR ASSESSMENT
077-140-09 O SHEA, TRAVERS & PERPETUA 7,500 1.00 128.68 077-140-10 SWEARINGEN, HARVEY B & LOIS L TR 7,500 1.00 128.68 077-140-11 HUDSON BRECK L & MARLIN 7,500 1.00 128.68
077-140-12 MIRELES PAUL S & EVA C TR 7,500 1.00 128.68
077-140-13 BARAJAS, THERESA ETAL 7,796 1.00 133.76
077-140-17 MORELLI, PETER D & CYNTHIA S TR 12,423 1.00 213.12 077-150-11 ARNOLD, TIMOTHY P TR 28,650 1.00 491.46
077-150-12 CHAVEZ, RICARDO & CARI L 21,900 1.00 375.72
077-150-13 OSHTORY, MEHERJI A & ABHA M TR 17,200 1.00 295.08 077-174-01 BLANDIZZI MARIA & WAN RICK 15,300 1.00 262.42 077-174-02 BARBARA JOAN GIBSON TRUST 15,300 1.00 262.42 077-174-03 IRWIN JAMES & KAREN CARLE 15,150 1.00 259.88 077-174-04 HORTON, ERIC D & ELIZABETH N TR 20,400 1.00 349.94 077-174-05 PANELLI CECILIA OLIMPIA 15,750 1.00 270.20
077-174-06 CORRY, FERNANDO A TR 16,680 1.00 286.12
077-230-03 GARIBALDI TESSA B TR 18,731 1.00 321.32
077-230-04 TAYLOR, ROBERTA R TR 18,731 1.00 321.32
077-230-05 MILLER CAROL 18,731 1.00 321.32
077-230-07 GORHAM JEANNETTE L TR ETAL 48,787 1.00 836.92 077-230-08 WALKER, CAROLYN DYER TR 24,393 1.00 418.46
077-230-11 GARCES, LEONILO & ERIKA 25,700 1.00 440.88
077-230-13 HILDEBRAND, LAWRENCE D & ANN TR 40,511 1.00 694.94 077-230-15 SHEA, HENRY M & JOAN B TR 38,333 1.00 657.58 077-230-16 EBERHARDT MARGARET M TR 65,775 1.00 1128.36
077-230-20 KLEIN JENNIFER TR 28,967 1.00 496.92
077-230-21 IACOPI, JOHN T & LAURA J TR 31,363 1.00 538.02 077-230-25 MONROE KENNETH & MONROE PEGGY TR 52,272 1.00 896.70 077-230-26 FUGAZI, ANTHONY A & DEBORAH 18,731 1.00 321.32 077-230-28 ERRECART, MATTHEW J & JAMIE E TR 17,424 1.00 298.90 077-230-29 GARBALDI, MARK A & DEANNE L TR 17,424 1.00 298.90 077-230-30 SCHRADER, CRAIG & CATHLEEN TR 26,571 1.00 455.82 077-230-34 KEELY, MICHAEL D & SHELLY TR 15,377 1.00 263.78 077-230-35 STERN, CHERYL KAY TR 15,983 1.00 274.16
077-230-36 MCKEE MICHAEL FRANKLIN & WYNN COLLIER TR 21,734 1.00 372.80 077-230-37 BASSO, PENNY ANN 21,734 1.00 372.80
077-230-38 SCATENA, RONALD N & CHERYL J TR 17,479 1.00 299.88 077-230-40 BASSO, PENNY ANN 10,057 1.00 172.54
077-230-41 MEYER, WILLIAM V & CATHY C TR 27,254 1.00 467.56 077-230-45 SPANOS, MICHAEL A TR & HELEN 44,431 1.00 762.20 077-230-48 ELLIS BARBARA A TR 15,661 1.00 268.64
077-230-49 KAESLIN, NORMA L TR 62,805 1.00 1077.40
077-230-50 SPANOS A G 162,043 1.00 2779.80
077-230-51 MATHEWS, RICHARD E & DORENE NERI TR 17,485 1.00 299.94 077-230-52 RAMOS HECTOR & BIANCA TR 33,878 1.00 581.14
077-230-53 KAWAGUCHI, ALAN T & LINDA S TR 15,527 1.00 266.40 077-230-54 UBALDI RONALD A & ESTHER TR 74,487 1.00 1277.80 077-240-01 GONZALES, ALICE KAESLIN TR 21,450 1.00 367.94 077-240-02 GIL, ANDRES MARTIN & JENNIFER LYNN 19,500 1.00 334.54 077-240-03 CRUMP, DONALD E & KATHERINE D TR 32,185 1.00 552.14 077-240-04 CRUMP, DONALD E & KATHERINE D TR 48,000 1.00 823.40 077-240-05 CRUMP, DONALD E & KATHERINE D TR 31,000 1.00 531.82 077-250-01 LAPOINTE PHILIP A & AMY L TR 28,000 1.00 480.34 077-250-02 WU, YI PO & TERESA M TR 30,080 1.00 515.98
077-250-03 SCHCOLNIK, ENRIQUE & JANE FERNANDEZ 30,800 1.00 528.38 EXHIBIT 1
873
Date: 02-06-2026
Five Mile Slough
Assessment District

Exhibit A

APN OWNER AREA SF FACTOR ASSESSMENT
077-250-04 LAWRENCE, ROBERT & E TRS 28,000 1.00 480.34
077-250-05 PRIMACK, MARVIN H & BUNE FAY TR 28,175 1.00 483.32 077-250-06 STEIN, DONNA TR 31,536 1.00 541.00
077-250-07 KLINGER, MAUREEN R 42,120 1.00 722.52
077-250-08 UMDENSTOCK, PAUL J & JANICE E TR 39,480 1.00 677.24 077-350-09 WININGAR JUL 13,700 1.00 235.02
077-350-10 RIOS, MITCHELL 26,571 1.00 455.82
077-350-08 CHE TONG 43,966 1.00 754.20
077-350-11 RIOS MITCHELL ETAL 25,484 1.00 437.14
077-370-01 NYLEN, JAMES P & LINDA M TR 59,780 1.00 1025.54 077-370-02 XU FANG & NI ZHEN 25,884 1.00 444.02
077-370-03 ATWOOD ARCHIE W JR & YOLANDA G TR 22,250 1.00 381.70 077-370-06 PRINCE VIVIAN TR 36,200 1.00 620.96
077-370-32 FERGUSON, ROBERT K TR 48,100 1.00 825.12
077-380-06 5 MILE HOUSE APARTMENTS LLC ETAL 51,132 0.33 289.48 077-380-07 TEICHMAN, REGINALD LF EST 28,000 1.00 480.34 077-380-08 LOUIE, ALBERT F & FAYE J TR 13,620 1.00 233.66 077-380-10 KELLY, PETER J & PRISKE S TR 23,296 1.00 399.62 077-380-11 SALCEDO, JUAN 23,580 1.00 404.48
077-460-04 KJELDSEN, DONALD H & NANCY B TR 33,236 1.00 570.16 077-460-06 SPANOS, A G TR 47,916 1.00 821.98
077-460-07 RIVERA, RICHARD D & DIANA H 28,500 1.00 488.94 077-460-08 WILLIS, JAMES JR & ATHENA M 12,114 1.00 207.82 077-460-09 HUNEFELD ATHALIA M TR ETAL 23,566 1.00 404.26 077-460-10 HUNEFELD, R CHRISTOFER & GEORGETTE M TR 34,369 1.00 589.58 077-460-11 SMITH, ALBERT E & CAROLE TR 24,706 1.00 423.84 077-460-15 HUNGERFORD ADAM RICHARD 67,692 1.00 1161.24
077-460-17 RUHL, BARRY L & ALEXANDRA SPANOS TR 55,200 1.00 946.92 077-460-18 THOMPSON, CARL W JR & FRANCINE 157,251 1.00 2697.60 077-480-01 EBERHARDT, DOUGLASS M II 53,360 1.00 915.40
077-480-02 NELSON, DONALD W & MARY F TR 36,416 1.00 624.70 077-480-03 GARR, MICHAEL D & JANET M 43,566 1.00 747.34 077-480-04 GODI, ARTHUR L & JOYCE B TR 43,562 1.00 747.26 077-480-05 GODI, ARTHUR L & JOYCE B TR 43,560 1.00 747.26 077-480-06 GODI, ARTHUR L & JOYCE B TR 43,546 1.00 747.04 077-480-12 DHANOTA RAJVINDER TR ETAL 9,859 1.00 169.10
077-480-13 LOBERN WASH & DRY INC 28,620 1.00 490.94
077-480-22 OAKRIDGE CENTER 65,617 1.00 1125.66
082-370-06 BARBOSA, JUAN & VERONICA 17,729 1.00 304.12
082-370-08 OVERTON BRITTANY S ETAL 9,050 1.00 155.28
082-370-09 ANDERSON, PAULA M TR 10,284 1.00 176.42
082-370-29 SEWARD, ROXANNA J 10,819 1.00 185.62
082-370-30 DREHER, PATTI A 10,150 1.00 174.12
082-370-31 LIZOTTE PHILIP R JR & ANITA JING TR 12,786 1.00 219.32 082-380-15 DUPAYA MYLENE B 15,140 1.00 259.74
082-380-16 MUNOZ, RAMIRO & E 9,000 1.00 154.38
082-380-17 HENCH, ROGER & MADY 12,767 1.00 219.02
082-380-25 DAS, ANMOL & KULDIP 9,900 1.00 169.84
082-380-26 JAB INVESTMENTS INC 16,500 1.00 283.06
097-110-14 STOCKTON, CITY OF 1,766,793 0.13 3788.60
097-110-19 KAESLIN, JOSEPH L & NORMA L TR 31,363 1.00 538.02 097-110-20 KAESLIN, JOSEPH L & NORMA L TR 14,238 1.00 244.28 097-110-23 STOCKTON CITY OF 171 0.13 0.38
097-110-24 STOCKTON, CITY OF 7,765,005 0.13 16650.82
EXHIBIT 1
874
Date: 02-06-2026
Five Mile Slough
Assessment District

Exhibit A

APN OWNER AREA SF FACTOR ASSESSMENT
097-120-01 HAYDEL, DOUGLAS A & MARSHA M TR 24,700 1.00 423.68 097-120-07 NICKOLS, BERNICE P TR 18,900 1.00 324.24
097-120-08 MALLOY KIMBERLY YVONNE 17,000 1.00 291.64
097-120-09 HUYNH, PHIL & NU T 21,400 1.00 367.12
097-120-10 MONROE, KENNETH A & PEGGY C TR 40,000 1.00 686.20 097-120-12 FRYE, DIANA L TR 20,200 1.00 346.50
098-020-48 TATUM, SCOTT A & MICHELE M 19,438 1.00 333.42 098-020-49 VIDALES, GILBERT L & SYLVIA A 11,201 1.00 192.12 098-020-50 HART KEITH W & HART STACY A 10,695 1.00 183.44 098-020-51 FORBUS PAMELA A 10,624 1.00 182.24
098-020-52 MONTION DOLORES ANGELITA TR 10,553 1.00 181.06 098-020-53 NIEGEL, KAY & BETTY J TR 11,286 1.00 193.62
098-020-54 BONILLA, EDWARD J & JENNIFER C 11,202 1.00 192.18 098-020-55 SCHILLING, GEORGE A & ELAINE J TR 10,329 1.00 177.16 098-020-56 COHEN, ANDREW R & RENE M 10,257 1.00 175.98
098-020-57 BAHA AIMAN 10,205 1.00 175.08
098-020-58 HOSLETT, AL W & LORRAINE D TR 10,115 1.00 173.52 098-020-59 WORLEY, KEVIN G & DANIELLE R 10,044 1.00 172.30 098-020-60 FACTOR, WILLIAM A & JULIE A TR 9,965 1.00 170.96 098-020-61 BOISA, JOHN E & MIRIAM T LYELL 10,439 1.00 179.04 098-020-62 WOOD, JOHN M & MARGARET R TR 11,878 1.00 203.76 098-020-63 ALAZZAWI, WALID J TR 17,504 1.00 300.24
$87,878.60
EXHIBIT 1
875

PERSHING AVENUE
WOODSIDE DR. LINCOLN ROAD INTERSTATE 5

BRIDGEPORT CIRCLE
PARK WOODS DR. HAZELWOOD AVENUE PACIFIC LINCOLN ROAD LINCOLN ROAD PLYMOUTH CT.

PERSHING AVENUE

PACIFIC AVENUE
LIGHTHOUSE DRIVE MORTON CT. LEAF AVE. WILLORA AVENUE CARAN AVENUE HATCHERS CIRCLE FREDERICKSBURG PLACE KELLEY DRIVE KELLEY CT. RICHMOND PLACE MONTY CT. ALLEGHENY PLACE FERNVALE DRIVE SHILOH PLACE PENNINGTON CT.

SHORELINE DRIVE
FIVE MILE DRIVE RICHLAND DRIVE GERMANNA CT. STONE RIVER CIRCLE SCHOONER DRIVE KENNESAW CT.

SCHOONER CT.

WARWICK BURNSIDE WAY ALEXANDRIA PLACE MEADOW AVENUE VICKSBURG

MEADOW AVENUE

RIVARA ROAD

SHOREHAM PLACE WESTLAND AVENUE
LEESBURG SWENSON PARK GOLF COURSE LINCOLN HIGH SCHOOL RD 1608 RD 2115 RD 2119 YORKTOWN CT. BONNIEBROOK LANE BONNIEBROOK LANE EDEN AVENUE LINCOLNOAKS RD.

MCDOWELL CT. LINCOLN CENTER

CARAN AVENUE
PLYMOUTH ROAD BENJAMIN HOLT DRIVE 3 2 4 4 B r o o k s i d e R o a d , S u i t e 1 0 0 S t o c k t o n , Ca l i f o r n i a 9 5 2 1 9 2 0 9 - 9 4 3 - 2 0 2 1 w w w . s i e g f r i e d e n g . c o m F x : 2 0 9 - 9 4 2 - 0 2 1 4 CIVIL ENGINEERING STRUCTURAL ENGINEERING SURVEYING PLANNING 128-14 12811021 ASSESSMENT DIAGRAM FIVE MILE SLOUGH ASSESSMENT DISTRICT CITY OF STOCKTON, SAN JOAQUIN COUNTY STATE OF CALIFORNIA DATE: FEBRUARY 2026 CITY CLERK STATEMENT: AN ASSESSMENT WAS LEVIED BY THE CITY COUNCIL OF THE CITY OF STOCKTON, COUNTY OF SAN JOAQUIN, STATE OF CALIFORNIA, ON THE PIECES AND PARCELS OF LAND SHOWN ON THE ASSESSMENT DIAGRAM. THE ASSESSMENT WAS LEVIED ON THIS DAY OF , 2026. THE ASSESSMENT DIAGRAM AND THE ASSESSMENT ROLL WERE RECORDED IN THE OFFICE OF THE SUPERINTENDENT OF STREETS OF THE CITY ON THIS DAY OF , 2026. REFERENCE IS MADE TO THE ASSESSMENT ROLL RECORDED IN THE OFFICE OF THE SUPERINTENDENT OF STREETS FOR THE EXACT AMOUNT OF EACH ASSESSMENT LEVIED AGAINST EACH PARCEL OF LAND SHOWN ON THIS ASSESSMENT DIAGRAM. CITY CLERK OF THE CITY OF STOCKTON CITY CLERK: FILED IN THE OFFICE OF THE CITY CLERK OF THE CITY OF STOCKTON THIS DAY OF 2026. CITY CLERK OF THE CITY OF STOCKTON CITY SUPERINTENDENT: RECORDED IN THE OFFICE OF THE SUPERINTENDENT OF STREETS THIS DAY OF 2026. SUPERINTENDENT OF STREETS OF THE CITY OF STOCKTON COUNTY RECORDER: RECORDED THIS DAY OF , 2026 AT THE HOUR OFO'CLOCK M, IN BOOK , PAGE OF MAPS OF ASSESSMENT AND COMMUNITY FACILITIES DISTRICTS IN THE OFFICE OF THE COUNTY RECORDER OF THE COUNTY OF SAN JOAQUIN, STATE OF CALIFORNIA. COUNTY RECORDER OF SAN JOAQUIN COUNTY, CALIFORNIA NOTES: 1. ASSESSMENTS APPLY ONLY TO LAND LOCATED WITHIN THE CITY OF STOCKTON AND WITHIN THE DESIGNATED ASSESSOR'S PARCELS. 2. THE ASSESSMENT DIAGRAM CONSISTS OF 1 SHEET WHICH IDENTIFIES OVERALL CONFIGURATION OF THE DISTRICT AND DESIGNATED SAN JOAQUIN COUNTY ASSESSOR'S MAPS. LEGEND: ASSESSMENT DISTRICT BOUNDARY BOOK LINES RAILROAD RIVER BOOK AND PAGE APN NUMBER ZONE 1 ZONE 2 ZONE 3 ZONE 4 LEGEND FIVE MILE SLOUGH TIER 1: OPEN SPACE (1/8TH FACTOR) 3 TIER 2: HIGH DENSITY RESIDENTIAL (1/3RD FACTOR) 3 TIER 3: SINGLE FAMILY DWELLINGS AND COMMERCIAL PROPERTY 178 TIER 4: PARCELS THAT RECEIVE NO ASSESSMENT, YET FALL WITHIN THE DISTRICT BOUNDARY 9 TOTAL LOTS 193 EXHIBIT B EXHIBIT 1
876
9802058
9802056
9802055
9802053
9802060
9802059
9802062 9802063 10004032
9802052
9802051
9802050 9802048
9802057
9802054
9802049
9802061 8238045
7131001
7131002
7131021
7131022
7131023
7131024
7131025
7131026
7131027
7131028
7131029
7131030
7131031
7131032
7131033
7131034
7131035 7118004
7131005
7131006
7131016
7131017
7131018
7131019
7131020
7131036
7131037
7131038
7131039
7131040
7131041
7131042
7131043
7131003
7131004
7131007
7131008
7131009
7131010
7131011
7131012
7131013
7131014
7131015 7128002
INTERSTATE 5

LIGHTHOUSE DRIVE
MORTON CT. HATCHERS CIRCLE

ALLEGHENY PLACE

SHILOH PLACE

SHORELINE DRIVE

FIVE MILE DRIVE
GERMANNA CT. STONE RIVER CIRCLE SCHOONER DRIVE
KENNESAW CT.

SCHOONER CT.

WARWICK

YORKTOWN
CT. 10002001
FOR CONTINUATION SEE ZONE 2 ZONE 1 SCALE: 1"=200'
1128-14 12811021 LEGEND: ASSESSMENT DISTRICT BOUNDARY BOOK LINES RAILROAD RIVER BOOK AND PAGE APN NUMBER LEGEND FIVE MILE SLOUGH TIER 1: OPEN SPACE (1/8TH FACTOR) 3 TIER 2: HIGH DENSITY RESIDENTIAL (1/3RD FACTOR) 3 TIER 3: SINGLE FAMILY DWELLINGS AND COMMERCIAL PROPERTY 178 TIER 4: PARCELS THAT RECEIVE NO ASSESSMENT, YET FALL WITHIN THE DISTRICT BOUNDARY 9 TOTAL LOTS 193
EXHIBIT 1
877
9756025 9711019 7723053 9712001 9712010 9711020 9712007 9712008 9712009 9712012 8238042 7714017 7705022 77174027717403 7717404 7717405 7717406 7714001 7723020 7723021 7715011 7715012 7723034 7714002
7714003
7714004
7714005
7714006 9711015 9711016 9756061 7723052 8237031 8238017 8238015 8237006 8237029 8238026 8238025 7723051 7723035 7717401 8238016 8237008 7714013 8237009 7715013
7714010
7714011
7714012 8237030
7714007
7714008
7714009 9711024 9711014 WOODSIDE DR.

BRIDGEPORT CIRCLE
PARK WOODS DR. HAZELWOOD AVENUE LINCOLN ROAD PLYMOUTH CT. KELLEY DRIVE KELLEY CT. FERNVALE DRIVE PENNINGTON CT.

RICHLAND DRIVE

SHOREHAM PLACE

WESTLAND AVENUE BONNIEBROOK LANE BONNIEBROOK LANE

PLYMOUTH ROAD
FOR CONTINUATION SEE ZONE 4 FOR CONTINUATION SEE ZONE 3 FOR CONTINUATION SEE ZONE 1 ZONE 2 SCALE: 1"=200' 1128-14 12811021 LEGEND: ASSESSMENT DISTRICT BOUNDARY BOOK LINES RAILROAD RIVER BOOK AND PAGE APN NUMBER LEGEND FIVE MILE SLOUGH TIER 1: OPEN SPACE (1/8TH FACTOR) 3 TIER 2: HIGH DENSITY RESIDENTIAL (1/3RD FACTOR) 3 TIER 3: SINGLE FAMILY DWELLINGS AND COMMERCIAL PROPERTY 178 TIER 4: PARCELS THAT RECEIVE NO ASSESSMENT, YET FALL WITHIN THE DISTRICT BOUNDARY 9 TOTAL LOTS 193 EXHIBIT 1
878

ALEXANDRIA PLACE SWENSON PARK GOLF COURSE LINCOLN H
9711023 BENJAMIN HOLT DRIVE 9711024 ZONE 3 SCALE: 1"=200' 1 FOR CONTINUATION SEE ZONE 2 128-14 12811021 LEGEND: ASSESSMENT DISTRICT BOUNDARY BOOK LINES RAILROAD RIVER BOOK AND PAGE APN NUMBER LEGEND FIVE MILE SLOUGH TIER 1: OPEN SPACE (1/8TH FACTOR) 3 TIER 2: HIGH DENSITY RESIDENTIAL (1/3RD FACTOR) 3 TIER 3: SINGLE FAMILY DWELLINGS AND COMMERCIAL PROPERTY 178 TIER 4: PARCELS THAT RECEIVE NO ASSESSMENT, YET FALL WITHIN THE DISTRICT BOUNDARY 9 TOTAL LOTS 193

EXHIBIT
1 879
7748006 9723002 9724101 9723003 9711019 9723001 9711005 7725001 7725002 7725003 7725004 7725005 7723036 7725006 7723041 7746004 7723016 7723054 7723005 7724003 7723049 7723030 7723003 7735011 7723050 7735008 7723040 7737006 7746009 7735009 7746006 7723048 7723028 7724001 7724002 7723037 7725007 7746011 7723026 7725008 7724005 7724004 7723038 7723015 7723007 7723011 7723008 7723025 7723029 7723004 7746015 7746007 7746010 7723013 7746018 7746017 7723045 7735010 7748001 77370327737003 7748003 77480027748004 7723039 7746008 7748005

PERSHING AVENUE LINCOLN ROAD LINCOLN ROAD LINCOLN ROAD

PERSHING AVENUE
PACIFIC AVENUE LEAF AVE. WILLORA AVENUE CARAN AVENUE
FREDERICKSBURG PLACE RICHMOND PLACE MONTY CT. BURNSIDE WAY MEADOW AVENUE VICKSBURG

MEADOW AVENUE
RIVARA ROAD 77370027737001 77380117738010 7738008 7738007 7738006 7748013 7748012 7748022

LEESBURG EDEN AVENUE
LINCOLNOAKS RD.

MCDOWELL CT.

CARAN AVENUE ZONE 4 SCALE: 1"=200' 1
FOR CONTINUATION SEE ZONE 2128-14 12811021 LEGEND: ASSESSMENT DISTRICT BOUNDARY BOOK LINES RAILROAD RIVER BOOK AND PAGE APN NUMBER LEGEND FIVE MILE SLOUGH TIER 1: OPEN SPACE (1/8TH FACTOR) 3 TIER 2: HIGH DENSITY RESIDENTIAL (1/3RD FACTOR) 3 TIER 3: SINGLE FAMILY DWELLINGS AND COMMERCIAL PROPERTY 178 TIER 4: PARCELS THAT RECEIVE NO ASSESSMENT, YET FALL WITHIN THE DISTRICT BOUNDARY 9 TOTAL LOTS 193

EXHIBIT
1 880

EXHIBIT C
Fiscal Year 2027-2028 Five Mile
Slough

MAINTENANCE, REPAIRS AND UTILITIES
Landscape and Open Spaces
Contracted Scheduled Landscape and Open Spaces Services Landscape Maintenance: Invasive Vegetation Removal 10,000.00 Landscape Maintenance: Vegetation Spraying SJAFCA (Biennial) - Pest/Rodent Control 5,000.00
Trash and Debris Removal 15,000.00
-
-
Subtotal .20-25 Contracted Scheduled Services 30,000.00 Incidental Services -
Erosion Repair 1,500.00
Miscellaneous Repair 2,000.00
Subtotal Incidental Services 3,500.00
TOTAL .20-25 LANDSCAPE & OPEN SPACES SERVICES 33,500.00 Landscape and Open Spaces Utilities -
Electricity -
Storm Drain Fee -

TOTAL LANDSCAPE AND OPEN SPACES UTILITIES -
TOTAL ESTIMATED LANDSCAPE AND OPEN SPACES EXPENSES 33,500.00 Materials and Supplies
Office Supplies 200.00
Misc. Field Supplies 500.00
TOTAL ESTIMATED MATERIALS AND SUPPLIES 700.00
Water Quality Devices -
Maintenance and Repair 1,000.00
Scheduled Annual Maintenance 10,000.00
-
TOTAL WATER QUALITY DEVICE MAINTENANCE & REPAIRS 11,000.00 SUBTOTAL ESTIMATED EXPENSES 45,200.00
CONTINGENCY; Varies 0 to 10±% of Subtotal Estimated Expenses 4,520.00 SPECIAL DIST./STORM BASIN MAINT. DIST. -
TOTAL ESTIMATED MAINT/UTIL/REPAIR EXPENSES 49,720.00

REPLACEMENT RESERVE AND GRANT WRITING
Replacement Reserve: Water Quality Devices 2,500.00
Grant Writing: Annual 20,000.00
Five Mile Slough Assessment District
1 EXHIBIT 1
881
TOTAL REPLACEMENT RESERVE AND GRANT WRITING 22,500.00

DISTRICT ADMINISTRATION
City Administration and Inspection 4,000.00
Insurance Premiums 800.00
Auto Rental -
Office Equipment Rental 50.00
Computer/Tech Support 300.00
Other Rentals -
Pool Vehicle Rental 500.00
Phone Rental 150.00
Publicity/Advertising/Publication/Legal Notice 200.00
Processing Fees/County Administration 500.00
Legal Services 1,500.00
Computer Programming Services -
Engineering Services: Annl Rpt, Tax Roll, Diagrams 4,500.00 Comp. Software/Comp. Maint. Mgt. System 500.00
Fuels/Gas/Oil/Propane 200.00
Training 500.00
Meetings and Travel 400.00
Car Mileage Reimbursement 100.00
City Indirect Allocation 100.00
Enterprise Resouce Planning 072-3020-640.20-60 100.00
Subtotal District Administration Expenses 14,400.00
CONTINGENCY: Varies 0 to 15±% of Subtotal Admin. Expenses 1,258.60 TOTAL ESTIMATED DISTRICT ADMIN. EXPENSES 15,658.60

TOTAL ESTIMATED REVENUE REQUIRED
2026-2027 FISCAL YEAR 87,878.60

TOTAL APPROPRIATION OR (REPLENISHMENT) ON RESERVE -

TOTAL ESTIMATED ASSESSMENT
2026-2027 FISCAL YEAR 87,878.60
Total Assessment Area (Square Feet) 5,122,752
2027-2028 Proposed Potential Assessment per Factored Square Foot $0.0171546 1 EXHIBIT 1
882

FIVE MILE SLOUGH ASSESSMENT

DISTRICT
City Council Meeting
June 23, 2026
Item No. 9.1
883
Five Mile Slough Assessment District
884
Five Mile Slough Assessment District
 District formation to fund water quality
improvements and odor-reducing measures and
maintenance
 Operation and Maintenance funded:
 Invasive Weed Control
 Sediment Reduction Measures
 Erosion Repair
 Supplemental Weed Spraying
 Debris Removal
 Administration
885
Annual Assessment and Budget
 Assessment based on parcel area
 FY 2027-28 Maximum Assessment Adjustment: 3.00%
 Based on San-Francisco-Oakland-Hayward All Urban
Consumers Price Index or 3% whichever is greater per original criteria
 FY 2027-28 Maximum Assessment $0.0171546 /Frontage
Foot
 FY 2027-28 Maximum Budget $87,878.60
886
Recommended Actions
 Overrule all public hearing protests
 Approve and Adopt:
 Five Mile Slough Assessment District Engineer’s Report  Maximum Allowable Assessment
 Budget
 Confirm a majority vote is achieved and accept the
results
887
City of Stockton
Legislation Text
File #: 26-0506, Version: 1

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

CITYWIDE)

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

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

2. Approve items acquired during 2025 and the 2026 Intended Acquisitions for the 2026/2027 Fiscal Year, as outlined in the 2026 AB 481 Annual Report, issued May 14, 2026.

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

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

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

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

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

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

Ordinance 2022-04-05-1601 was based on the outdated General Order F-02a and required an update to align with the new Lexipol Policy 706 to be in compliance with Government Code requirements. On May 21, 2024, the City Council adopted ordinance 2024-05-21-1601, authorizing the transition from General Order F-02a to Lexipol policy 706 titled “Military Equipment,” attached hereto (Attachment A). The 2026 Annual Report was published on the Stockton Police Department webpage on May 14, 2026 (Attachment B).

Present Situation
The SPD is planning for new equipment and other acquisitions, as outlined in the 2026 Annual Report. A portion of the purchase costs will be funded through the 1033 program, and the City will only be responsible for expenses related to ongoing maintenance and training. New acquisitions include, but are not limited to:
· Nine DJI Matrice 4T UAS and battery charging stations. · Lenco Bearcat Tactical Armored Vehicle. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet resistant glass, overhead lights, and siren.
· Humvee (HMMWV) for supply delivery/logistics during emergency and extended duration incidents, and for use during community engagement events. · Armored Critical Incident Vehicle, also known as a Rook. This vehicle is designed to provide ballistic protection during tactical events and is equipped with armored sides, bullet resistant glass, mechanical platform, and breaching capabilities. · Command-and-control vehicle listed in Category 5 and similar to item 2, the MCP2, to improve our ability to effectively respond to multiple negotiations and/or complex investigations simultaneously.
· Command-and-control vehicle listed in Category 5 to replace item 4, the Bomb Squad Truck.

The replacement vehicle will either be a Sprinter van or delivery truck outfitted to house the Bomb Squad’s tools and equipment.
· .50 Caliber sniper rifle for critical and active threat response beyond the capabilities of standard smaller caliber firearms.

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· Ammunition will need replacement/restocking as they are used throughout the year for training, qualifications, and as they are assigned as duty ammunition. · Munitions will need replacement/restocking as they are used throughout the year in training, authorized deployments, and as expired munitions are replaced. Gas injector system as an attachment to the Category 3 Lenco Bearcat Tactical Armored Vehicle that was requested for acquisition. The gas injector unit is a device that is mounted to the tactical armored vehicle’s ram and enables the safe delivery of a CS or OS canister into a structure, vehicle, or other location where an approach on foot or with another delivery system is too dangerous or impractical.
· Twenty-five Pepper Ball TAC-SA Hopper Fed Launchers with optics to increase less lethal options and expand de-escalation opportunities.
· LRAD (Long Range Acoustic Device) is a specialized loudspeaker used for communicating at a distance, negotiations with barricaded suspects, mass notifications and natural emergencies.
· Ammunition related to Category 14 will require replacement/restocking as they are used throughout the year in training and authorized deployments.

Publication
The Notice for this public hearing was published in The Record on June 11, 2026.

FINANCIAL SUMMARY
There is no immediate financial impact to the City from the proposed action. Costs noted in the SPD’s 2026 AB481 Annual Report are as follows:
· Annual equipment maintenance and Supply costs - $380,667 · Training costs - $685,232
· Equipment needs - $2,168,662
Corresponding budget for the annual maintenance and supply items for the potential acquired equipment are already included in the proposed FY 2026-27 Police Department’s annual budget in the Other Special Revenue Funds. While funding for equipment is included in the Department’s FY 2026-27 proposed budget, the Department will seek a grant or other funding opportunities to fund these purchases and support costs for the equipment.

Attachment A - Ordinance 2024-05-21-1601
Attachment B - SPD 2026 AB 481 Annual Report, Policy 706 City of Stockton Page 3 of 3 Printed on 6/19/2026
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ATTACHMENT A
891

ATTACHMENT A
892

ATTACHMENT A
893
894
895
896

ATTACHMENT A
897

ATTACHMENT A
898

ATTACHMENT A
899

ATTACHMENT A
900

STOCKTON

POLICE DEPARTMENT
2026 AB 481 ANNUAL REPORT
Military Equipment Used by Law
Enforcement

ATTACHMENT B
901
Table of Contents
History ............................................................................................................................. 3 Introduction...................................................................................................................... 4 Military Equipment Categories ......................................................................................... 5 Category 1 – Unmanned Aerial or Ground Vehicles..................................................... 6 Category 2 – Armored Personnel Carriers ................................................................... 9 Category 3 – High Mobility Multipurpose Wheeled Vehicles (HMMWV) or Vehicles That Have a Breaching or Entry Apparatus Attached................................................. 10 Category 4 – Tracked Armored Vehicles.................................................................... 12 Category 5 – Command and Control Vehicles ........................................................... 13 Category 6 – Weaponized Aircraft, Vessels, or Vehicles of Any Kind ........................ 16 Category 7 – Battering Rams, Slugs, and Breaching Apparatuses Explosive in Nature . .................................................................................................................................. 17 Category 8 – Firearms of .50 Caliber or Greater........................................................ 19 Category 9 – Ammunition of .50 Caliber or Greater ................................................... 20 Category 10 – Specialized Firearms and Ammunition of Less Than .50 Caliber........ 21 Category 11 – Firearm Designed to Launch Explosive Projectiles ............................. 25 Category 12 – Flashbangs, Explosive Breaching, Tear Gas, Pepper Balls ................ 26 Category 13 – TASER Shockwave, Microwave Weapons, Water Cannons, and LongRange Acoustic Devices ............................................................................................ 31 Category 14 – Kinetic Energy Weapons and Munitions ............................................. 32 Category 15 – Any Other Equipment as Determined to Require Additional Oversight . .................................................................................................................................. 35 Externally Hosted Training Costs................................................................................... 36 Conclusion..................................................................................................................... 37 Policy - Military Equipment ............................................................................................ 38

ATTACHMENT B
902
History
On September 30, 2021, California Governor Gavin Newsom approved Assembly Bill 481 requiring California law enforcement agencies to obtain approval of a Military Equipment Use Policy by their applicable governing body (City Council) prior to taking certain actions related to the funding, acquisition, or use of “military equipment.” Assembly Bill 481 allows the governing body to approve the funding, acquisition, and use of military equipment within its jurisdiction if the equipment meets specified standards.

The Military Equipment Use Policy and an Annual Military Equipment Use Report is subject to annual review to affirm the criteria outlined in Assembly Bill 481 have been met.

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

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

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

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

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

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

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

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

ATTACHMENT B
903
Introduction
The Stockton Police Department is committed to the protection of lives and property by working with our community and providing professional and responsive police services.

To accomplish our mission effectively and safely, the Stockton Police Department possesses and utilizes certain specialized equipment (“military equipment”) to safeguard the citizens of Stockton and protect our first responders. While our inventory of “military equipment” varies, the mere possession of this equipment does not guarantee its use.

