City Council and Concurrent Authorities
August 18, 2026

466
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15

DISCRIMINATION AND

HARASSMENT POLICY
Effective Date:
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 7 of 14
Revised From:
7/27/09
4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment m the Workplace) revised from 10/21194, 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/hersu pervisor or manager, except as specified in subsection (b), below. Employees and non­ employees 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

467
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
EXHIBIT 2

EXHIBIT C
Page No. 8 of 14
DISCRIMI NATION AND Effective Date: Revised From:

HARASSMENT POLICY 7/27/09

2. 5/1/2015 4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment i, 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 imme diately report any retaliation to a supervisor, manager, department head or Director of Human Resources (or designee). All retaliation complaints shall be immediately, objectivel y 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.

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
man agers must ensure th at al I 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 non­ employee to cease the conduct.

468
Subject:

CITY OF STOCKTON, CALIFOR NIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
DISCRIMINATION AND Effective Date:

HARASSMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 9 of 14
Revised From:
7127109
4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Worl<place) rev ised 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 he·ad or the Director of Human Resources (or either of their designees), depending on who is

469
Subject:

B.

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
DISCRIMINATION AND Effective Date:

HARASSMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 10 of 14
Revised From:
7/27/09
4/6/09
3/1/2010
{see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94. 5/1/95, 111/98 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 inciden tw hen 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

470
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
DIS CRIMINATION AND Effective Date:

HARASSMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 11 of 14
Revised From:
7/27/09
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 2/15193 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

471
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
DISCRIMINATION AND Effective Date:

HARASSMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 12 of 14
Revised From:
7/27/09
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 remediai 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 Re-sources 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 consu !ting 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 determinat1ion as to whether the complaint is:

1. 2.

Unsusta ined: The investigation failed to disclose sufficient evidence to substantiate the allegation(s).

Unfounded: The investigation proved that the act(s) or omission(s)

472
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMINISTRATIVE DIRECTIVE
Directive No. HR-15
DISCRIMINATION AND Effective Date:

HARAS SMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 13 of 14
Revised From:
7/27/09
4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 5/1195, 1/1/98 PER-037 (Sexual Harassment Investigative Procedures) revised from 2/15193 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.

3. 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. ALTERNA TIVE REMED IES
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

473
Subject:

CITY OF STOCKTON, CALIFORNIA

CITY MANAGER ADMIN ISTRATIVE DIRECTIVE
Directive No. HR-15
DISCRIMINATION AND Effective Date:

HARASSMENT POLICY
5/1/2015
EXHIBIT 2

EXHIBIT C
Page No. 14 of 14
Revised From:
7/27/09
4/6/09
3/1/2010
(see below)
PER-015 (Sexual Harassment in the Workplace) revised from 10/21/94, 511/95, 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 mana gers, 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:
��SON

CITY MANAGER
::ODMA\GRPWISEICOS.PER.PER_Library:96180.1

474

EXHIBIT D
EXHIBIT 2

475
Attachment A
WHEREAS, the interests of the gene1·al public, the City and the Contrnctor(s}/Employer(s) would be best served if the construction work proceeded in an ot'<lerly manner without disl'Uption due to labor disputes; and
WHEREAS, the Contractor(s)/Employer(s) imd the Unions desire to mutually establish and stabilize wages, hours and working conditions for the wodcers employed on the construction. projects subject to this Agreement in orde1· to promote a. satisfactory, continuous und harmonious relationship among the parties to this Agreement; nnd
WHEREAS, unemployment rates in Stockton have been consistently higher thnn in CaJifornia as a whole and statistics indicate that the higher unemployment level in Stookton correlates to a higher number of frunilies living in poverty and to a higher crime rute; and WHEREAS, due to the lack of jobs, much of the work fot'ce residing in Stockton is forced to commute long distances to find work, causing increased traffic, increased pollution, and other serioull enviroumental impacts; and
WHEREAS, because of the shottage oflooaljobs, many residents of Stockton muat leave fot· work very early in the morning and return late in the evening, often leuving children and teenagers alone and unsupervised during the day; nnd
WHEREAS, absentee paren1s and unsupervised youth can result in increased p10blems for families, co11ununities, and the City as a whole; und WBF.REAS, the contracts for the construction of the projects will be awarded in accordance with the applicable provisions of the California State Public Contract Code and state, local and federal laws and regulations; and
WHEREAS, the City has the absolute right to select the lowest responsive and respon.<;ible bidder for the award of constn1ction contracts on the projects; and WHEREAS, the partien signatory to this Agreement pledge their full good faith and ti.·ust to work towards m11ruully satisfactory completion of the Capital huprovement Plan projects and other major City public works 1,rojects that will be subject to this Agreement; nnd NOW, THEREFORE, IT IS AGREED BETWEEN AND AMONG THE PARTIF..S HERETO, AS 11'0LLOWS:

ARTICLE I

DEFINITIONS

1.1. "Agreement" means this Community Workforce and Training Agreement.

1.2 11City" menus the City of Stockton and its public employees, including managerial personnel.
l2J8-0l7Ji
EXHIBIT 2

EXHIBIT D

476
Attachment A

1.3 "Con,tragtor{s}/Employer<s)" or "Contractor" means uny individual, firm, partnership 01· corporation, or combination thet·eof, including joint ventures, that is an independent business enterprise and has entered into a contract with the City or Project Manager 01· any of its contractors or subcontractors of any tier, with respect to the construction of any part of the Project under contl'act temts and conditiom appxoved by the City nnd which incorporate this Agreem1mt.

1.4 "Construction Contract" means a contract awarded by the City for public work within the meaning of Cha1>ter 1 ( commencing with Section 1720) of Part 7 of Division 2 of the California Labo1· Code.

1.5 "Project" means any construction project of the City whose value as detei-mined by the higher of the engineel''s entimate of the total cost of the project or the actual cumulative bid amowits submitted by the contractor 01· contractors awarded the Constniction Contracts for the Pl'ojcct, exceeds one million dollars ($1,000,000), By mutual consent of the City and the Council, ·this threshold amount may be reduced to an amo\.mt not below two hundred and fifty thousand dollars ($250,000) after one year from the effective date of this Agreement. l .6 "Union11 or 11Unions'1 means the San Joaquin Building and Constmction Tl·ades Council, J\FL.CIO (''the Coimcil") and any other lnbor organization, including those affiliated with the Council, signatory to this Agreement; acting in thcir own behalf and on bebaJf of their respectiv6 affiliates and member organization whose names are subscribed hereto and. who have through their officers executed this Agt'eement ('1Local Unions").