The merits and a totality of the circumstances of each unique incident are considered before “military equipment” is utilized in compliance with department policy and law.

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

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

This Annual Military Equipment Use Report outlines a summary of the equipment usage guidelines, inventory, fiscal impact, complaints, and reported community concerns for calendar year 2025 (January 1, 2025, through December 31, 2025). Unless stated otherwise, planned acquisition, replacement, and maintenance funding are derived from the department’s operating budget.

ATTACHMENT B
904
Military Equipment Categories
Assembly Bill 481 created Government Code 7070 which designated 15 categories of items defined as “military equipment”:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ATTACHMENT B
905
Category 1 – Unmanned Aerial or Ground Vehicles
Assembly Bill 481 Category 1 reporting requirements: unmanned, remotely piloted, and powered aerial or ground vehicles.

Unmanned Aerial Systems (UAS)
Description and Purpose:

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

Inventory:

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

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

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

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

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

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

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

8. DJI Matrice 4TD
Acquisition Cost: $14,280
Quantity: 9 (3 Purchased December 2025, delivered January 2026)

ATTACHMENT B
906
Hazardous Duty Unmanned Ground Vehicles
Description and Purpose:

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

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

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

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

Inventory:

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

2. Remotec Andros HD-SEL
Acquisition Cost: $290,000
Quantity: 1
Number of Authorized Usages of Category 1 Equipment in 2025: 1,236 Authorized Usages Included:
• Deployments during incidents involving barricaded suspects. • Deployments to search for fleeing/concealed suspects. • Deployments in preparation for and during warrant services. • Deployments in support of SWAT operations.
• Deployments for search and rescue operations.
• Deployments to search for missing persons.
• Deployments during illegal sideshow activity.
• Deployments to investigate suspicious devices.
• Training deployments.

ATTACHMENT B
907
Fiscal Impact:

In 2025, Category 1 new equipment acquisitions totaled $42,846.

In 2025, Category 1 equipment training departmentwide consisted of 1,500 hours totaling $84,282.

It is estimated that $38,500 is utilized for the maintenance and software licensing of all Category 1 equipment.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

Category 1 Intended Equipment Acquisition in 2026:

The Stockton Police Department anticipates acquiring nine (9) DJI Matrice 4T UAS and battery charging stations. Three of these will be utilized to augment the current drone program and six will be utilized for the Drone First Responder Program (DFR). The DJI Matrice 4T UAS weighs approximately 2.6 pounds, features a radiometric thermal camera with an infrared super-resolution mode, a 48-megapixel camera with up to 200x digital zoom, a wide-angle camera, and a laser rangefinder which can give the precise coordinates of objects up to 1,800 meters away. This UAS has a flight time of approximately 42 minutes and can operate in harsh weather conditions. The estimated purchase cost is $15,000 each.

ATTACHMENT B
908
Category 2 – Armored Personnel Carriers
Assembly Bill 481 Category 2 reporting requirements: mine-resistant ambush-protected vehicles or armored personnel carriers.

Armored Personnel Carrier

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

An M-RAP (Mine-Resistant Ambush Protected) vehicle, while primarily designed for highrisk military operations, can be repurposed for specialized law enforcement needs. It could serve as a mobile command post or protective transport during natural disasters, such as floods or wildfires, where its durability allows it to traverse challenging terrain.

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

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

Acquisition Cost: Free
Quantity: 1
Number of Authorized Usages of Category 2 Equipment in 2025: 1 Annual Costs:

It is estimated that the annual maintenance for the M-RAP will be $5,000. 2025 Summary of Complaints or Concerns:

No complaints or concerns received.

2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

Category 2 Acquisition Anticipated for 2026:

The Stockton Police Department does not intend to acquire another Armored Personnel Carrier in 2026.

ATTACHMENT B
909
Category 3 – High Mobility Multipurpose Wheeled Vehicles (HMMWV) or Vehicles That Have a Breaching or Entry Apparatus Attached Assembly Bill 481 Category 3 reporting requirements: high mobility multipurpose wheeled vehicles (HMMWV), two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

Vehicle With Breaching Apparatus

1. Lenco Bearcat Tactical Armored Vehicle
Description and Purpose:

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

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

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

Acquisition Cost: $292,294
Quantity: 1
Number of Authorized Usages of Category 3 Equipment in 2025: 127 Authorized Usages Included:
• Deployments during incidents involving barricaded suspects. • Deployments during calls for service involving armed suspects. • Deployments during the service of search warrants.

Annual Costs:

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

In 2025, Category 3 equipment training departmentwide consisted of 47 hours totaling $2,643.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.

ATTACHMENT B
910
2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

Category 3 Intended Equipment Acquisition in 2026:

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

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

ATTACHMENT B
911
Category 4 – Tracked Armored Vehicles
Assembly Bill 481 Category 4 reporting requirements: tracked armored vehicles that provide ballistic protection to their occupants.

The Stockton Police Department did not possess, acquire, or use tracked armored vehicles in 2025.

Category 4 Intended Equipment Acquisition in 2026:

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

This vehicle was approved in 2025; however, it has not been acquired.

ATTACHMENT B
912
Category 5 – Command and Control Vehicles
Assembly Bill 481 Category 5 reporting requirements: command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Command and Control Vehicles

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

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

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

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

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

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

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

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

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

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

MCP2 is a quick response vehicle utilized on smaller callouts and shorter operations.

It was built on a Ford E-450 Cutaway chassis, the vehicle features a 7.3L gasoline engine with electronic 6-speed automatic transmission. Bright LED tripod light poles are included for after-hours operations.

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

ATTACHMENT B
913
The rear room is utilized for crisis negotiation operations and is available for witness interviews during investigations. There are dual fixed bench seats and a center worktable with access to the CNT equipment. A vandal-resistant dome network camera with audio can be accessed through the network and is installed in this room to record interviews.

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

Acquisition Cost: $219,245
Quantity: 1

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

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

SWAT1’s purpose is to respond to a critical incident with all required gear and equipment needed for SWAT operators to safely de-escalate or manage rapidly evolving incidents. This enables SWAT operators to respond directly to the scene of a critical incident without having to stop elsewhere to acquire their individual equipment.

SWAT1 also acts as a forward tactical command post to aid with command and control over SWAT operations.

Acquisition Cost: $425,897
Quantity: 1

4. Bomb Squad Truck and Trailer:

Description and Purpose:

The Bomb Squad truck and trailer allow Bomb Technicians to store and transport the necessary equipment to calls for service involving suspicious packages or hazardous devices. The vehicle enables Bomb Squad personnel to maintain command and control over Bomb Squad operations.

Acquisition Cost: $150,000
Quantity: 1
Number of Authorized Usages of Category 5 Equipment in 2025: 102 Authorized Usages Included:
• Deployments to incidents requiring crisis negotiations. • Deployments during SWAT operations to facilitate logistical support. • Deployments to facilitate interviews during homicide investigations. • A deployment to exercise command and control over an officer involved shooting scene.
• Deployments to investigate suspicious devices.
• Deployments for training environments.

ATTACHMENT B
914
Fiscal Impact:

In 2025, Category 5 equipment training departmentwide consisted of 1,864 hours totaling $103,483.

Annually, it is estimated that $24,000 is utilized for the maintenance of all Category 5 Equipment.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

Category 5 Intended Equipment Acquisition in 2026:

The Stockton Police Department anticipates acquiring a command-and-control vehicle to replace Item #1, the MCP1, to improve our ability to effectively respond to multiple negotiations and/or complex investigations simultaneously. The current MCP1 is past its life expectancy and is experiencing high maintenance costs. Acquisition of this vehicle will be dependent on the availability of adequate funding. The anticipated acquisition cost is expected to be approximately $2,000,000 with $50,000 in annual maintenance.

The Stockton Police Department anticipates acquiring a command-and-control vehicle to replace Item #4, the Bomb Squad Truck. The replacement vehicle will either be a Sprinter van or delivery truck outfitted to house the Bomb Squad’s tools and equipment. The anticipated acquisition cost is expected to be approximately $300,000 with annual maintenance expected to be less than the $20,500 used for the current Bomb Squad Truck.

ATTACHMENT B
915
Category 6 – Weaponized Aircraft, Vessels, or Vehicles of Any Kind Assembly Bill 481 Category 6 reporting requirements: weaponized aircraft, vessels, or vehicles of any kind.

The Stockton Police Department did not possess, acquire, or use weaponized aircraft, vessels, or vehicles in 2025.

ATTACHMENT B
916
Category 7 – Battering Rams, Slugs, and Breaching Apparatuses Explosive in Nature
Assembly Bill 481 Category 7 reporting requirements: battering rams, slugs, and breaching apparatuses that are explosive in nature. Bolt cutters and handheld rams designed to be operated by one person are excluded.

Breaching Slugs
Description and Purpose:

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

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

Inventory:

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

2. Royal Arms TESAR 2 Breaching Rounds
Acquisition Cost: $8.96 each
Quantity: 200
Battering Rams

1. Aardvark KBT Breaching Tool
Description and Purpose:

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

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

Acquisition Cost: $12,500
Quantity: 3
Number of Authorized Usages of Category 7 Equipment in 2025: 2

ATTACHMENT B
917
Authorized Usages Included:
• Deployments during search warrant services.
• Emergency response to critical incidents.
• Probation and parole searches.

Fiscal Impact:

In 2025, Category 7 new equipment acquisitions totaled $0.

In 2025, Category 7 equipment training departmentwide consisted of 614 hours totaling $34,077.

Annually, it is estimated that $8,395 is utilized for replacement and maintenance of Category 7 equipment.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

ATTACHMENT B
918
Category 8 – Firearms of .50 Caliber or Greater
Assembly Bill 481 Category 8 reporting requirements: firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns.

Category 8 Intended Equipment Acquisition in 2026:

The Stockton Police Department anticipates acquiring a sniper rifle chambered in .50 caliber. The purpose of this weapon system is specific and only to be utilized in the most highrisk situations where failure is not an option. The ability to stop moving vehicles in hostagetype situations is crucial. The Stockton Police Department experienced this failure during the 2014 Bank of The West incident. Additionally, in a scenario with a well-trained armored suspect, the .50 caliber rifle can provide the advantages necessary to save lives. The anticipated cost of a .50 caliber rifle is $15,000.

ATTACHMENT B
919
Category 9 – Ammunition of .50 Caliber or Greater
Assembly Bill 481 Category 9 reporting requirements: ammunition of .50 caliber or greater, excluding standard-issue shotgun ammunition.

Category 9 Intended Equipment Acquisition in 2026:

The Stockton Police Department anticipates acquiring a sniper rifle chambered in .50 caliber. The purpose of this weapon system is specific and only to be utilized in the most highrisk situations where failure is not an option. The ability to stop moving vehicles in hostage type situations is crucial. The Stockton Police Department experienced this failure during the 2014 Bank of The West incident. Additionally, in a scenario with a well-trained armored suspect, the .50 caliber rifle can provide the advantages necessary to save lives. If the .50 caliber rifle is authorized, the ammunition is necessary for training and deployment. The anticipated cost of training ammunition and duty ammunition is $2,000.

ATTACHMENT B
920
Category 10 – Specialized Firearms and Ammunition of Less Than .50 Caliber Assembly Bill 481 Category 10 reporting requirements: specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code §30510 and Penal Code §30515, with the exception of standard-issue handguns.

Carbine Rifles
Description and Purpose:

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

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

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

Inventory:

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

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

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

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

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

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

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

ATTACHMENT B
921

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

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

10.Colt LE933-EPR
Acquisition Cost: $2,050 each
Quantity: 4 (purchased in 2025)

11.Springfield M1 Garand
Acquisition Cost: $0
Quantity: 15 (Military donation program for Honor Guard)

12.Noveske N4
Acquisition Cost: $2,945
Quantity: 4 (acquired in 2025)
Sniper Rifles
Description and Purpose:

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

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

2. Remington 700
Acquisition Cost: $2,200
Quantity: 5

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

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

ATTACHMENT B
922
Ammunition
Description and Purpose:

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

1. .223/5.56
Acquisition Cost: $0.43/round ($185,545)
Quantity: 431,500 (Training)

2. .223/5.56
Acquisition Cost: $0.63/round ($11,983.23)
Quantity: 19,021 (Duty ammunition)

3. .308
Acquisition Cost: $2.05/round ($15,211)
Quantity: 7,420
Number of Authorized Usages of Category 10 Equipment in 2025: 0 Authorized Usages Included:
• Defense of the threat of loss of life or great bodily injury.

Fiscal Impact:

In 2025, weapons replacement for Category 10 equipment was $19,980.

In 2025, ammunition replacement for Category 10 equipment was $212,739.23.

In 2025, Category 10 equipment training departmentwide consisted of approximately 3,599 hours totaling $200,000. This does not include semiannual rifle qualifications for trained personnel.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:

Remington 700 Sniper Rifles: An audit revealed we were carrying six (6) of these rifles.

Records indicate we have only owned five (5) and a serial number was transposed leading to a miscount. We have confirmed possession of the five (5) rifles.

M1 Garand: We currently possess 15 of these rifles. They are not deployed for any enforcement actions and not maintained by Range staff. These rifles are for Honor Guard functions only; therefore, they were not previously on the audit.

ATTACHMENT B
923
2025 Policy Violations:

No violations.

Category 10 Intended Equipment Acquisition in 2026:

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

Category 10 ammunition is a part of the overall annual ammunition budget estimated to be $250,000.

We anticipate the purchase of no less than ten (10) Category 10 Specialty rifles in 2026.

The rifles issued to Patrol personnel are coming to the end of their life expectancy.

Allowing continued usage of rifles after their life expectancy can result in catastrophic failures leading to loss of life and increased liability to the City of Stockton. The anticipated cost to replace a minimum of 10 rifles is $12,000.

Additionally, the Stockton SWAT team anticipates the purchase of one sniper rifle to replace a rifle that has reached its life expectancy. The anticipated cost for one sniper rifle is $10,000.

ATTACHMENT B
924
Category 11 – Firearm Designed to Launch Explosive Projectiles Assembly Bill 481 Category 11 reporting requirements – Any firearm or firearm accessory that is designed to launch explosive projectiles.

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

ATTACHMENT B
925
Category 12 – Flashbangs, Explosive Breaching, Tear Gas, Pepper Balls Assembly Bill 481 Category 12 reporting requirements: “flashbangs,” diversionary devices, explosive breaching tools, “tear gas,” and “pepper balls,” excluding handheld pepper spray.

Flashbang Diversionary Devices
Description and Purpose:

Noise Flash Diversionary Devices (NFDD), commonly referred to as “flashbangs,” are a non-fragmenting device that create a bright flash and loud sound to temporarily divert the attention of subjects in the immediate area. NFDDs are used to distract and temporarily incapacitate suspects by overwhelming their senses of vision and hearing. The distraction allows officers to seize a moment of opportunity and take control of high-risk situations.

Inventory:

1. NFDD Defense Technology (DT8901) Single bang
Acquisition Cost: $50 each
Quantity: 64

2. NFDD Defense Technology (CTS-7290-9) 9-bang
Acquisition Cost: $153 each
Quantity: 4

3. NFDD Defense Technology (CTS-7290-3) 3-bang
Acquisition Cost: $145 each
Quantity: 24
Explosive Breaching Apparatuses
Description and Purpose:

Explosive breaching apparatuses are explosives designed for specific breaching goals.

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

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

Inventory:

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

ATTACHMENT B
926

2. Primacord 5 (25GR/FT)
Acquisition Cost: $0.64/ft
Quantity: 3000ft

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

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

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

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

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

Inventory:

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

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

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

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

ATTACHMENT B
927

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

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

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

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

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

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

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

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

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

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

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

ATTACHMENT B
928

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

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

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

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

20.Defense Technology Large Style Maximum HC Red Smoke Grenade Acquisition Cost: $51 each
Quantity: 5

21.Defense Technology Muzzle
Blast OC 40 mm
Acquisition Cost: $25.55
Quantity: 51

22.Defense Technology Penetrator round OC 40 mm
Acquisition Cost: $25.55
Quantity: 49

23. Defense Technology Penetrator round CS 40 mm
Acquisition Cost: $25.55
Quantity: 30

24. Defense Technology Muzzle Blast CS 40 mm
Acquisition Cost: $25.55
Quantity: 9

25. CTS 5230B Baffled Riot Canisters CS Smoke
Acquisition Cost: $50.85
Quantity: 14

26. CTS 5430B Expulsion Canisters CS
Acquisition Cost: $53.96
Quantity: 1

27. Defense Technology Flameless TRI CHAMBER CS
Acquisition Cost: $53.96
Quantity: 5

ATTACHMENT B
929

28. Defense Technology Blue Smoke Grenade
Acquisition Cost: $44.37
Quantity: 6
Number of Authorized Usages of Category 12 Equipment in 2025: 80 Authorized Usages Included:
• Deployments of flashbangs during search warrant services.

Fiscal Impact:

In 2025, replacement/restocking cost for Category 12 equipment was approximately $26,200.

In 2025, Category 12 equipment training departmentwide consisted of 580 hours totaling $32,190.
2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:
16 rounds of Spede-Heat CS Grenades were in inventory that were not previously noted in the 2025 report.

An inventory of gas munitions revealed the updated list. Several items were located during the audit.
2025 Policy Violations:

No violations.

Category 12 Intended Equipment Acquisition in 2026:

Category 12 munitions will need replacement/restocking as they are used throughout the year in training, authorized deployments, and as expired munitions are replaced. The anticipated cost of annual replacement/restocking is $40,000.

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

The Stockton Police Department plans to acquire approximately 25 Pepper Ball TAC-SA Hopper Fed Launchers with optics. The launchers are capable of deploying less lethal irritants from a distance, allowing for de-escalation and increased public safety. The initial cost of 25 fully outfitted systems is $77,109.00 with no anticipated annual maintenance cost within the first year.

ATTACHMENT B
930
Category 13 – TASER Shockwave, Microwave Weapons, Water Cannons, and Long-Range Acoustic Devices
Assembly Bill 481 Category 13 reporting requirements: TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices.

The Stockton Police Department did not possess, acquire, or use any TASER® Shockwaves, microwave weapons, water cannons, and long-range acoustic devices in 2025.

Category 13 Intended Equipment Acquisition in 2026:

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

ATTACHMENT B
931
Category 14 – Kinetic Energy Weapons and Munitions
Assembly Bill 481 Category 14 reporting requirements: the following projectile launch platforms and their munitions - 40mm projectile launchers, “bean bag,” rubber bullets and specialty impact munitions weapons.
40mm Projectile Launchers

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

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

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

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

Inventory:

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

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

3. Defense Technology Direct Impact 40mm Marking Crushable Foam Round Acquisition Cost: $24 each
Quantity: 15

ATTACHMENT B
932

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

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

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

Inventory:

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

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

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

Inventory:

1. 12-gauge Bean Bag Rounds
Acquisition Cost: $6.58 each ($6,869.52)
Quantity: 1,044

2. Defense Technology Stinger 12-gauge 32-Caliber Rubber Balls Round Acquisition Cost: $7.10
Quantity: 10
Number of Authorized Usages of Category 14 Equipment in 2025: 4

ATTACHMENT B
933
Authorized Usages Included:
• Deployments to apprehend armed suspects.
• Deployments during the service of search warrants.
• De-escalation device.

Fiscal Impact:

In 2025, ammunition replacement for Category 14 equipment was $9,800.

Category 14 equipment training departmentwide consisted of 758 hours totaling $12,069.

This does not include semi-annual bean bag shotgun qualifications for trained personnel. 2025 Summary of Complaints or Concerns:

No complaints or concerns received.
2025 Internal Audits:

No discrepancies noted.
2025 Policy Violations:

No violations.

Category 14 Intended Equipment Acquisition in 2026:

Category 14 ammunition will need replacement/restocking as they are used throughout the year in training and authorized deployments. The anticipated cost of annual replacement/restocking is $15,000.

ATTACHMENT B
934
Category 15 – Any Other Equipment as Determined to Require Additional Oversight
Assembly Bill 481 Category 15 reporting requirements: any other equipment as determined by a governing body or a state agency to require additional oversight.

The Stockton Police Department did not possess, acquire, or use any other equipment as determined by a governing body or a state agency to require additional oversight in 2025.

ATTACHMENT B
935
Externally Hosted Training Costs
The personnel cost of training is absorbed into the Department’s operating budget.

Except where noted here, training was completed internally by the Department. The cost for staff to attend externally hosted training for military equipment usage in 2025 was approximately $102,998.47.

Training for Military Equipment Usage in 2025

COURSE COURSE
COST

PERSONNEL
HOURS

PERSONNEL COST
($55.50 per hour)
Firearm Courses $22,044.79 628 $34,854
Tactical based courses $79,105.68 1050 $58,275
Chemical Agents Courses $0 0 $0
Less Lethal Courses $0 0 $0
Explosives Courses $1,848.00 80 $4,440
TOTAL $102,998.47 1,758 $97,569

ATTACHMENT B
936
Conclusion
The equipment, resources, and training outlined in this report allow the Stockton Police Department to protect our community by enhancing both public and officer safety. The use of “military equipment” aids us in resolving critical incidents safely and effectively by providing us with sufficient engagement options to minimize the risk of serious injury or death that may be sustained by community members, officers, and suspects.

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

When deciding what “military equipment” is funded, acquired, or used, the Stockton Police Department seriously considers the public’s welfare, safety, concerns, and civil liberties.

This annual “military equipment” report was designed to reinforce the department’s commitment to inform and provide transparency to our community and elected officials in addition to ensuring compliance with the law.

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

ATTACHMENT B
937

ATTACHMENT B
938

ATTACHMENT B
939

ATTACHMENT B
940

ATTACHMENT B
941

ATTACHMENT B
942

CITY COUNCIL MEETING
JUNE 23, 2026
AGENDA ITEM 9.2
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
943

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
Assembly Bill 481 established the following requirements to ensure the responsible use of military equipment for the safety of our community and our police officers
1 Requires Stockton Police
Department to create a
Military Equipment Use
Policy
2 City Council Approval of policy
and the use, funding,
acquisition and continued use
of already approved
equipment.
3 Annual Report including
the purpose, complaints,
annual costs, quantity
possessed and intended
acquisitions.
944

CITY OF STOCKTON
ASSEMBLY BILL 481
MILITARY EQUIPMENT USE 1
Requires Stockton Police
Department to create a Military
Equipment Use Policy (created
April 2024 and revised July
2025)
Stockton Police Department Policy 706: Military Equipment • Military equipment includes, but is not limited to: • Unmanned, remotely piloted vehicles • Command and control vehicles
• Noise-flash diversionary devices
• Kinetic energy weapons and munitions
• All items in this policy are currently in use at the Stockton Police Department and have use policies in place. • This policy is available to the public through the Stockton Police Department website.
945
2 City Council Approval for the use,
funding, acquisition and
continued use of already
approved equipment.

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

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

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

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

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
946
The Stockton Police Department Military Equipment Annual Report is available to the public and can be found online through the Stockton Police Department website.

This Annual Military Equipment Use Report
outlines a summary of the equipment usage
guidelines, inventory, fiscal impact,
complaints, and reported community
concerns for calendar year 2025 (January
1, 2025, through December 31, 2025).

CITY OF STOCKTON
ASSEMBLY BILL 481
MILITARY EQUIPMENT USE 3
Annual Report including the
purpose, complaints, annual
costs, quantity possessed and
intended acquisitions.
947
2026 AB 481 Annual
Report Highlights

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
948
Annual Report Summary
CATEGORY 1 – Unmanned aerial or ground vehicles
The Stockton Police Department currently has 24 UAS (drones) in service and two EOD hazardous duty robots. These vehicles are used for search and rescue, tactical situations, and bomb defusal.

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
949
Annual Report Summary
CATEGORY 2 – Armored Personnel Carriers
CATEGORY 3 – Vehicles that have a breaching or entry
apparatus attached
The Stockton Police Department has two armored vehicles (one with breaching capabilities). These vehicles are used for emergency operations and provide officers and the public with a level of ballistic protection during critical incidents and rescues.

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
950
Annual Report Summary
CATEGORY 5 – Command and Control Vehicles
The Stockton Police Department has four Command and Control Vehicles. • Two are dedicated as Mobile Command Posts and Crisis Negotiation vehicles. • One is a Tactical Command Post for emergency response. • One is a command vehicle for our Explosive Ordnance Disposal team.

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
951
Annual Report Summary
CATEGORY 7 – Battering Rams, Slugs, and Breaching
Apparatuses Explosive in Nature
The Stockton Police Department is currently equipped with Breaching Slugs, Explosive Breaching Apparatuses, and Battering Rams. Each of these tools is utilized for extremely dangerous situations where failure to gain entry is not an option. The Breaching Slugs and Battering Ram of Explosive Nature will be utilized by both Patrol and the SWAT team.

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
952
Annual Report Summary

CITY OF STOCKTON
ASSEMBLY BILL 481

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

These tools and equipment consist of, but are not limited to, less lethal munitions (bean bag rounds, 40 mm sponge rounds, tasers, etc.), patrol rifles, precision rifles, flashbangs, and chemical munitions. These tools are industry standard and commonly used by law enforcement across the nation. They provide capabilities and options while prioritizing the sanctity of life.
953
Anticipated Acquisitions

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
EOD is anticipating the purchase of a new Bomb
Squad Truck. The truck would be utilized as a
Command and Control vehicle capable of
immediate response and rendering devices safe.

The anticipated cost is $300,000.

The LRAD is a specialized loudspeaker used
for communicating at a distance,
negotiations with barricaded suspects,
mass notifications, and natural
emergencies.
954
Anticipated Acquisitions
The Bearcat is utilized for preplanned operations, critical incidents, and rescues. We have had the original since 2012, and we are beginning to utilize it more on patrol.

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

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

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
955
Anticipated Acquisitions

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
The Stockton Police Department is anticipating acquiring a Command and Control vehicle to improve our ability to effectively respond to multiple negotiations and/or
complex investigations occurring simultaneously.

The initial cost is approximately $2,000,000 and the
annual fiscal impact would be yearly maintenance.
956
Anticipated Acquisitions

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
The Stockton Police Department is committed to training our staff to be professional by advancing their expertise with de-escalation, firearms, less lethal devices, and technology with the goal of reducing the use of force and providing great service to our community.
957

RECOMMENDED ACTION
• Continue the use of the equipment currently used by the Stockton Police Department in accordance with the current policy.
• Approval for the acquisition of the LRAD (Long Range Acoustic Device), second Bearcat, Rook (armored tracked vehicle), Unmanned Aerial System (UAS), replacement of weapons and munitions/less lethal, Mobile Command Post Vehicle, and Explosive Ordnance Disposal (EOD) Response Vehicle.

CITY OF STOCKTON
ASSEMBLY BILL 481

MILITARY EQUIPMENT USE
958

THANK YOU
Stockton Police Department
959
City of Stockton
Legislation Text
File #: 26-0699, Version: 1
PROPOSITION 218 TO CONSIDER STORMWATER RATE ADJUSTMENTS

RECOMMENDATION
It is recommended that the City Council adopt a resolution approving the Stormwater Utility rate adjustments as identified in the Final Stormwater Rate Study (Study) (Attachment A) if a majority of returned ballots support the proposed adjustments.

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

Summary
The Municipal Utilities Department (MUD) Stormwater Utility operates 77 pump stations, over 600 miles of pipeline, and 22,500 drain inlets that convey precipitation from streets and other hard surfaces to flood basins and local waterways.

The Stormwater Utility rate set in 1992 no longer keeps pace with inflation, capital improvement demands, or rising service costs. As a result, reserves will be depleted below required levels, threatening the utility’s ability to sustain ongoing operations and maintenance. If stormwater rates are not adjusted, the City will eventually have to seek other funding methods to support the stormwater program and provide the necessary services to protect the community, property, and the environment.

Approval of the proposed rates would establish the maximum stormwater rates that may be charged during the five-year period. Before implementing any rate adjustments each fiscal year, staff will review the revenue requirements and the rates needed to meet those requirements as part of the Annual Budget process.

On June 9, 2026, the public hearing was opened, public testimony was received, and the City Council closed the public hearing. Prior to closure of the public hearing, the City Clerk received all ballots submitted by affected property owners. Due to the volume of the ballots received and the verification requirements of Proposition 218, the City Clerk required additional time to complete ballot tabulation. As a result, the City Council continued the item to June 23, 2026, to review the final ballot results and approve the proposed rates, pending an affirmative vote.

DISCUSSION
Background
The MUD Stormwater Utility was established in 1992 as a separate enterprise fund, previously City of Stockton Page 1 of 5 Printed on 6/19/2026
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operating under the Wastewater Utility. As state and federal stormwater discharge requirements expanded, program management needs and capital costs increased, prompting the creation of a dedicated fund and rate. Council Resolution No. 91-0866 approved a stormwater service fee of $2.10 per month for all residential units beginning January 1992, designed to support the utility’s FY 1991- 92 operations, maintenance, and administration.

In 1996, California voters approved Proposition 218, requiring local agencies to follow strict public procedures when adjusting property
‑
related fees such as water, sewer, and stormwater rates. In 2011, the City attempted to adjust stormwater fees; however, property owners did not approve it.

In March 2023, the City Council adopted the 2023 Stormwater Master Plan (SWMP) by Resolution 2023
‑
03 ‑
07 ‑
1501. The SWMP included an updated assessment of stormwater infrastructure, development of a citywide system model, identification of system deficiencies under existing and 2040 General Plan buildout conditions, and preparation of a Stormwater Capital Improvement Plan (CIP) with preliminary cost estimates. The model identified areas of concern and outlined 12 CIP projects, ranging from $4.5 million to $75 million, which form the basis of the current Study.

On August 22, 2023, the City Council adopted Resolution 2023 ‑
08 ‑
22 ‑
1214 authorizing a
professional services contract with HDR Engineering, Inc. (HDR) to evaluate the Stormwater Utility’s revenue requirements, conduct a cost
‑
of
‑
service analysis, and develop proportionate rates for all customer classes, including residential, multi
‑
family, apartments, commercial, institutional, and
industrial.

On January 27, 2026, the City Council adopted Resolution 2026 ‑
01 ‑
27 ‑
1601 authorizing a public
hearing on March 31, 2026, to consider adjustments to the City’s stormwater rates and charges and directing the City Manager to mail notice of the hearing to all Stormwater Utility customers and affected property owners.

On February 10, 2026, staff mailed the required Proposition 218 notice to property owners and stormwater utility customers explaining the proposed rate adjustments, the date and time of the public hearing, and the procedures for submitting written protests.

At the close of the public hearing on March 31, 2026, fewer than 50 percent of property owners submitted valid protests. Therefore, the City Council adopted Resolution 2026 ‑
03 ‑
31 ‑
1503 directing
staff to mail ballots to all property owners within the stormwater service area.

The City pays its proportional share to the Stormwater Utility because it is a major owner of impervious surfaces, including roads, parking lots, infrastructure, and rooftops. On April 28, 2026, through Resolution 2026
‑
04 ‑
28 ‑
1210, the City Council cast ballots in favor of the proposed stormwater rate adjustment for City
‑
owned parcels, consistent with the City’s rights as the record owner under Proposition 218.

Present Situation
The proposed stormwater rates were developed in compliance with Proposition 218, which requires that fees do not exceed the cost of providing service and that charges be proportional to each City of Stockton Page 2 of 5 Printed on 6/19/2026
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File #: 26-0699, Version: 1
parcel’s share of that cost. Revenue requirements are allocated to customer classes based on each parcel’s ERUs, including residential, multi-family, apartments, commercial, institutional, and industrial customers, both within City limits and in applicable unincorporated County areas. The rate design is cost-based, aligned with the revenue requirement analysis, and equitably distributed among all customer classes.

The Study focused solely on potential adjustments to the stormwater service charge. To determine the utility’s revenue needs from FY 2025
‑
26 through FY 2029
‑
30, HDR conducted three analyses: a
revenue requirement analysis to compare projected expenses and revenues; a cost ‑
of
‑
service
analysis to allocate costs fairly among customer classes; and a rate design analysis to determine the structure needed to collect the required revenue. Together, these analyses show that current stormwater rates are insufficient to meet operational and capital needs, requiring rate adjustments.

The proposed stormwater rates and charges for each customer class and the effective dates are shown in the following table:
*Includes all residential accounts other than single-family (i.e., duplex, fourplex, apartment homes, etc.)
**Non-residential accounts are billed based on the number of ERUs existing on each individual parcel. The actual service charge shall equal the one ERU multiplied by the ERU rate.

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File #: 26-0699, Version: 1
Public Outreach and Notification
MUD staff provided information about the Study and an overview of the legal process requirements of Article XIII D to the Water Advisory Group on April 1, 2026, and to the Council Water Committee on April 10, 2025, November 13, 2025, and January 8, 2026.

On January 27, 2026, the City Council authorized MUD staff to mail a Notice to all City of Stockton Stormwater Utility customers and the record owners of property upon which the rates and charges are proposed for imposition.

On February 10, 2026, staff mailed Public Hearing Notices to record property owners and stormwater utility customers. The Notice included information on the amount of the proposed adjustments; the reasons for the adjustments; the date, time and location of the Public Hearing; and instructions to protest the proposed adjustments. The Notice listed March 31, 2026, at 5:30 p.m. as the date and time of the Public Hearing.

In April, staff also mailed property owners and Stormwater Utility customers additional information explaining the proposed rate adjustments, the community meeting details, and the procedures for returning ballots.

In addition, a dedicated phone line and an Ask Stockton topic provided additional ways to contact the City for questions and information on the proposed stormwater rate adjustments. The phone line is a message line. All calls were returned by a knowledgeable individual within two business days.

Staff also held a community meeting on May 14, 2026, at the Stockton Memorial Civic Auditorium South Hall. (The May 14th Community meeting was originally set for the South Hall, but due to a graduation event at the arena, it was moved to the North Hall. Appropriate signage was posted directing all attendees to the new location. In addition, parking spaces on the north side of the building were reserved to ensure parking despite the large number of graduation attendees.). The meeting included a presentation about the proposed rates, and an opportunity for community members to ask questions. The presentation was recorded and is available at www.stocktonca.gov/StormRates <http://www.stocktonca.gov/StormRates>.

Outreach to commercial and industrial customers included meetings held by staff with interested groups upon request.

FINANCIAL SUMMARY
The current stormwater rate, established in 1992, has not been updated to reflect inflation or rising costs for operations, infrastructure, and maintenance. The Stormwater Rate Study (Attachment A) projects that without additional revenue, the utility will face an annual deficit of about $5 million starting in FY 2027-28, putting critical flood
‑
protection infrastructure at risk. Ongoing shortfalls are also expected to draw reserves below policy levels, creating a growing structural deficit in the Stormwater Utility fund.

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If approved, the proposed Stormwater rate adjustments will generate sufficient revenue over the next five years to pay for Stormwater Utility operation and maintenance costs, infrastructure needs, and capital improvement projects, while also maintaining bond coverage covenants.

This action has no impact on the General Fund or any other unrestricted funds.

Attachment A - Final Stormwater Rate Study
City of Stockton Page 5 of 5 Printed on 6/19/2026
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City of Stockton
Municipal Utilities Department
Comprehensive Stormwater
Rate Study
March 2026
Final Report

ATTACHMENT A
965
March 31, 2026
Mr. Jeff Marasovich
Deputy Director of Stormwater Operations
City of Stockton Municipal Utilities Department
2500 Navy Drive
Stockton, CA 95206
Subject: Stormwater Final Rate Study Report
Dear Mr. Marasovich:

HDR Engineering, Inc. (HDR) is pleased to present to the City of Stockton Municipal Utilities Department (Department) the final report for the comprehensive stormwater rate study (Study).