1.7 "Stockton Resident" moans a resident of the City of Stockton as defined by Stockton Municipal Code Sec.1ion 3.68.095(1)(3).

1.8 "I�I At·ea Rt'.sident" means any Stockton Resident or any individual domiciled within the boundaries of San Ioaquln County according to the criteria set forth in Stockton Municipal Code Section 3.68.095(1)(3) for Stockton Residents,

1.9 11Projeot Manager11 menns the business entity or City employee designated by the City to ovet'See all phases of construction on the Project.

1.10 "Master Agreement" or "Schedule N' meuns the Maste1· Collective Bargaining Agreement of each craft union signatory hereto, which shall be on file with the City.

1.11 "Completion" means that point at which the City accepts a pmject at issue by filing a Notice of Completion, or as otherwise provided by applicable state law. "Punch List'' items and auy other work within the scope of this Ag1·eement not completed prior to commencement of revenue service shall nonethcloss be included within the scope of this Agt-eement It Is understood by the parties that po1tions of the Pmject may be completed in phases and Completion of nny such phase may occur pri01· to Completion of the Project. 3238-017,il
EXHIBIT 2

EXHIBIT D

477
EXHIBIT 2

EXHIBIT D
Attachment A
AR]'ICLEJI

SCOPE OF AGREEMENT

2.1 Parties: The Agl'eement shall apply and is limited to the City und all Contt·acto1'(s)/Employer(s) petforming construction contracts on the Project, including surveying and <m--site testing and inspection where such work is traditionally covered by a Master Agreement with a Union, und the Council and any othet· labor organization signatory to this Agl'eement, acting in their own behalf and on behalf of their respective affiliates and member orgllllizations whose n11t11es are subscribed hereto and who have through thoil' officers executed this Agi·eement.

2.2 Project Description: The Agreement shall govem the award of all Construction Contracts ide11titied by the City as part of the Project. The Cily has the absolute right to combine, change, consolidate, suspend or cancel Construction Contract( s) or portions of Construction Contract(s) identified as part of the Projoot. Should the City suspond 01· remove any individuul contract from the Project and thereafter authorize that coostruction work be commenced on such contmct, then such contract shall be perfonned under the terms of this Agreement. Once a Constrnction Contract is completed it is no longer covered by this Agreement except when a Contractor is dfrected to engage in repairs, warranty work or modifications l'equired by its Consllttction Contract with the City. For the purposes of this Agreement, a Construction Contract shall be considered Completed 1ts 1Jet forth in Section 1.11 of this Agreement.

2.3 CoveredWodc This Ag,:eement cove.rs, without limitntion, all site preparation, surveying, on�site constrnction, alteration, demolition, installation, imp1'0vement, pninting ot' repail' of buildings, structmes, modular furniture .installations, and other work� and rolate<l activities for the Project that is within the craft jurisdiction ofone of the Unions and that is part of the Project, including, withotJt limitation to the following examples, geotechnical and exploratory c:h·illlng, temporary HV AC, landscaping and temporary fencing, pipelines (including those in linear corridors built to se1:ve the Project), pumps, pump stations, on-site soils and material inspection and tearing, and demolition of any existing stt't.1cturos required to be performed to complete the Project. Thui Agreement II.hall apply to any sta1t-up, calibration, commissioning, performance testing repair, and operational revisions to systems and/or subsy11tems for the Project performed after completion, unless it is performed by City employees.

On-site work includes work done for tho Project in temporary yards or areas adjacent to the Project, and at any on�site or off-site batch plant constrnoted solely to supply materials to the Project. This Agreement covers nil onsite fnbt'ication work ovel' which tho City or any Coutractor{s)/Employer(s) possess the right of control (including work done fol' the Project in any temponu:y yard or area established for the 1'1'oject.) This Agl'eement also covera all off-site work, including fabrication tmditionally performed by the Union.c;, thut is part of the Project, provided such off ..site work is covered by a cw·1·ent "Moster Agreement" or local addenda to a National Agreement of the applicable Uniou(s) thut is in effect as of the execution date of this Agt-eemeut. The ftu11ishing of snpplies, equipment or matei-ials which are stockpiled for later ,ise shall not be considered Covered Work; howeve1·, the delivery of t·eAdy�mix, asphalt, aggregate, sand or other fill material which arc directly incorporated into the construction process as well as the off-hauling of debris and excess fill, material and/or mud shall be covered by the te1·ms and conditions of this Ag1·eem.ent. Contraotor(s)/Employor(s), including brokers, of persons providing constJ:notion trllcking work shall pl'ovido ce1tifi.ed payroll records to the City witlrin ten (10) days of a written request or as required by bid specifications. 323R-017jj

478
Attachment A

2.4 Exclusions f!.-oJ!LCoyered Wsu:k

2.4.l The Agreement shall be Limited to construction work on the Project and is not inteuded to, and shall not affect or govern the awnrd of public works contracts by the City which are not a part of the Project.

2.4.2 The Agreement shall not apply to a Contracto1·'s/Employer's non­ consnuction craft employees, including but not limited to executives, managerial employees, engineering employees and supervisors above the level of Genel'al Foreman (except those covered by existing Master Agreements), staff engineers or other prof�sion.al engineers, administrative and management personnel.

2.4.3 This Agreement shall not apply to work by employees of the City.

2.4.4 This Agreement shall not apply to any work performed on or near or leading to the site of work covered by this Agreement that is undertaken by stnte, county, City or other gove1mnental bodies or their contractors; or by public or private utilities or their contractors that is not part of the Project.

2.4.5 This Agreement shall not apply to the Project where the Agreement is pmhiblted by state or federal law or where the ex.press conditions for the receipt of notMle minbnis state or federal funding prohibit the Ci Ly from applying this Agreement to the Project

2.5 Project Labor Disputes: All Project labor disputes involving the application or interpretation of the Master Agreement to which a signatory. Contrncto1{s)/Employet(s) and a signatory Union ru.·e parties sbaU be 1-eso]ved pursuant to the resolution pro cedures of the Master Agreement All disputes relating to the interpretation or application of this Agrooment shall be subject to t'esolution by the Grievance Committee and the Grievance tmd Arbitration Procedure set forth in Article XII.

2.6 Work covered by this Agreement within tho following craft jurisdictions shall be pe1formed under the terms of 1heir National AgL·cements as follows: the National Transient Lodge (''NTL") Articles of Agreement, the National Stack/Chimney Agreement, the National Cooling Tower Agt'eement, and the National Agreement of Elevator Constmctors, and any instrument calibration work and loop checking shall be pe1fonned under the terms of the UNIBEW .Joint National Agreement for Instrument and Control Technicians, with the exception that Atticles IV, XII, XllI of this Agreement shall apply to such work.

2. 7 Award of Conll'ucts, It is understood and agreed that tho City has the absolute dght to select any qualified bidder for the award of contracts under th.ls Agreement. The bidder need only be willing, reacly and able to execute and comply with this Agreement. It is further agreed that this Agreement shull be included in all invitations to bid or solicitations for proposals from oontrnotors or subconh·actors for work on the Project that are issued on mid after the effective date of this Agreement.
3238-0lrli
EXHIBIT 2

EXHIBIT D

479
EXHIBIT 2

EXHIBIT D
Attachm-0nt A

ARTICLEIII
EEEECTQFAGREEMJJ:W:

3.1 By executing the Agt·eement, the Unions and the City agree to be bound by each and all of the provisions of the Agreement.

3.2 This Agreement shall be included as a co11dltion of tho award of Construction Contracts for the Project. By accepting the nward of a ConstTuction Contract for the Project, whether as contractor or subcontractor, the Contractor(s)/Employer(s) agrees to be bound by each and every provision of the Agreement and agrees that it wilt evidence ita acceptance prior to the commencement of work by executing the Agi·eement to be Bound in the fonn attached hereto ns Addendum A.

3.3 At the tlme that any Contl:actor(s)/Employer(a) enters into a subcontract with any subcontractor providing for the performance of a Construction Contract, the Contl'actor(s)/Employer(s) shall provide a copy of this Agreement to said l!llboontractor and shall require the subcontractor as a part of accepting an awal.'d of a construction subcontract to agree in writing> to be bound by each and every provision of this Agt'eement prior to the commencement of wodc by executing the Agreement to be Bound in the t'onn attaohed hereto ns Addendum A

3.4 This Agreemellt shall only be binding on the signatory parties hereto, their sl1ccessors and assigns, and shaU not apply to the par¢.llts, ufftliates, subsidiaries, or othel' ventures of uny snob party. Bach Contractor shall alone be liable and responsible for its own individual acts and conduct and for any breach or alleged breach of this Agreement, Any dispute between the Union(s) and the Contraot01'(s). respecting compliance with the terms of the Agreement, shall not affect the lights, llabilities, obligations and duties between the signatory Union(s) and otherContraoto1·(s)/Employer(s) pru.ty to this Agreement.

3.5 It is mutunlly agrt',ed by tho parties thut nny liability by o signatol'y Union to this Agreement sbn1J be several and not joint. Any alleged breach of this Agl'eement by a signatory Union shall not affect the rights, liabilities, oblig1ttiont1 and duties between the signatory Contl.'actor(s) and the other Union(s) party to this Agreement.

3.6 The provisioos of this Agreement, including the Mastel' Agreemeuts of the Local Unions havingjul'isdi.ction over the work on the Project, incorporatecl he1:ein by reference, shnll apply to the work covel'ed by this Agreement, notwithstanding the provisions of any other local, area and/or national agreements which may conflict with or differ from the terms of this Agt'eeooent. Where a subject covel'ed by the provisions of this Agreement is also ooverecl by a Master Agreement, the provisions of this Agreement shall prevail. Whero n subject is covered by the provisions of a Schedule A and is .not covered by this Agreement, the provisions of the Master Agreement shall prevail.

ARTICI,E rv;
WORK STOPPAGES, S'l'RJKES. SYMPATilY.

SIBJKES AND LOCKOUI]

4. l The Unions, City and Contraotor(s)/Employel'(s) agt'ee that for the duration of the Project:
3238-0l'ljj

480
Attachment A
(1) There shall be uo strikes, sympathy 11tl'ikes, work stoppages, picketing, hand billing or otherwise advising the publio that a labor dUl])ute exists, or slowdowns of any kind, for any l'e1:1Bou, by the Unions 01· employees employed on the Project, at the job site of the Project Ol' at any other facility of the Cily because of a dispute on the Project. Nor shall tJ1e Unions or any employees employed on the Project participate in any sttikes, sympathy strikes, work stoppages, picketing, hand billing, sJowdowns, or otherwise advising the public that a labor dispute exists at the jobsite of the Project because of a dispute between Unions and Contractor(s)/Employer(s) on any othei.· project. It shall not be considered a violation of this Article if labor is withheld by a Union due to lack of payments to a Tmst Fund or failw-e to make payroll on the Project. Nothing stated in this Agt.'eement shall prevent Unions from patticipating in the actions mentioned in this section on jobsites other than the Project jobsite because of disputes between the Unions and Contractor(s)/Employel'(s) on projects other than the Project, (2) As to employees employed on tile P1'0ject, there shall be no lockout of any kind by a Contactor(s)/Employer(s) covel'ed by the Agreement, (3) If a Ma.c;ter Agl'eement between a Coiitractol'(s)JBmployer(s) and the Union expires befo1·e the Contractor(s)/Employer(s) completes the perfom1ance of a Construction Contract for wotk covered under this Agreement and the Union or Contl'aotor(s)/Btnployer(s) gives notice of demands for a new or m<>di:fied Master Agreement, the Union agrees that it will not stdke the Contl"actor(R)/Rmployer(s) on said contract for work covered under this Agrei,ment and the Union and the Cont1'actor(s)/Employer(s) agree that the expired Mastel' Agreement shall continue in ful1 force and effect for work covered under this Agreement until n new or modified Moster Agi.-eement is reached between the Union and ContractQt(s)/Bmployer(s). If the new or modified Master Agreement reached between the Union and Contrnctor(s)/Employer(s) provides that any tei.ms of the Master Agreement shall be retroactive, the Contractor(s)/Employer(s) ftSl'oes to comply with any retroactive terms of the new 01· modified Master Agreement which is applicable to employeoo employed on the Project within seven (7) days afl-er the effective date of the new or modified Mastei· Agreement.