The Department’s comprehensive Study was developed to provide cost-based stormwater rates that generate sufficient revenue to fund the operation and maintenance and capital needs of the stormwater utility. More specifically, the Study was designed to develop proportional rates for the Department’s customers. This report outlines the overall approach used to achieve these objectives, along with our findings, conclusions, and recommendations.

The costs associated with providing stormwater services to the Department’s customers has been developed based on Department specific information and costs and is included within the development of the proposed stormwater rates. The Study was developed utilizing industry recognized generally accepted rate setting principles and methodologies, which were then tailored to the Department’s specific stormwater system and customer characteristics. This report provides the basis for developing and implementing stormwater rates which are costbased, proportional, and defensible for the Department’s customers. The development of the proposed rates is based on the assumptions and data provided at the time of the Study. Should these change, the proposed rates should be reviewed to determine if adjustments should be made to reflect the cost basis and proportionality of the adopted rates.

We appreciate the assistance provided by the Department’s project team in the development of the Study. More importantly, HDR appreciates the opportunity to provide these technical and professional services to the City of Stockton Municipal Utilities Department.

Sincerely yours,
HDR Engineering, Inc.

Shawn Koorn
Associate Vice President

ATTACHMENT A
966
Executive Summary
Introduction .............................................................................................................................. 1 Overview of the Stormwater Utility ........................................................................................ 1 Overview of the Rate Study Process ....................................................................................... 1 Key Stormwater Rate Study Results........................................................................................ 2 Summary of the Stormwater Revenue Requirement Analysis ................................................ 3 Summary of the Stormwater Cost of Service Analysis ........................................................... 6 Summary of the Stormwater Rate Design ............................................................................... 6 Summary of the Stormwater Rate Study ................................................................................. 8 1 Introduction and Overview

1.1 Introduction ................................................................................................................... 9 Overview of the Stormwater Utility ........................................................................................ 9

1.2 Goals and Objectives .................................................................................................... 9

1.3 Overview of the Rate Study Process ........................................................................... 10

1.4 Organization of the Study ........................................................................................... 11 2 Overview of Rate Setting Principles

2.1 Introduction ................................................................................................................. 12

2.2 Generally Accepted Rate Setting Principles ............................................................... 12

2.3 Determining the Revenue Requirement ...................................................................... 12

2.4 Analyzing Cost of Service .......................................................................................... 13

2.5 Designing Utility Rates ............................................................................................... 14

2.6 Economic Theory and Rate Setting ............................................................................ 14 3 Stormwater Revenue Requirement

3.1 Introduction ................................................................................................................. 15

3.2 Determining the Revenue Requirement ...................................................................... 15

3.2.1 Establishing a Time Frame and Approach .................................................... 15

3.2.2 Projecting Rate and Other Miscellaneous Revenues ..................................... 16

3.2.3 Projecting Operation and Maintenance Expenses ......................................... 17

3.2.4 Projecting Capital Funding Needs ................................................................. 18

3.2.5 Projection of Debt Service ............................................................................ 20

3.2.6 Reserve Funding ............................................................................................ 20

3.2.7 Summary of the Stormwater Revenue Requirement ..................................... 20

3.3 Consultant’s Conclusions............................................................................................ 22 Table of Contents

ATTACHMENT A
967
4 Stormwater Cost of Service

4.1 Introduction ................................................................................................................. 23

4.1.1 Objectives of a Cost of Service Analysis ...................................................... 23

4.2 General Cost of Service Procedures ........................................................................... 23

4.3 Summary of the Stormwater Cost of Service Analysis .............................................. 23

4.4 Consultant’s Conclusions and Recommendations ...................................................... 24 5 Stormwater Rate Design Analysis

5.1 Introduction ................................................................................................................. 25

5.2 Rate Design Criteria and Considerations .................................................................... 25

5.3 Development of Cost-Based Stormwater Rates .......................................................... 25

5.4 Overview of the Present and Proposed Stormwater Rates .......................................... 26

5.5 Summary of the Stormwater Rate Study .................................................................... 27 Technical Appendix A – Stormwater Analysis
Technical Appendix B –Proposition 218 Notice

ATTACHMENT A
968
Executive Summary
Introduction
HDR Engineering, Inc. (HDR) was retained by the City of Stockton Municipal Utilities Department (Department) to conduct a comprehensive stormwater rate study (Study). The main objectives of the Study were to:

Develop a projection of stormwater revenues to support the Department’s operating and capital costs
Proportionately distribute the costs of providing stormwater service to the customers receiving service
Propose cost-based and proportional stormwater rates for a multi-year time period that are in compliance with Proposition 218 requirements
The Department owns, operates, and maintains the stormwater system, which provides service to customers within the City of Stockton and the surrounding area. The costs associated with providing stormwater service to the Department’s customers have been based on the information developed and provided by the Department and are the basis for the proposed rates.

Overview of the Stormwater Utility
The Department’s stormwater system protects people, property, and waterways by reducing flood risk, and preventing pollutants from flowing into local rivers, creeks, sloughs, and the Delta.

The Department’s stormwater utility is an enterprise fund and as such is funded primarily through charges (i.e., rates) to the Department’s approximately 243,000 customers benefiting from stormwater services. The stormwater rate is intended to fund the operation, maintenance, and improvements to over 600 miles of pipelines, over 23,000 catch basins (storm drains), 77 pump stations and 19 detention basins. As noted, the funding is provided primarily through the monthly stormwater rate which was implemented in 1992 and has not been adjusted since that time.

Since the implementation of the stormwater rate, the City has grown, as have the Department’s responsibilities, maintenance of aging infrastructure to provide service, as well as changes in the National Pollutant Discharge Elimination System requirements the Department must meet.

As a result of inflationary increases in operating expenses, stricter state and federal regulations, and aging infrastructure, the current stormwater rate, and revenue it generates, is no longer sufficient to support the stormwater utility. Absent additional funding, the Department will not be able to maintain the existing infrastructure or make necessary improvements to aging and failing infrastructure. This will result in the deferral of infrastructure improvements and maintenance, increased risk of flooding and pollution in local waterways. The purpose of this study is to develop the projection of rate revenue needs and the projection of cost-based and proportional rates for the Department’s stormwater customers.

Overview of the Rate Study Process
A comprehensive rate study uses three interrelated analyses to address the adequacy and proportionality of a utility’s rates. These three analyses are a revenue requirement analysis, a

ATTACHMENT A
969
cost of service analysis, and a rate design analysis. These three analyses are illustrated below in Figure ES – 1.

Figure ES – 1
Overview of the Comprehensive Stormwater Rate Analyses
The above framework was utilized in the development of the Study for reviewing and evaluating the Department’s stormwater rates.

Key Stormwater Rate Study Results
The Study technical analysis was developed based on the historical and projected operating and maintenance (O&M) and capital costs necessary to provide stormwater services to the Department’s customers. The stormwater analysis resulted in the following findings, conclusions, and recommendations.
 A revenue requirement analysis was developed for the projected time period of FY 2025 through FY 2034 for the stormwater utility
 The Department’s projected year end FY 2025 and adopted FY 2026 stormwater utility budgets were used as the starting point of the Study
 Operation and maintenance (O&M) expenses are projected to increase at inflationary levels with no assumed changes to levels of service or anticipated extraordinary expenses  One Equivalent Residential Unit (ERU) is equal to 2,347 sq. ft. of impervious area as established by the Department
 A cost of service analysis was developed to review the existing rates and to proportionately distribute the revenue requirement to the total billed ERUs  The results of the cost of service analysis provided the unit costs on a per ERU basis (i.e., cost basis) which were used to establish the proposed stormwater rates  The Study has developed proposed rates for the FY 2027 – FY 2031 time period Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses
to determine the overall revenue
adjustment required
Distributes the revenue requirement to
the customer classes of service in a
proportional manner
Considers both the revenue
requirement and cost of service
analyses to develop the proposed rates

ATTACHMENT A
970
 The proposed stormwater revenue adjustments increase the monthly bill from the current rate of $2.10 to a proposed rate of $8.10 by FY 2031
Summary of the Stormwater Revenue Requirement Analysis
The Department’s stormwater utility revenue requirement analysis is the first analytical step in the comprehensive rate study process. The revenue requirement analysis determines the adequacy of the current stormwater rates to fund current and future costs related to both O&M and capital needs. From this comparison, a determination can be made as to the overall level of stormwater rate revenue adjustments needed to provide adequate and prudent funding for the stormwater utility.

For the Study, the revenue requirement was developed for the projected year end FY 2025 and budgeted FY 2026 expenses and a projected time period of FY 2027 – FY 2034. As a practical matter, a multi-year time frame is recommended to identify major expenses that may be on the horizon. By anticipating future financial requirements, the Department may begin planning for these changes sooner, thereby minimizing short-term rate impacts and overall long-term rates.

While a long-term time period (i.e., 10-years) was developed, the focus of the Study was on the next five-year rate setting period of FY 2027– FY 2031.

The revenue requirement analysis was developed using the “cash basis” approach. The cash basis approach is an industry standard approach and the typical approach used by municipal utilities to set their revenue requirement. Under this approach, the revenues of the utility must be sufficient to recover all cash needs, including O&M expenses, transfer payments, annual debt service payments, and capital projects funded through rates (rate funded capital). The primary financial inputs in the development of the revenue requirement were the Department’s budget and financial documents, historical billed customer data, and the Department’s stormwater capital improvement plan. Budgeted O&M expenses were projected using inflationary factors for the Department’s various expenses over the projected time period. These inflationary factors were based on historical Department specific increases in costs and planned changes based on City of Stockton planning and financial projection studies and analyses.

The proper and adequate funding of capital projects is important to help minimize rate increases over time. General financial guidelines state that, at a minimum, a utility should fund an amount equal to, or greater than, the annual depreciation expense through rate revenues. The annual depreciation expense reflects the current investment in plant facilities in service being depreciated or “losing” their useful life. This portion of plant investment needs to be replaced to maintain the existing level of infrastructure (and service levels). However, it must be kept in mind that simply funding an amount equal to the annual depreciation expense will not be sufficient to fund the replacement of an existing or depreciated facility. Therefore, consideration should be given to funding within rates an amount greater than the annual depreciation expense for renewal and replacement capital improvement needs.

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As a part of the Study, the Department made a concerted effort to increase the overall level of “pay-as-you-go” (rate) funding as part of the Department’s capital improvement plan to maintain and improve the stormwater system (e.g., renewal and replacement needs). Provided below in Table ES – 1 is a summary of the capital funding plan. This shows the annual level of capital projects identified by the Department through recent planning studies, the other funding sources (available reserves), and the amount of rate funded capital over the five-year rate setting period.

A more detailed discussion of the capital funding plan is included in Section 3.2.4 of this report.

Table ES – 1
Summary of the Stormwater Capital Funding Plan ($000)
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Total Capital
Improvement Projects $1,300 $2,650 $6,625 $10,192 $12,740 $13,250 Less: Other Funding 1,300 1,700 0 167 0 0
Total Rate Funded
Capital $0 $950 $6,625 $10,025 $12,740 $13,250
As a point of reference, the Department’s annual depreciation expense is approximately $1.7 million (FY 2022-2023). The Study has placed the Department’s rate funding for capital improvements at $950,000 in FY 2027 and increases annually over the Study time period to prudently fund the identified capital improvement projects. In developing this funding plan, HDR and the Department have attempted to minimize rate impacts while funding the necessary capital improvement plan projects of the stormwater system. HDR has worked with the Department’s financial staff to develop the proposed capital funding plan. It is important to note that HDR is not acting in a municipal advisory role to the Department in the development of the capital funding plan.

Given a projection of O&M and capital expenses, a summary of the stormwater revenue requirement analysis was developed. Provided below in Table ES – 2 is a summary of the revenue requirement analysis for the Department’s stormwater utility.

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Table ES – 2
Summary of the Stormwater Revenue Requirement Analysis ($000) FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Revenues
Rate Revenues $6,097 $6,128 $6,158 $6,189 $6,220 $6,251 Other Revenues 948 895 920 935 976 1,027
Total Revenues $7,045 $7,023 $7,078 $7,125 $7,196 $7,278 Expenses
O&M Expenses $9,197 $10,149 $10,516 $10,897 $11,291 $11,700 Rate Funded Capital 0 950 6,625 10,025 12,740 13,250
Net Annual Debt Service 0 0 0 0 0 0
To / (From) Reserves (2,152) 1,022 195 206 202 198
Total Expenses $7,045 $12,121 $17,335 $21,129 $24,233 $25,148 Bal./(Def.) of Funds $0 ($5,098) ($10,257) ($14,004) ($17,037) ($17,870)

As can be seen, the revenue requirement has summed the O&M expenses, rate funded capital, net debt service, and reserve funding. The total revenue requirement is then compared to the total sources of funds, which include the rate revenues, at present rate levels, and other miscellaneous revenues. Note revenues assume annual customer growth of 0.5% which increases revenues when calculated at present rates. From this comparison, a balance or deficiency of funds in each year can be determined. This balance or deficiency of funds is then compared to the current level of rate revenues to determine the level of adjustment needed to meet the revenue requirement. It is important to note that the “Bal. / (Def.) of Funds” row is cumulative.

That is, any adjustments in the initial years will reduce the deficiency in later years. Over the rate setting time period, the total deficiency of rate revenue is approximately $17.9 million by FY 2031 absent proposed revenue (rate) increases.

Based on the revenue requirement analysis developed herein, HDR has concluded that the Department will need to adjust the level ofstormwater revenues received over the next five fiscal years (FY 2027 – FY 2031). HDR has reached this conclusion for the following reasons:
 Adjustments are necessary to fund the Department’s annual system renewal and replacement and system improvement needs
 Adjustments are necessary to maintain prudent funding of annual inflationary increases to O&M expenses in order to maintain stormwater services for the Department’s customers
 The proposed adjustments maintain the Department’sstrong financial health and provide long-term, sustainable funding levels for the Department to maintain the stormwater system
In reaching this conclusion, HDR would recommend that the Department adopt the proposed revenue adjustments for FY 2027 through FY 2031 to provide sufficient funding for the O&M and capital improvement needs over the Study time period. A more detailed discussion of the development of the revenue requirement is provided in Section 3 of this report.

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Summary of the Stormwater Cost of Service Analysis
A cost of service analysis determines the proportional distribution of the revenue requirement to the total billed ERUs to establish the proposed stormwater rates. The objective of the cost of service analysis is different from determining the revenue requirement. Whereas the revenue requirement analysis determines the utility’s overall revenue needs, the cost of service analysis determines the proportional distribution of the revenue requirement to establish proposed rates for the proposed time period. In this case, the revenue requirement for FY 2027, the first year of the proposed rate transition plan, was used for establishing the cost of service analysis.

The cost of service analysis is based on generally accepted industry standard approaches. The Department charges customers on an equivalent unit basis and each customer type, residential and non-residential, has a specific number of equivalent residential units (ERUs), which is defined by the Department as 2,347 sq. ft. of impervious surface area. Residential customers are charged one ERU per residence, while non-residential customer charges are based on the density of development factor. The density development factor is a percentage applied to the gross parcel area to determine a customer’s number of ERUs. The density factor for a Commercial customer is 90%, Institutional is 62% and Industrial is 79%. Given this, the cost of service analysis is simplified in that the total costs are divided through by the number of total system ERUs to determine the rate per ERU. Table ES – 3 provides the summary of the cost per ERU as calculated in the Study.

Table ES – 3
Summary of the Stormwater Cost of Service Analysis
Total
Costs[1]
Total
ERUs [2]
Cost per
ERU ($/month)]
$11,226,171 243,168 $3.85
[1] Based on the FY 2027 total revenue requirement less miscellaneous revenues, which is the costs to be recovered through rates
[2] Reflects the number of billed ERUs as provided by the Department for FY 2027 The results of the cost of service analysis, on a per ERU basis, provide the starting point for the proposed rates. Given the requirements of California Constitution Article XIII D, Section 6 (commonly referred to as Proposition 218), the results of the stormwater cost of service analysis are used to establish the proposed rates. A detailed discussion of the development of the cost of service analysis is provided in Section 4 of the report.

Summary of the Stormwater Rate Design
The final step of the comprehensive rate study process is the design of the proposed stormwater rates to collect the desired levels of revenue, based on the results of the revenue requirement

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and cost of service analyses. The revenue requirement analysis provided a set of recommendations related to annual revenue adjustments, while the cost of service results provide the basis for the development of proportional rates on a per ERU basis for the Department’s customers.

The Department currently has a monthly flat rate that applies to all customers on a per ERU basis.

For the City, the basis for one ERU for the residential class of service is 2,347 sq. ft of impervious surface area. Residential customers include Single-Family, Condominiums, Multi-Family and Apartments and are all charged one ERU. A non-residential customer is classified as Commercial, Institutional, or Industrial. Each of the non-residential customers’ monthly bills are calculated using the same method, but each class is adjusted by the density of development factor depending on the customer class. As stated previously, the density of development factor is a percentage applied to the gross parcel area used to determine a customer’s number of ERUs to reflect the customer type and impact to the stormwater system. The density of development factor for a Commercial customer is 90%, Institutional is 62%, and Industrial is 79%. These factors are used to determine the Commercial, Institutional, or Industrial customer ERUs, which are then multiplied by the rate per ERU for the total monthly non-residential charge for a given parcel.

Given the results of the revenue requirement, which provided the total revenue needs for the stormwater utility, the cost of service analysis provided the basis for the charge per ERU. Given this, the proposed stormwater rates that have been developed are cost-based and proportional for the Department’s customers. Note the structure of the proposed stormwater rate is maintained and only the level of the rate has been adjusted to meet the revenue requirement of the Department’s stormwater utility. Furthermore, the rate for FY 2027 is based on the unit costs developed in the cost of service. The proposed stormwater rate, thereafter (FY 2028 – FY 2031), is increased by the annual revenue requirement adjustment.

Provided in Table ES – 4 is a summary of the current and proposed stormwater rates for the Department’s stormwater utility.

Table ES – 4
Summary of the Present and Proposed Stormwater Rates
Present
Rates FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
$/ERU
Rate Per Equivalent Unit $2.10 $3.85 $5.60 $6.85 $7.85 $8.10 As shown above, the stormwater rate is proposed to increase over the five-year period to $8.10, or an average of $1.20 per year per month over the five-year period. The development of the stormwater rate design is outlined in detail in Section 5 of the report.

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Summary of the Stormwater Rate Study
The Study has been developed to reflect industry standard approaches and the Department’s specific system and customer characteristics. The proposed rates are based on the data and assumptions provided during the development of the Study. Should those assumptions change, the proposed rates should be reviewed to determine if changes are necessary.

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1 Introduction and Overview

1.1 Introduction
HDR was retained by the City of Stockton Municipal Utilities Department (Department) to conduct a comprehensive stormwater rate study (Study). The objective of the Study was to review the Department’s operating and capital costs to develop a financial plan for the stormwater utility on a standalone basis as well as cost-based rates that comply with the requirements of Proposition 218. The Study reviewed the adequacy of the existing stormwater rates and provides the framework, cost basis, and proportionality for the proposed stormwater rates.

The Department owns and operates the stormwater system in Stockton, California. The costs, both operating and capital, associated with providing stormwater services to customers have been developed based on financial and operating data provided by the Department and were included within the development of the Study.

Overview of the Stormwater Utility
The Department’s stormwater system protects people, property, and waterways by reducing flood risk, and preventing pollutants from flowing into local rivers, creeks, sloughs, and the Delta.

The Department’s stormwater utility is an enterprise fund and as such is funded primarily through charges (i.e., rates) to the Department’s approximately 243,000 customers benefiting from stormwater services. The stormwater rate is intended to fund the operation, maintenance, and improvements to over 600 miles of pipelines, over 23,000 catch basins (storm drains), 77 pump stations and 19 detention basins. As noted, the funding is provided primarily through the monthly stormwater rate which was implemented in 1992 and has not been adjusted since that time.

Since the implementation of the stormwater rate, the City has grown, as have the Department’s responsibilities, maintenance of aging infrastructure to provide service, as well as changes in the National Pollutant Discharge Elimination System requirements the Department must meet.

As a result of inflationary increases in operating expenses, stricter state and federal regulations, and aging infrastructure, the current stormwater rate, and revenue it generates, is no longer sufficient to support the stormwater utility. Absent additional funding, the Department will not be able to maintain the existing infrastructure or make necessary improvements to aging and failing infrastructure. This will result in the deferral of infrastructure improvements and maintenance, increased risk of flooding and pollution in local waterways. The purpose of this study is to develop the projection of rate revenue needs and the projection of cost-based and proportional rates for the Department’s stormwater customers.

1.2 Goals and Objectives
The Department had a number of key objectives in developing the stormwater rate study. These key objectives provided a framework for policy decisions in the analyses that followed. The key objectives were:

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 Develop the Study in a manner that is consistent with generally accepted industry standard principles and methodologies
 In financial planning and establishing the Department’s rates, review and utilize best industry practices, while recognizing and acknowledging the specific and unique characteristics of the Department’s stormwater system and customers  Review the Department’s rates utilizing generally accepted rate making (cost of service) methodologies to determine the adequacy of the utility rates  Meet the Department’s financial planning criteria and goals, such as adequate funding of capital infrastructure replacement and maintenance of adequate and prudent reserve levels
 Develop a financial plan which supports the stormwater utility’s funding requirements, while attempting to minimize overall impacts to rates
 Provide rates designed to meet the intent and requirements of California Constitution Article XIII D, Section 6 (commonly referred to as Proposition 218)

1.3 Overview of the Rate Study Process
Rates must be set at a level where a utility’s annual O&M and capital expenses are met with the annual revenues received from customers. This is an important point, as failure to achieve this objective may lead to insufficient funds to maintain system integrity. To evaluate the adequacy of the existing stormwater rates, a comprehensive rate study is performed. A comprehensive rate study consists of three interrelated analyses. Figure 1 – 1 provides an overview of these analyses.

Figure 1 – 1
Overview of the Comprehensive Stormwater Rate Analyses
The above framework for reviewing and evaluating rates was utilized for the development of the Study. As noted, the stormwater utility was reviewed on a stand-alone basis – that is, no funding from other Department or City funds was assumed – to determine the level of adequate funding needs from the utility’s rate revenues.

Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses
to determine the overall rate adjustment
required
Distributes the revenue requirement to
the identified customer classes of service
in a proportional manner
Considers both the revenue
requirement and cost of service
analyses to develop the proposed rates

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1.4 Organization of the Study
This report is organized in a sequential manner that first provides an overview of utility rate setting principles, followed by sections that detail the specific steps used to review and develop the Department’s proposed stormwater rates. The following sections comprise the Department’s stormwater rate study report:

Section 2 – Overview of Rate Setting Principles
Section 3 – Stormwater Revenue Requirement Analysis
Section 4 – Stormwater Cost of Service Analysis
Section 5 – Stormwater Rate Design Analysis
Technical Appendices are attached at the end of this report, which detail the technical analyses that were undertaken in the preparation of the Study.

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2 Overview of Rate Setting Principles

2.1 Introduction
This section of the report provides background information about the stormwater rate setting process, including descriptions of generally accepted principles, types of utilities and methods of determining the revenue requirement, cost of service, and rate design analyses. This information is useful for gaining a better understanding of the details presented in Sections 3 through 5 of this report.

2.2 Generally Accepted Rate Setting Principles
As a practical matter, all utilities should consider setting their rates around some generally accepted or global principles and guidelines. Utility rates must be cost-based, proportional, and set at a level that meets the utility’s full revenue requirement. As a result of setting proportional, cost-based rates, and in addition to the prior noted goals, utility rates should also be:
 Easy to understand and administer
 Designed to conform to “generally accepted” rate setting techniques  Established at a level that is stable from year-to-year from a customer’s perspective

2.3 Determining the Revenue Requirement
Most public utilities use the cash basis1 approach for establishing their revenue requirement and setting rates. This approach conforms to most public utility budgetary requirements and the calculation is straightforward and easy to understand. A public utility totals its cash expenditures for a period of time to determine its required revenues for that time period. The revenue requirement for a public utility is usually comprised of the following costs or expenses:

Total Operating Expenses: This includes a utility’s operation and maintenance (O&M) expenses, plus applicable taxes or transfer payments. O&M expenses include the materials, electricity, labor, supplies, etc., needed to keep the utility functioning.

Total Capital Expenses: Capital expenses are calculated by adding debt service payments (principal and interest) to capital replacements financed with rate revenues. In lieu of including capital replacements financed with rate revenues, a utility can include annual depreciation expense to stabilize the annual revenue requirement. 1 “Cash basis” as used in the context of rate setting is not the same as the terminology used for accounting purposes and the recognition of revenues and expenses. As used for rate setting, “cash basis” refers to the specific cost components to be included within the revenue requirement analysis.

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Under the cash basis approach, the sum of the total O&M expenses plus the total capital expenses equals the utility’s total revenue requirement during any selected period of time (historical or projected).

Note that the two portions of the capital expense component (debt service and rate funded capital) are necessary under the cash basis approach as utilities generally cannot finance all of their capital facilities with long-term debt. At the same time, it is often difficult to pay for capital expenditures on a “pay-as-you-go” basis given that some capital projects may have significant rate impacts on a utility, even when financed with long-term debt. Many utilities have found that a combination of pay-as-you-go funding and long-term financing will often lead to the minimization of rate increases over time.

While public utilities typically use the cash basis approach to establish their revenue requirement, an exception can occur if a public utility provides service to a large wholesale or contract customer. In this situation, a public utility may use the utility basis approach (see Table 2 – 1) regarding earning a reasonable return on its investment.

Table 2 – 1
Cash Basis versus Utility Basis Comparison
Cash Basis Utility Basis (Accrual)
+ O&M Expenses + O&M Expenses
+ Taxes / Transfer Payments + Taxes/Transfer Payments
+ Capital Improv. Funded From Rates
(≥ Depreciation Expense) + Depreciation Expense
+ Debt Service (Principal + Interest) + Return on Investment = Total Revenue Requirement = Total Revenue Requirement

2.4 Analyzing Cost of Service
After the total revenue requirement is determined, it is proportionately distributed to the users of the service (i.e., customer classes/rate schedules). The distribution of costs, as analyzed through a cost of service analysis, reflects the cost relationships for providing stormwater services. A cost of service analysis results in the following three analytical steps:

1. Costs are functionalized or grouped into the different cost categories related to providing service. For a stormwater utility, this typically includes collection and pumping. This step is largely accomplished by the utility’s accounting system (chart of accounts).

2. The functionalized costs are then allocated to specific cost components. Allocation refers to the arrangement of the functionalized data into the appropriate cost component(s).

For example, stormwater costs are typically allocated as volume and customer-related costs.

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3. Once the costs are allocated to the appropriate cost component(s), each cost component is then proportionally distributed to each customer class of service (e.g., residential, commercial, industrial). The distribution is based on each customer class’s relative or proportional contribution to the cost component. For example, customer-related costs are distributed to each class of service based on the total number of customers in each class of service. Once costs are distributed, the total amount of revenues needed from each customer class of service, to achieve cost-based rates, can be determined.

Note that the cost of service approach can vary from utility to utility. Typically, the approach will be based on the current, or proposed, rate structure. For example, an equivalent billing unit approach infers the proportionality between customers based on the definition of the equivalent billing unit and the cost of service analysis can be simplified by dividing the total costs by the number of equivalent billing units the system serves. As a result, each cost of service analysis is specifically developed based on the unique characteristics, billing approach, customer base, and rate structure of the specific utility.

2.5 Designing Utility Rates
Rates that meet the utility’s objectives are designed based on the results of the revenue requirement and cost of service analyses. This approach results in rates that are strictly costbased. While rate-setting can consider factors such as ability to pay, continuity of past rate philosophy, economic development, ease of administration, and customer understanding, such factors are incidental to cost-based, proportional rates. The proposed rates must take into consideration each customer class’s proportionate share of costs distributed through the cost of service analysis to meet the requirements of the California Constitution.

2.6 Economic Theory and Rate Setting
One of the major justifications for a comprehensive rate study is founded in economic theory. Economic theory suggests that the price of a commodity must roughly equal its cost if parity among customers is to be maintained. This statement’s implications on utility rate designs are significant. When costing and pricing techniques are refined, consumers have a more accurate
understanding of the cost to provide stormwater service. “Economic theory suggests
that the price of a
commodity must roughly
equal its cost if parity
among customers is to be
maintained.”

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3 Stormwater Revenue Requirement

3.1 Introduction
This section of the report details the development of the revenue requirement analysis for the Department’s Study. The revenue requirement analysis is the first analytical step in the comprehensive rate study process. From this analysis, a determination can be made as to the overall level of rate revenue adjustments needed to provide adequate and prudent funding for both O&M and capital needs of the utility. The primary objective of the Study was to develop cost-based and proportional rates that comply with the California Constitution.

3.2 Determining the Revenue Requirement
In developing the Department’s stormwater revenue requirement for the Study period, the objective is that the utility must financially “stand on its own” and be properly funded. That is, no rate revenues are transferred from other Department or City funds to support the stormwater utility. As a result, the revenue requirement analysis assumes the full and proper funding needed to operate and maintain the stormwater system on a financially sound and prudent basis over the Study time period.

3.2.1 Establishing a Time Frame and Approach
To begin calculating the revenue requirement for the Department’s stormwater utility, a time frame was established for the analysis (i.e., the Study period). The Study period was defined as the projected year end FY 2025 and adopted FY 2026 budgets plus an 8-year review period (FY 2027 – FY 2034). This time period was determined to be an appropriate amount of time for the revenue requirement analysis to evaluate the data and information and establish proposed rates for the next five fiscal years. The revenue requirement was projected over a multi-year period based on assumed escalation factors as well as historical figures and anticipated projections.

Reviewing a multi-year time period is recommended to identify major expenses that may be on the horizon. By anticipating future financial requirements, the Department can begin planning for these changes sooner, thereby minimizing short-term rate impacts and overall long-term rates.

The second step in determining the revenue requirement was to determine the basis for accumulating costs. As discussed in Section 2 of the report, the revenue requirement analysis was developed using the cash basis approach. The cash basis approach is the typical methodology utilized by municipal utilities to set their revenue requirement. This is also the methodology that the Department has historically used to establish its stormwater revenue requirement. Table 3 – 1 provides a summary of the cash basis approach and the cost components used to develop the Department’s stormwater revenue requirement.

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Table 3 – 1
Overview of the Department’s Cash Basis Revenue Requirement + Stormwater Operation and Maintenance Expenses
+ Transfers
+ Rate Funded Capital
+ Debt Service (Principal + Interest) – Existing and Future ± Reserve Funding________________________________
= Total Stormwater Revenue Requirement
− Miscellaneous Revenues__________________________
= Net Revenue Requirement (Balance Required from Rates) Given a time period around which to develop the revenue requirement and a method to accumulate the costs, the focus shifts to the development and projection of the revenues and expenses of the Department’s stormwater utility.

The primary financial inputs in the development of the revenue requirement were the Department’s projected year end FY 2025 and adopted FY 2026 budget documents, recent customer billing data, historical financial reports, and the Department’s capital improvement plan (CIP). Presented below is a detailed discussion of the steps and key assumptions contained in the development of the projections of the Department’s stormwater revenue requirement analysis.

3.2.2 Projecting Rate and Other Miscellaneous Revenues
The first step in developing a projection of the stormwater rate revenues, at present rate levels, was to determine the projected billing units for each customer group. The billing units for each customer group were based on recent customer billing data to determine the current customer billing characteristics. These billing units were then multiplied by the applicable current stormwater rates. This method of
independently calculating revenues
links the projected revenues used
within the analysis to the projected
billing units. It also helps to confirm
that the billing units used within the
Study are reasonable for purposes of
projecting future revenues,
distributing costs and ultimately,
establishing the proposed rates. The
rate revenues are also shown in
Exhibit 3 under “Rate Revenues” for
FY 2025.

Based on the Department’s adopted stormwater rate schedule, the majority of the rate revenues are derived from non-residential customers. In total, and at currently adopted rate levels, the Residential $2,509
Non-Residential
$3,558
FY 2025 Rate Revenues ($000s)

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Department’s stormwater system is projected to receive approximately $6.1 million in rate revenue in FY 2026. Based on current City planning documents, the Study has assumed a conservative level of customer account growth of 0.5% / year. By FY 2034, the rate revenues - assuming no rate adjustments - are projected to be approximately $6.3 million. The detailed calculation of the revenues at present rates is included in Exhibit 5 of the Technical Appendix.

In addition to rate revenues, the Department also receives other miscellaneous revenues. These are revenues related to interest income, storm drain administration fees, agency reimbursements, etc. In total, the Department is projected to average approximately $991,000 annually in miscellaneous revenues over the projected time period.

On a combined basis, taking into account rate revenues and miscellaneous revenues, the Department’s stormwater utility has total projected revenues of approximately $7.0 million in FY 2026, increasing to approximately $7.4 million by FY 2034 as a result of the estimated growth as noted above. The assumptions used for projecting growth and increases in miscellaneous revenues can be found in Exhibit 2 of the Technical Appendix. Furthermore, the projection of rate and miscellaneous revenues can be found in Exhibit 3 of the Technical Appendix.

3.2.3 Projecting Operation and Maintenance Expenses
Operation and maintenance (O&M) expenses are incurred by the Department to maintain the stormwater system at a consistent service level. The starting point of the projection of O&M expenses was the Department’s projected year end FY 2025 and adopted FY 2026 budgets.

Budgeted O&M expenses were projected over the Study time period based on historical inflationary factors. These factors took into consideration the Department’s historical and projected cost increases. The factors ranged from 2.8% to 25.0% annually for the various types of expenses (e.g., labor, benefits, materials & supplies). Several specific costs were adjusted based on known increases and were provided by the Department and City staff. These were items related to CalPERS and other benefit related costs. In total, O&M expenses were projected to increase at an average annual inflation rate of approximately 6.4% over the Study time period.

As a note, this is consistent with annual changes in stormwater O&M costs over the past several years. The total operation and maintenance expenses for the stormwater utility are budgeted to be approximately $9.2 million in FY 2026. Over the five-year rate setting period, total O&M expenses are projected to increase to approximately $11.7 million by FY 2031. A summary of the O&M expenses is shown as a line item in Table 3 – 3 and Exhibit 3 of the Technical Appendix.

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3.2.4 Projecting Capital Funding Needs
A key component in the development of the stormwater revenue requirement is to properly and adequately fund capital improvement needs in the near and long term. One of the major issues facing utilities across the U.S. is the amount of deferred capital projects and funding pressure from regulatory-related improvements. The proper and adequate funding of capital projects is an important issue for all stormwater utilities and is not just a local issue or concern of the Department. To accomplish this, the Department recently completed a master plan for the stormwater system, which resulted in the identification of a capital improvement plan (CIP) to address both the short and long-term capital needs of the stormwater utility. The Department’s CIP outlines the infrastructure improvements necessary to provide stormwaterservice to existing and future stormwater customers.

In general, there are three types of capital projects that the Department may need to fund. These include the following types:

Renewal and replacement projects
Growth/capacity expansion projects
Regulatory-related projects
A renewal and replacement project is essentially a project to maintain the existing system that is in place today. Existing facilities become worn out, obsolete, etc. The Department should continuously be making investments to maintain the integrity of the facilities with renewal and replacement projects to ensure continued, uninterrupted stormwater service. Growth or capacity expansion projects are related to providing service to new customers. This may be through expansion of the existing system or construction of new facilities to provide service to customers within the Department’s service area. Additionally, certain projects may be a function of a regulatory requirement in which the Federal or State government mandates the need for an improvement to the system to meet regulatory standards. Understanding these different types of capital projects is important because it may help to explain why costs are increasing and as a result, the cost drivers for any needed rate adjustment.

The way in which projects are funded may vary by the type of capital project. For example, renewal and replacement projects should be funded through annual rates on a “pay-as-you-go basis”. In contrast to this, growth or capacity expansion projects may be funded through the collection of connection fees (i.e., growth-related charges) in which new development pays a proportional share of the cost of improvements required as a result of their connection (impact).

Finally, regulatory projects may be funded by a variety of different means, which may include one or more sources such as rates, long-term debt, grants, etc.

While the above discussion appears to neatly divide capital projects into three clearly defined categories, the reality of working with specific capital projects may be more complex. For example, a pump may be replaced, but while being replaced, it is upsized to accommodate the need for greater capacity. There are many projects that share these “joint” characteristics. At the same time, projects may not be “replacement” related, but rather “improvement” related.

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The Department recently completed a master planning process for the stormwater system, which identified priority projects. Important to note is that the Study includes only Priority 1 projects during the five-year rate setting period. Note that the master plan identified additional priority projects that the Department will need to complete outside the Study review period. Provided below in Table 3 – 2 is a summary of the stormwater capital funding analysis for the rate setting period.

Table 3 – 2
Summary of the Stormwater Capital Improvements ($000)
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Capital Improvement Projects $1,300 $2,480 $2,328 $1,035 $736 $299 Master Plan Projects 0 0 4,206 9,156 9,431 12,552
Future Unidentified Capital Improv. 0 0 0 0 0 0
Transfer to Capital Reserve 0 170 92 0 2,573 400
Total Capital Improvement Projects $1,300 $2,650 $6,625 $10,192 $12,740 $13,250 Less: Other Funding Sources
Operating Fund - Stormwater $0 $0 $0 $0 $0 $0
Capital Fund - Stormwater 0 0 0 167 0 0
State Grants 1,300 1,700 0 0 0 0
New Public Works Trust Fund Loans 0 0 0 0 0 0
New Revenue Bonds 0 0 0 0 0 0
Total Other Funding Sources $1,300 $1,700 $0 $167 $0 $0 Rate Funded Capital $0 $950 $6,625 $10,025 $12,740 $13,250 As shown in Table 3 – 2, the funding of capital is provided through annual rate levels (“Rate Funded Capital”), state grants, and available reserves. In this way, no long-term debt is issued to fund the CIP during the Study rate setting period and the CIP is funded on a pay-as-you-go approach.

While the total amount of a project may vary from year to year, the stormwater capital funding plan has attempted to provide a consistent funding source for the replacement of deteriorating system assets. In this case, the stormwater utility’s rates will fund an amount of $950,000 in FY 2027. Given the identified capital needs for the stormwater system, the Department is committed to making an effort to increase this funding component to maintain the stormwater infrastructure and replacement needs. As such, the rate funded capital is projected to increase annually to $13.3 million by FY 2031. Note in some years rate funded capital exceeds total capital improvements. In those years funds are transferred to reserves to fund projects in subsequent years. To establish a prudent level of annual replacement funding through rates, HDR worked with Department staff to develop a funding plan for the CIP. In developing this financial plan, HDR and the Department have attempted to minimize rate impacts while funding the planned capital projects of the Department.

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3.2.5 Projection of Debt Service
The Department currently has no outstanding long-term debt issuances related to the stormwater utility. As noted previously, no new additional debt has been assumed during the Study rate setting period.

It is important to note that HDR is not advising the Department on the terms of any long-term debt issuances but rather identifying the overall funding needs. As noted previously, HDR is not acting in a municipal advisor role to the Department for the issuance of any long-term borrowing.

3.2.6 Reserve Funding
The final component of the revenue requirement analysis is reserve funding. This can be described as additional transfers of revenue to reserve funds to maintain prudent ending fund balances or for future funding of specific or unanticipated projects. Additionally, the balance of funds after the expenses are paid is transferred to the operating fund to maintain minimum fund balances. The Department has a reserve policy in place to maintain six months of operating expenses in reserves, which is equal to approximately $4.5 million for FY 2026. The Study was developed to meet this target minimum over the review period (FY 2027 – FY 2031). During the Study time period, reserve levels are used to smooth out the rate adjustments as needed in some years and transferred in others if available to continue to maintain prudent ending reserve balances.

3.2.7 Summary of the Stormwater Revenue Requirement
Given the above projections of revenues and expenses, a summary of the stormwater revenue requirement analysis can be developed. In developing the revenue requirement analysis, consideration was given to the financial planning considerations of the Department. In particular, emphasis was placed on attempting to minimize rates yet still having adequate funds to support the operational activities and funding of capital projects throughout the Study time period.

Presented below in Table 3 – 3 is a summary of the Department’s projected stormwater revenue requirement. Detailed exhibits of this analysis can be found in the Technical Appendix (Exhibits 1 – 5).

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Table 3 – 3
Summary of the Stormwater Revenue Requirement Analysis ($000) FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Revenues
Rate Revenues $6,097 $6,128 $6,158 $6,189 $6,220 $6,251 Other Revenues 948 895 920 935 976 1,027
Total Revenues $7,045 $7,023 $7,078 $7,125 $7,196 $7,278 Expenses
O&M Expenses $9,197 $10,149 $10,516 $10,897 $11,291 $11,700 Rate Funded Capital 0 950 6,625 10,025 12,740 13,250
Net Annual Debt Service 0 0 0 0 0 0
To / (From) Reserves (2,152) 1,022 195 206 202 198
Total Expenses $7,045 $12,121 $17,335 $21,129 $24,233 $25,148 Bal./(Def.) of Funds $0 ($5,098) ($10,257) ($14,004) ($17,037) ($17,870) As can be seen, the revenue requirement has summed the O&M, annual rate funded capital, net annual debt service, and reserve funding components. The total revenue requirement is then compared to the total revenues, which include both rate revenues – at current rate levels – and other revenues. Note, revenues are increasing based on the assumed growth in customers which increases revenues when calculated at present rate levels.

From this comparison, a balance or deficiency of funds in each year can be determined. This balance or deficiency of funds is then compared to the projected revenues from current rates to determine the level of rate adjustment needed to meet the revenue requirement. It is important to note that the “Bal. / (Def.) of Funds” row is cumulative. That is, adjustments in the initial years will reduce the deficiency in later years.

The revenue requirement in Table 3 – 3 has been developed to meet the financial planning objectives of the Department. More specifically, and as an enterprise fund, the Department needs to adequately and prudently fund its stormwater operating and capital needs, for this study only Priority 1 projects were included. The proposed revenue adjustments are a function of assumed inflation over the time period, coupled with the need to increase capital improvement funding from rates (renewal and replacement funding), as well as maintaining prudent financial metrics (e.g., minimum reserve levels).

Over the five-year rate setting period, annual deficiencies range from $5.1 million to $17.9 million. Over the Study time period, the total deficiency in revenues is approximately $64.3 million absent rate revenue increases. The overall revenue adjustment reflects the revenues needed for the system as a whole. The more detailed revenue requirement analysis is included in Exhibit 3 of the Technical Appendix.

ATTACHMENT A
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3.3 Consultant’s Conclusions
Based on the revenue requirement analysis developed herein, HDR recommends that the Department increase stormwater revenues over the next five-year period (FY 2027 – FY 2031).

HDR has reached this conclusion for the following reasons:

Revenue adjustments are necessary to fund the Department’s capital improvement needs, which have been outlined by a system review and planning process Revenue adjustments are necessary to reflect current and ongoing annual inflationary costs related to the O&M expenses of the stormwater utility The proposed revenue adjustments provide an approach for the Department to provide long-term, sustainable funding levels for the stormwater utility In reaching this conclusion, HDR would recommend that the Department adopt the proposed revenue adjustments in order to provide sufficient funding for annual O&M and capital improvement projects over the next five-year period.

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4 Stormwater Cost of Service

4.1 Introduction
In the previous section, the revenue requirement analysis focused on the total sources and applications of the revenues required to adequately fund the Department’s stormwater utility O&M and capital expenses. This section will provide an overview of the cost of service analysis developed for the Department’s stormwater utility.

The stormwater cost of service analysis is concerned with the proportional distribution of the total revenue requirement on a per equivalent residential unit (ERU). This provided the cost basis and proportionality for the rate on a per ERU basis. The previously developed revenue requirement was utilized in the development of the cost of service analysis. It should be noted that given the use of an ERU to apply the stormwater rates, the cost of service analysis is simplified.

4.1.1 Objectives of a Cost of Service Analysis
The primary objective of a cost of service analysis is the proportional manner in which to collect the revenue requirement from the Department’s stormwater customers on an ERU basis. As noted, the cost of service analysis is simplified for the stormwater utility given the use of an established ERU that is applied to all customers based on the impervious square footage of each customer in relation to the square footage identified by the Department as 2,347 sq. ft. per ERU.

This results in the development of proposed stormwater rates that properly reflect the costs incurred by the Department and impacts customers place on the stormwater system.

4.2 General Cost of Service Procedures
In order to determine the proportional cost to serve each customer on the Department’s stormwater system, a cost of service analysis is conducted. For the Department’s cost of service analysis, the process was abbreviated as the total costs are shared by customers based on the total number of ERUs. The stormwater cost of service analysis consisted of dividing the total revenue requirement by the total number of billed ERUs given the establishment of an ERU by the Department.

4.3 Summary of the Stormwater Cost of Service Analysis
In summary, the cost of service analysis began by taking the FY 2027 revenue requirement and total billed ERUs. Then, the unit cost per ERU was calculated by dividing the total revenue requirement by the total billed ERUs. Provided in Table 4 – 1 is a summary of the distribution of the revenue requirement to the equivalent residential units.

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Table 4 – 1
Summary of the FY 2027 Stormwater Cost of Service Analysis FY 2027
Current Rate
Revenues
FY 2027
Revenue
Requirement
$
Difference
All Customers $6,127,822 $11,226,171 $5,098,348
Equivalent Residential Units 243,168 243,168
$/ERU/Month $2.10 $3.85 $1.75
The results of the cost of service analysis indicate the need to increase the rate per ERU in FY 2027 to reflect the costs of providing stormwater service on a per ERU basis. The development of the stormwater cost per ERU is provided in Exhibits 6 through 13 of the Stormwater Technical Appendix.

4.4 Consultant’s Conclusions and Recommendations
The results of the cost of service analysis reflect the results of the revenue requirement and indicate the need for an increase in the stormwater rate per ERU. Given this, HDR recommends the Department adjust the stormwater rate to reflect the results of the cost of service analysis on a per ERU basis.

ATTACHMENT A
992
5 Stormwater Rate Design Analysis

5.1 Introduction
The final step of the Department’s comprehensive stormwater rate study is the design of rates to collect the appropriate level of revenues based on the results of the revenue requirement and cost of service analyses. In reviewing the Department’s rates, consideration is given to the level of the rates and the structure of the rates as developed in the prior two analyses.

5.2 Rate Design Criteria and Considerations
Rates must be set in accordance with Proposition 218, and in a manner that proportionally allocates the utility’s cost of service to each parcel through their respective rates. A utility may consider additional criteria, provided they do not result in rates that are not based on the proportional cost of service. Some of these rate design criteria are listed below:

Rates which are easy to understand from the customer’s perspective Rates which are easy for the utility to administer
Consideration of the customer’s ability to pay
Continuity, over time, of the rate making philosophy
Policy considerations (encourage efficient use, economic development, etc.) Provide revenue stability from month to month and year to year Promote efficient allocation of the resource
Non-discriminatory (cost-based)
Compliant with State law
The Department may consider various cost-based rate structures that have incidental benefits of sending proper price signals as to what their usage or volumetric contributions are costing. This goal may be approached through rate level and structure, provided the resulting rates reflect the proportional cost of service. When developing the proposed rate designs, all the above-listed criteria can be taken into consideration. However, it should be noted that it is difficult, if not impossible, to design a rate that meets all the goals and objectives listed above. For example, designing a rate that is cost-based may not reflect the customer’s ability to pay. In designing rates, there are always trade-offs between these goals and objectives.

5.3 Development of Cost-Based Stormwater Rates
Calculating cost-based and proportional rates is of paramount importance in developing the proposed stormwater rates. While always a key consideration in developing rates, meeting the legal requirements and documenting the steps taken to meet said requirements has been in the forefront with the recent legal challenges in the State of California on utility rates. Given this, the Department’s proposed stormwater rates have been developed to meet the legal requirements of California Constitution Article XIII D, Section 6 (Article XIII D). A key component of Article XIII D is the development of rates which reflect the cost of providing service and are proportionately distributed between the customer classes of service and the customers within each class. HDR would point out that there is no single methodology for equitably assigning costs to the customer

ATTACHMENT A
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classes of service. Article XIII D is not prescriptive and does not provide a specific methodology for establishing rates. Given that, HDR developed the Department’s proposed stormwater rates based on generally accepted rate setting methodologies to meet the requirements of Article XIII D.

HDR is of the opinion that the proposed rates meet the legal requirements of Article XIII D. HDR reaches this conclusion based upon the following:

The revenue derived from stormwater rates does not exceed the funds required to provide the property related service (i.e., stormwater service). The proposed rates are designed to collect the overall revenue requirement of the Department’s stormwater system.

The revenues derived from stormwater rates shall not be used for any purpose other than that for which the fee or charge is imposed. The revenues derived from the Department’s stormwater rates are used exclusively to operate, maintain and fund the Department’s stormwater system.

The amount of a fee or charge imposed upon a parcel or person as an incident of property ownership shall not exceed the proportional costs of the service attributable to the parcel. Section 4 of the Study focused exclusively on the issue of proportional assignment of costs on an equivalent unit basis. The proposed rates have appropriately distributed costs on a per ERU basis to reflect the costs of providing stormwater services (i.e., the benefits they receive from and burdens they place on the system) based on the square footage of impervious area of a given parcel. Utilizing ERUs establishes the proportionality expected under Proposition 218 by developing an equivalent unit that is applied to all customers, which reflects the manner in which these costs are incurred by the Department and the impacts stormwater customers place on the system.

5.4 Overview of the Present and Proposed Stormwater
Rates
The Department currently has a single monthly flat rate for all customers on a per ERU basis. For the City, the basis for one ERU for the residential class of service is 2,347 sq. ft of impervious surface area. Residential customers include Single-Family, Condominiums, Multi-Family and Apartments. A non-residential customer is classified as Commercial, Industrial, or Institutional.

Each of the non-residential customers’ monthly bills are calculated using the same method, but each class is adjusted by the density of development factor depending on the customer class. As stated previously, the density of development factor is a percentage applied to the gross parcel area used to determine a customer’s number of ERUs. The density of development factor for a Commercial customer is 90%, Institutional is 62%, and Industrial is 79% based on the Department’s approach. These factors are used to determine the Commercial, Industrial, or Institutional customer ERUs, which are then multiplied by the rate per ERU for the total monthly non-residential charge for a given parcel.

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Given the results of the revenue requirement and cost of service analyses, a proposed stormwater rate has been developed that reflects the proportional distribution of the costs of providing stormwater service to the Department’s customers on a per ERU basis. It is important to note that the structure, based on an ERU, of the proposed stormwater rate is recommended to be maintained at this time. Therefore, only the level of the rate has been adjusted to meet the revenue requirement of the Department’s stormwater utility. Furthermore, the rate for FY 2027 is based on the unit cost developed in the cost of service analysis. The proposed stormwater rate, thereafter, is increased by the annual revenue requirement adjustment to recover the revenues to support the identified O&M and capital expenses in each year.

Provided in Table 5 – 1 is a summary of the current and proposed stormwater rates for the Department’s stormwater utility.

Table 5 – 1
Summary of the Present and Proposed Stormwater Rates
Present
Rates FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
$/ERU
Rate Per Equivalent Unit $2.10 $3.85 $5.60 $6.85 $7.85 $8.10

5.5 Summary of the Stormwater Rate Study
This completes the analysis for the Department’s stormwater utility. This Study has provided a comprehensive review and development of proposed stormwater rates. Based on the Department’s system and customer characteristics, the proposed stormwater rates appropriately reflect the cost to provide service and are proportionally distributed to the total billed ERUs. Full and complete technical appendices of the development of the comprehensive stormwater rate study and the proposed revenue adjustments can be found in the Technical Appendix of this report.

The Study was developed based on existing operating expenses and the adopted capital plan, along with assumptions of cost escalation and customer growth as examples. Should the assumptions or data change, the Study should be revisited and updated to reflect these changes to maintain cost-based and proportional stormwater rates.

ATTACHMENT A
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Technical Appendix A – Stormwater Analysis

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FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 Revenues
Total Rate Revenues $6,067,001 $6,097,336 $6,127,822 $6,158,462 $6,189,254 $6,220,200 $6,251,301 $6,282,558 $6,313,970 Total Miscellaneous Revenue 922,274 947,597 894,867 919,738 935,267 975,846 1,026,866 1,048,340 1,085,150 ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Revenues $6,989,275 $7,044,932 $7,022,689 $7,078,200 $7,124,521 $7,196,046 $7,278,167 $7,330,898 $7,399,120 Expenses
Total O & M Expense $7,532,340 $9,196,577 $10,149,202 $10,515,797 $10,897,478 $11,290,642 $11,700,101 $12,126,676 $12,571,237 Total Taxes and Transfers 0 0 0 0 0 0 0 0 0
Net CIP From Rates 0 0 950,000 6,625,000 10,025,000 12,740,000 13,250,000 13,725,000 14,190,000 Net Debt Service 0 0 0 0 0 0 0 0 0
General Fund Back Payment 0 0 0 0 0 0 0 0 0
---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Application of Funds $7,532,340 $9,196,577 $11,099,202 $17,140,797 $20,922,478 $24,030,642 $24,950,101 $25,851,676 $26,761,237 Total Reserve Funding ($543,065) ($2,151,645) $1,021,836 $194,690 $206,130 $202,481 $198,282 $190,295 $196,070 Total Revenue Requirement $6,989,275 $7,044,932 $12,121,038 $17,335,487 $21,128,608 $24,233,123 $25,148,383 $26,041,971 $26,957,306 Bal. /(Def.) of Funds $0 $0 ($5,098,348) ($10,257,287) ($14,004,087) ($17,037,076) ($17,870,216) ($18,711,073) ($19,558,186) Debt Service Coverage Ratio (all debt, including taxes and transfers) Before Rate Adjustment 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 After Proposed Rate Adjustment 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Ending Fund Balance $8,387,043 $4,088,902 $5,280,976 $5,567,168 $5,606,565 $8,381,954 $8,980,051 $9,170,346 $7,647,127 Exhibit 1
Summary of the Revenue Requirement
Stormwater Rate Study
City of Stockton

ATTACHMENT A
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City of Stockton
Stormwater Rate Study
Escalation Factors
Exhibit 2
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Revenues
Customer Growth 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% Miscellaneous Revenues 1.0% 1.0% 1.0% 1.0% 1.0% 1.5% 1.5% 1.5% 1.5% 1.5% Expenses
Labor Budget Budget 22.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Provided by Budget Office Benefits - Medical Budget Budget 22.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Provided by Budget Office Benefits - Retirement Budget Budget 25.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% Provided by Budget Office Benefits - Other Budget Budget 22.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Provided by Budget Office Materials & Supplies Budget Budget 3.2% 3.2% 3.2% 3.2% 3.2% 3.2% 3.2% 3.2% Equipment Budget Budget 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% Miscellaneous Budget Budget 2.8% 2.8% 2.8% 2.8% 2.8% 2.8% 2.8% 2.8% Utilities Budget Budget 4.0% 4.0% 4.0% 3.5% 3.5% 3.5% 3.5% 3.5% CIP Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Insurance Budget Budget 9.0% 9.0% 9.0% 9.0% 9.0% 9.0% 9.0% 9.0% Provided by Budget Office Interest 2.3% 2.3% 2.3% 2.3% 2.3% 2.3% 2.3% 2.3% 2.3%
New Debt Service Assumptions
Revenue Bond
Term in Years 30 30 30 30 30 30 30 30 30 30
Rate 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%
Notes

ATTACHMENT A
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City of Stockton
Stormwater Rate Study Page 1 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Revenues
Rate Revenues
Residential $2,508,761 $2,521,305 $2,533,911 $2,546,581 $2,559,314 $2,572,110 $2,584,971 $2,597,896 $2,610,885 $2,623,939 Customer Growth Non-Residential 3,558,240 3,576,031 3,593,911 3,611,881 3,629,940 3,648,090 3,666,330 3,684,662 3,703,085 3,721,601 Customer Growth ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Rate Revenues Total Rate Revenues $6,067,001 $6,097,336 $6,127,822 $6,158,462 $6,189,254 $6,220,200 $6,251,301 $6,282,558 $6,313,970 $6,345,540 Miscellaneous Revenue
Interest Income $175,000 $168,277 $107,754 $124,754 $132,333 $160,868 $199,663 $208,730 $232,945 $180,632 Calculated on Reserves mercial Fse Inspct Fee Commercial Fse Inspct Fee 60,000 70,000 70,700 71,407 72,121 73,203 74,301 75,415 76,547 77,695 Miscellaneous Revenues ruction InspectionsConstruction Inspections 90,000 100,000 101,000 102,010 103,030 104,576 106,144 107,736 109,352 110,993 Miscellaneous Revenues ualty Cntrl Crit PlanSw Qualty Cntrl Crit Plan 19,719 20,000 20,200 20,402 20,606 20,915 21,229 21,547 21,870 22,199 Miscellaneous Revenues n Fee Storm DrainsAdmin Fee Storm Drains 110,569 117,176 118,348 119,531 120,727 122,537 124,376 126,241 128,135 130,057 Miscellaneous Revenues y ReimbursementsAgency Reimbursements 360,800 371,444 375,158 378,910 382,699 388,440 394,266 400,180 406,183 412,276 Miscellaneous Revenues Fines & Penalties 106,186 100,700 101,707 102,724 103,751 105,308 106,887 108,491 110,118 111,770 Miscellaneous Revenues -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Miscellaneous Revenue Total Miscellaneous Revenue $922,274 $947,597 $894,867 $919,738 $935,267 $975,846 $1,026,866 $1,048,340 $1,085,150 $1,045,620 Total Revenues $6,989,275 $7,044,932 $7,022,689 $7,078,200 $7,124,521 $7,196,046 $7,278,167 $7,330,898 $7,399,120 $7,391,160 Notes
Projected

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City of Stockton
Stormwater Rate Study Page 2 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Expenses
Utility Billing
BillingSalaries - Regular Salaries - Regular $145,591 $150,288 $183,351 $188,852 $194,517 $200,353 $206,364 $212,554 $218,931 $225,499 Labor BillingSalaries - Part Time/Temp Salaries - Part Time/Temp 5,930 6,230 7,601 7,829 8,063 8,305 8,555 8,811 9,076 9,348 Labor BillingRegular Overtime Regular Overtime 2,539 5,740 7,003 7,213 7,429 7,652 7,882 8,118 8,362 8,613 Labor BillingHoliday PayHoliday Pay 738 0 0 0 0 0 0 0 0 0 Labor BillingVacation Sell Back Vacation Sell Back 360 304 371 382 393 405 417 430 443 456 Benefits - Other BillingEmployee Separation Pay Employee Separation Pay 2,181 2,250 2,745 2,827 2,912 3,000 3,090 3,182 3,278 3,376 Benefits - Other BillingAdditional Pay Additional Pay 723 134 163 168 173 179 184 190 195 201 Benefits - Other BillingRetirementRetirement 42,226 46,691 58,364 61,866 65,578 69,512 73,683 78,104 82,790 87,758 Benefits - Retirement BillingDeferred Compensation Deferred Compensation 988 0 0 0 0 0 0 0 0 0 Benefits - Other BillingMedicare Medicare 2,595 2,352 2,869 2,956 3,044 3,136 3,230 3,326 3,426 3,529 Benefits - Medical BillingHealth/Dental/Vision Health/Dental/Vision 42,294 34,216 41,744 42,996 44,286 45,614 46,983 48,392 49,844 51,339 Benefits - Medical BillingL/T Disability Insurance L/T Disability Insurance 1,059 945 1,153 1,187 1,223 1,260 1,298 1,337 1,377 1,418 Benefits - Other BillingLife Insurance Life Insurance 158 130 159 163 168 173 179 184 189 195 Benefits - Other BillingWorkers Compensation Workers Compensation 5,387 4,619 5,635 5,804 5,978 6,158 6,342 6,533 6,729 6,931 Benefits - Other BillingUnemployment Insurance Unemployment Insurance 184 161 196 202 208 215 221 228 235 242 Benefits - Other BillingCell Phone Allowance Cell Phone Allowance 248 135 165 170 175 180 185 191 197 203 Benefits - Other BillingInsurance Premiums Insurance Premiums 15,008 20,954 22,840 24,895 27,136 29,578 32,240 35,142 38,305 41,752 Insurance BillingComputer/Tech/Oper Support Computer/Tech/Oper Support 20,200 19,775 20,408 21,061 21,735 22,430 23,148 23,889 24,653 25,442 Materials & Supplies BillingContractual Employees Contractual Employees 6,717 7,070 7,296 7,530 7,771 8,019 8,276 8,541 8,814 9,096 Materials & Supplies BillingComputer Programming Services Computer Programming Services 1,224 1,288 1,329 1,372 1,416 1,461 1,508 1,556 1,606 1,657 Materials & Supplies BillingOther Services Other Services 132,411 139,380 143,840 148,443 153,193 158,095 163,154 168,375 173,763 179,324 Materials & Supplies BillingDuplication/Copy Costs Duplication/Copy Costs 2,216 2,333 2,408 2,485 2,564 2,646 2,731 2,818 2,909 3,002 Materials & Supplies BillingPublicity & Advertising Publicity & Advertising 120 126 130 134 138 143 147 152 157 162 Materials & Supplies BillingPrinting & Mapping Printing & Mapping 16,015 16,858 17,397 17,954 18,529 19,122 19,734 20,365 21,017 21,689 Materials & Supplies BillingPostage/Mailing Services Postage/Mailing Services 77,852 81,949 84,571 87,278 90,071 92,953 95,927 98,997 102,165 105,434 Materials & Supplies BillingMaint & Repair Services Maint & Repair Services 1,074 1,130 1,166 1,203 1,242 1,282 1,323 1,365 1,409 1,454 Materials & Supplies BillingPool Vehicle Rental Pool Vehicle Rental 106 112 116 119 123 127 131 135 140 144 Materials & Supplies BillingProcessing Fees Processing Fees 13,876 14,606 15,073 15,556 16,054 16,567 17,097 17,645 18,209 18,792 Materials & Supplies BillingCollection Costs Collection Costs 15,352 16,160 16,677 17,211 17,762 18,330 18,916 19,522 20,146 20,791 Materials & Supplies BillingTelephoneTelephone 159 167 172 178 184 189 195 202 208 215 Materials & Supplies BillingMaterials and Supplies Materials and Supplies 960 1,044 1,077 1,111 1,147 1,184 1,222 1,261 1,301 1,343 Materials & Supplies BillingComputer Software Computer Software 1,207 1,435 1,481 1,528 1,577 1,628 1,680 1,734 1,789 1,846 Materials & Supplies BillingFuels - Gasoline and Propane Fuels - Gasoline and Propane 909 957 988 1,019 1,052 1,086 1,120 1,156 1,193 1,231 Materials & Supplies BillingTraining Services Training Services 2,303 2,424 2,502 2,582 2,664 2,749 2,837 2,928 3,022 3,119 Materials & Supplies BillingMeetings and Travel Meetings and Travel 312 328 338 349 361 372 384 396 409 422 Materials & Supplies BillingMemberships Memberships 118 124 128 132 136 141 145 150 155 160 Materials & Supplies BillingCar Mileage Reimbursement Car Mileage Reimbursement 76 80 98 101 104 107 110 113 117 120 Benefits - Other BillingSettlement Payments Settlement Payments 11,742 4,283 4,403 4,526 4,653 4,783 4,917 5,055 5,196 5,342 Miscellaneous BillingTRAVEL TRAVEL 0 0 0 0 0 0 0 0 0 0 Miscellaneous
BillingComputer/Programming Svcs Computer/Programming Svcs 7,600 4,750 4,883 5,020 5,160 5,305 5,453 5,606 5,763 5,924 Miscellaneous ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Utility Billing $580,758 $591,528 $660,840 $684,402 $708,919 $734,438 $761,008 $788,682 $817,515 $847,567 Utility Billing Expenses Total Utility Billing Expenses $580,758 $591,528 $660,840 $684,402 $708,919 $734,438 $761,008 $788,682 $817,515 $847,567

ATTACHMENT A
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City of Stockton
Stormwater Rate Study Page 3 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Administration
nistrationEmployee Services Employee Services
nistrationSalaries - Regular Salaries - Regular $545,995 $621,200 $757,864 $780,600 $804,018 $828,138 $852,983 $878,572 $904,929 $932,077 Labor nistrationSalaries - Part Time/Temp Salaries - Part Time/Temp 1,445 0 0 0 0 0 0 0 0 0 Labor nistrationRegular Overtime Regular Overtime 8,629 18,280 22,302 22,971 23,660 24,370 25,101 25,854 26,629 27,428 Labor nistrationHoliday Pay Holiday Pay 4,917 3,500 4,270 4,398 4,530 4,666 4,806 4,950 5,099 5,252 Benefits - Other nistrationVacation Sell Back Vacation Sell Back 1,701 2,345 2,861 2,947 3,035 3,126 3,220 3,317 3,416 3,519 Benefits - Other nistrationEmployee Separation Pay Employee Separation Pay 6,899 9,175 11,194 11,529 11,875 12,231 12,598 12,976 13,366 13,767 Labor nistrationAdditional Pay Additional Pay 520 296 361 372 383 395 406 419 431 444 Labor nistrationRetirement Retirement 126,544 192,180 240,225 254,639 269,917 286,112 303,279 321,475 340,764 361,210 Benefits - Retirement nistrationDeferred Compensation Deferred Compensation 13,086 14,107 17,211 17,727 18,259 18,806 19,371 19,952 20,550 21,167 Benefits - Other nistrationMedicareMedicare 6,444 8,209 10,015 10,315 10,625 10,944 11,272 11,610 11,958 12,317 Benefits - Medical nistrationMedicare/Social Security Medicare/Social Security 0 1,184 1,444 1,488 1,532 1,578 1,626 1,675 1,725 1,777 Benefits - Medical nistrationHealth/Dental/Vision Health/Dental/Vision 64,096 102,157 124,632 128,370 132,222 136,188 140,274 144,482 148,817 153,281 Benefits - Medical nistrationL/T Disability Insurance L/T Disability Insurance 2,072 3,921 4,784 4,927 5,075 5,227 5,384 5,546 5,712 5,883 Benefits - Other nistrationLife Insurance Life Insurance 344 421 514 529 545 561 578 595 613 632 Benefits - Other nistrationWorkers Compensation Workers Compensation 13,013 14,262 17,400 17,922 18,459 19,013 19,583 20,171 20,776 21,399 Benefits - Other nistrationUnemployment Insurance Unemployment Insurance 554 648 791 814 839 864 890 916 944 972 Benefits - Other nistrationCell Phone Allowance Cell Phone Allowance 3,244 1,932 2,357 2,428 2,501 2,576 2,653 2,732 2,814 2,899 Benefits - Other nistrationSettlement Payments Settlement Payments 9,720 8,003 9,764 10,057 10,358 10,669 10,989 11,319 11,658 12,008 Benefits - Other -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- nistrationTotal Employee Services Total Employee Services $809,223 $1,001,820 $1,227,986 $1,272,032 $1,317,832 $1,365,465 $1,415,012 $1,466,561 $1,520,202 $1,576,031 nistrationOther Services Other Services
nistrationMaintenance & Repair Services Maintenance & Repair Services $1,130 $2,175 $2,654 $2,733 $2,815 $2,900 $2,987 $3,076 $3,168 $3,263 Labor nistrationDuplication/Copy Costs Duplication/Copy Costs 1,535 3,035 3,120 3,207 3,297 3,389 3,484 3,582 3,682 3,785 Miscellaneous nistrationInsurance Premiums Insurance Premiums 44,626 84,793 92,424 100,743 109,809 119,692 130,465 142,206 155,005 168,955 Insurance nistrationAutomotive Equipment Rental Automotive Equipment Rental 1,169 17,157 17,706 18,273 18,857 19,461 20,084 20,726 21,389 22,074 Materials & Supplies nistrationComputer/Tech/Operation Support Computer/Tech/Operation Support 21,876 10,153 12,387 12,758 13,141 13,535 13,941 14,360 14,790 15,234 Labor nistrationTelephone Rental Telephone Rental 5,953 8,302 8,568 8,842 9,125 9,417 9,718 10,029 10,350 10,681 Materials & Supplies nistrationRadio Equipment Rental Radio Equipment Rental 183 200 206 213 220 227 234 242 249 257 Materials & Supplies nistrationEquipment Repairs/Maint Equipment Repairs/Maint 0 240 248 256 264 272 281 290 299 309 Materials & Supplies nistrationTelecommunications Telecommunications 0 150 156 162 169 175 181 187 194 200 Utilities nistrationOther Rentals Oher Rentals 711,217 711,126 733,882 757,366 781,602 806,613 832,425 859,062 886,552 914,922 Materials & Supplies nistrationProcessing Fees Processing Fees 1,015 7,175 7,405 7,642 7,886 8,138 8,399 8,668 8,945 9,231 Materials & Supplies nistrationTesting & Analysis Services Testing & Analysis Services 21 547 565 583 601 620 640 661 682 704 Materials & Supplies nistrationUniform/Laundry Services Uniform/Laundry Services 2,584 4,584 4,731 4,882 5,038 5,200 5,366 5,538 5,715 5,898 Materials & Supplies nistrationPublicity & Advertising Publicity & Advertising 2,500 4,565 4,693 4,824 4,959 5,098 5,241 5,388 5,539 5,694 Miscellaneous nistrationPostage/Mailing Services Postage/Mailing Services 101 315,022 60,000 61,920 63,901 65,946 68,057 70,234 72,482 74,801 Materials & Supplies nistrationReprographics Reprographics 0 30 31 32 33 34 35 36 37 39 Materials & Supplies nistrationLegal Services Legal Services 7,880 10,700 13,054 13,446 13,849 14,264 14,692 15,133 15,587 16,055 Labor nistrationProfessional & Special Services Professional & Special Services 459,480 515,718 629,176 648,051 667,493 687,518 708,143 729,387 751,269 773,807 Labor nistrationTravel Travel 0 150 155 160 165 170 176 181 187 193 Materials & Supplies -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- nistrationTotal Other Services Total Other Services $1,261,270 $1,695,822 $1,591,159 $1,646,092 $1,703,225 $1,762,670 $1,824,548 $1,888,986 $1,956,123 $2,026,103