4.1. l. Notification: If the City contends that any Union has violated this Article, it will notify in wl'iting (including email) the Seniol" Executive of the Council and the Senior Executive of the Union, seUing forth the mets alleged to violate the Article, prior to instituting the expedited arbitrntion procedme set forth below, The Senior Executive of Council will inunedintely use his/her best effol'ts to cause the celJSation of any violation of this Article. 'The Senior Exeot1tivo of the Union will immediately inform the membership of their obligations under this Alticle, A Union complying with this obligation shall not be held responsible fot• unat1thol'ized acts of employees it represents.

4.2 Expedited Arbitrnlion: Any party to this Agreement shall institute the following procedure, prior to initiating any other uction at law 01· equity, when a breach of this Article is alleged to have occurred;
(1) A party invoking this procedure shall notify Robert Hirsch, as the permanent arbitrntot·, or, William Riket\ as the alternate 1mder this procedure. In the event that the pe1'munent arbitrator is unavailable at any time, the altematc, will be contacted. If neither is available, then a selection shall be made fro.m the list of nrbitratorn in Article XIl. Notioo to the arbitrator shall be 3238,017]
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EXHIBIT D

481
EXHIBIT 2

EXHIBIT D
Attachment A
by the most expeditious means uvailuble, with notices by facsimile, electronic mail or telephone to the party alleged to be in violation, to the City, to the Council and to the involved I..ocnl Union if a Union is alleged to be in violation.
(2) Upon reoeipt of said notice, the City will contact the designated arbitrator named abovG or his alternate who will attempt to convene a healing within twenty-fow· (24) hours if it is contended that the violation still exists. (3) The al'bitrator shall notify the partie.11 by facsimile or telephone of the place and time for the hearing. Said hearing shall bo completed in one session, which, with appropriate recesses at the arbitrator's discretion, shall not exceed twenty-fottr (24) hours unless otherwise agreed upon by all pru1ies. A failure of any pnrty to attend said hearings shall not delay the hearing of evidence or the :issuance of any awllt'd by the arbitt·ator. (4) The sole issue at the headng shall be whether or not n violation of Article IV, Section 4.1 of the Agreement has occurred. The arbitrator shall have no authority to consider any matt�r of justiflc3#on, explitnation oi· mitigation of liUch vio1tttion.-ono .award damages, which issue is 1'ese1-ved for court proceedings, if any. The
awru-d shall be issued in writing within three (3) hours after the close of the hearing, and maybe issued without u. written opinion. If any party desires a written opinion, one shall be issued within fifteen (15) days, but its issuance shall not delay compliance with or enforcement of the award. The arbitrator may orde1' cessation of tho violation of this Article und other approp1iate relief und such award shall be set'Ved on all parties by hand or registered mail upon issuance.
(5) Such award may be enfol'ced by any Court of competent jurisdiction upon the filing of this Agreement and nil other relevant documents refetted to above jn the following manner. Written notice of the filing of such enforcement proceedings shall be given to the other p1u·ty. Jn the proceeding to obtain a temporary order enforcing lhe a1bit1-ator's award as issued under Section 4.2 of this Article, all parties waive the dgbt to a heat'ing and agree that such proceedings may be ex-,parte. Stich agreement does not wnive any party's right to participate in a hearing for a fin11l Ol'der or enforcement. The Cm1rt's order or ordel's enth1'cing the arbitrator's nward shall he scrvecl on all parties by hnt1d 01· delivered by oe.-tified mail. (6) Any rights created by statute or law govel'nlng arbitration proceedings inconsi<ltent with the above pl'Ocedure> or which interfere with compliance, are waived by the parties.
(7) 'fhe fees and ex.penses of the arbitrntor shall be divided equally between the party instituting the arbitration proceedings provided in this Article 11nd the party alleged to be in breach of its obligation unde1: this Article.
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ARTICLEY

PRE-CONSTRUCTION CONFERENCE
Attachment A

5.1 The Project Mnnnger shall convene a pre-construction confe,:euce to be hold at least fomteen (14) days pdor to the commencement of each construction phase, at a time and location mi1t1mlly agreeable to the Council. Such conference ahnll be attended by a repl'esentative each from the participating Contractor(s)/Employe1{s) and Union(s) and the Project Managet·.

5.2 Royiew Meeting§: In order to ensure 1he terms of this Agreement are being fulfilled and all concerns pertaining to the City, the Unions, nnd the Contractors are addressed, the Project Manager, General Contractor and Senior Executive of the Council or da'lignated representatives thereof shall meet on a periodic basis during the term of constmction. The City and the Council shall nave the l'ight to call a meeting of the appropriate parties to ensure the tenns of this Agreement are being fulfilled.

ARTICLEYJ
NO DtSCRIMINATIQN

6.1 The Contractor(s)/Employer(s) and Unions agree to comply with all anti" discrimination provisions of federal, state and local law, to protect employees and applicants for employment, on the Project.

ARTICLE VU

UNIQN SECURITX

7.1 The Contractor(s)/Employer(s) l'ecognize the Uniou(s) as the sole bargaining representative of all craft employees wot'king within the scope of this Agreement,

7.2 AU employees 1>erforming work covered by this Agreemont shall, as a co11dltion of employment on or before the eighth (8th) cumulative day of employment on the Project, be responsible for the payment of the applicable pedodic working dues and fees unifo1mly required for union membership in the Local Union that is a Bignatm-y to this Agreement for the duration of his or her employment on the Project. Nothing in this Agreement is intended to prevent any non­ union employees from joining the Local Uuion.

7.3 Authorized representatives of the Unions shull have access to the Project whenever WOl'k covered by this Agreement is being, has been, or will be pel'formed on the Project.