ATTACHMENT A
1001
City of Stockton
Stormwater Rate Study Page 4 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Materials & Supplies
nistrationMaterials & Supplies Materials & Supplies $11,995 $11,160 $11,517 $11,886 $12,266 $12,659 $13,064 $13,482 $13,913 $14,358 Materials & Supplies nistrationComputer Software Computer Software 65,000 40,035 41,316 42,638 44,003 45,411 46,864 48,364 49,911 51,508 Materials & Supplies nistrationSubscription - Periodical Subscription - Periodical 250 500 516 533 550 567 585 604 623 643 Materials & Supplies nistrationWater Water 0 0 0 0 0 0 0 0 0 0 Materials & Supplies nistrationTelephoneTelephone 3,404 4,407 4,548 4,694 4,844 4,999 5,159 5,324 5,494 5,670 Materials & Supplies nistrationTechnology and Communications Technology and Communications 0 0 0 0 0 0 0 0 0 0 Materials & Supplies nistrationFuels - Gas/Oil/Propane Fuels - Gas/Oil/Propane 200 1,264 1,315 1,367 1,422 1,472 1,523 1,576 1,632 1,689 Utilities nistrationFuel Fuel 3,200 4,293 4,464 4,643 4,829 4,998 5,173 5,354 5,541 5,735 Utilities nistrationLibrary Materials Library Materials 250 500 516 533 550 567 585 604 623 643 Materials & Supplies -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- nistrationTotal Materials & Supplies Total Materials & Supplies $84,299 $62,159 $64,192 $66,293 $68,462 $70,672 $72,953 $75,307 $77,738 $80,247 nistrationOther Expenses Other Expenses
nistrationTraining Training $8,700 $11,920 $12,254 $12,597 $12,950 $13,312 $13,685 $14,068 $14,462 $14,867 Miscellaneous nistrationMeeting & Travel Meeting & Travel 500 535 550 565 581 597 614 631 649 667 Miscellaneous nistrationMemberships Memberships 234 59 61 62 64 66 68 70 72 74 Miscellaneous nistrationIndirect Cost Allocation Indirect Cost Allocation 171,547 171,547 177,037 182,702 188,548 194,582 200,808 207,234 213,866 220,709 Materials & Supplies nistrationNon-Capital Assets Non-Capital Assets 5,000 5,000 5,140 5,284 5,432 5,584 5,740 5,901 6,066 6,236 Miscellaneous -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- nistrationTotal Other Expenses Total Other Expenses $185,981 $189,061 $195,041 $201,210 $207,575 $214,141 $220,915 $227,904 $235,115 $242,553 Administration Expenses Total Administration Expenses $2,340,773 $2,948,862 $3,078,378 $3,185,627 $3,297,094 $3,412,948 $3,533,428 $3,658,759 $3,789,177 $3,924,934 Storm Pump Stations
m Pump StationsEmployee Services Employee Services
m Pump StationsSalaries - Regular Salaries - Regular $1,113,405 $1,622,157 $1,979,032 $2,038,402 $2,099,555 $2,162,541 $2,227,417 $2,294,240 $2,363,067 $2,433,959 Labor m Pump StationsSalaries - Part Time/Temp Salaries - Part Time/Temp 4,589 4,900 5,978 6,157 6,342 6,532 6,728 6,930 7,138 7,352 Labor m Pump StationsRegular Overtime Regular Overtime 59,551 60,410 73,700 75,911 78,189 80,534 82,950 85,439 88,002 90,642 Labor m Pump StationsStand By Time Stand By Time 48,386 69,900 85,278 87,836 90,471 93,186 95,981 98,861 101,826 104,881 Labor m Pump StationsHoliday Pay Holiday Pay 5,807 5,981 7,297 7,516 7,741 7,973 8,213 8,459 8,713 8,974 Labor m Pump StationsEmployee Separation Pay Employee Separation Pay 3,077 5,614 6,849 7,055 7,266 7,484 7,709 7,940 8,178 8,424 Labor m Pump StationsSeparation Pay Separation Pay 9,799 16,991 20,729 21,351 21,991 22,651 23,331 24,031 24,752 25,494 Labor m Pump StationsAdditional Pay Additional Pay 8,681 7,014 8,557 8,814 9,078 9,351 9,631 9,920 10,218 10,524 Labor m Pump StationsRetirement Retirement 276,248 506,180 632,725 670,689 710,930 753,586 798,801 846,729 897,533 951,384 Benefits - Retirement m Pump StationsRetirement Expense Retirement Expense 2,226 2,000 2,440 2,513 2,589 2,666 2,746 2,829 2,913 3,001 Benefits - Other m Pump StationsDeferred Compensation Deferred Compensation 42,545 62,996 76,855 79,161 81,536 83,982 86,501 89,096 91,769 94,522 Benefits - Other m Pump StationsMedicare Medicare 14,408 24,449 29,828 30,723 31,644 32,594 33,571 34,579 35,616 36,684 Benefits - Medical m Pump StationsMedicare/Social Security Medicare/Social Security 0 312 381 392 404 416 428 441 455 468 Benefits - Medical m Pump StationsHealth/Dental/Vision Health/Dental/Vision 216,544 295,859 360,948 371,776 382,930 394,418 406,250 418,438 430,991 443,920 Benefits - Medical m Pump StationsL/T Disability Insurance L/T Disability Insurance 3,362 7,481 9,127 9,401 9,683 9,973 10,272 10,580 10,898 11,225 Benefits - Other m Pump StationsLife Insurance Life Insurance 831 1,269 1,548 1,595 1,642 1,692 1,742 1,795 1,849 1,904 Benefits - Other m Pump StationsWorkers Compensation Workers Compensation 66,618 91,681 111,851 115,206 118,663 122,222 125,889 129,666 133,556 137,562 Benefits - Other m Pump StationsRecruitment Incentive Recruitment Incentive 185 0 0 0 0 0 0 0 0 0 Benefits - Other m Pump StationsUnemployment Insurance Unemployment Insurance 1,251 1,703 2,078 2,140 2,204 2,270 2,338 2,409 2,481 2,555 Benefits - Other m Pump StationsCell Phone Allowance Cell Phone Allowance 3,682 3,561 4,344 4,475 4,609 4,747 4,890 5,036 5,187 5,343 Benefits - Other m Pump StationsAllowances Allowances 97 90 110 113 116 120 124 127 131 135 Benefits - Other m Pump StationsVacation Sell Back Vacation Sell Back 1,523 1,953 2,383 2,454 2,528 2,604 2,682 2,762 2,845 2,930 Benefits - Other m Pump StationsSettlement Payments Settlement Payments 46,071 49,652 60,575 62,393 64,264 66,192 68,178 70,224 72,330 74,500 Benefits - Other m Pump Stations
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- m Pump StationsTotal Employee Services Total Employee Services $1,928,886 $2,842,153 $3,482,612 $3,606,072 $3,734,375 $3,867,734 $4,006,374 $4,150,529 $4,300,447 $4,456,386

ATTACHMENT A
1002
City of Stockton
Stormwater Rate Study Page 5 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Other Services
m Pump StationsElectricity Electricity $600,000 $650,000 $676,000 $703,040 $731,162 $756,752 $783,239 $810,652 $839,025 $868,391 Utilities m Pump StationsGasGas 40,000 45,000 46,800 48,672 50,619 52,391 54,224 56,122 58,086 60,119 Utilities m Pump StationsSanitary Sewer Sanitary Sewer 2,500 2,500 2,600 2,704 2,812 2,911 3,012 3,118 3,227 3,340 Utilities m Pump StationsWater Water 40,000 42,000 43,680 45,427 47,244 48,898 50,609 52,381 54,214 56,111 Utilities m Pump StationsTelephone Telephone 23,304 28,055 29,177 30,344 31,558 32,663 33,806 34,989 36,214 37,481 Utilities m Pump StationsStorm Water Storm Water 100 0 0 0 0 0 0 0 0 0 Utilities m Pump StationsMaintenance & Repair Services Maintenance & Repair Services 316,389 400,270 413,079 426,297 439,939 454,017 468,545 483,539 499,012 514,980 Materials & Supplies m Pump StationsEquipment Repairs/Maint. Equipment Repairs/Maint. 2,300 2,500 2,600 2,704 2,812 2,925 3,042 3,163 3,290 3,421 Equipment m Pump StationsSecurity and Alarm Services Security and Alarm Services 116,766 104,480 107,823 111,274 114,834 118,509 122,301 126,215 130,254 134,422 Materials & Supplies m Pump StationsTesting and Analysis Services Testing and Analysis Services 502 400 413 426 440 454 468 483 499 515 Materials & Supplies m Pump StationsInsurance Premiums Insurance Premiums 99,167 223,690 243,822 265,766 289,685 315,757 344,175 375,151 408,914 445,716 Insurance m Pump StationsAutomotive Equipment Rental Automotive Equipment Rental 19,173 13,504 13,936 14,382 14,842 15,317 15,807 16,313 16,835 17,374 Materials & Supplies m Pump StationsTelephone Rental Telephone Rental 47,725 41,116 42,432 43,790 45,191 46,637 48,129 49,669 51,259 52,899 Materials & Supplies m Pump StationsRadio Equipment Rental Radio Equipment Rental 1,528 2,439 2,517 2,598 2,681 2,766 2,855 2,946 3,041 3,138 Materials & Supplies m Pump StationsOther Rentals Other Rentals 6,000 3,000 3,096 3,195 3,297 3,403 3,512 3,624 3,740 3,860 Materials & Supplies m Pump StationsDuplication/Copy Costs Duplication/Copy Costs 1,117 1,495 1,543 1,592 1,643 1,696 1,750 1,806 1,864 1,923 Materials & Supplies m Pump StationsPublicity & Advertising Publicity & Advertising 14,128 12,040 12,425 12,823 13,233 13,657 14,094 14,545 15,010 15,490 Materials & Supplies m Pump StationsPrinting & Mapping Printing & Mapping 500 250 258 266 275 284 293 302 312 322 Materials & Supplies m Pump StationsPrinting Printing 0 38,500 39,732 41,003 42,316 43,670 45,067 46,509 47,997 49,533 Materials & Supplies m Pump StationsPostage/Mailing Services Postage/Mailing Services 43,256 2,590 2,673 2,758 2,847 2,938 3,032 3,129 3,229 3,332 Materials & Supplies m Pump StationsUniform/Laundry Services Uniform/Laundry Services 14,373 20,270 20,919 21,588 22,279 22,992 23,728 24,487 25,270 26,079 Materials & Supplies m Pump StationsLaboratory Services Laboratory Services 45,947 13,500 13,932 14,378 14,838 15,313 15,803 16,308 16,830 17,369 Materials & Supplies m Pump StationsTechnology and Communications Technology and Communications 1,039 1,137 1,173 1,211 1,250 1,290 1,331 1,374 1,417 1,463 Materials & Supplies m Pump StationsTraining Services Training Services 18,752 24,316 25,094 25,897 26,726 27,581 28,464 29,374 30,314 31,285 Materials & Supplies m Pump StationsProcessing Fees Processing Fees 155,762 176,217 181,151 186,223 191,438 196,798 202,308 207,973 213,796 219,782 Miscellaneous m Pump StationsComputer/Tech/Operations Support Computer/Tech/Operations Support 24,168 31,527 38,463 39,617 40,805 42,029 43,290 44,589 45,927 47,305 Labor m Pump StationsMemberships Memberships 1,940 3,267 3,372 3,479 3,591 3,706 3,824 3,947 4,073 4,203 Materials & Supplies m Pump StationsProfessional & Special Services Professional & Special Services 122,684 91,430 93,990 96,622 99,327 102,108 104,967 107,906 110,928 114,034 Miscellaneous m Pump StationsOther Services Other Services 100,000 175,000 179,900 184,937 190,115 195,439 200,911 206,536 212,319 218,264 Miscellaneous m Pump Stations
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- m Pump StationsTotal Other Services Total Other Services $1,859,120 $2,150,493 $2,242,600 $2,333,014 $2,427,798 $2,522,897 $2,622,586 $2,727,151 $2,836,897 $2,952,153 m Pump Stations
Materials & Supplies
m Pump StationsMaterials & Supplies Materials & Supplies $87,960 $103,530 $106,843 $110,262 $113,790 $117,432 $121,189 $125,067 $129,070 $133,200 Materials & Supplies m Pump StationsComputer Software Computer Software 66,791 51,685 53,339 55,046 56,807 58,625 60,501 62,437 64,435 66,497 Materials & Supplies m Pump StationsNon-Capital Assets Non-Capital Assets 46,138 137,520 141,921 146,462 151,149 155,986 160,977 166,128 171,445 176,931 Materials & Supplies m Pump StationsBuilding & Structures Building & Structures 80,000 75,000 77,400 79,877 82,433 85,071 87,793 90,602 93,502 96,494 Materials & Supplies m Pump StationsCommunity/Program Community/Program 1,000 2,500 2,580 2,663 2,748 2,836 2,926 3,020 3,117 3,216 Materials & Supplies m Pump StationsVehicle Acquisition Vehicle Acquisition 264,317 55,050 56,812 58,630 60,506 62,442 64,440 66,502 68,630 70,826 Materials & Supplies m Pump StationsEquipment Acquisition Equipment Acquisition 245,007 226,250 233,490 240,962 248,672 256,630 264,842 273,317 282,063 291,089 Materials & Supplies m Pump StationsSubscriptions Subscriptions 464 55 57 59 60 62 64 66 69 71 Materials & Supplies m Pump StationsChemicals Chemicals 3,871 5,000 5,160 5,325 5,496 5,671 5,853 6,040 6,233 6,433 Materials & Supplies m Pump StationsLibrary Materials Library Materials 2,872 2,055 2,121 2,189 2,259 2,331 2,406 2,483 2,562 2,644 Materials & Supplies m Pump StationsFuels - Gas/Oil/Propane Fuels - Gas/Oil/Propane 14,000 1,182 1,220 1,259 1,299 1,341 1,384 1,428 1,474 1,521 Materials & Supplies m Pump StationsTechnology Capital Technology Capital 8,953 2,850 2,941 3,035 3,132 3,233 3,336 3,443 3,553 3,667 Materials & Supplies m Pump Stations
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- m Pump StationsTotal Materials & Supplies Total Materials & Supplies $821,373 $662,677 $683,883 $705,767 $728,351 $751,659 $775,712 $800,535 $826,152 $852,589

ATTACHMENT A
1003
City of Stockton
Stormwater Rate Study Page 6 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Other Expenses
Pump StationsTraining Training $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miscellaneous Pump StationsMeetings & Travel Meetings & Travel 1,430 865 889 914 940 966 993 1,021 1,049 1,079 Miscellaneous Pump Stations
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Pump StationsTotal Other Expenses Total Other Expenses $1,430 $865 $889 $914 $940 $966 $993 $1,021 $1,049 $1,079 Pump Stations
Pump StationsTotal Storm Pump Stations Expenses Total Storm Pump Stations Expenses $4,610,809 $5,656,188 $6,409,984 $6,645,768 $6,891,464 $7,143,256 $7,405,665 $7,679,235 $7,964,544 $8,262,206 CIP Related MUD Staff Cost $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total O&M Expenses $7,532,340 $9,196,577 $10,149,202 $10,515,797 $10,897,478 $11,290,642 $11,700,101 $12,126,676 $12,571,237 $13,034,707

22.09% 10.36% 3.61% 3.63% 3.61% 3.63% 3.65% 3.67% 3.69% Taxes & Transfers
Taxes & Transfers $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Taxes Taxes & Transfers Total Taxes Taxes & Transfers $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Rate Funded Capital $0 $0 $950,000 $6,625,000 $10,025,000 $12,740,000 $13,250,000 $13,725,000 $14,190,000 $14,300,000 FY 2022 Depr. Exp. $1,684,553 Debt Service
Revenue Bonds New Revenue Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $260,206 Calculated --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $260,206
Debt Service Funding Less: Debt Service Funding
Reserve Funding $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
--------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Net Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $260,206
General Fund Back Payment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Debt Schedule Reserve Funding
From) Operating Reserve [441] To / (From) Operating Reserve [441] ($543,065) ($2,151,645) $1,021,836 $194,690 $206,130 $202,481 $198,282 $190,295 $196,070 $206,268 From) Capital Reserve To / (From) Capital Reserve 0 0 0 0 0 0 0 0 0 0 --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Reserve Funding Total Reserve Funding ($543,065) ($2,151,645) $1,021,836 $194,690 $206,130 $202,481 $198,282 $190,295 $196,070 $206,268 Total Revenue Requirement $6,989,275 $7,044,932 $12,121,038 $17,335,487 $21,128,608 $24,233,123 $25,148,383 $26,041,971 $26,957,306 $27,801,181 Bal. /(Def.) of Funds $0 $0 ($5,098,348) ($10,257,287) ($14,004,087) ($17,037,076) ($17,870,216) ($18,711,073) ($19,558,186) ($20,410,021)

ATTACHMENT A
1004
City of Stockton
Stormwater Rate Study Page 7 of 7
Revenue Requirement Analysis
Exhibit 3
Proj Yr End Budget
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes Projected
Debt Service Coverage Ratio (all debt, including taxes and transfers) Before Rate Adjustment 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 After Proposed Rate Adjustment 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 56.75 Reserve Funds
Total Beginning Balance $8,930,108 $6,240,547 $4,088,902 $5,280,976 $5,567,168 $5,606,565 $8,381,954 $8,980,051 $9,170,346 $7,647,127 Operating Reserve Fund - Stormwater (441)
Beginning Reserve Fund Balance $5,140,108 $6,240,547 $4,088,902 $5,110,738 $5,305,428 $5,511,558 $5,714,039 $5,912,321 $6,102,616 $6,298,686 Plus: To Reserve Fund 0 0 1,021,836 194,690 206,130 202,481 198,282 190,295 196,070 206,268 Less: Uses of Funds (543,065) (2,151,645) 0 0 0 0 0 0 0 0 Ending Fund Balance $4,597,043 $4,088,902 $5,110,738 $5,305,428 $5,511,558 $5,714,039 $5,912,321 $6,102,616 $6,298,686 $6,504,954 Target: 180 days of O&M $3,714,579 $4,535,298 $5,005,086 $5,185,872 $5,374,099 $5,567,988 $5,769,913 $5,980,279 $6,199,514 $6,428,075 Capital Reserve Fund
Beginning Reserve Fund Balance $3,790,000 $0 $0 $170,239 $261,740 $95,007 $2,667,915 $3,067,730 $3,067,730 $1,348,442 Plus: To Reserve Fund 0 0 170,239 91,501 0 2,572,908 399,815 0 0 0 Less: Uses of Funds 0 0 0 0 (166,733) 0 0 0 (1,719,288) (206,567) Ending Fund Balance $3,790,000 $0 $170,239 $261,740 $95,007 $2,667,915 $3,067,730 $3,067,730 $1,348,442 $1,141,875 Total Ending Balance $8,387,043 $4,088,902 $5,280,976 $5,567,168 $5,606,565 $8,381,954 $8,980,051 $9,170,346 $7,647,127 $7,646,828 Target O&M Fund Balance $3,714,579 $4,535,298 $5,005,086 $5,185,872 $5,374,099 $5,567,988 $5,769,913 $5,980,279 $6,199,514 $6,428,075 180 days of O&M Target Bal. / (Def.) $4,672,464 ($446,397) $275,891 $381,295 $232,466 $2,813,966 $3,210,138 $3,190,067 $1,447,613 $1,218,754

ATTACHMENT A
1005
City of Stockton
Stormwater Rate Study
Capital Improvement Plan
Exhibit 4
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Notes CIP Projects
Alexandria and 14-Mile Slough Storm Drain Pump Station $0 $0 $0 $273,182 $0 $0 $0 $0 $0 $0 Swenson Park and Five Mile (Bonniebrook) Storm PS Improv 0 0 0 819,545 0 0 0 0 0 0 Storm Drain System Emergency 0 0 265,225 273,182 281,377 289,819 298,513 307,468 316,693 326,193 West Lane and Calaveras South Storm Pump Station Improvements 0 0 0 819,545 562,754 0 0 0 0 0 Buena Vista & Smith Canal Pump Station Discharge Pipe Rehab 0 0 0 0 0 446,321 0 0 0 0 Storm Pump Station Transfer Switch 0 0 265,225 0 0 0 0 0 0 0 Rose Street Assessment and Repair 0 0 106,090 0 0 0 0 0 0 0 Total MUD Staff Cost 0 0 143,222 142,055 191,336 0 0 0 0 0 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total CIP Projects $0 $0 $779,762 $2,327,509 $1,035,468 $736,139 $298,513 $307,468 $316,693 $326,193 CIP Projects - State Funded
Stockton Channel Water Quailty Improvements $0 $1,300,000 $1,700,000 $0 $0 $0 $0 $0 $0 $0 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total CIP Projects - State Funded $0 $1,300,000 $1,700,000 $0 $0 $0 $0 $0 $0 $0 Master Plan CIP Projects
HWY 4 and San Joaquin $0 $0 $0 $0 $0 $0 $7,433,790 $7,656,804 $7,886,508 $8,123,103 1st Priority Bonnie Brook 0 0 0 4,205,990 4,332,170 4,462,135 0 0 0 0 1st Priority Boggs Tract 0 0 0 0 4,824,095 4,968,818 5,117,882 5,271,419 0 0 1st Priority Walker Turnpike Alt 1 0 0 0 0 0 0 0 0 11,706,088 12,057,271 1st Priority -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Master Plan CIP Projects $0 $0 $0 $4,205,990 $9,156,265 $9,430,953 $12,551,672 $12,928,223 $19,592,596 $20,180,374 Future Unidentified Capital Projects $0 $0 $0 $0 $0 $0 $0 $489,309 $0 $0 Transfer to Capital Reserve $0 $0 $170,239 $91,501 $0 $2,572,908 $399,815 $0 $0 $0 Total Capital Improvement Projects $0 $1,300,000 $2,650,000 $6,625,000 $10,191,733 $12,740,000 $13,250,000 $13,725,000 $19,909,288 $20,506,567 Less: Other Funding Sources
Operating Reserve Fund - Stormwater (441) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Input Capital Reserve Fund 0 0 0 0 166,733 0 0 0 1,719,288 206,567 Input State Grants 0 1,300,000 1,700,000 0 0 0 0 0 0 0 Linked New Public Works Trust Fund Loans 0 0 0 0 0 0 0 0 0 0 Input New Revenue Bonds 0 0 0 0 0 0 0 0 4,000,000 6,000,000 Calculated --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Less: Other Funding Sources $0 $1,300,000 $1,700,000 $0 $166,733 $0 $0 $0 $5,719,288 $6,206,567 Rate Funded Capital $0 $0 $950,000 $6,625,000 $10,025,000 $12,740,000 $13,250,000 $13,725,000 $14,190,000 $14,300,000

ATTACHMENT A
1006
City of Stockton
Stormwater Rate Study Page 1 of 2
Revenue at Present Rates
Exhibit 5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Residential
$ / ERU
All Categories $2.10 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $2,508,761 Total Residential $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $2,508,761 Non-Residential
$ / ERU
All Categories $2.10 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $3,558,240 Total Non-Residential $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $296,520 $3,558,240

ATTACHMENT A
1007
City of Stockton
Stormwater Rate Study Page 2 of 2
Revenue at Present Rates
Exhibit 5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Summary
ERUs
Residential 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 99,554 Non-Residential 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 141,200 ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 240,754 Revenue
Residential $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $209,063 $2,508,761 Non-Residential 296,520 296,520 296,520 296,520 296,520 296,520 296,520 296,520 296,520 296,520 296,520 296,520 3,558,240 ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ --------------- $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $505,583 $6,067,001 FY 2025 Year End Projection $6,025,345
Difference $41,656
Percent 0.7%
FY 2026 Budget $6,082,390
Difference ($15,389)
Percent -0.3%
Notes

ATTACHMENT A
1008
City of Stockton
Stormwater Rate Study
Cost of Service Summary
Exhibit 6
Total
Revenues at Present Rates $6,127,822
Distributed Revenue Requirement $11,226,171
--------------
Balance/(Deficiency) of Funds ($5,098,348)

ATTACHMENT A
1009
City of Stockton
Stormwater Rate Study
Average Unit Costs
Exhibit 7
Total
Total Costs - $ / ERU / Month $3.85
Current Rates $ / Month $2.10
Base Data:

Total Billed ERUs 243,168

ATTACHMENT A
1010
City of Stockton
Stormwater Rate Study
Rate Summary
Exhibit 8
Present
Rates FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Monthly Rate (per ERU) $2.10 $3.85 $5.60 $6.85 $7.85 $8.10 Proposed

ATTACHMENT A
1011
Technical Appendix B –Proposition 218 Notice

ATTACHMENT A
1012












  




  



 
 



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E¬ŒSQDQ‡BFUVQFQVQE]•E‡BCVˆESV Â45:Ã:;8O¶552 ATTACHMENT A 1014
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION APPROVING THE STORMWATER RATE ADJUSTMENTS
On August 22, 2023, by Resolution 2023-08-22-1214, the Stockton City Council approved a professional services contract with HDR Engineering, Inc., to evaluate the Stormwater Utility revenue requirements, prepare a cost-of-service analysis, and design rates that proportionately allocate the costs of providing stormwater service among all customer classes and customers within each class; and
The Stormwater Rate Study, dated March 2026, Attachment A to the staff report on this matter, is complete and indicates the need to adjust the rates for the City stormwater service charges to enable the Stormwater Utility to meet its projected operation, maintenance, and capital improvement costs; and On March 31, 2026, this Council adopted Resolution 2026-03-31-1503, which determined, at the close of the public hearing, that no majority protest has been filed by the property owners and customers of record subject to the proposed Stormwater fees, adopted the Final Stormwater Rate Study prepared by HDR, Inc., directed the City Manager to mail ballots to all property owners or customers of record subject to the proposed rates and charges, and to schedule a public hearing as required by Proposition 218 on June 9, 2026, as the deadline for submission of ballots and the end of the voting period; and
A certificate was filed with the City Clerk setting forth the time and manner of compliance with the requirements of law for mailing notice of the time and place for said Public Hearing and the ballot required by Article XIIID of the California Constitution has been done in the time, form, and manner required by law; and The ballots were mailed to the record owners of any parcels upon which the stormwater service charges are proposed, and any customers who are directly responsible for the payment of stormwater service charges; and The ballots were mailed on April 24, 2026, to 85,045 affected customers and property owners; and
Notice of the time and place of the Public Hearing was published in The Record on May 8 and May 29, 2026; and
The Final Stormwater Rate Study, dated March 2026, containing the proposed rates, was made available at www.stocktonca.gov/StormRates and placed on file with the City Clerk; and
1015
The City Council held the Public Hearing on June 9, 2026, not less than forty-five days after the Ballot was mailed. The Public Hearing was opened, public testimony was received, and the City Council closed the public hearing; and Prior to closure of the public hearing, the City Clerk received all ballots submitted by affected property owners. Due to the volume of the ballots received and the verification requirements of Proposition 218, the City Clerk required additional time to complete ballot tabulation; and
As a result, the City Council continued the item to June 23, 2026, for the sole purpose of receiving the final ballot tabulation results; and City Council tabulated the ballots for the proposed adjustments to the rates for the stormwater services charges; and
The City received a majority of returned ballots in support of the proposed adjustments for stormwater services charges; and
The City Council is authorized and has determined to approve the proposed stormwater rate adjustments and act accordingly on the matter; now, therefore,

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

1. The matters set forth above are true and correct statements and are made legislative findings and determinations of the City Council and by this reference are made an operative part of this Resolution.

2. The City Council has evaluated and adopted the stormwater service charges at the maximum rates and on the effective dates set forth in Attachment A to the staff report.

3. The City Council finds that the revenues derived from the stormwater service charges established by this Resolution: (a) do not exceed the funds required to provide stormwater services; (b) shall not be used for any other purpose than that for which the rates and charges are imposed; (c) do not exceed the proportional cost of the service attributable to each parcel upon which the charges are imposed; (d) provide services that are immediately available to the customer; and (e) are not levied for general governmental purposes.

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

5. In accordance with the California Environmental Quality Act (CEQA) and the CEQA Guidelines, the City Council has determined that the adjustments 1016
in the stormwater service charges are exempt from CEQA pursuant to sections 15378 and section 15273 of the CEQA Guidelines and the Public Resources Code section 21080(b)(8) because: (a) the adjusted charges are for the purpose of meeting operational and maintenance expenses of the aforementioned services; and (b) the charges constitute the creation of a funding mechanism/or other governmental fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. The documents and materials that constitute the record of proceedings on which these findings have been based are in the Office of the City Clerk at 425 N. El Dorado Street, Stockton, CA, 95202.

6. If any section, subsection, subdivision, sentence, clause, or phrase in this Resolution or any part thereof is for any reason held to be unconstitutional or invalid, or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Resolution or any part thereof. The City Council hereby declares that it would have adopted any section irrespective of the fact that any one or more subsections, subdivision, sentences, clauses, or phrases are declared unconstitutional, invalid, or ineffective.

7. All resolutions, ordinances, or administrative actions by the City Council, or parts thereof, that are inconsistent or in conflict with any provision of this Resolution are hereby superseded only to the extent of such inconsistency or conflict.

8. Upon adoption, the new rate will take effect on August 1, 2026. The FY 2026-2027 Fee Schedule will be amended accordingly. Future year rate adjustments will be done with the annual fee schedule process to remain consistent with the Stormwater Rate Study.

PASSED, APPROVED, and ADOPTED: June 23, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
1017
City of Stockton
Legislation Text
File #: 26-0469, Version: 1

CIVIL SERVICE OVERVIEW PRESENTATION

RECOMMENDATION
Information only; no action to be taken.

Summary
This is an informational presentation that provides an overview of the Civil Service process by the Human Resources Department.

City of Stockton Page 1 of 1 Printed on 6/19/2026
powered by Legistar™1018
Civil Service
Overview
City Council Meeting
June 23, 2026
Agenda Item 10.2
1019
Agenda
Civil Service Rules & Regulations
Civil Service Commission
Examination Procedures
Eligible Lists
Miscellaneous Recruitment Process
2025 Miscellaneous Hiring Data
Police Safety Recruitment Process
2025 Police Department Hiring Data
Fire Safety Recruitment Process
2025 Fire Department Hiring Data
1020
Civil Service
Rules &
Regulations
Civil Service Rules establish an equitable, merit-based system for employment, ensuring the best-qualified candidates are hired and personnel matters are handled uniformly.

Authorized by the City Charter, these rules regulate hiring, promotion, discipline, and dismissals for city employees, including specific guidelines for Police and Fire personnel. 1021
The Role of the
Civil Service
Commission
The Civil Service Commission was created to establish an equitable and uniform procedure for dealing with personnel matters and to place municipal employment on a merit basis for the City. (§ 2.36.0210, § 2.36.030 )
1022
Examination
Procedures per
Civil Service
Rules
Rule VI, Section 4 states that examinations
(assembled or unassembled) may be the
following to test the candidate's ability to
perform the job:
• Written
• Oral
• Performance
• Demonstration
• Physical fitness
1023
Eligible List Per
Civil Service
Rules
An eligible list is a ranking of candidates from the
classified competitive process who are eligible for
appointment for a vacancy as per Civil Service
Rules
Duration: No list shall exceed three (3) years
Removal of Names - Certified names can be removed for the following reasons:
• Did not pass physical or medical examination
• Refused an offer of employment
• Did not respond to correspondence
• Failure to complete and/or successfully pass a background investigation
1024
Eligible List
Certification per
Civil Service
Rules
The following options to request the certification
of names from an eligible list for 1 vacancy
include:
• Certification of the top 10 names on the open/promotional merged eligible list; an additional name shall be certified for each additional vacancy
• Certification of the top 3 names on the promotional eligible list; an additional name shall be certified for each additional vacancy;
• Certification of the top 7 names from the open eligible list and the top 3 names from the promotional eligible list. Under this option, a combined total of 10 eligibles shall be certified to the appointing authority for 1 vacancy. 1 additional name shall be certified from either of the open or promotional eligible list for each additional vacancy.
1025
Vacancy Occurs
Requisition Entered
into NeoGov by
Department
HR Analyst Consults
with Department Recruitment Opens
Applicant Screening Candidate Testing Civil Service Process Eligibility List Approval
Eligibility List
Certification Candidate Interviews
Conditional Offer and
Pre-Employment/
Onboarding
New Hire Orientation
Vacancy Occurs
Requisition Entered
into NeoGov by
Department
HR Analyst Consults
with Department Recruitment Opens
Applicant Screening Candidate Testing Civil Service Process Eligibility List Approval
Eligibility List
Certification Candidate Interviews
Conditional Offer and
Pre-Employment/
Onboarding
New Hire Orientation
*Orange Boxes are a function of Human Resources
1026
Miscellaneous
Hiring Data For
2025 Rule VI – Section 9 – The department can
request a certification of ten (10) names for one
(1) vacancy from the eligible list. The department
may receive one (1) additional name per each
additional open vacancy.

Applications Received 5,036
Candidates Placed on
Eligible List
1,710
Candidates Hired 161
1027
Continuous
Recruitment Applicant Screening
Testing Notifications
Sent to Candidates
That Meet MQs
Testing Conducted
Eligibility List
Approval
Eligibility List Sent to
Police Department
Stockton Police
Department Initiates
Initial Background
Process
Background
Investigator is
Assigned to
Candidate
Background
Investigator
Schedules In-Person
Interview
Passing-Conditional
Job Offer is issued
with Medical and
Psychological
Examinations
With a Passing
Psych/Medical -
Sent Through PD
Chain of Command
for Approval
Captain’s Review
Panel Scheduled. If
Passing – Request
Hire Date from HR
Civil Service Process
Supervising
Background
Investigator
Schedules CVSA
If Candidate Fails
the BG Process,
Added to Names
Removal List and HR
Sends Out Notices
*Orange Boxes are a function of Human Resources
1028
Application Posting Schedule (PD)
Continuous recruitment - recruitments
close at 11:59pm the Sunday prior to
testing (1 week). Another recruitment is
immediately opened at 12:00am.

Timeline:

Recruitment Opens: Monday - February 16,
2026 @ 12:00am
Recruitment Closes: Sunday - April 26, 2026
@ 11:59pm Testing Scheduled: Saturday - May 2, 2026
Next Recruitment Opens: Monday – April
27, 2026 @12:00am
Next Recruitment Closes: Sunday - May
31, 2026 @11:59pm
Next Testing Scheduled: Saturday – June 6,
2026
This process allows HR adequate time to
meet the legal American with Disabilities
Act (ADA) accommodation requirements
and ensures all applicants who are invited
to the test meet the minimum
qualifications(MQs) per Civil Service Rules.
1029
Application Process
for Police Officer
Trainees
Human Resources reviews all candidate
applications for the following minimum
qualifications for Police Officer Trainee:
• Age requirement for a Police Officer
Trainee - candidate must be at least 20
years of age or older at the time they
submit their application.
• Education – Candidates are required to
have the minimum of a High School
diploma or a GED certificate.
• Driver's License – Candidates are
required to be able to obtain a California
Class "C" driver's license by the time of
employment.
1030
What is POST?
POST
POST stands for Peace Officer Standards and Training and was founded in 1959. POST sets the minimum standards
for law enforcement officers and dispatchers, ensuring
they are properly trained, certified, and capable of
performing their duties within the state of California. 1031
PAT
Requirements
What is the PAT?
The PAT (Physical Ability Test) for Police Officer Trainees with the City of Stockton consists of the following:

Air Squats: 30 in 90 Seconds
Push-Ups: 15 in 90 Seconds
Plank: Hold for 75 Seconds
500-Yard Run: Complete within 150 Seconds
Candidates must pass all stages to move on to the PELLETB Written Exam.
1032

PELLETB
Requirements
What is the PELLETB?
The PELLETB, or POST Entry-Level Law Enforcement Test
Battery, is an entry-level written exam required for
candidates seeking a career in law enforcement in California.

It measures reading and writing skills necessary for success in training and on the job.

The exam consists of multiple-choice questions covering various sections, including writing ability, reading
comprehension, and reasoning skills. It is administered by the California Commission on Peace Officer Standards and Training (POST) and is a crucial step in the application process for most law enforcement agencies in California. 1033
Stockton Police
Department
Hiring Data For
2025
Applications received - 3940
Candidates tested - 1254
Candidates sent to SPD - 1023
Candidates hired - 48
PD Sworn Positions 2025
Position Applications Tested Eligible
POLICE OFFICER ACADEMY GRADUATE - Year Long Recruitment 84 N/A 30 POLICE OFFICER LATERAL - Year Long Recruitment 45 N/A 19 POLICE OFFICER RECRUIT - Year Long Recruitment 39 N/A 13 POLICE OFFICER TRAINEE - JANUARY 365 119 86
POLICE OFFICER TRAINEE - MARCH 321 135 120
POLICE OFFICER TRAINEE - APRIL 383 141 90
POLICE OFFICER TRAINEE - MAY 369 135 96
POLICE OFFICER TRAINEE - JUNE 381 171 118
POLICE OFFICER TRAINEE - JULY 342 127 92
POLICE OFFICER TRAINEE - AUGUST 333 120 91
POLICE OFFICER TRAINEE - SEPTEMBER 295 100 68
POLICE OFFICER TRAINEE - NOVEMBER 270 97 63
POLICE OFFICER TRAINEE - DECEMBER 294 109 81
Totals 3940 1254 1023
1034
Classified
Recruitment
Applicant Screening
for Minimum
Qualifications (MQs)
Send list of candidates
who meet the MQs to
FCTC to verify SEL
status
Oral Panel
Examination
Conducted
Eligibility List
Approval
Eligibility List Sent to
Fire Department
HR Department Initiates
the Background
Investigation Process
with vendors
Chief's Interview
HR schedules the
medical and
psychological
examinations
Candidate
completes the
livescan
If candidates pass
the process, Fire
sends HR a
confirmation to
move forward
HR issues a final job
offer to candidates
selected to start
employment
Civil Service Process
Conditional Job
Offer
If Candidate Failes
the BG Process,
Added to Names
Removal List and HR
Sends Out Notices
*Orange Boxes are a function of Human Resources
1035
Fire Academies
• Human Resources partners annually with the SFD to plan recruitment efforts based on the department's staffing needs, including the projected number of Firefighter Trainees and anticipated fire academies for the upcoming fiscal year. • Firefighter Trainees complete an intensive 82-day academy, which consists of classroom and hands-on instruction in fundamental firefighting skills. • The SFD's Division of Training ensures the fire suppression personnel are highly trained, prepared, and ready to respond to a wide range of emergencies our community may face. 1036
Application Process
for Firefighter
Trainees
Human Resources reviews all candidate
applications for the following minimum
qualifications for Firefighter Trainee:
• Possession of a High School Diploma or GED
• Valid CA Class C Driver's License in the State
of California
• Valid CAL-JAC Candidate Physical Ability Card
(CPAT) issued by the Firefighter Candidate
Testing Center (FCTC)
• Valid Emergency Medical Technician/Level I
certification issued by the National Registry OR
Valid Paramedic License issued by the
National Registry
1037
Application
Posting
Schedule (Fire)
Human Resources (HR) works with the
Stockton Fire Department (SFD) to determine
the Fiscal Year recruitment for Firefighter
Trainees based on the vacancies in the rank.
•HR establishes two (2) eligible lists for each of the following - Firefighter Trainee (EMT) and Firefighter Trainee (Paramedic). •Since the EMT certification is more common for interested candidates, we open an annual recruitment upon expiration of the previous list.
•The Paramedic certification is a less common and more
competitive for firefighting and this list is established biannually based on department needs. 1038
Firefighter
Trainee
Requirements
What is the Firefighter Candidate Testing Center
(FCTC)?
The FCTC is the established leader in recruitment, outreach, and standardized training programs for firefighters in California. FCTC administers the written examination for Firefighters developed by the California Firefighter Joint Apprenticeship Committee (Cal-JAC) and the Candidate Physical Ability Test (CPAT) that measures an individual's ability to handle the physical demands of being a Firefighter. The FCTC places successful candidates on a Statewide Eligible List (SEL) to be used by California Fire Departments during the hiring process.

The City of Stockton requires Firefighter Trainees to score 75% or higher on the written examination and have an active CPAT Card issued no more than one (1) year prior to date of application.
1039
Stockton Fire Department
Hiring Data For 2025
Status EMT PARAMEDIC
Applications
Received
275 112
Candidates Tested 124 38
Candidates Placed on
Eligible List
115 15
Candidates sent to
SFD
65 12
Candidates Hired 26 2
1040
Questions
1041
City of Stockton
Legislation Text
File #: 26-0706, Version: 1
PRESENTATION FROM RESTORE THE DELTA - RESTORING MORMON SLOUGH: A

COMMUNITY LED ECONOMIC DEVELOPMENT AND GREEN SPACE REVIVAL

RECOMMENDATION
This is an information item only. The City Council will receive a presentation from Restore the Delta.

No action to be taken.

Summary
At the December 9, 2025, City Council meeting, Vice Mayor Lee made a motion with approval from the council to request a presentation from Restore the Delta on Mormon Slough. In accordance with this direction, Restore The Delta will give a presentation on its vision for Mormon Slough.

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The Mormon Slough Restoration Project
Copyright © 2026, Restore the Delta. All rights reserved. Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta. 1 1043
Copyright © 2026, Restore the Delta. All rights reserved. Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta. 1044
Mormon Slough History
Mormon Slough used to be watered until…
● The diverting canal project was completed in 1910.
● The City had for years pumped excess sewer water (2,750,000 gallons/day) into the Mormon Channel and relied on the remaining river flow to wash the sewage out to the Delta.
● By 1911, the channel was almost entirely dry due to the upstream diversion. The result was that Stockton’s sewage was being pumped into the channel, without any sanitation or water to flush the sewage away…affecting immigrant Bi-POC communities that lived near Mormon Channel south of downtown.
● By 1915 working class leaders came together to successfully stop illegal dumping.

Continued Disinvestment
● Army Corps rejected upgrades due to a low benefit-cost ratio. An traditional analysis that deemed the area unworthy of upgrades due to low economic development promise.
● Inequitable way to measure flood protection investments in historically disinvested communities.

Copyright © 2026, Restore the Delta. All rights reserved. Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta.

Image | Stocktonia,
Mormon Slough
Archives
1045
Flood Risks Along the Mormon Slough
Copyright © 2026, Restore the Delta. All rights reserved.

Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta.

Why are we susceptible to flooding?
● In the 2017 Central Valley Flood Protection Plan, increased river flow from Calaveras during extreme periods of rain and high volumes of rapid snowmelt are reported to be the main causes of flooding.
● If there is excessive water beyond our levee design that flows through, it can overtop and flood communities.
● The Calaveras River system has upstream and downstream erosion issues, which may increase flood risk.
● Sea-level rise in the San Joaquin River near the watered part of the slough can cause flooding due to increasing king tides in the Delta.
● If a connection between Mormon Slough and the Calaveras were built, flood flows would be able to go through the slough, reduce flood risk, and take pressure off the Calaveras . 1046
Mormon Slough Restoration Association
● Origin: The 2023 Atmospheric River Storms raised community concerns for flood risks. ● Goal: Community-based organizations, NGOs, tribal government, and our local flood agency work closely together to shape the Mormon Slough Restoration project through the lens of environmental justice communities and tribal groups.
● Mormon Slough Restoration Association: A broad coalition of stakeholders that includes:

BVR, SJAFCA, Building and Trades Council, technical experts like River Partners, SFEI, American Rivers and various CBOs and NGOs like LMR, NAACP, and Catholic Charities. ○ To date, convened this broad coalition of unique voices first over a 2-day visioning session, and now over 70 meetings to reimagine the Slough as a greenway with various pocket parks — one that honors the land, its ancestors, and the people that live there.

Copyright © 2026, Restore the Delta. All rights
reserved. Printed in the United States of America.

No part of this report may be used or reproduced
in any manner whatsoever without written
permissions except in the case of quotations
embodied in academic and legal works, and in
articles and reviews. For information, contact
Restore the Delta.
1047
Mormon Slough Restoration
Project Vision
● Clean-up initiatives to restore the slough’s natural beauty ● Upgrade levees and create urban nature-based flood mitigation ● Building a community-driven economic development plan to support workforce development
● Working with SJ Housing Authority and Continuous Care to support the development of a plan to safely relocate unhoused folks along the slough
● Reduce Urban Heat Impacts
● Cultivate art and history
● Expand recreation space: green park in the city with walking trails, relaxation spots, and fun nature activities
● Tackle health hazards: fighting harmful algae to keep our waterways healthy ● Restore fish and bird habitat
Current
Future
Mormon Slough during JAN 2023 Atmospheric River Storms | Image:

Restore the Delta
UC Davis Arboretum | Image: The Davis Enterprise
Copyright © 2026, Restore the Delta. All rights reserved. Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta. 1048
Mormon Slough Restoration:

Pre-Design and Visioning
1049
● Timeline: Sept. 2025 - Sept. 2026
● Phase: Pre-Development Visioning + Design
● Product Outcomes
○ Site Inventory (Complete)
○ Conceptual Designs for 2 Pilot Restoration Sites (In Progress) ■ Solari Ranch
■ Emergency Food Bank
○ Art Installation Guide (In Progress)
○ Economic Cost/Benefits Analysis (In Progress)
North Valley Thrive Catalyst Grant
Copyright © 2026, Restore the Delta. All rights reserved. Printed in the United States of America. No part of this report may be used or reproduced in any manner whatsoever without written permissions except in the case of quotations embodied in academic and legal works, and in articles and reviews. For information, contact Restore the Delta. 1050
We Invite You to Attend the Upcoming Events…
Mormon Slough Design Visioning Session
#2:

Where & When: July 25 at the Sycamore,
630 E Weber Ave, Stockton, CA 95202
Presentation for Government
Officials and Agencies
October 2026, Date and Time TBD
1051
City of Stockton
Legislation Text
File #: 26-0250, Version: 1

ADOPT A RESOLUTION TO APPROVE AND ADOPT THE MOVE DOWNTOWN FINAL REPORT

ADDRESSING DOWNTOWN STOCKTON MULTIMODAL TRANSPORTATION NETWORK AND

LAND USE COMPATIBILITY

RECOMMENDATION
It is recommended that City Council adopt a resolution:

1. Approving and adopting the Move Downtown Final Report; and

2. Authorizing the City Manager, or designee, to take appropriate and necessary actions to carry out the purpose and intent of the Resolution.

Summary
In 2024, the City of Stockton partnered with the San Joaquin Council of Governments (SJCOG), San Joaquin Regional Rail Commission (SJRRC), and San Joaquin Regional Transit District (SJRTD) on the implementation of a Sustainable Transportation Planning Grant award through the California Department of Transportation (Caltrans). The effort involved the development of a comprehensive, long-range action plan to guide transportation and land use investments in Downtown Stockton. The plan focuses on creating a safer, more connected, equitable, and economically vibrant multimodal district, anchored by the Robert J. Cabral ACE Station, San Joaquin Street Amtrak Station, and SJRTD’s Downtown Transit Center.

The development of the Move Downtown Final Report (MDFR) involved studying multimodal connections between the existing transit stations, while also analyzing the existing mobility and land use conditions in the Downtown, including constraints and areas of opportunity. The MDFR proposes a series of near-term activation strategies, mid-term commercial corridor strengthening activities, and long-term Downtown land use and policy actions to guide future grant and implementation efforts.

DISCUSSION
Background
In 2023, the City, in collaboration with SJCOG, SJRRC, and SJRTD, applied for and received a $450,000 award from Caltrans to conduct a robust and comprehensive multimodal transportation and land use study within the Downtown.

On December 5, 2023, the City Council adopted a resolution (Attachment A - Resolution 2023-12-05- 1205) to accept and appropriate the $450,000 grant to support development of the study, with SJCOG serving as the primary recipient and the City as a subrecipient.

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File #: 26-0250, Version: 1
On December 3, 2024, Council authorized a contract with Mark Thomas & Company in the amount of $427,500 to develop the MDFR. (Attachment B - Motion 2024-12-03-1208) Their services included analyzing the multimodal connectivity and placemaking opportunities between the major transit assets, in addition to recommending infrastructure and programmatic improvements to support transit -oriented development.

Present Situation
The MDFR is a comprehensive, long-range framework to guide transportation and land use investment in Downtown Stockton. It focuses on creating a safer, more connected, equitable, and economically vibrant multimodal district. Centered on a one-square-mile study area anchored by the Robert J. Cabral ACE Station, Downtown Transit Center, and San Joaquin Street Amtrak Station; the MDFR synthesizes existing conditions analysis, extensive community and stakeholder engagement, and alignment with adopted City, regional, and State policies. The goal is to identify challenges and opportunities across mobility, land use, economic development, and community equity. An implementation roadmap, including phased actions, cost considerations, funding strategies, and performance tracking, positions the MDFR as a practical tool to support capital programming, grant readiness, and coordinated decision making that advances Downtown Stockton’s role as a regional multimodal and economic hub.

Throughout project implementation, the MDFR was shaped by a comprehensive, three-phase community outreach and engagement process. This effort was guided by a Stakeholder Working Group composed of twenty-four (24) agencies, service providers, advocacy groups, and community organizations. More than twenty (20) in-person and virtual engagement events, along with three surveys, reached over 1,200 participants, including residents, visitors, business owners, workers, and property owners.

The MDFR is included as Exhibit 1 to the Resolution. The Appendices to the Final Report can be found on the EDD landing page at www.stocktonca.gov/edd.

Notification
The City initiated a 30-day public review period for the Administrative Draft Report, which was made available online and in hard copy at the Economic Development Department. Public comments were submitted via email by Public Works staff, stakeholders, and members of the public; and were incorporated into the report. A presentation was also held on April 30, 2026 at the San Joaquin Regional Rail Commission.

FINANCIAL SUMMARY
The proposed resolution, and acceptance and adoption of the MDFR, has no financial impact on the City’s General Fund. Implementation of the MDFR will take place over time, and any projects, activities, or grant pursuits will be brought forward to Council for the appropriate authorization.

Attachment A - Resolution 2023-12-05-1205
Attachment B - Motion 2024-12-03-1208
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ATTACHMENT A
1054

ATTACHMENT A
1055

ATTACHMENT B
1056
Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION TO APPROVE AND ADOPT THE MOVE DOWNTOWN FINAL

REPORT ADDRESSING DOWNTOWN STOCKTON MULTIMODAL

TRANSPORTATION NETWORK AND LAND USE COMPATIBILITY
The San Joaquin Council of Governments (SJCOG) served as the primary recipient, and the City of Stockton served as a sub-recipient for funding awarded through the California Department of Transportation (Caltrans) Sustainable Transportation Planning Grant Program; and
The City of Stockton executed a contract with Mark Thomas & Company to develop the Move Downtown Final Report (MDFR) and analyze multimodal connections between key transit assets, including the existing Downtown Transit Center, Robert J.

Cabral ACE Station, and the San Joaquin Street Amtrak Station; and The primary objective of the project was to develop a comprehensive MDFR to improve multimodal connectivity between the transit stations to advance Transit Oriented Development (TOD); and
The resulting Move Downtown Final Report establishes a long-term framework to guide transportation and land use investments that support a safer, more connected, equitable, and economically vibrant downtown; and
The MDFR includes infrastructure and programmatic recommendations that support joint development opportunities, transit-oriented development, and improved multimodal access throughout the Downtown area; and
The MDFR also includes an implementation roadmap identifying phased actions, cost considerations, funding opportunities, and performance measures to support future capital improvement planning, grant applications, and coordinated decision-making; and Public and stakeholder feedback helped shape the Move Downtown Final Report, which emphasizes complete streets, transit-oriented development, joint development opportunities, and improved multimodal connectivity; and The MDFR aligns with and supports existing City initiatives, including the Capital Improvement Program and Envision Stockton 2040 General Plan; and //
//
//
1057
The Move Downtown Final Report is intended to serve as a flexible and ongoing tool to support grant applications and guide projects from concept to implementation as priorities and funding opportunities arise; now, therefore,

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

1. The Move Downtown Final Report as shown in Exhibit 1 and incorporated herein by reference is hereby approved and adopted.

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

PASSED, APPROVED, AND ADOPTED June 23, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton
ATTEST:

KATHERINE ROLAND, CMC, CPMC
City Clerk of the City of Stockton
1058
Move Downtown
A Downtown Stockton Multimodal Transportation
Network & Land Use Compatibility Action Plan
FINAL REPORT June 2026
EXHIBIT 1
1059

MOVE DOWNTOWN

SUMMARY REPORT TABLE OF CONTENTS

CONTENTS
Executive Summary 1
Project Purpose
and Planning Context 1
Study Area Overview 1
Key Challenges and Opportunities 1
Plan Development and Participation 2
Overview of Alternatives 2
Implementation Roadmap 3
Introduction 4
Project Team 4
Purpose of the Plan 4
Study Area and Regional Context 5
Existing Conditions Assessment 9
Summary of Key Local, Regional, and State Plans 9
Land Use Analysis 10
Displacement Risk Analysis 17
Transportation Network Analysis 18
Community and Stakeholder Engagement 30
Public Engagement Overview 30
Stakeholder Working Group 31
Public Engagement Activities 32
Transit Customer Experience 33
Engagement Themes 34
Alternatives Analysis 36
Alternative 1 – Foundation 36
Alternative 2 – Focused Plan 42
Alternative 3 – Full Vision 48
Alternative Benefit-Cost Analysis 55
Preferred Alternative 55
Action and Phasing Plan 59
Recommended Projects 59
Financial Strategy 61
Agency Roles 63
Plan Adoption and Next Steps 65
Plan Gaps 65
Plan Integration 65
Plan Monitoring 66
EXHIBIT 1
1060

MOVE DOWNTOWN

SUMMARY REPORT

APPENDICES
Appendix A: Literature Review
Appendix B: Land Use Network Review
Appendix C: Equity Analysis
Appendix D: Displacement Analysis
Appendix E: Transportation Network Review
Appendix F: Community Engagement Summary
Appendix G: Site-Walk Summary
Appendix H: Final Alternatives
Appendix I: Toolbox Strategies
Appendix J: Benefit-Cost Analysis
Appendix K: Project Prioritization Methodology
Appendix L: Project List
Appendix M: Preliminary Cost Estimates
Appendix N: Financial Strategy

TABLE OF CONTENTS
EXHIBIT 1
1061

MOVE DOWNTOWN

SUMMARY REPORT

LIST OF FIGURES
Figure 1. Study Area Map 6
Figure 2. Study Subareas Map 8
Figure 3. Key Destinations Map 12
Figure 4. Vacant Lands, Public Lands, and Historic Resources Map 16 Figure 5. Existing and Planned Bicycle Facilities Map 19 Figure 6. Transit Network Map 21
Figure 7. Crashes by Severity Levels 26
Figure 8. Percentage of Crashes by User and Severity 27 Figure 9. Collision Heat Map 28
Figure 10. Alternative 1 Priority Safety Intersections 37 Figure 11. Alternative 1 Bicycle and Pedestrian Priority Corridors 38 Figure 12. Alternative 1 Transit Improvement Areas 39
Figure 14. Alternative 2 Safety Priority Corridors 43
Figure 15. Alternative 2 Bicycle and Pedestrian Priority Corridors 44 Figure 16. Alternative 2 Transit Priority Corridors 45
Figure 17. Alternative 2 Land Use Focus Area 47
Figure 18. Proposed El Dorado Street Cross Section 49
Figure 19. Proposed Center Street Cross Section 49
Figure 20. Proposed San Joaquin Street Cross Section 50 Figure 21. Proposed Oak Street Cross Section 50
Figure 22. Alternative 3 Bicycle and Pedestrian Priority Corridors 51 Figure 23. Alternative 3 Transit Priority Corridors 52
Figure 24. Alternative 3 Land Use Focus Area 54

LIST OF TABLES
Table 1. Top 5 Ranked Projects 3
Table 2. Project Goals and Objectives 5
Table 3. List of Reviewed Documents 9
Table 4. Crashes by Severity and User Type 26
Table 5. Intersections Ranked by Crash Frequency 29
Table 6. Alternative Strategies 56
Table 7. Recommended Projects 59
Table 8. Project Preliminary Cost Estimates 61
Table 9. Potential Transportation Focused Funding Opportunities 62 Table 10. Potential Land Use and Development Focused Funding Opportunities 63
Table 11. Performance Measures 67

TABLE OF CONTENTS
EXHIBIT 1
1062

MOVE DOWNTOWN
SUMMARY REPORT PAGE 1 OF 68

EXECUTIVE SUMMARY
Project Purpose
and Planning Context
The Move Downtown Plan (Plan) is a comprehensive, long
range framework to guide transportation and land use
investment in Downtown Stockton, focusing on creating a safer, more connected, equitable, and economically vibrant multimodal district. Centered on a one-square-mile study area anchored by the Robert J. Cabral Station, Downtown Transit Center, and San Joaquin Street Station, the Plan synthesizes an existing conditions analysis, extensive
community and stakeholder engagement, and alignment
with adopted City, regional, and State policies to identify challenges and opportunities across mobility, land use, economic development, and community equity. The Plan
evaluates and refines alternative multimodal and land use scenarios using a prioritization framework that leverages a collection of multidisciplinary goals to culminate in a recommended integration strategy. An implementation
roadmap, including phased actions, cost considerations, funding strategies, and performance tracking, positions the Plan as a practical tool to support capital programming, grant readiness, and coordinated decision making
that advances Downtown Stockton’s role as a regional
multimodal and economic hub.

Relationship to City,
Regional, and State Priorities
The Project aligns with City, Regional, and State plans and priorities for transportation and the built environment. Goals, priorities, and strategies outlined in documents such as the California Transportation Plan (CTP) 2050, the California Climate Action Plan for Transportation Infrastructure
(CAPTI), and the City General Plan were incorporated, as applicable, throughout the development of the Project.

Study Area Overview
The Plan Study Area encompasses approximately one square mile in the heart of Downtown Stockton. It is bounded by the Burlington Northern Santa Fe (BNSF) railroad tracks to the south, Oak Street to the north, Center Street to the west, and Airport Way to the east. This boundary was
established to strategically include three key transit stations within Downtown: the Robert J. Cabral (Cabral) ACE Station on Channel Street, the Downtown Transit Center (DTC) on Weber Avenue, and the San Joaquin Street Station, which operates Gold Runner intercity rail service, on South San Joaquin Street.

Key Challenges and Opportunities
Downtown Stockton’s transportation and land use network presents a strong foundation for multimodal mobility and revitalization opportunities, alongside several critical challenges that must be addressed to achieve a cohesive and equitable downtown. Key strengths include a well
connected street grid with walkable block sizes, a robust network of parks and public spaces, including McLeod
Lake, and a rich collection of historic and architecturally significant buildings that contribute to Downtown Stockton’s unique character. In addition, the City’s General Plan
and zoning allow multifamily residential and mixed use
development throughout most of Downtown, providing
flexibility to advance housing and economic development without requiring major policy amendments.

At the same time, the Study Area faces several land use, equity, and mobility challenges. Development opportunities, while abundant, including vacant parcels and publicly
owned land, are scattered, making it difficult to establish continuous development corridors that connect the three major transit stations. Physical barriers such as State Route 4 (SR-4), the Union Pacific and BNSF rail corridors, and adjacent industrial uses limit connectivity, fragment neighborhoods, and create incompatibilities with nearby residential areas, particularly in Little Manila and areas east of the rail line. Environmental conditions on former industrial sites, aging utility infrastructure, and the presence of unhoused populations along the Mormon Slough further complicate redevelopment and raise equity and public
health concerns. Access to healthy and affordable food
also remains a challenge for Downtown residents.

From a transportation perspective, gaps in the bikeway
and transit networks constrain mobility and limit access to key destinations and transit stations, particularly south of SR-4 and in the eastern portions of the Study Area where higher density residential zoning is planned. The Plan’s safety analysis reveals that pedestrians and bicyclists are disproportionately affected by severe and fatal crashes, with high risk locations concentrated south of SR-4 and along corridors such as Airport Way, El Dorado Street, and Center Street. These findings underscore the opportunity for targeted safety improvements, multimodal connectivity enhancements, and land use strategies that reduce barriers, improve access to transit, and support a safer, healthier, and more connected Downtown Stockton.

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Plan Development and Participation
The Plan was developed through a comprehensive, three
phase community outreach and engagement process
guided by a Stakeholder Working Group representing
twenty-four (24) agencies, service providers, advocacy
groups, and organizations. More than twenty (20) in
person and virtual events and three surveys engaged
over 1,200 residents, visitors, business owners, workers, and property owners. Community and stakeholder input
consistently highlighted priorities including safer walking and bicycling conditions, improved connections across SR-4 and rail corridors, enhanced cleanliness, better access to transit stations, and strategic investments that support small businesses, expand affordable housing opportunities, and enhance the public realm, particularly through the activation of underutilized and vacant properties, and incorporating mobility hub features at all three major transit locations.

Overview of Alternatives
The Move Downtown Plan evaluated three distinct
alternatives to understand how varying levels of investment, intensity, and implementation complexity could address
Downtown Stockton’s transportation and land use needs. The alternatives were developed collaboratively with the City, the Stakeholder Working Group, and the Downtown Stockton
community to reflect shared priorities and local context.

Alternative 1: The Foundation Plan
Alternative 1 focuses on near term, lower cost
programmatic and capital improvements that address
urgent safety and mobility needs while establishing a
baseline for future enhancements.

Transportation improvements include:
• High collision intersection safety treatments
• Pedestrian crossing and sidewalk improvements
• Roadway striping and signage enhancements
• Lighting and wayfinding improvements
• Targeted traffic calming measures
• Transportation Demand Management (TDM) strategies
• Basic transit stop amenity upgrades
Land use improvements include:
• Identifying vacant parcels and opportunity sites
• Activating Downtown commercial spaces, including
vacant ground floor space, parking lot edges, and other underutilized parcels
• Rehabilitation of vacant buildings
• Pursuit of funding and resources for façade
improvements
Alternative 2: The Focused Plan
Alternative 2 builds upon the Foundation Plan by
introducing targeted Safety, Pedestrian and Bicycle,
and Transit Priority Corridors, balancing aspirational
improvements with feasibility and implementation readiness.

Transportation improvements include:
• Continuous, high quality bicycle facilities
• Expanded pedestrian enhancements along key corridors
• Upgraded transit stops with improved amenities
• Reallocation of street space to better support multimodal travel
Land use improvements include:
• Development of Historic Design Guidelines
• Encouragement of infill housing on vacant and
underutilized parcels
• Activation of the Mormon Slough as a community and
mobility asset
• Creation of pedestrian oriented corridors across SR-4 Alternative 3: The Full Vision Plan
Alternative 3 represents a comprehensive, long term
approach that fully integrates multimodal transportation investments with land use strategies to transform Downtown into a connected, transit oriented, and vibrant urban center.

Transportation and public realm improvements include:
• Complete corridor build outs with protected bikeways
• Widened sidewalks and high quality pedestrian
crossings
• Transit priority treatments, such as transit signal priority and enhanced bus stop platforms
• Streetscape and public realm enhancements
Land use and placemaking strategies include:
• Encouragement of mixed use and high density housing
and infill development
• Development of transitions and buffers adjacent to rail lines
• Improvements to SR-4 undercrossings
• Continued activation and enhancement of the Mormon
Slough
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Each alternative was evaluated based on its performance relative to the Plan’s goals, community and stakeholder input, and feasibility considerations. Through this
assessment, the Plan concludes that Alternative 3 best
advances safety, connectivity, equity, economic vitality, and land use integration, while providing a scalable framework that can be implemented incrementally over time as funding and partnerships become available.

Implementation Roadmap
The Action and Phasing Plan establishes a structured, goal based approach for advancing the Full Vision Alternative through prioritized implementation strategies. Recommended projects were evaluated using a quantitative prioritization framework that measures how closely each strategy aligns with the Plan’s six goals: Safety, Mobility, Economic Vitality, Social Equity, Improved Land Use, and Air Quality, Health, and Sustainability. Projects were ranked based on these scores, with high ranked projects demonstrating the strongest overall alignment with Plan objectives. The top 5 ranked projects are shown in the table below.

Table 1. Top 5 Ranked Projects

PROJECT NAME PROJECT

RANKING

IMPLEMENTATION

PRIORITY
SR 4 Crossings 1 Medium Term
El Dorado Street
Corridor 2 Short Term
Airport Way Corridor 3 Short Term
Weber Avenue Corridor 3 Short Term
Downtown Transit
Center (DTC) Access 5 Short Term
The preliminary capital cost estimate associated with
the recommended alternative is $79,812,500. The
Plan’s financial strategy identifies a range of potential funding sources and grant programs that can support
the implementation of the recommended projects and
help align investments with project readiness and impact.

This approach supports informed decision making, helps
prioritize investments, and allows the City to advance
high impact solutions incrementally as funding and
implementation opportunities arise.

Successful implementation of the Move Downtown Plan will require coordinated leadership across local, regional, and State agencies. The City of Stockton will serve as the lead implementing agency, advancing projects and aligning
land use with the Plan’s multimodal vision. Regional and State partners will support transit operations, funding, and infrastructure coordination, particularly for projects affecting major corridors. The City will also work with developers, business organizations, and community groups, serving as the central convener to coordinate project delivery, align funding, and advance implementation over time.

Existing SR 4 undercrossing at California Street
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INTRODUCTION
Project Team
The Move Downtown Plan (Plan) was prepared by a
multidisciplinary team of public agency and consultant staff, including:

City of Stockton (Lead)
In partnership with:

SAN JOAQUIN

REGIONAL

RAIL COMMISSION
San Joaquin Regional
Rail Commission (SJRRC)
San Joaquin Regional
Transit District (SJRTD)
San Joaquin
Council of Governments
(SJCOG)
With support from:

Mark Thomas
PlaceWorks
PortCity
Purpose of the Plan
Role and Intended Audiences
of the Move Downtown Plan
The Move Downtown Plan (Plan) serves as a
comprehensive, long‑range framework that unifies prior
planning efforts for Downtown Stockton into a single
guiding document. By consolidating transportation,
land use, and community priorities, the Plan streamlines decision‑making and establishes a consistent vision to guide both near‑term actions and long‑term investment.

The Plan functions as a central reference for City staff, transit providers, developers, and community partners by informing capital improvement priorities, grant applications, service planning, and development review. More broadly, it provides stakeholders with a transparent, data‑driven roadmap for how Downtown’s transportation network and
land use patterns are intended to evolve, helping the City and its partners coordinate investments and direct resources efficiently to achieve the Plan vision.

Relationship to Adopted City, Regional,
and State Plans
The Plan is intentionally aligned with adopted City, regional, and State priorities to ensure consistency, competitiveness for funding, and long term implementation success. At the City level, the Plan advances the Envision Stockton 2040 General Plan by supporting infill development, transit oriented growth, multimodal connectivity, and revitalization of the Downtown Core and Greater Downtown areas. Regionally, the Plan
supports the San Joaquin Council of Governments’ Regional Transportation Plan/Sustainable Communities Strategy
and Mobility Hub initiatives by strengthening connections to key transit facilities, improving first and last mile access, and reinforcing Downtown Stockton’s role as a central
multimodal hub. At the State level, the Plan aligns with the California Transportation Plan 2050 and the Climate Action Plan for Transportation Infrastructure (CAPTI) by prioritizing safety, equity, mode shift, reduced vehicle miles traveled, and greenhouse gas emissions reductions. By integrating these City, regional, and State objectives into a single, actionable framework, the Move Downtown Plan positions
Downtown Stockton to advance shared policy goals while
improving quality of life and supporting future funding and implementation opportunities.

Project Goals and Objectives
Goals and objectives were critical to the project
development process, and were identified early in the
Project to provide guidance and inform the development of strategies and a preferred alternative. A set of six (6) goals (Safety, Mobility, Economic Vitality, Social Equity, Improved Land Use, and Air Quality, Health, & Sustainability) were identified to guide the Project and support alignment with goals and priorities by the City of Stockton (City) and the State of California (State). Objectives were also identified to expand on these goals and define intended outcomes from the implementation of the Project’s preferred alternative.

These goals and objectives were reviewed and informed by discussions with the City’s partner agencies, as well as the Project’s Stakeholder Working Group (SWG).

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Table 2. Project Goals and Objectives
# GOALS: OBJECTIVES:
1 Safety

1.1 Reduce collision rates, injuries, and fatalities for all modes of travel

1.2 Increase the quality and comfort of bicycle, pedestrian, and transit facilities

1.3 Improve collision hot spots

1.4 Increase the feeling of personal safety for residents and visitors by applying principles of Crime Prevention Through Environmental Design
2 Mobility

2.1 Increase mode share for non-single-occupancy vehicle modes

2.2 Reduce vehicle miles traveled

2.3 Enhance first/last-mile connections to transit

2.4 Increase travel time reliability
3 Economic Vitality

3.1 Provide opportunities to develop underutilized parcels as mixed-use development

3.2 Improve pedestrian, bicycle, and transit access to commercial corridors and business districts

3.3 Encourage placemaking and the development of public spaces

3.4 Support local goods movement and enhanced delivery systems 4 Social Equity

4.1 Prioritize investments and improvements serving disadvantaged community members

4.2 Incorporate community-identified solutions into recommendations

4.3 Increase access to multimodal and low-cost transportation options 5 Improved Land Use

5.1 Support infill residential development ranging from middle to high-density housing

5.2 Support transit-oriented development

5.3 Encourage joint development opportunities

5.4 Enhance livability by improving access to services, healthcare, and healthy food

5.5 Explore parking optimization strategies
6 Air Quality, Health,
& Sustainability

6.1 Reduce transportation-related greenhouse gas emissions and other environmental pollutants

6.2 Encourage physical activity within Downtown Stockton Study Area and Regional Context
Downtown Stockton Geographic Boundaries
The Plan Study Area encompasses approximately one square mile in the heart of Downtown Stockton. It is bounded by the Burlington Northern Santa Fe (BNSF) railroad tracks to the south, Oak Street to the north, Center Street to the west, and Airport Way to the east. This boundary was established to strategically include three key transit stations within Downtown:
the Robert J. Cabral (Cabral) ACE Station on Channel Street, the Downtown Transit Center (DTC) on Weber Avenue, and the San Joaquin Street Amtrak Station on South San Joaquin Street.

Figure 1 illustrates the boundaries of the Move Downtown Study Area. The Envision Stockton 2040 General Plan identifies two Downtown subareas: the Downtown Core and the Greater Downtown. The Move Downtown Study Area largely overlaps with the Downtown Core but extends slightly beyond it to include areas such as Little Manila, located south of State Route 4 (SR-4), and parcels east of the UPRR rail line. The Study Area is fully contained within the Greater Downtown boundary.

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Figure 1. Study Area Map
Move Downtown
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Transit, Rail, and Highway Systems
Key transportation conditions in the Study Area include San Joaquin Regional Transit District (RTD) bus routes and stops, rail transit stations identified by the San Joaquin Council of Governments (SJCOG) as future mobility hubs, and the influence of SR‑4 on connectivity and access.