ARTICLE VIII

REFERRAL

8.1 Co11tractm{s)/Employel'(s) performing consu:uction wol'k on the Project doscdbed in the Agreement shall, in filling craft job l'equirements, utilize and be bound by 1he t·egistmtion facilities and referral systems established or authori.7.ed by tho Loonl Unions ("Job Referral System"), Such Job Referral System shall be operated it1 a non-discdminatol'y numner and in fttll com1,liance with oil federal, state, and local laws an.cl regulations, including those which 1'equire 323&-01'/jj
EXHIBIT 2

EXHIBIT D

483
Attachment A
equal employment opportunities and non-clisclimination. The Contractor(s)/Employer(s) shall have the l'ight to reject any applicuntreterred by the Unl.on(s), in accordance with the applicablo Master Agt-eement.

8.2 The Contractor(s)/Employer(s) shall have the unqualified l'lght to select and hire direc1ly all supervisors above general foreman tt considers necessary and desirable, without such persons being referred by the Union(s).
8,3 In tl1e event that refer.ml facilities maintained by the Union(s) are unable to fill the requisition of a Contractor(s)/Employer(s) for employees within a forty-eight (48) hour period (Saturdays, Sllndays and Holidays ex.eluded) after such 1·equisition is made by the Co11tmctor(s)/Employer(s), the Contractor(s)/Employet'(s) shall be free to obtain work persons from any source. A Conu·actor who hires any personnel to pel'foJm covered work on the Project pursuant to this Section shnJJ immediatelypl'Ovicle the approp1iate Union with the name and address of such employee(s) nnd shall itnmediately re fer such employoe(s) to the appropriate Union to satisfy d1e requirements of Article VII of this Agreement. . .. . . ...

8.4 Un.ions will exert their utmost efforts to recruit sufficient numbers of skilled craft persons to fulfill the requfrements of tho Conlractor(s)/Employer(s). Recognizing tl1e special needs of the Project and the acute shortage of sldlled craftsp eople, the Unions shall consider n Controotor's request to h'anst'el· key employees to work on this Project in a mtlllller consistent with the Union's referral pl'ocedures.

8.5 The paities to this Agreement support the development of increased numbers of skilled constrnction workers from the City of Stockton and Sau Joaquin County. To the extent allowed by law, and cons-istent with the Local Union's biting hall provisions, and as long as they possess the requisite skills and qualifications, Locut Area Re sldents, includingjoumeymen and apprentices, shall be ref-et-red for Project work covered by this Agi·eoment.

ARDCJ&IX

WAGES AND DENEFITS

9.1 All Conti:actors/Employers agree to paycontl'ibutions to the established vacation, pension and other fonn of defert'ed compensation plan, apprenticeship, and health benefit funds ootabliah.ed by tbo applicublo Master Agreement for each hour worked on the-Project in the nmounts designated in the Master Agreements of the appropriate Local Unions.

9.2 By signing tWs Agi:ee.ment, the Contractol'(s)/Employer(s) adopts and ng!'ees to be bound by the wiitten terms of the legally established Trust Agreements, as described in section

9.1, specifying the detailed basis on which payments are to be mtide into, unct benefits paid out 04 such Trust Fw1ds established by such appropriate local agreements. The Controcto1'(s)/Employer(s) aulho1·izes the parti� to such local trust agreements to appoint trustees and successor trustees to administer the trust funds and hereby ratify n11d accept th.e tn1stees so appointed as if made by the Contractor(s)/Employer(s).

9.3 �ges, Hours, Te,;ms and Conditions of.Employment: 'Ihe wages, hours nnd other terms and conditions of employment on the Project shall be governed by the Master Agreement of the respective crafts, copies of which shnll be on filo with tho City to the extent such Master 3238-017.li
EXHIBIT 2

EXHIBIT D

484
Attachment A
Agreement is not incousist�nt with this Agreement. All employees covered by this Agreement shull be clusaified and paid in accordance with the classification and wage Bonles contained in the appl'Op:tiate local agreements which have beon negotiated by the historically recognized bargaining entity and in compliance with the applicable generul prevaiUng wage determination made by the Dirootot· of Industrial Relations pursu1U1t to the California Labor Code.

9.4 During the period of construction on this Projeot, the Contractor(s)/Employei�s) agrees to recognize and put into effect such increases in wages nnd recognized fringe benefits as shall be negotiated between the various Unions and the historically recognized local bargaining entity on the effeative date as set forth Jn the applicable agreement. The Unions shall notify the Contractor( s )/Employer( s) in writing of the specific increases in w nges and recognized frh1ge benefits and the date on which they become effective.
9,5 HQlidroi�: Holidays shall be in compliance with the applicable Schedule A agt·eement.

A;RTICLE X
EMPLQVEE C.)llEVANCE PRQCJIDURE

10.1 All disputes involving discipline nnd/or discharge of employees working on the Project shall be resolved through the gdevance and arbitration pl'Ovision contained ill the Master Agreement for the craft of the affected employee. No employoo working on the Project shnll he disciplined or dismissed wjthoutjust cause.

ARTICLEXI
CQMl!LIANCE

11.1 It shall be the responsibility of the Contractor(s)/Bmployol'(s) and Unions to investigate and monitor compliance with the provisions of tl1e Ag1-eement contained in Alticle IX.

Nothing in this agreement shall be consttued to interfere with or supet·sede the usual and customary legal remedies available to the Unions and/or employee benefit Tmst Funds to collect delinquent Trust Fund contributions from Employers on the Ptoject The City shall monitor and enforce complianco with the prevailing wage l'equirements of the state and Contmctors1/Employers' compliance with this Agreement.

ARTICLE XII
GRIEVANCE ARBITRAlJON PRC)CEDJJlill

12.1 The parties understand and agree that in the event any dis1>ute arises out of the meaning, h1teipretation or application of the provisions of this Agreement, the same shall be settled by means of the procedures set out herein. No grievance shall be recognized unless the grieving party (Local Union or City on its own behalf, or on behalf of an employee whom it repl'esents, or a conh·actor on its own behalf) provides notice in writing to the signatory party with whom it hns 11 dispute within five (5) days after becoming awat'e of the dispute but in no event mol'e than thirty (30) days after it reasonably should have become aware of the event giving dse to the dispute. The time limits in this Section 12.1 may be extended by mutual written agt'eement of the parties.
3238-017.li
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EXHIBIT D

485
Attachment A

12.2 Grievances shall bo settled according to the following procedures:

Step 1: Within five (5) business days after the receipt of the written notice of the grievance, the Business Repl'esentative of the involved Locnt Union 01· City, or his/her des.ignee, or the representative of the employee, und the representative of the involved Contractor(s)/Employer(s) shall confer and attempt to resolve the giievance.