RTD offers Bus Rapid Transit (BRT) Express, local fixed-route bus services, Metro Hopper, Intercity County Hopper,
commuter, and ADA Dial-a-Ride (DAR) services. Through
these services, RTD offers transit connectivity to destinations within the Study Area, including bus and rail transit stations, and to destinations outside of Stockton. Metro Hopper
service provides a deviated fixed-route service throughout the City of Stockton which supplements the demand for
ADA Dial-a-Ride operations. Commuter services provide
connections between San Joaquin County, Sacramento and
Dublin Bay Area Rapid Transit (BART).

Two major rail corridors traverse the Study Area: the north– south Union Pacific Railroad (UPRR) line, which carries both ACE and Gold Runner intercity passenger rail services, and the east–west BNSF Railway line, which serves Amtrak.

ACE provides passenger rail connections from Stockton
to Manteca and extends westward to San Jose. Amtrak
offers statewide and national passenger service, with major destinations from Stockton including Sacramento, the San Francisco Bay Area, and the Central Valley.

Locally regarded as the “Crosstown Freeway,” SR-4 provides the primary connection between Interstate 5 (I-5) and
Highway 99 and cuts through the southern third of the Study Area. The facility is elevated above the surrounding street network, allowing north–south streets to pass underneath.

Built Environment and Character
Downtown Stockton is laid out with a traditional grid
street network with blocks relatively equal squares of 300 feet by 300 feet, creating blocks approximately 90,000
square feet each. This compact and consistent block grid is conducive for a walkable environment and allows for
a development pattern that is denser than other parts of the City. This block structure extends beyond the Move
Downtown Study Area into the surrounding areas.

The one-square-mile Plan Study Area is a diverse
environment comprised of different subareas, each having a distinct physical character and style of development. For the purposes of the Move Downtown project, three subareas
were identified to guide recommendations based on
existing land uses and area character. These three subareas are: the Downtown Civic and Commercial area to the north and west, East Cabral Station area to the east, and the Little Manila area to the south. The following sections describe each of these three areas in greater detail. Figure 2 shows the subareas comprising the Move Downtown Study Area.

These subareas overlap with, but are distinct from, areas defined in other City documents including the Gleason
Historic Neighborhood (Design District) and the Little
Manila/Gleason Park Neighborhood Action Plan.

Within the Study Area, natural features such as McLeod
Lake and Mormon Slough also shape Downtown’s identity
and development pattern. McLeod Lake provides a
prominent waterfront amenity near Center Street, while
Mormon Slough, a seasonally dry creek bed along the
southern boundary, creates opportunities for ecological enhancement and improved public access.

Role of Downtown
as a Multimodal and Economic Hub
Downtown Stockton serves as a critical multimodal and
economic hub for both the City and the broader Central
Valley. Its proximity to major transportation assets, including rail, regional transit, and the Port of Stockton, positions it as a central node for the movement of people and goods
between the San Francisco Bay Area, Sacramento Valley,
and San Joaquin Valley. Located just west of the Study Area along the San Joaquin River, the Port of Stockton, one of only two inland ports in California, plays a significant role in supporting goods movement, regional commerce, and
economic competitiveness.

RTD offers transit services throughout the Study Area
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Figure 2. Study Subareas Map
4 Stockton
Channel
Mormon Slough
McLeod
Lake

SAN JOAQUIN ST

MADISON ST

SCOTTS AVE

SAN JOAQUIN ST

SONORA ST

STANISLAUS ST

COMMERCE ST

POPLAR ST

AURORA ST

PILGRIM ST

CHANNEL ST

SUTTER ST

PILGRIM ST

AURORA ST

GRANT ST

AMERICAN ST

STANISLAUS ST

SUTTER ST

UNION ST

LAFAYETTE ST

WASHINGTON ST

LAFAYETTE ST

LINDSAY ST

MINER AVE

WEBER AVE

WORTH ST

CHURCH ST

ANDERSON ST

SCOTTS AVE

SONORA ST

MINER AVE

FLORA ST

FREMONT ST

CENTER ST

EL DORADO ST

WEBER AVE
OAK ST

CALIFORNIA ST

AIRPORT WAY

MARKET ST

WILSON WAY

HAZELTON AVE

MAIN ST

SIERRA NEVADA ST

PARK ST

FREMONT
ST
Downtown Civic
and
Commercial Area
East Cabral
Station
Area
Little
Manila
Area
0 0.150.07 Mi
City of Stockton LEGEND
J:\Stockton 24-B0492 Multimodal Transp Network\GV\GIS\Stockton - Multimodal Transp Network\Stockton - Move Downtown.aprx - A014 - Stockton Move Downtown - Sub Areas
Move Downtown
Study Subarea Rail
Plan Area
Boundary
Study Subarea
Downtown Civic
and Commercial
Study Subarea
East Cabral Station
Study Subarea
Little Manila Study
Subarea
Google Google
Move Downtown
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EXISTING CONDITIONS ASSESSMENT
Summary of Key Local, Regional, and State Plans
A focused review of relevant local, regional, and statewide plans was conducted to ensure the Plan builds upon prior efforts and aligns with established policy direction, funding priorities, and implementation frameworks. This review evaluated adopted plans, ongoing initiatives, and regulatory guidance to identify key goals, performance measures, planned investments, and project recommendations applicable to the Study Area. A summary of the documents reviewed is provided in Table 2, with a detailed analysis of findings and alignment included in Appendix A: Literature Review.

Table 3. List of Reviewed Documents

DOCUMENT LEAD AGENCY YEAR OF

COMPLETION
State
California State Rail Plan Caltrans 2024
Caltrans Active Transportation Plan for District 10 Caltrans 2021 California Transportation Plan 2050 Caltrans 2021
Climate Action Plan for Transportation Infrastructure Caltrans 2021 Toward an Active California Caltrans 2017
Regional
Bike Stockton SJCOG 2025
San Joaquin Regional Mobility Hub Plan SJCOG 2025
Existing Bikeways Map SJCOG 2023
Regional Transportation Plan/Sustainable Communities Strategy SJCOG 2022 Local Roadway Safety Plan San Joaquin County 2022
Short Range Transit Plan Fiscal Years 2024/25 – 2033/34 RTD 2025 2024-2025 Annual Action Plan San Joaquin County 2021
San Joaquin County Bicycle Master Plan Update San Joaquin County 2020 Coordinated Transportation Plan RTD 2025
Regional Bicycle, Pedestrian, and Safe Routes to School Master Plan SJCOG 2012 Downtown Transit Center Map San Joaquin Regional
Transit District
N/A
Local
Downtown Stockton Weber Avenue Bicycle-Pedestrian Connectivity Project City of Stockton 2027 Stockton Diamond Grade Separation Website City of Stockton 2025 Interactive Zoning Map City of Stockton 2025
Channel Street Improvements Project City of Stockton 2025 Main Street Complete Streets Plan City of Stockton 2024 South Stockton Pedestrian HAWK Improvements Project City of Stockton 2024 Safe Routes to School Safety and Connectivity Project City of Stockton 2024 2023-2031 Housing Element Draft City of Stockton 2024
Active Multifamily Housing Development Map City of Stockton 2024 Cabral/East Cabral Station Area Neighborhood Action Plan City of Stockton 2024 Little Manila Neighborhood Action Plan City of Stockton 2024 Housing Action Plan City of Stockton 2024
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Land Use Analysis
This section summarizes key land use conditions and
challenges within the Plan Study Area, including existing uses, physical conditions, landmarks, destinations, current developments, socioeconomic trends, and the existing
regulatory framework under the General Plan, Zoning
Ordinance, Housing Action Plan, and Neighborhood
Action Plans. The information provided in this summary is intended to provide a base understanding of the land use patterns and key transportation connections to support
development of the Move Downtown vision. A more
detailed discussion of the land use analysis is provided in Appendix B: Land Use Network Review.

Subareas and Key Destinations
Downtown Civic and Commercial Area
The Downtown Civic and Commercial subarea is the largest and most intensely developed portion of the Plan Study
Area, generally bounded by Park Street to the north, the UPRR railroad tracks to the east, SR-4 to the south, and I-5 to the west. This area functions as Stockton’s primary civic and commercial core, characterized by a mix of
higher-density residential, office, retail, and restaurant uses within a traditional downtown street grid. Buildings are generally taller and more closely spaced together than in the surrounding subareas, creating an active, pedestrianoriented urban environment that supports employment, services, and cultural destinations.

Table 3. List of Reviewed Documents

DOCUMENT LEAD AGENCY YEAR OF

COMPLETION
Local
Large Residential Projects Map City of Stockton 2024
Stockton Downtown Transformation Project Caltrans 2023
California Street Road Diet Project City of Stockton 2023 Housing and General Plan Annual Progress Report City of Stockton 2023 Downtown and South Shore Infrastructure Analysis City of Stockton 2023 Economic Development Strategic Action Plan City of Stockton 2021 Systemic Safety Analysis Report and Local Road Safety Plan City of Stockton 2021 Greater Downtown Stockton Active Transportation Plan City of Stockton 2020 Greater Downtown Bike and Pedestrian Connectivity Map City of Stockton 2020 Downtown East-West Connection Map City of Stockton 2020 Sustainable Neighborhood Plan City of Stockton 2019
Safe Routes to School Sidewalk Gap Closure Project Map City of Stockton 2018 Envision Stockton 2040 General Plan City of Stockton 2018 Bicycle Master Plan City of Stockton 2017
Safe Route to School Plan City of Stockton 2017
Infill Opportunities Report City of Stockton 2016
ACE Planning and Parking Strategy, Cabral Station City of Stockton 2011 Robert J. Cabral Station Master Plan Update City of Stockton 2008 Robert J. Cabral Station Neighborhood: A Plan for Revitalizing East Downtown Stockton
City of Stockton 2005
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East Cabral Station Area
The East Cabral Station subarea is centered on Robert J.

Cabral Station and the north–south UPRR rail line. The area includes a mix of residential, industrial, and commercial uses, with a more industrial character concentrated
along the rail corridor and a transition to predominantly residential neighborhoods toward the east. Proximity to rail infrastructure and auto-oriented businesses contributes to distinct land use and environmental conditions within this subarea.

The Stockton Diamond Grade Separation Project, located
near Aurora Street and Scotts Avenue, will significantly influence future development patterns through the relocation of select industrial uses and infrastructure modifications.

Existing conditions documentation also identifies
infrastructure gaps, limited neighborhood amenities, and environmental concerns associated with historic industrial activity. These factors position the East Cabral Station area as a transition zone with both redevelopment opportunity and implementation challenges.

Little Manila Area and Gleason Park
The Little Manila and Gleason Park subarea occupies
the southern portion of the Study Area, extending from
the elevated SR-4 to the BNSF rail line at the southern boundary. Predominantly residential in character, the
neighborhood includes single-family homes centered
around Gleason Park and Spanos Elementary School.

The area holds deep cultural and historic significance as a longtime center of Stockton’s Filipino/a community, along with Japanese and Chinese communities, and includes
designated historic resources such as the Little Manila Historic Site.

Construction of SR-4 significantly disrupted the
neighborhood, resulting in displacement and long-term
social and economic impacts that continue to influence
community conditions today. Existing conditions analysis identifies challenges related to food access, infrastructure quality, and neighborhood amenities. Despite these
challenges, the subarea’s strong historic identity and
community cohesion present meaningful opportunities for sensitive revitalization and reinvestment, guided by existing City design standards and preservation policies.

Key Destinations
Some of the important destinations within and adjacent
to the Plan Study Area that identify patterns and
concentrations of key trip generators, and how destinations may relate to one another, as well as to transit stations, are shown in Figure 3. Key destinations shown include parks, public facilities, civic buildings, food destinations, schools, fire stations, and police stations. The map also shows halfmile buffers around each of the three transit stations.

Robert J. Cabral Station
Cabral Station is a railway transit station located along Channel Street in Downtown Stockton within the east part of the Study Area. It is one of the two passenger rail stations Downtown Civic and Commercial Area: Downtown Transit Center EXHIBIT 1
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Figure 3. Key Destinations Map
1 2
3 4
1 2 3
4 5
1 2
Madison Park
American Legion
Park
Eden Square
Park
Victory
Park
Constitution Park
Louis Park
Dr. Martin Luther
King Jr. Weber Park Plaza
Mcleod Park Fremont Park
North
Seawall Park
Weber
Point Park
Independence
Park Morelli Boat Ramp Park
Lyons Golf
Course
Gleason Park
Union Park
Lafayette Park Boggs Liberty Park Tract
Park
Columbus Park
Decarli
Plaza
Hunter Square
4 YOSEMITE LAKE
Stockton Channel
Mormon Slough

SMITHS CANAL
McLeod Lake

SAN JOAQUIN RIVER

COUNTRY CLUB BLVD

PILGRIM ST

FRESNO AVE

MAGNOLIA ST

SAN JOAQUIN ST

PORT A RD

VENTURA AVE

CARLTON AVE

WATERLOO RD

CHURCH ST

LINCOLN ST

YOSEMITE ST

SCOTTS AVE

AURORA ST

TURNPIKE RD

ROOSEVELT

MIDDLEFIELD AVE
ST

AMERICAN ST

BEDFORD RD
LOS

ANGELES AVE

MICHIGAN AVE

BUENA VISTA AVE

FREMONT ST

SCOTTS AVE

WEBER AVE

SHIMIZU DR

STANISLAUS ST

ANDERSON ST

SAN JOSE ST

ELMWOOD AVE

SUTTER ST

UNION ST

FLORA ST

FIRST ST

ROSE ST

THIRD ST

WALNUT ST

MONTE DIABLO AVE

STOCKTON ST

HUNTER ST

BAKER ST

JACKSON ST

SECOND ST

OXFORD WAY

JEFFERSON ST

PINCHOT ST

ARGONAUT ST

PORT D RD

HUNTER ST

POPLAR ST

LAFAYETTE ST

ACACIA ST

EDISON ST

WORTH ST

LINCOLN ST
RYDE
AVE

BRISTOL AVE

COMMERCE ST

HARDING WAY

ORANGE ST

LUCERNE AVE

SOUTH TUXEDO AVE

GRANT ST

MONROE ST

CLAY ST

VAN BUREN ST

HARRISON ST

MADISON ST
ELM ST

WASHINGTON ST

LINDSAY ST

POPLAR ST

WILLOW ST

VINE ST

SONORA ST

PORT F RD

PORT L RD

ROSELAWN AVE

JOHN TURKRD

PORT M RD
5 Station
# 6 Stockton Fire
Department
Station # 9
Stockton Fire
Department
Station # 2 Stockton
Fire
Department
Station # 3
Stockton Fire
Department
Unbound Stockton
Community School
Frederick (Jane)
Continuation High
Sch.

Weber
Inst of
Applied Sciences
one.Reconnect
Stockton
Unified Early College
Academy
Stockton
High
School
TEAM Charter School
one.Odyssey
one.Success
El Dorado Elementary
School
TEAM Charter School
Annunciation
School
Victory
Elementary School
Washington (George)
Elementary
School
Commodore Stockton
Skills Elem
Sch.

Hoover
Elementary
School
San
Joaquin
Building Futures Academy
Edison
High School
Hazelton
Elementary
School
Spanos
(Alex) Elementary School
0 0.25 0.5Mi
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Key Destinations
Fire Station
Stockton Police Dept
Stockton Maritime
Museum
Amtrak S. San Joaquin
Street Station
Dowtown Transit Center
(DTC)
Robert J. Cabral ACE
Station
School
Half Mile Buffer Around
ACE Station
Half Mile Buffer Around
Amtrak Station
Half Mile Buffer Around
Downtown Transit Center
1 Advantis Health Areana
2 Banner Island Ballpark
3 Regal Stocton City Center
4 Stockton Memorial Civic
Auditorium
5 Weber Point Events
Center
1 City of Stockton City Hall
2 San Joaquin County
Council of Government
3 San Joaquin County Court
House
4 State Department of
Motor Vehicles
1 Golden Villa Farmers'
Market
2 Smart & Final
Supermarket
Google Google
Move Downtown
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within the City. Cabral Station is a terminus stop for ACE rail services that connect to San Jose’s Diridon Station, and is a stop along the Amtrak route that connects Sacramento and Bakersfield. Built in 1930, it is an architecturally significant building in the Italian Renaissance style, which recalls a previous era of rail travel. The station deteriorated during the 1970’s and after, until a voter-approved transportation measure allowed it to be renovated and reopened in 2003.

State Route 4
Locally regarded as the “Crosstown Freeway”, SR-4 is a
primary east–west connection between I-5 and Highway
99 and runs through the southern portion of the Study Area.

Elevated above the surrounding street network, the facility allows north–south connections beneath it; however, these underpasses create dark and uncomfortable conditions
for pedestrians and bicyclists. While SR-4 plays a critical regional mobility role, it also functions as a significant physical and social barrier between Downtown and the
Little Manila neighborhood, contributing to fragmentation and inequitable access across the area.

Mormon Slough
Mormon Slough, which runs parallel to the southern BNSF rail line, is a former waterway that was diverted in the early 20th century to redirect flow away from Downtown
Stockton. Today, the corridor presents environmental, social, and public health challenges, including the presence of unhoused residents. The Little Manila and Gleason Park
Neighborhood Action Plan recommends restoration and
coordinated improvements to enhance environmental
conditions while addressing ongoing community needs.

Weber Point Events Center
Along the west of the Study Area by Center Street and
facing McLeod Lake, is the Weber Point Events Center. This is a large outdoor event space in Downtown Stockton that provides a venue for attractions year-round. It includes a children’s play area, an amphitheater, and interactive water features, and accommodates a variety of events such as
festivals, concerts, and other community gatherings.

San Joaquin County Superior Court of California
The San Joaquin County Superior Court of California,
located on Weber Avenue, is the general trial court for all citizens of San Joaquin County. This courthouse was completed in 2017 and is 12 stories tall, accommodating 30 courtrooms. This is the largest building in the Study Area and a major employment destination.

Diversity Plaza (remnant of Hunter Square Plaza)
Diversity Plaza, located in Downtown Stockton, occupies the southern portion of the former Hunter Square Plaza
site following redevelopment of the northern half for the San Joaquin County Superior Court. The plaza has been
enhanced with public art, lighting, landscaping, and
gathering amenities, creating a well-maintained civic space that celebrates Stockton’s cultural diversity and serves as an important community gathering place in the city center.

Mormon Slough El Dorado Street, looking southeast towards the new Superior Courthouse
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Existing Regulatory Framework
A review of key existing regulatory land use documents was conducted. These documents are summarized below with
additional information available in Appendix B: Land Use Network Review.

Envision Stockton General Plan 2040
Envision Stockton 2040 is the City’s long‑range general plan guiding growth and development through the year
2040. Adopted in December 2018, it establishes a
comprehensive framework for achieving the community’s
vision by addressing land use, housing, circulation,
environmental justice, public services, safety, and quality of life. The plan integrates State‑required elements into four chapters (with the Housing Element updated separately
on an eight‑year cycle, most recently in July 2024) and provides policies, actions, and land use designations to ensure that future development, aligns with Stockton’s
long‑term goals. The plan includes several goals, policies, and specific to downtown.

Development Code:

Title 16 of the City Municipal Code
Title 16 of the City Municipal Code is the Development Code, which creates zoning districts to implement the General Plan Land Use map and regulates uses and development
standards for each zoning district. The majority of the Move Downtown Study Area is occupied by commercial land uses, especially within and around the Downtown Core. There are strips of industrial land running along the north-south UPRR line and the east-west BNSF Railway line. There are smaller pockets of housing around the Study Area, primarily within the Little Manila area south of SR-4. There are mediumdensity residential areas concentrated in the south-eastern portion of the study area, east of Union Street. A small amount of high-density residential is located around and to the east of Gleason Park.

Housing Action Plan
The City finalized the Housing Action Plan (HAP) in
November 2024. This community-driven plan analyzed
challenges and proposed solutions to Stockton’s housing crisis. For example, one of the key factors leading to the statewide housing crisis is the increase in housing prices and rents, while incomes have not kept up. The HAP analyzed the Stockton housing market and needs; the existing housing supply and opportunities for new development; and the
development process in the City to see if there are ways to streamline production of new housing. To improve the implementation of housing efforts, the HAP was developed for the entire city, with three Neighborhood Action Plans (NAP) developed for distinct communities within Stockton.

Neighborhood Action Plans
In 2023, through funding from the SJCOG, the City prepared Neighborhood Action Plans (NAPs) for three separate areas within the City: South Airport Way, Cabral Station Area, and Little Manila/Gleason Park. These three plan areas
were selected for their elevated need for quality housing, as identified in the 2040 Envision Stockton General Plan, in addition to their location within the South Stockton Promise Zone and identification as low-resource areas by the State Housing and Community Development Department.

Major Developments
Residential Development
There are several planned developments currently going
through the approval process throughout the City, many of which are located within the Study Area and will increase the available stock of multifamily residential units. As of July 2024, there were seven projects under review, approved, or under construction within the Greater Downtown Area, three within the Downtown Core, and three within the Study Area. If these projects are approved and built, they would add 1,044 multifamily units to the Greater Downtown Area, 514 units to the Downtown Core, and 346 units to the Move Downtown Study Area. The construction of 110 multifamily homes are planned for the State of California Department of General Services (DGS) building on Miner Avenue, with income restrictions across income levels. Just outside of the Study Area, an additional 110 multifamily units are planned for the former DMV location.

As of April 2024, two large residential projects were
proposed within the Greater Downtown Area just outside
of the Study Area. The first is the South Pointe Project, within the Downtown Core a few blocks west of the Study Area.

This project was under review as of April 2024 and, if
approved, would add approximately 300 units. The second project, the University Park Master Plan, was approved in April 2024 and will add approximately 359 residential
units when completed. This project is located along Park Street, just north of the Study Area. Combined, these two projects would add 659 new residential units to the Greater Downtown Area.

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Stockton Diamond Grade Separation Project
The Stockton Diamond Grade Separation Project is a
proposed grade separation designed to improve the rail
intersection at the Stockton Diamond, located just south of Downtown Stockton near Aurora Street and Scotts Avenue.

The project would separate the two intersecting rail lines, which are both currently at grade, by raising the UPRR line to cross over the BNSF line. This design minimizes impacts to local roadways, such as SR-4, but will significantly reconfigure land in the area. Figure 4 shows the potential right of way acquisition required for the project.

Caltrans Downtown Stockton Transformation Project
The Caltrans Downtown Stockton Transformative Project
is an effort to remediate the division created by SR-4.

Caltrans is exploring opportunities to develop a new park under the highway’s elevated structure, currently referred to as Crosstown Park. Concepts for the park include an
amphitheater, skate park, playground, murals, and a
community garden.

Vacant Lands, Public Lands, and Historic Resources
Figure 4 shows vacant lands, public land, and historic
resources within and around the Study Area. This map
provides a preliminary snapshot of potential development opportunities as well as constraints. The various Historic Resources include Historic Landmarks, Historic Sites,
Structures of Merit, and Preservation Districts. No
Preservation Districts are within the Study Area.

Perception of Safety Analysis
A perception of safety analysis was conducted to evaluate how the Study Area environment may feel to pedestrians
based on observable physical street conditions. This highlevel assessment focused on visual cues that influence comfort and walkability, rather than crime data or
socioeconomic factors. The analysis is intended to identify environmental characteristics that may support or detract from a pedestrian’s sense of comfort and to highlight
opportunities for targeted improvements.

Guided by core Crime Prevention Through Environmental
Design (CPTED) principles, the evaluation assessed street segments against a set of criteria related to sidewalk
completeness, maintenance, landscaping, building frontage conditions, active uses, lighting, and the presence of vacant or underutilized properties. Each segment received a
cumulative score based on these observable characteristics, allowing for a comparative understanding of perceived
comfort levels across the Study Area.

Results indicate that lower levels of perceived safety
are concentrated south of SR-4 and along the railroad
corridors, where street environments more frequently lack active frontages, consistent maintenance, or adequate
lighting. In contrast, areas within and adjacent to the Downtown Civic and Commercial District generally
demonstrate higher perceived comfort levels, reflecting stronger pedestrian-oriented conditions.

Equity Analysis
The equity analysis reveals significant challenges across all tracts within the Study Area, with respect to socioeconomic conditions, community health, and housing affordability.

Incomes are generally low with high rates of poverty, many households are renters, homes tend to be older, and harmful environmental conditions are present across the Study
Area census tracts. Some of these issues are concentrated and worse in the Study Area and Downtown Core, while
other issues are shared by neighboring tracts in the Greater Downtown Area.

These findings indicate the Plan Study Area is a priority for investments aimed at mitigating adverse environmental conditions and improving the health and wellbeing of
downtown Stockton residents. Investment opportunities
could improve environmental quality and housing conditions in the area, as well as help to reconnect communities across the boundaries created by transportation infrastructure, improving resident access to jobs, food, and other daily needs and community destinations. The full equity analysis can be found in Appendix C: Equity Analysis.

Stray dog at the California Street and Hazelton Avenue
intersection, leading to Spanos Elementary School
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Figure 4. Vacant Lands, Public Lands, and Historic Resources Map Stockton Channel
Mormon Slough
McLeod Lake

COMMERCE ST

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MADISON ST

AMERICAN ST

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SCOTTS AVE

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JEFFERSON ST

WASHINGTON ST

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FLORA ST

COMMERCE ST

VAN BUREN ST

LAFAYETTE ST

LINCOLN ST

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ACACIA ST

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CHANNEL ST

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AMERICAN ST

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LINDSAY ST

MINER AVE

WEBER AVE

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CHURCH ST

ANDERSON ST

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WEBER AVE

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and Historic Resources
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Land Use Analysis Summary of Findings
The land use analysis indicates that the Study Area is
well-positioned to support continued revitalization and multimodal activity. A connected street grid, accessible parks and public spaces, and a concentration of historic and architecturally significant resources contribute to a strong physical and cultural framework. In addition,
existing General Plan and zoning regulations already
allow multifamily residential and mixed-use development throughout much of Downtown, providing regulatory
flexibility to support growth and reinvestment without
requiring substantial policy amendments.

Key Strengths:
• The Study Area has a strong existing grid network
with block sizes that can easily facilitate pedestrian
movement throughout the area.
• The Study Area is well-served by parks and public
spaces.
• There are many historic resources and architecturally significant buildings that are protected as designated
landmarks and sites.
• The General Plan and Zoning already permit multifamily residential throughout Downtown, except on industrial
land, supporting flexible and mixed-use development
without needing a General Plan and Zoning
amendment.

While Downtown Stockton is supported by a strong
physical and regulatory framework, the analysis identifies several structural and equity-related challenges that
affect connectivity, cohesion, and long-term reinvestment potential. Physical barriers, including SR-4, the UPRR rail corridor, and industrial land uses fragment neighborhoods and make it challenging or unpleasant to travel to transit stops. Scattered vacant and underutilized parcels present redevelopment opportunity but interrupt continuous
corridors of activity, particularly where infrastructure capacity, environmental contamination, or land use
compatibility issues exist. In addition, public health, food access, and conditions surrounding Mormon Slough reflect ongoing equity concerns that must be addressed alongside physical improvements.

Key Challenges:
• There are multiple opportunities for redevelopment
including vacant lots and City- and County-owned
land. However, many of these are non-contiguous
and scattered throughout the study area, making it
challenging to coordinate improvements, activate city
blocks, and support connectivity between the three
transit stations.
• The capacity and condition of existing utility
infrastructure may present obstacles to development
and would likely need to be reviewed for necessary
upgrades.
• SR-4 remains a challenging barrier for connectivity
and cohesion of community and land uses between
the Downtown Civic and Commercial District and Little
Manila.
• The industrial lands flanking the UPRR rail is a barrier to land use and community cohesion for residents on
either side of the tracks. Industrial activities are generally incompatible with residential uses and can adversely
impact overall community health.
• Many vacant industrial sites in the Study Area have
environmental contamination issues.
• Mormon Slough is home to many unhoused people,
which creates public health challenges and emphasizes
the need for human services in downtown.
• The high-level perception of safety analysis shows
that areas most likely to be perceived as unsafe or
uncomfortable from a pedestrian point-of-view are
areas and crossings through and adjacent to SR-4,
Mormon Slough, and the UPRR rail corridor.
• Access to healthy and affordable fresh food is a
challenge for current and future residents of the Study Area.

Displacement Risk Analysis
As part of the Plan, the project team evaluated the potential for transportation and land use investments to contribute to gentrification and displacement in the Downtown Core.

While the recommended strategies are intended to improve mobility, sustainability, and economic development, such investments can also increase neighborhood desirability, drive up rents, and place pressure on lower‑income
households and small businesses. Recognizing this risk, factors associated with displacement were examined
and policy considerations and mitigation strategies were identified to help ensure that revitalization benefits existing residents and businesses.

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The displacement analysis draws on findings and
recommendations from recent local and regional efforts, including the SJCOG Housing Policy Toolkit, Stockton TCC Displacement Avoidance Plan, Stockton Housing Action
Plan, and the City’s Housing Element. These documents
identify existing displacement risk factors in Downtown Stockton and outline tools to preserve housing affordability, support tenant stability, and promote equitable
development. The analysis also assessed the distribution of subsidized and naturally occurring affordable housing in the Study Area, noting concentrations near Weber Avenue, Main Street, and E. Sonora Street, with larger affordable housing developments generally located north of SR‑4.

Anti displacement strategies were evaluated across four major implementation areas:
• Land use preservation and rehabilitation
• Activation
• Long term development and transitions
• Transportation improvements
Preservation and rehabilitation strategies emphasize
maintaining existing housing supply, particularly historic and culturally significant buildings, while pairing
reinvestment incentives with affordability protections.

Tools such as housing rehabilitation programs, proactive code enforcement, tenant protections, and preservation
of subsidized housing can help balance reinvestment with tenant stability and neighborhood continuity.

Activation strategies focus on near‑term use of vacant
and underutilized sites to build activity and momentum
while longer‑term redevelopment occurs. To reduce
displacement risk, activation efforts should prioritize local vendors, nonprofit service providers, and community‑based businesses, ensuring that existing residents benefit
economically from revitalization.

Long‑term strategies address redevelopment along major
infrastructure corridors, including SR‑4 and rail lines, where coordinated investment can improve connectivity and public health outcomes by reducing exposure to environmental
contaminants associated with freight and industrial activity.

Integrating affordability incentives, encouraging mixed‑use development, and establishing appropriate buffers between industrial, rail, and residential uses are critical to reducing displacement pressures and benefiting existing residents as private investment increases. Early and ongoing community engagement is essential to ensure that redevelopment
reflects local needs and priorities.

Transportation strategies, including pedestrian, bicycle, transit, and safety improvements, offer important
quality‑of‑life benefits but must be paired with clear
communication and trust‑building efforts. Historic
patterns of displacement associated with infrastructure investment underscore the importance of community‑led
engagement, transparent messaging, and equity‑centered
implementation. Programs such as Vision Zero and Safe
Routes to School can deliver direct safety benefits to
current residents when paired with meaningful community participation.

These strategies should also align with housing goals
by encouraging infill development on sites identified in the Housing Element and accounting for the mobility
needs of lower‑income households as parking and street
configurations evolve.

By coordinating transportation investments, land
use policies, housing preservation tools, and
community‑focused economic development, the City can
support revitalization while protecting affordability and social equity. The full displacement analysis is provided in Appendix D: Displacement Analysis.

Transportation Network Analysis
This section details the findings of a Transportation Network Review, which identified existing transportation conditions, socioeconomic characteristics, and transportation safety challenges within the Plan Study Area.

Existing and Planned Bicycle Facilities
Figure 5 illustrates the network of existing and proposed bikeway facilities within and adjacent to the Study Area, offering insight into the level of bicycle connectivity available in Downtown Stockton. This mapping helps
evaluate the extent to which the Study Area currently
supports connectivity for bicycle travel, proposed
improvements for bicycle connectivity, and identifies key gaps in the existing and proposed bikeway network.

Existing bikeway facilities are located along segments of Center Street, Oak Street, Miner Avenue, Weber Avenue,
Hunter Street, California Street, El Dorado Street, and Hazelton Avenue.

Additional bikeways are planned along the following
roadways; Miner Avenue, Airport Way, Aurora Street, Oak Street, Fremont Street, Channel Street, Weber Avenue, and Market Street.

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Figure 5. Existing and Planned Bicycle Facilities Map
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California Street, El Dorado Street, and Center Street have recently undergone bicycle improvements, and are the only designated, continuous north-south bikeways that traverse the entire Study Area.

Existing east-west bikeways are located on Oak Street,
Miner Avenue, Hazelton Avenue, and Weber Avenue. The
existing east-west planned facilities on Main Street and Market Street offer direct access to the core of Downtown Stockton and key transportation facilities, including the DTC and the Cabral ACE Station. However, there are a lack of east-west bikeway facilities planned south of Market Street, limiting bikeway connectivity across the southern portion of the Study Area.

Planned bikeway improvements, identified through previous local and regional planning efforts, including the Greater Downtown Active Transportation Plan, aim to address
network gaps and enhance Downtown Stockton’s bicycle
infrastructure. Planned north-south facilities on Aurora Street and Airport Way will improve connectivity through the Study Area, increasing access to key community
destinations. The addition of bikeways along Main Street and Market Street will enhance connectivity across the
center of the Study Area, resulting in a more continuous, integrated bicycle network.

One bikeshare program, Bike San Joaquin, is currently
operating in the Study Area, offering pedal-assisted e-bikes to expand mobility options for residents, particularly in historically underserved communities. The program operates under two models: a long-term lending subscription and
a round-trip rental system. The long-term option allows residents within designated equity-priority zones to
borrow an e-bike for personal use for 30 days at a time, with reduced-cost subscriptions available for qualifying households. The short-term system offers access to fleets of e-bikes stationed at hub locations, with users required to return the bikes to their original pick-up hub.

While most Bike San Joaquin hubs are located outside of the Study Area, near the University of the Pacific, Calaveras Quarters, and other nearby residential developments,
one hub is located within the Study Area at Grand View
Village, at the intersection of Miner Avenue and San
Joaquin Street. The Bike San Joaquin bikeshare program
provides a valuable transportation service that complements Downtown Stockton’s growing bicycle network. However,
the requirement to return e-bikes to their original hub limits trip flexibility and eliminates trips which require one-way travel to destinations.

Transit Network
Figure 6 illustrates the existing public transit conditions in the Study Area, including the coverage of RTD transit services, as shown through RTD bus routes and stops,
and the locations of transit stations, which have been
identified by the SJCOG as future mobility hubs. This
map highlights areas that are well-served by existing
transit services as well as those with limited options. While transit coverage provides an important snapshot of where services are available, it does not necessarily reflect service frequency, reliability, span of service, or the capacity of routes to accommodate additional riders. As a result, areas shown as “served” may still experience limited
usability or constrained first and last mile connectivity depending on schedule coordination and operational
conditions. These factors can disproportionately affect lower‑income households, seniors, people with disabilities, and households without reliable access to a vehicle,
underscoring the importance of coordinating transit service with access improvements.

Overview
An important aspect of RTD’s approach to transit is the “hub and spoke approach” which routes local feeder lines into central transit centers. While existing RTD bus routes operate across the Study Area, the northern half of the Study Area is currently better served by the transit services, with a greater density of transit routes and stops, particularly surrounding the DTC and near the Cabral ACE Station. The DTC is an
RTD transit hub located on Weber Avenue, which facilitates transfers between multiple bus lines and serves as a key node in the regional transit system. In addition to the DTC, the area near the Cabral ACE Station is also well served by RTD, supporting access to ACE commuter rail service
between Stockton and the Bay Area.