Step 2: In the event that the representatives are tmable to resolve the dispute within the five (S) business days afte1· the meeting to resolve the dispute in Step 1, the Intemationnl Union Representative and the Contracto1(s)/Employer(s) involved shall meet within seven (7) working days of the 1'efe1rnl of the dispute to this second step to lll'rive at a satisfactol'y settlement thetoof. Meeting minutes shall be kept by the Contrnctor. In the event that these representatives at'e unable to 1•esolve the dispute after its referral to Step 2, either involved party may submit it within three (3) business days to the Gdevance Committee, which shull meet within five (5) business days after such referral ( or .sU.Qlt lQtJ.g�r .ti.me as ls U1\ltu.ally ilgteed upo.n. by all .topt�ntatives on. the Ot'ievance Committee), to confer in an utte1.npt to resolve the grievance. The Grievance Committee shall be comprised of two (2) l'epresentatives of the City; and one (1) representative of the Pt'Ojeot Manager, and three (3) representatives of the San, Joaq\.lin Building & Construction Trades Council. lf the dispute is not resolved within such time (five (5) busluess days after its refel'ml or such longer time us mutually ogreed upon) it may be referred within five (5) business days by either party to Step 3.

Step 3: lfthe grievance is not settled in Step 2 within five (5) busines.<J days, either party muy request the dispute be submitted to nrbitration or the time may be extended by mull.ml consent of both parties. Within five (5) business days after referral of a dispute to Step 3, tho xepresentatives shall choose a mutually agreed u_pon arbitmtor fol' final and binding m·bitmtion. If the paities are unable to agt-ee on nn arbitrator, au arbitl'ator shall be selected by the nltemate strjking method fi'Om the list of five (5) oolow. The order of sttiking names from the list of arbitmtors shall be detei.mined by a oojn toss, the winneL' of which shall decide wltether they wish to strike first or second. If any of the arbitmtors listed below or in Article 4 is no longer working as a labor arbitrator at the time of selection. the City and the Council shull mutually agree to n replacement. In addition, the City and the Council may mutually agree to add additional arbitrators to those listed below.

1. Willi.run Rikel'

2. Burl'y Winogard

3. Thomas Angelo

4. Robert Hirsch

5. William Engler

12.3 The Arbitmtor shnll ammge for u heating on the earliest available date from the date of his/her selection. A decision shall be given to the parties within fi.ve (5) cnlendal' days after completion of the hearing unless such time is extended by mutual agreement A written opinion may be requested by a party from the presiding arbitrator. The decision of the Arbitrutor shall be J238·0l'ljj
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EXHIBIT 2

EXHIBIT D
Attachment A
final and binding on all parties. The Arbitrator shall have no authodty to change� amend, add to or detract from any of the provisions of the Agreement. The expense of the Arbitrator shall be borne equally by both parties.

12.4 The time Jimits specified in any step of the Grievance Pl'ocedure set forth in Section

12.2 may be extended by mutual agreement of tho parties 1nitiated by the written1·eg\1est of one party to the other, at the appl'opdate step of the G1ievance Procedure. Howevet·, failure to process a grievance, or failure to respond in wriUng within the time limits pl'Ovided above, without an agreed upon extension of time, shall be deemed II waivel' of such gdevenoe without prejudice, or without precedent to the processing of and/or resolution of like or similar grievances or dlsp,ltes, In order to encourage the resolution of disputes and grievances at Steps 1 and 2 of this Otievance Procedure, the pa1ti� agree that such settlements shall not be precedent setting.

ARTICLE XIII
WORI< ASSIGNMENTS AND ,UIRISDICTIONAL DISPJJTES

13.1 Tile assignment of Covered Work will be solelythereaponsibilityofth.e Employer pcrfo11ning tho wod< involved; and such work asslgnments will be in accordance with the Plan for the Settlement of the Jurisdictional Disputes in the Construction Industry (the "Plan") or any successor Plan.
13 .2 All jurisdictional disputes on this Project between or among the building and construction trades Unions and the Employers parties to this Agreement, shall be settled and adjusted according to the present Plan established by the Building and Construction Trades Department or any other plan m· method of procedure that may be adopted in the future by the Building und Constmotion Trades Departmenl Decisions rendered shall be final, binding and conclusive on the Employers and Unions pa.l'ties to this Agreement 13 .3 If n dispute arising under this Article involve8 tl1e Northern California Carpenters Regional Council ot· any of its subordinate bodies, an Arbitrator shnll be chosen by the procedures specified in Attic le V, Section 5, of the Plan from a list composed of John Kugel, Thomas Angelo, Robert Hirsch, and Thomas Pagan, and the Atbitrato:rs heal'ing on the dh,-pute shull be held at the offices of the Californin State Building and Construction Trades Council in Sacramento, Califomia within fomteon (14) days of the selection of the Atbitrator, All othor procedures shall be as speoified in the Plan.
13 .4 Alljul'isdictional disputes shall be resolved without the ocourrence of any strike, work stoppage, or slow-down of any nature and the Employer's assignment shall be aclhered to W1ti1 the dispute is resolved, Individual employees violating this section shall be subject to immediate discharge. Bach Employer will conduct I\ pre..job conference with lhe Council prior to co1nmenciug work. The Project Managet' and City wm be advised in advance of all such conferences and may pat'ticipato if they wish. Pl'e-job conferences fol' different Employers may be held together.
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EXHIBIT 2

EXHIBIT D
Attachment A
ARTICLE XIY l.\fANAGEM£i'[
RIGHTS

14.1 The Contractor(s)/Bmployer(s) shall retain full mid, exclusive nuthority fo1· the management of their operations, inclllding the right to direct tbeit' wodcforce in thefr sole discretion. Except ns provided by Section 2.3 nnd by the lawful manning provisions in the applicable Master At,rreement, no rules, customs or ptnotices shall be permitted or obse1vcd which limit or l'estrict production, 01· limit or resttict the working efforts of employees.

ARTICLE XV:

HELMETS IQ HARDHATS

15.1 The Contractor(s)/Employer(s) and the Unions recognize a desire to faciHtate the entry into the building and construction trades of veterans and members of the National Oua1'<l and Reserves who are interested in careers In the building and constmction industry. The Contractor(s)/Employer(s) and Unions agree to ut ilize the services of the Center for Milital'y R.ecruitnieni, Assessment and Veterans BmployJuent (hereinafter ''Center); ajoint Lnbo1• ..

Mm1ngement Cooperation Trust Fund, established under the airthodty of Section 6(h) of the Lahor"Managemerit Coope1-aiion Act of 1978, 29 U.S.C. Section 175(a), and Section 302(c)(9) of the Lab01·�Managernent Relations Act, 29 U.S.C. Section 186(c)(9), and a oharitable tax ex.empt organization under Section 50l(c)(3) of the lntet.nal Revenue Codo, and the Cente1's "Helmets to Hardhat.111 progran1 to se1ve as a rcsom'Ctl for preliminnry orientation, assessment of construction aptit11de, refenal to apprenticeship programs or hiring halls, counseling and inentol'fog, suppo1t network, employment opportunities and other needs as identified by tho parties.

15.2 The Unions and ContrnctOl'(s}/Employer(s) agree to coordinate with the Cente1· to pat·ticipate in an integrated database of veterans and members of the National Guard and Reseives interested in working on the Project and of apprenticeship and employment opportunities for this Project. To the exttmt pe1mitted by law, the Unions will give credit to such veterans for bona fide, provable past experience.

15.3 Nothing in this A.t'ti.cle shall be interpreted to preclude any Contmctot(s)/Etnployel'(s) that is not signatory to a Master Agreement to utilize an alternative plnn or program for recruiting, tmining and facilitating construction industry employment opportunities for military veterans and members of the National Guard and Reserves. Before utilizing S\lch alternative program on the Project, such Contt�ictor(s)/Employor(s) shall provide the City with u description of such plan or pt·ogram.

ARTICLExyr
DRJJG & ALCOHOL TF.,STINQ

16. l The use, sale, transfel', purchase nud/01· possession of n controlled substance, nlcohol and/or firearms at any time during the work day is pl'Ohibited.

16.2 The Parties agree to recognize and use the Substance Abuse Program contained in each applicable Umon's Schedule A.
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ARTICLEXYU

TERM SAVINGS CLAUSE
Attachment A

17. l The parties agree that in the event any article, p1·ovislon, clause, sentence or wo1'<l of the Agreement is determined to be illegal or void as boing in contl'llvention of any applicable law, by a court of competent jurisdiction, the 1-emainder of the Agi·eement shall remain in full force and effect. The parties further agree that if any article, provision, clause, sentence or word of the Agreement is determined to be illegal
or void, by a court of competent jul'iHdiction, the parties shall substitute, by mutual agreement, in its place and stead, an article, provision, clause, sentence or word which will meet the objections to its validity and which will be in accordance with the intent und purpose of the article, provision, clause, sentence or work in question.

17.2 The parties aJso agroo thnt in the event th.at ft decision of a court of competent jurisdiction materially ulters the terms of the Agreement such that the intent of the parties is defeated, U1en the entire Agreement shall be null and void.

17.3 If a cou1t of coinpetentjurisdiction determines that all or pwt of the Agreement is invalid and/or enjoins tho City from complying with all 01· part of its provisions and the City accordingly determines that the Agreement will not be 1·equired as part of lll1 award to a Contractor(s)/Entployer(s), the unions will no longer be bound by the provisions of Article lV.

ARTICLE XVIU
LOCAL HIRE, PRIORITY APPRRNCTICE AND WQRK11QRCE

DEVELOPMENT PROGRAM

18. l The objective of the City in creating this Locnl Hire, Priority Apprentice and Workfol'ce Development Progn1rn is to enhance and encourage employment opportunities for Stockton residents and to enable effective
coustmction career pathways for Local Area Residents
through California State approved Joint Apprenticeship Programs. To thtit end, as patt of the Agreement, the City establishes goals for the hiring, training and retention of Local Area Residents.

18.2 Local Hire. The City establishes the following Local Hire goals and commitments:

18.2.1 The parties agreo to make a good fuith eff01t to refor on a priority basis, consistent with the non-dlscdminatory referral procedures of the applicable Union, qualified and available� Local Area Residents for Project work. The parties agree to a goal that Stockton 1·esidents shuU perfo1m a minimum of 50% of the hours wo1ked on the Project by the Contractors' total construction workforce. In the event that a sufficient m1mbor of Stockton residents are not availoble to fulfill the .SO% local hiro requirement, the nex.t tier of l'esiclents shall come from anywhere in San Joaquin County. The Contrnctor(s) shall mnke good faith efforts to reuch this goal tltl'ough the utilizatio11 of the Unions' hiring hall p,:ocedu1·es. The Unions shall exercise their best efforts in their recmitlng and training of Stockton resident wodrei:s and in utilizing their hil'ing hall pl'Ocedures to facilitate this 50% goal.

18.2.2 The parties also recognize und support the City's commitment to provide opportunities for participation on the Project to Stockton businesses through the City's Local Business Preference Ordinance. In fottherance of this commitment, the parties agree that such l'238-017ii
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EXHIBIT D

489
EXHIBIT 2

EXHIBIT D
Attachment A
Stockton cont:l'actol's and subcontl·actors awarded work on the Prnject may request by name, and the Local Union will honor, referral of persons who have applied to the Local Union for Project wo1i<:, and who demonstrate the following qualificutions:
perfonned;
(1) possess any license required by stote or federal law for the Project work to be (2) have worked a total of at least two thousand (2,000) hours in the const1uction craft dudng the prior two (2) years;
(3) were on the Contl·actor's actlve payroll foa· at least ninety (90) out of the one hundred and twenty (120) calendar days prior to the contract oward; and
( 4) have the ability to perform safely the bnsic functions of the applicable trade; (5) are Stockton.residents.