Recent bikeway improvements on California Street
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Transit Network as of May 11, 2026
Figure 6. Transit Network Map
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The San Joaquin Street Amtrak Station, located in the
southern portion of the Study Area, is also served by
RTD transit. A bus stop is located adjacent to the station, providing a direct connection to the local transit network.

A bus stop located across the street, south of the BNSF rail line, serves northbound passengers traveling to downtown.

However, while this stop offers transit access, the overall transit coverage in the southern portion of the Study Area is noticeably less dense compared to the north. Fewer
routes and longer distances between stops may limit the convenience and frequency of transit service for residents and visitors in this area, reducing its appeal as a first- and last-mile option for Amtrak passengers.

San Joaquin Street Station is currently not served by an Express Route. Improving transit connectivity, service
coordination, and first‑ and last‑mile access in the southern portion of the Study Area would help advance more
equitable mobility outcomes, strengthen access to regional rail, and expand the benefits of transit investments for disadvantaged communities while enhancing overall system effectiveness.

RTD Express Routes
As part of the existing conditions analysis, all RTD express bus routes were reviewed to assess their potential to serve the Cabral and San Joaquin Street rail stations. Preliminary analysis identified Express Route 40 as having potential to serve Cabral Station due to its service to the nearby DTC. However, limited space at Cabral Station would
constrain its ability to function as a layover, origin, and/or destination for bus operations, which could increase travel times and affect schedule reliability. Ridership modeling and operations and maintenance analyses are required to evaluate the benefits and costs of potential modifications to Express Route 40. It is also important to note that Express Route 40 currently terminates at the DTC and does not
directly serve Cabral Station. Extending the route would introduce additional travel time that could affect schedule reliability, operator work shifts, and overall route efficiency.

Given that Express Route 44 already provides direct service to Cabral Station, any consideration of modifying Route 40 should be supported by a detailed feasibility analysis demonstrating ridership demand and evaluating impacts to travel time, frequency, and operational costs.

RTD Express Routes 44 and 47 were identified as the most viable opportunities to serve San Joaquin Street Station.

Express Route 44 could potentially add a stop at San
Joaquin Street Station as an endpoint before or after the DTC stop. Express Route 47 could potentially serve the
station between Lincoln/Washington and Steamboat
Landing on Commerce. However, both options would
introduce significant route deviations. In addition, San Joaquin Street Station would require stop infrastructure improvements to accommodate express bus service. Further analysis, including route geometry, signal operations,
turning movements relative to the timetable, ridership
modeling, and operations and maintenance considerations, is needed to support any modifications to Express Routes 44 and 70. Beyond physical routing considerations, transfer reliability depends on how bus arrival times align with first and last rail departures. While this analysis explores opportunities for additional direct express service to rail stations, RTD’s transit network is designed to function through timed connections at key hubs, particularly the DTC.

This hub and spoke approach allows passengers to transfer between express and local routes, such as using Route
510 to access San Joaquin Street Station, supporting a
balance between system coverage, operational efficiency, and service reliability. Although one seat bus connections to rail stations can improve convenience for some riders, route deviations must be carefully weighed against potential impacts to travel times, headways, and schedule reliability for the broader transit network. Accordingly, any proposed modifications to directly serve rail stations should be evaluated through ridership demand, operational feasibility, and cost analyses to ensure overall system performance
and reliability are maintained.

Express Bus and Rail Service Coordination
As discussed above, Express Route 44 currently provides the primary express bus connection to Cabral Station and the DTC, and it is the only express service directly serving Cabral Station. The earliest Route 44 bus arrives at 5:51 AM and the first departing ACE train from Cabral Station leaves for San Jose at 4:10 AM. The last departing service at Cabral Station is on the Amtrak Thruway Bus at 8:45 PM terminating at Davis and the last arriving train on the ACE rail arrives at 7:47 PM from San Jose. Route 44 operates at approximately 20-minute intervals through 9:33 PM,
allowing potential evening connections to ACE services.

Downtown Transit Center (DTC)
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The San Joaquin Street Station is only served by RTD
local Routes 315 and 510. Route 315 provides three daily trips between the DTC, San Joaquin Street Station, and
communities southwest of downtown, with the earliest bus arriving at 8:16 AM and the latest bus departing at 3:39 PM. Route 510 provides service approximately every 40
minutes to the DTC and south Stockton, with the earliest bus arriving at 5:32 AM and the last bus departing at 8:50 PM.

The earliest Gold Runner intercity train departs San Joaquin Street Station at 9:23 AM and the last train arrives at 8:29 PM. Passengers accessing express bus services from San
Joaquin Street Station would most likely rely on Route 510 to connect to the DTC.

Further analysis should evaluate existing gaps in access from express bus services for first-departing and lastarriving regional and Gold Runner intercity rail services at Cabral and San Joaquin Street stations and consider
potential operational adjustments to better align transit connections.

Downtown Transit Center
Configuration and Operations
The DTC contains 20 sheltered, off-street bus bays. On
Weber Avenue, there is about 160 feet of curb space
for shuttles and buses traveling westbound. Existing
bus schedules and layover needs can be analyzed for
compatibility and accommodation of a new potential
circulator that can provide direct, high-frequency service between DTC, San Joaquin Street, and Cabral stations.

Adding a potential stop for eastbound buses in the median on Weber Avenue by removing parking and reconfiguring travel and turning lanes may potentially provide an additional opportunity for direct, on-street transfers. This would require analysis on street geometry and traffic impacts.

Lessons from the East Channel Street Streetscape and
Connectivity Project, once completed in 2026, could
help inform a roadway redesign that prioritizes safety, walkability, and station access in front of the DTC.

Additional studies should examine multimodal coordination, such as schedule synchronization with ACE and Gold
Runner intercity rail services, opportunities for micromobility integration, and curbside management for shuttles and taxi or ride-hail services.

Land use and transit-oriented development potential must also be considered, as increasing density and active
uses around stations is a regional goal, and changes to the street configuration or station access may influence redevelopment opportunities near the DTC.

Further analysis is needed on passenger amenities,
including lighting, security presence, weather protection, and real time signage, as these factors are central
to creating safe and welcoming on street transfer
environments. Construction feasibility, agency coordination, and funding pathways must also be assessed, drawing on
Stockton’s experience leveraging programs such as Active Transportation Plan (ATP), Measure K, and Affordable
Housing and Sustainable Communities (AHSC) to deliver
multimodal improvements in the downtown core.

Passenger Rail
Located at the southern edge of the Study Area, the
Stockton Diamond Grade Separation Project is expected to enhance passenger rail transit upon its completion in 2030.

The project will grade separate the UPRR and BNSF rail
lines, used by both Amtrak and ACE passenger rail services as well as freight, reducing travel times, enhancing safety, and supporting sustainable transportation options.

Consolidation of the Cabral and San Joaquin Street rail stations has been proposed to improve the passenger
rail experience and strengthen connections between the
Central Valley and the Bay Area. However, consolidating the stations would likely require substantial right‑of‑way acquisition to accommodate train operations and
supporting infrastructure. Additional analysis is needed to evaluate right‑of‑way requirements, operational impacts to both the UPRR and BNSF rail lines, construction impacts to freight operations, and associated utility, environmental, and cost considerations.

As an alternative to station consolidation, relocation of the San Joaquin Street Station farther east has been considered to provide more direct connections to Sacramento and the Bay Area. This option may be feasible if the surrounding roadway network, particularly access to the north side of SR‑4, can support existing and future bus circulation and capacity needs. Conditions become more constrained
closer to the UP Stockton Yard due to at‑grade crossings at Pilgrim Street and Airport Way, which would likely require closure or grade separation. Relocation of the station would necessitate detailed traffic, operational, right‑of‑way, utility, environmental, and cost analyses.

SJRRC is not pursuing consolidation of the Stockton rail stations or relocation of the San Joaquin Street Station at this time.

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Mobility Hubs
In the San Joaquin Regional Mobility Hub Plan, SJCOG has identified the DTC, Cabral ACE Station, and San Joaquin Street Amtrak Station as potential mobility hub sites, with the Cabral Station being one of the top three candidates within the plan for initial implementation. The mobility hubs are planned to support a diverse array of transportation options such as electric carshare, bike and scooter share, and bus and rail transit access. These downtown hubs are envisioned to feature amenities such as EV charging, real-time transit information, micromobility services, and pedestrian-focused design improvements.

Transit and Rail Parking Demand and Management
Current transit, regional rail, and intercity rail parking conditions in Downtown Stockton reflect a mix of
constrained curbside options and multiple public lots
serving riders accessing ACE at Cabral Station, Amtrak at San Joaquin Street Station, and RTD at the DTC.

At Cabral Station, passengers rely on limited on-street parking along Channel Street, a handicapped lot adjacent to the platform, and three dedicated parking lots located on Weber Avenue, Main Street, and an overflow lot on Weber Avenue east of the railroad. These facilities operate under differing overnight parking allowances.

The San Joaquin Street Amtrak Station provides a small
free park-and-ride lot supplemented by nearby on-street parking along San Joaquin Street. Existing parking appears adequate for typical demand but may become strained
during high ridership periods or special events.

The expansion of parking should be done in coordination with ongoing and future transit-oriented development
planning and downtown development efforts. Parking
management and pricing strategies may be used to
preserve parking capacity for transit users, including paid parking programs during peak periods and discounts for
carpool vehicles.

The City’s approach to parking must also reflect recent changes in State policy, including Assembly Bill 2097
(AB 2097), which eliminated minimum parking requirements for most new development projects located near major
transit. Since AB 2097 applies to the entirety of Downtown Stockton and much of the developed City south of
Hammer Lane to Dr. Martin Luther King Jr. Boulevard, the City’s ability to require parking provision as part of new development has been significantly reduced. While this
policy shift supports transit-oriented development and can reduce the cost of housing and infill projects, it may also limit the City’s ability to require developers to contribute toward addressing potential parking constraints as new
growth occurs.

As a result, proactive parking planning will be critical to balancing reduced parking minimums with overall
system performance. Strategies such as parking pricing, shared parking, district-based parking management,
and reinvestment of parking revenues can help manage
demand, support transit use, and mitigate localized
shortages. These approaches should be coordinated
with broader mobility goals to reduce reliance on singleoccupancy vehicle travel while maintaining access for residents, businesses, and visitors.

Strengthening RTD bus connections through timed transfers, improving bicycle and pedestrian access, and further
developing mobility hubs at the DTC, Cabral Station, and San Joaquin Street Station could further shift travel behavior away from driving.

Employer-based transit pass programs, discounted transfers between rail and local transit, and improved wayfinding across the network may also reinforce mode shift.

Together, these strategies could limit the need for new parking infrastructure, preserve valuable downtown land for higher uses, and support Stockton’s long-term multimodal vision.

Regional Transportation Initiatives
Within the Stockton region, several initiatives are expanding mobility options and supporting equitable community
development.

Miocar, a 100% electric community carsharing service
operating throughout the San Joaquin Valley, provides
affordable hourly EV rentals that help address first/lastmile gaps and serve areas where fixed-route transit may be limited. A Miocar station located within the Study Area, near Crossways and Sonora Square Apartments, enhances
access for residents of affordable housing managed by the Housing Authority of the County of San Joaquin.

The Vamos Mobility App is a mobile application that puts public transit in the palm of transit riders’ hands. The app can be used to ride any transit system in the San Joaquin region and neighboring counties. The app can assist with trip planning and fare payment, helping transit riders get where they want to go. This platform simplifies multimodal travel and improves system usability, particularly for transitdependent populations.

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Transportation Barriers
Transportation infrastructure design can create significant barriers to mobility. These barriers can include physical barriers, such as major highways or rail lines that restrict movement, and/or perceptual and environmental barriers, where concerns about personal safety, comfort, or health can deter travel in certain areas or times of day. Some examples of environmental barriers may include exposure to high noise levels, proximity to fast-moving traffic, the presence of vacant or underutilized parcels, and a lack of well-maintained and attractive infrastructure, including sidewalks, street lighting, landscaping, and active storefronts.

An analysis of the Study Area has identified several such barriers that limit safe, comfortable, and convenient travel for all users but are particularly impactful for pedestrians, bicyclists, and transit users.

One of the most prominent barriers is SR-4. Although the freeway is elevated as it passes through the Study Area, the underpasses often lack adequate lighting, landscaping, or pedestrian amenities, creating dark, uninviting spaces that discourage pedestrian and bicycle modes. The freeway also introduces noise and visual blight, further deterring active transportation travel. These conditions disproportionately affect pedestrians and bicyclists, who are more vulnerable to environmental factors and rely on a cohesive network of safe and attractive routes.

Additional barriers are posed by the UPRR and BNSF
rail lines, which serve the Cabral ACE Station and San
Joaquin Street Amtrak Station, respectively. These atgrade railways may present uncomfortable and uninviting conditions for pedestrians and bicyclists due to poor
pavement quality, lack of designated crossing infrastructure, minimal wayfinding, and exposure to high noise levels and vibrations from passing trains. These crossings can also create delays for all modes of travel, especially during active train movements, further reducing the efficiency and appeal of multimodal trips in the area.

Truck routes within the Study Area—including designated flammable liquid routes and City truck routes—present
potential barriers to active transportation due to higher traffic volumes, larger vehicle sizes, increased turning movements, and associated safety and comfort concerns
for pedestrians and bicyclists. Key east–west routes include Oak Street, Miner Avenue, portions of Weber Avenue,
Washington Street, SR‑4, Lafayette Street, and Hazelton Avenue, while north–south routes include Center Street, El Dorado Street, Stanislaus Street, Grant Street, Aurora Street, Union Street, and a portion of Airport Way. As projects identified in this Plan advance, planning and design efforts should explicitly consider these truck routes to minimize conflicts, enhance safety, and improve the user experience where feasible. Where feasible, active transportation
facilities should be routed to avoid truck corridors or designed with appropriate mitigation measures to reduce exposure and improve comfort; in parallel, adjustments to truck routes should be evaluated to better accommodate
active transportation needs and minimize conflicts
SR-4 underpass on California Street
BNSF Tracks at San Joaquin Street Station
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Transportation Safety Analysis
A safety analysis was conducted to gain insight into various aspects of transportation safety within the Plan study area.

This analysis identified the history of injury and property damage only collisions, crash severity, primary collision factors, locations with higher crash frequencies and injury severity, and other conditions related to safety.

Crash Severity
Figure 7 shows the percentage of crashes in the Study Area by crash severity.

A significant number of injuries have been reported within the Study Area, with a total of 815 injury crashes over a five-year period. About 5 percent of the total crashes resulted in a killed or severe injury (KSI).

Crash Severity and User Type
Table 3 lists crashes categorized by both crash severity and road user type.

Of the 815 injury crashes reported within the Study Area, there were 9 fatal crashes and 31 severe injury crashes.

The results show that between 2018 and 2022, 86 crashes involved pedestrians and 52 crashes involved bicycles
within the Study Area. Pedestrian and bicycle-involved
crashes accounted for 55 percent of all KSI crashes,
while comprising only 17 percent of total crashes. This disproportionate rate of KSI crashes by mode highlights bicyclists and pedestrians in the Study Area as vulnerable road users, who often incur the most severe injuries when involved in a crash.
70% COMPLAINT OF PAIN
25% VISIBLE INJURY
4% SEVERE INJURY
1% FATAL
Source: TIMS data from January 1, 2018, through December 31, 2022.

Figure 7. Crashes by Severity Levels
Table 4. Crashes by Severity and User Type

ROAD USER TYPE

CRASH SEVERITY

FATAL SEVERE
INJURY

VISIBLE
INJURY

COMPLAINT

OF PAIN TOTAL
Pedestrian 2 11 37 36 86
Bicycle 3 6 23 20 52
Motor Vehicle Only and Fixed Object 4 14 142 517 677
Not Stated 0 0 1 3 4
Total 9 31 202 573 815
Source: TIMS data from January 1, 2018, through December 31, 2022.

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Figure 8 shows the distribution of crash percentages based on user type and severity.

From the study period, bicycle-involved crashes had the highest rate of fatal crashes (6 percent of all bicycle-involved crashes) while bicycle-involved and pedestrian-involved crashes had the highest rates of severe injury crashes (13 and 12 percent, respectively).

Figure 8. Percentage of Crashes by User and Severity
Source: TIMS data from January 1, 2018, through December 31, 2022.

Crash Location Trends
Figure 9 provides a visual representation of crash activity within the Study Area by using collision data sourced from the Statewide Integrated Traffic Records System (SWITRS) and the Transportation Injury Mapping System (TIMS). The heat map identifies geographic concentrations of traffic collisions between 2018 and 2022. 90%
80%
70%
60%
50%
40%
30%
20%
10%
2%
6%
1%
Fatal
13% 12%
2%
Severe Injury
43% 44%
21%
Visible Injury
42%
38%
76%
Complaint of Pain
Pedestrian Bicycle Motor Vehicle Only and Fixed Object
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4 Stockton
Channel
Mormon
Slough
McLeod Lake
Google
0 0.13 0.25Mi
Rail
Project Area
Cabral Station
Downtown Transit
Center (DTC)
San Joaquin Street
Station
Collisions (2018-2022 TIMS)
Dense
Sparse
LEGEND
Move Downtown
Folder: J:\Stockton 24-B0492 Multimodal Transp Network\GV\GIS\Stockton - Multimodal Transp Network\

EL DORADO ST

SAN JOAQUIN ST

CALIFORNIA ST

AURORA ST

HAZELTON AVE

MAIN ST

WEBER AVE

MINER AVE
Collision Heat Map
(2018-2022)

AIRPORT WAY
OAK ST

CENTER ST

STANISLAUS ST

FREMONT ST
Figure 9. Collision Heat Map
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The resulting heat map highlights several key corridors within Downtown Stockton that experience elevated crash densities. Notable high-density collision corridors include Airport Way, Center Street, Oak Street, Weber Avenue,
and SR-4. These roadways serve as major thoroughfares
through the Study Area, with higher traffic volumes and multimodal activity, which can contribute to increased
exposure to crash risk. The intersection of Hazelton Avenue and Stanislaus Street is also identified as a high-density crash location.

Table 4 ranks the Study Area intersections by the highest injury crash frequencies within 50 feet of the intersection.

Table 5. Intersections Ranked by Crash Frequency
INTERSECTION # OF COLLISIONS
Airport Way & Market Street 28
Airport Way & Hazelton Ave. 27
Airport Way & Weber Ave 21
Source: TIMS data from January 1, 2018, through December 31, 2022.

As shown in Table 4, the intersections with the highest number of injury crashes are located on Airport Way. The Highway Safety Improvement Program (HSIP) provided
funding for safety improvements at Airport Way and
Hazelton Avenue which were completed in 2024.

Airport Way was most often identified as the primary
roadway in a crash, with 381 crashes occurring on
Airport Way, accounting for 38 percent of all crashes in the Study Area. El Dorado Street and Center Street were also identified often as primary roadways, accounting
for 12 percent and 10 percent of all crashes in the Study Area. Secondary roadways showed less variation in crash frequency compared to primary roadways. Market Street,
Washington Street, Weber Avenue, and Miner Avenue
experienced the highest number of crashes.

Transportation Network
Summary of Findings
The transportation network review identifies significant mobility and safety challenges within the Study Area
that affect access, connectivity, and comfort for all users, particularly pedestrians and bicyclists. While Downtown Stockton is served by regional transit assets and major corridors, gaps in the bicycle and transit networks,
combined with physical barriers such as SR‑4 and rail
infrastructure, limit multimodal connectivity, especially south of SR‑4 and in areas planned for higher‑density
development. Safety analysis further highlights that
vulnerable road users are disproportionately impacted by severe and fatal crashes, underscoring the need for targeted safety improvements.

Key Challenges – Mobility:
• East‑west bicycle connectivity is limited south of SR‑4, with only partial planned facilities along Hazelton
Avenue.
• No existing bikeways provide direct access to the San Joaquin Street Amtrak Station.
• Transit coverage is sparse south of SR‑4, particularly for east‑west routes.
• Existing bikeway and transit networks do not adequately support High‑ and Medium‑density residential zoning
districts in the eastern and southern portions of the Study Area.
• Major transportation facilities, including SR‑4 and the UPRR and BNSF rail corridors, create significant barriers to pedestrian and bicycle movement.

Key Challenges – Safety:
• Pedestrians and bicyclists are overrepresented in killed and severely injured (KSI) crashes; bicycle‑involved
crashes are more than six times as likely to be fatal
compared to motor‑vehicle‑only crashes, and both
pedestrian‑ and bicycle‑involved crashes are six times
more likely to result in severe injury.
• Broadside, rear‑end, and vehicle‑pedestrian collisions are the most frequent crash types, with broadside and
vehicle‑pedestrian crashes accounting for the highest
number of fatal and severe injuries.
• Primary collision factors most frequently involve
violations related to traffic signs and signals, vehicle right‑of‑way, and unsafe speeds.
• KSI crashes are concentrated south of SR‑4, indicating a need for focused safety enhancements in this area.
• El Dorado Street is the most frequently reported
roadway for pedestrian‑ and bicycle‑injury crashes.
• Airport Way contains the top three high‑crash
intersections in the Study Area and is a key corridor for multimodal safety improvements.
• Center Street and El Dorado Street also present safety challenges for all modes due to high crash frequencies.

The full transportation analysis can be found in Appendix E:

Transportation Network Review.

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ENGAGEMENT HIGHLIGHTS
20 COMMUNITY EVENTS
1,200

PARTICIPANTS
400+

RESPONSES
27%

PEDESTRIANS

TRANSIT USERS
15%
24 ORGANIZATIONS

COMMUNITY AND STAKEHOLDER ENGAGEMENT
A multi phased engagement approach ensured that the Plan’s policy, programmatic, and infrastructure recommendations reflect community identified needs and priorities. The engagement strategy focused on engaging the community, gathering diverse input, and incorporating feedback into the development of multimodal and land use strategies and the recommended alternative.

Engagement included a mix of in person and virtual activities, with input collected through surveys, workshops, and interactive outreach. These efforts provided insight into local challenges, opportunities, and preferences related to mobility and community development. A complete summary of engagement activities and findings is provided in Appendix F.

Public Engagement Overview
Public engagement was designed to reach a broad and diverse range of residents, workers, visitors, and stakeholders.

Engagement included 20 community events (13 in-person and 7 virtual), ranging from informal pop up outreach at community gatherings to more structured meetings, such as Stakeholder Working Group (SWG) sessions held at transit hubs.

This flexible approach reduced participation barriers and expanded access to engagement opportunities.

Across all project phases, more than 1,200 community members participated, reflecting a strong interest in downtown mobility and land use. Engagement included three public surveys, administered both in person and online, that generated over 400 responses. Survey results highlighted the multimodal nature of downtown travel, with 27 percent of respondents reporting walking and more than 15 percent reporting transit use, reinforcing the importance of pedestrian and transit supportive strategies. A SWG comprised of 24 organizations also provided sustained input throughout the planning process, ensuring the Plan reflects lived experience, technical expertise, and the needs of people who walk, bike, use transit, and live or work downtown.

Families complete Phase II survey during the Family Day at the Park
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Three-Phase Engagement Structure
Community engagement followed a three phase process
from Spring 2025 through Winter 2026. It was designed
to inform technical analysis, translate community
priorities into strategies, and confirm alignment between recommendations and community needs. Engagement
activities were sequenced to align with key planning
milestones, combining public outreach with ongoing SWG
coordination throughout the project.

Phase I: Existing Conditions (Spring 2025)
Phase I focused on understanding existing walking,
bicycling, transit, and land use conditions. Engagement included Survey #1, a guided site walk to identify on
the ground issues, and Public Workshop #1. Additional
outreach at community events and focus meetings helped
validate technical findings and align community input
with crash data, transit operations, land use patterns, and displacement risk indicators.

Phase II: Opportunities and Improvement
Strategies (Summer 2025)
Phase II translated community identified issues into
opportunity areas and potential strategies. Engagement
included Survey #2 and Public Workshop #2, where
participants evaluated concepts and trade offs related
to multimodal mobility, public spaces, and development.

Continued outreach and SWG Meeting #3 helped refine
and narrow draft alternatives.

Phase III: Draft Alternatives, Policies, and
Strategies (Fall 2025 to Winter 2026)
Phase III focused on reviewing and refining draft
alternatives and strategies. Engagement included Survey #3, Public Workshop #3, targeted presentations, and
continued community outreach. SWG Meetings #4 and #5
supported the final review and discussion of implementation considerations.

Together, the three engagement phases created an iterative and inclusive process that integrated community experience with technical analysis, ensuring the Plan reflects shared priorities and sustained stakeholder collaboration.

Stakeholder Working Group
The SWG was established to provide multidisciplinary
guidance and local expertise throughout the development of the Move Downtown Plan. The SWG brought together
representatives from agencies, organizations, and
community groups with direct knowledge of Downtown
Stockton’s transportation, land use, economic conditions, and community needs to inform plan development from
existing conditions through implementation planning.

The SWG met five times during the project, with meetings aligned to major engagement phases and deliverables.

This structure ensured stakeholder input directly informed the existing conditions analysis, identification of multimodal and land use opportunities, refinement of alternatives, and development of implementation strategies.

Composition and Role
Core responsibilities of the SWG included:
• Providing ongoing guidance to shape and refine the
Plan and its alternatives.
• Supporting public outreach and promoting engagement
opportunities.
• Validating existing conditions and technical analysis with local knowledge and lived experience.
• Identifying key challenges and opportunities related to multimodal travel, public spaces, and land use within the study area.
• Recommending coordinated infrastructure and
programmatic strategies to improve safety, access,
economic vitality, and community outcomes.
• Informing development of the implementation
framework, including potential funding strategies,
partnerships, and investment priorities.

Stakeholder Working Group meeting #1
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A total of twenty-four (24) organizations participated in the SWG, representing government agencies, economic
development organizations, health and social service
providers, community development organizations, and
community based groups. Organizations include:
• San Joaquin Regional Rail Commission
• San Joaquin Council of Governments
• San Joaquin Regional Transit District
• Caltrans District 10
• San Joaquin Partnership
• Downtown Stockton Alliance
• San Joaquin Community Foundation
• Downtown Stockton Comeback Club
• Central Valley Asian Chamber of Commerce
• African American Chamber of Commerce of San
Joaquin County
• San Joaquin County Public Health
• Visit Stockton
• Reinvent South Stockton Coalition
• Stockton Unified School District
• Housing Authority of the County of San Joaquin
• San Joaquin County Board of Supervisors
• San Joaquin County Office of Education
• Visionary Home Builders
• El Concilio
• Trust for Public Land
• Community Medical Centers
• Cal State East Bay
• City of Stockton Public Works
• City of Stockton Fire
• HATCH Workshop
By integrating multidisciplinary expertise with community based perspectives, the SWG helped ensure that the Plan is technically sound, locally informed, and responsive to the needs and aspirations of Downtown Stockton’s residents, workers, and visitors.

Key Themes and Priorities Identified
The SWG identified recurring themes and priorities that evolved from an initial focus on existing conditions and constraints to refinement of project alternatives and
implementation considerations. Stakeholders consistently emphasized the need to address persistent pedestrian and bicyclist safety issues caused by aging infrastructure, limited green space, and inadequate ADA accessibility along
priority corridors such as El Dorado Street, Weber Avenue, Center Street, and San Joaquin Street, particularly near the Downtown Transit Center and Cabral Station. Discussions also highlighted significant connectivity gaps to major transit hubs, unsafe pedestrian crossings under SR-4 and adjacent rail corridors, and the importance of improving first and last mile access through sidewalk repairs and transit strategies serving downtown neighborhoods and employment centers.

Participants further stressed the importance of aligning Plan recommendations with ongoing investments, including Channel Street restructuring, Weber Avenue street space repurposing, and the Visionary Home Builders affordable housing
development near Miner Avenue and San Joaquin Street,
to accelerate implementation and reinforce corridor level improvements. Stakeholders identified underutilized parcels near transit as opportunities for transit oriented and mixed use development, supported advancing multimodal improvements along key corridors with an expanded pedestrian and bicycle focused role for San Joaquin Street, emphasized affordable housing priorities within Little Manila and East Cabral, and called for a clear, well funded implementation framework to implement transformative improvements.

Public Engagement Activities
Community engagement used a mix of in person events,
targeted outreach, surveys, and stakeholder meetings to reach residents, workers, businesses, and community partners in Downtown Stockton. Engagement occurred throughout
2025 and early 2026, providing input at key stages of the planning process and ensuring community perspectives
informed the Plan’s strategies and recommendations.

Site Walk
A guided site walk held on March 12, 2025, allowed
project team members and stakeholders to observe
existing conditions within the project area. The walk
highlighted pedestrian, bicycle, and transit conditions, land use patterns, safety concerns, and first and last mile access challenges, helping shape subsequent engagement
activities and identify priority issues for further exploration.

A more detailed discussion of the site walk is provided as Appendix G.

Canvassing and Community Events
The project team conducted extensive canvassing and tabling outreach at community events to engage residents and
visitors in familiar, accessible settings. These events provided opportunities to share project information, distribute surveys, and collect informal feedback from participants who may not typically attend traditional public meetings.

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Canvassing activities included:
• Metro Market – Friday, April 4, 2025
• Earth Day Event – Sunday, April 27, 2025
• National Night Out – Tuesday, August 5, 2025
• Golden Villa Farmers Market – Saturday, August 23, 2025 • Family Day at the Park – Saturday, September 20, 2025 • El Concilio Food Distribution – Friday, January 9, 2026 • Employee Service Awards – Friday, January 16, 2026
• Courthouse Plaza – Wednesday, January 21, 2026
These events supported inclusive outreach by engaging
families, older adults, employees, and residents accessing community services.

Surveys
Three rounds of public surveys were conducted to gather input at key milestones in the planning process. Surveys were available online and in paper format to maximize
accessibility.
• Survey #1: Friday, March 7 through Wednesday, April
30, 2025
• Survey #2: Wednesday, July 30 through Monday,
September 22, 2025
• Survey #3: Friday, December 5 through Friday, January 23, 2026
Survey topics included travel behavior, safety concerns, transit experience, pedestrian and bicycle conditions, land use preferences, and potential improvement strategies. The survey results informed the refinement of alternatives and subsequent engagement activities.

Community Workshops and Presentations
Community workshops and presentations were held to
share project information, present concepts, and gather detailed feedback through interactive formats.
• Workshop #1 – Thursday, March 20, 2025, held at
Cabral Station
• Workshop #2 – Thursday, July 31, 2025, held at DTC
• Grand View Village Presentation – Wednesday,
December 10, 2025, held at Grand View Village
Housing Complex
• Workshop #3 – Wednesday, December 10, 2025, held
at RTD meeting room
Workshops used open house formats, visual displays, and facilitated discussions. Targeted outreach at Grand View Village supported engagement with residents within the
project area.

Focus Meetings
To supplement broader public outreach, the project team conducted focus meetings with key stakeholder groups to gather specialized perspectives and technical insight.
• Community Based Organizations – Wednesday, May
14, 2025
• Public Agencies – Wednesday, June 4, 2025
These meetings supported coordination with
service providers and agencies and helped ensure
recommendations reflect community needs and
implementation considerations.

Transit Customer Experience
The project team coordinated closely with RTD at the DTC and SJRRC at the Cabral Station to gather targeted input from transit riders, ensuring that recommended transit
strategies reflect lived customer experience. This focused outreach complemented broader engagement efforts and
helped ground transit recommendations in operational and customer facing realities.

Feedback consistently emphasized that while transit is
essential to downtown mobility, used by more than 15
percent of respondents for daily needs, its effectiveness depends heavily on surrounding pedestrian conditions,
personal safety, station amenities, and first and last mile access. Riders noted that challenges related to reliability, station conditions, and safe access routes reduce transit’s overall usability, particularly outside peak periods or for trips requiring transfers.

Site Walk participants gather along Weber Avenue for a
discussion
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Rider Priorities and Concerns
Transit riders identified comfort, clarity, and safety as central to a positive experience. The most frequently cited needs included improved stop and station amenities such as shade, seating, lighting, and cleanliness, as well as clear travel information, including maps, schedules, and wayfinding. Personal safety concerns, especially related to lighting, inactive street edges, and underutilized areas near stations, were widely cited and echoed by non riders, reinforcing safety as a foundational issue for increasing transit use.

Service Quality and Access Issues
Transit riders highlighted service frequency, reliability, and connectivity as key factors shaping transit use. Infrequent service, limited route coverage, and weak connections
between major transit hubs were identified as barriers. First and last mile access was consistently cited as a significant challenge, with cracked or missing sidewalks, limited ADA access, poor lighting, and unsafe crossings discouraging transit use, particularly for older adults, families, and people with mobility impairment.

Implications for Transit-Oriented Strategies
The engagement results suggest that improving transit in Downtown Stockton requires an integrated approach that
pairs service enhancements with place based investments around stations and corridors. Transit oriented strategies should prioritize improvements to station environments, such as amenities, lighting, cleanliness, and wayfinding, while simultaneously addressing pedestrian safety, ADA
accessibility, and comfort along key approach routes.

Survey feedback also indicates strong support for mobility hubs that better connect transit with walking, bicycling, and emerging mobility services, helping to address first and last mile challenges. Coordinating transit investments with land use strategies, including mixed use development, activation of vacant parcels, and increased residential density near transit, was viewed as essential to creating more vibrant, safer, and transit supportive environments.

Engagement Themes
Mobility and Land Use Priorities
Community feedback revealed strong alignment around
the need to better integrate mobility improvements with land use strategies that support a more active, connected, and economically vibrant downtown. Across all outreach
activities, participants consistently emphasized the
importance of focusing investments along key corridors
while advancing land use changes that activate streets and underutilized sites.

The strongest consensus among
respondents was the prioritization of
improvements along El Dorado Street,
Weber Avenue, and Center Street, which
consistently ranked highest for multimodal safety,
bicycle infrastructure, and transit enhancements.

These corridors were widely viewed as critical spines
for improving downtown connectivity and supporting
safer, more comfortable travel across modes.

A transit user shares feedback with the Project Team A Project Team member collects feedback from a transit user and local resident
!
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Community input also highlighted broad support for land use strategies that reinforce downtown revitalization.

The most widely supported approaches included
promoting infill development on vacant or
underutilized sites (40%) and activating streets and
the ground floors of buildings (27%), reflecting a clear community preference for increasing activity, visibility, and economic energy downtown. Notably, twentyseven percent (27%) of respondents identified street and ground floor activation as a near term priority, underscoring interest in early actions that can quickly improve the
downtown experience.

Participants expressed strong support for integrating shared mobility and first/last mile solutions into the downtown transportation network. Eighty five percent (85%)
of community feedback supported incorporating
mobility hub features, such as carshare, bikeshare,
and/or scooter share, at all three major transit
locations: the Downtown Transit Center, Cabral
Station, and the San Joaquin Street Amtrak Station.

These hubs were viewed as essential tools for improving access, reducing reliance on private vehicles, and
strengthening connections between transit and surrounding destinations. In addition, respondents showed
support for rethinking how downtown street space
is used, with seventy-one percent (71%) supporting
repurposing Weber Avenue and sixty-six percent
(66%) supporting repurposing Hazelton Avenue.

These responses reflect a willingness to consider changes to roadway design and function to better balance mobility, safety, and placemaking objectives.

Mobility and Land Use Concerns
Alongside identified priorities, engagement surfaced
consistent mobility and land use concerns that shape how improvements should be designed and implemented.

Participants emphasized repairing and maintaining
pedestrian infrastructure, such as sidewalks, crossings, and amenities like shade, benches, and lighting, noting that comfort and safety are foundational to encouraging walking downtown.