The Union will refol' to such Contractor one journeyman employee from the l1hing hall out-of-work list fot· the affected trade or craft, and will the111•efor one of such Contractor's "core" employees as a journeyman and shull repeat tlte process, one nnd one, until such Contractor's crew requlremcnts are met m· until such Contractor has hired five (5) "corn" employees, whichever occUl's first. Thereafter, all odditional employees In the affected trade or craft shall be hired exclnsively from the hiring hull ont�of-work list(s). Fo1· the duration of the Contract0t·'s wol'k, the ratio shall be maintained and when the Contractor's workforce is reduced, employees shall be reduc�d in the same ratio of core employees to hu:ing hall referrals as was applied in the initial hiling.

18.2.3 The Contrnctor shall notify the appropriate Uni0t\ of the name and sooial security number of each direct hfre and each direct hire shnll register with the Union's hiring hall and comply with Article VII before commenoing Project wol'k. If there is any question regru·ding an employee's eligibility under Section 18.2, the City, at a Union's request, shall obtain satisfactory proof of such from the
Contt·aotor.

18.3 Priority Apprenticeship and Workforco Development

18.3, 1 Recognizing the need to develop adequate numbers o.f competent workel's in the construction industry, the Contractor(s)/Employel'(s) shall employ apprentices of a California State approved Joint Apprenticeship Program in the respective crafts to po1fo1m such work as is within their capabilities and which is custommily performed by the cmft in which they are indentured. The apprentice ratios will be in compliance with the applicable pl'Ovisions ot'the California Labot· Code and Prevailing Wage Rate Determination.

18.3.2 The parties agree to a goal that 50% ofapprentices employed on the Project shall be residents of the City of Stockton or othet· Local Area Re.�idents. In achieving this goal, at­ risk youth who reside in the following zip codes within the City of Stooktou, shall be given prlodty in the apprenticeship tecm.itment process: 95202, 95203> 95204, 95205> und 95206. If attfficient n.utnbe1·s of Stockton residents are not uvttiluble, then a good faith effort will be made by the Unions to utili:l.e residents of S011 Joaquin County. All a.ppl'entices l'eferred to Contrnctol's undor this 3lJS.0l7Jj

490
Attachment A
A.greement shall be enrolled in Stab� of Cnlifomia approved Joint Appnmticeship Programs. Subject :o any legal restrictions, the patties agree to a goal that apprentices will perform twenty percent :20%) of the total craft bours worked on lbe Project unless an applicable Maste1· Agreement provides for a greater percentage. The Unions agree to cooperate with the Contractors in furnishing 1pprentices ns requested and they shall be propedy supervised tmd paid in accordance with the �1·ovisions of the applicable Master Agt·eemcnt,

18.3 .3 Tho Contractors and Unions shull make good faith efforts to t·each the apprenticeship gonhi set forth in this Section 18.3 through the utilization of no 1mal hiring hall and apprentice pt'OCedm·es and, when appropriate, the iclentification of potentially qualified apprentices through community•based organizations working in collaboration with the apprentice programs.

The Unions are committed to working with the Contraotors and community based organizations to achieve these goals. At least annually, the Uniomi and the City will each conduct a Community Career Fair to provide at-l'isk youth, veterans and others ru1 opportunity to learn about each ct•aft and the process for entering their appl'enticeship program. 18,4 Good Faith Effotts, A Contractor or subcontn�otor must ttllce the following good faith steps to deuioostrate that it has made every offort to reach fuel,0cnfHire, '.Ptforlty • Apprenticeship and Workfo1-ce Development Program goals of the City, The Contractor or subcontractor shall attend scheduled Pre-Job meeti ngs heJd under this Agreement nnd shall submit written workforce projections and projected work hours on n craft-by-craft basis.

18.4.1 Within seven (7) calendar days after Notice to Proceed, the Contl.'actor or subcontractor shall meet with the U111ons 11nd the City to pl'esent it..'I plan for reaching the Local Hire, Priority Apprenticeship and Workfol'ce Development P1-ogram goals.

18.4.2 The Conh-actor or subcontractor shall notify the Project Manager of the City by U.S. Mail or electmnic mail if a Union hiring hall canuot, upon request by the Contractor or subcontractor, dispatch Local Area Residents to the Project. It shall be the responsibility of the Contrnctor or subcontractor to retain all evidence of such good faith effo1·ts.

18.4.3 The Contractor or subcontractor may use the "Nrune Cotr•, "Rehire" or other availnble hiring hall procedures to reach the goals of this Article XVIII,

18.5 Enforcement, Compliance and Reporting

18.5.1 Contractors will be required to sribmit Ce1ti:fied Weekly Payrolls to the City along with monthly workforce utilization reports dooumentlng the Contractor's complilmce with the requirem ents described in this Article. At a minimum, the monthly l'Cports must include: 1) data on Stockton nnd Local At·ea Residents work hour utilizatioll on tho Project and Local Aren Resident<J; and 2) documentation showing any request.<J made to the Union dispatchers for Stockton J'esidents and the Union's response to tho request

18.5.2 The City sta.fT shall monitor the opemtion of the Local Hire, Priority Apprenticeship and Wo1'kforce Development Progrum and shall consider allegations of non­ compliance with the goals stated in this Article. If there is a detel.'mination by the City that a Contractor or Sliboontrnctor has not complied with the goals or demonstrated good faith effo11s to 3238-01'/.ll
EXHIBIT 2

EXHIBIT D

491
Attachment A
do so, tho City and the Contractor or subcontractor shall meet and confer in order to identify necessary actions to resolve the issue and ensure a good faith effort to achieve the objectives of this Article.

18.5.3 For any Project subject to this Ag1:eement1 the Local ffm,, Priority Apprentice and Workforce Development Program requiremen� of this Article shall apply in lieu of the requirements of Stockton Municipal Code Section 3,68.095 and no separate compliance with Section 3,68.095 will be required of the Contractors/Employers working on the ProjecL

ARTICLE
XIXJElW

19.1 This Agreement shall become effective 30 deya after the day the City Council takes action to authori:t.e its execution, and it shall continue in full force and eff eot for a porlod of three (3) years, at which time this Agreement may be considered for extension or renewal .. The.terms ofthls Agreement shnll:aupJyto any Projectthat is bid or solicited after the effective date and before the expiration of this Agrecmep.t, Tho Agreement shall continue to apply to any Project subject to !his Agreement until the completion of all Covered Work on the Project,

CITY OF STOCKTON
Name: KURT 0. WILSON
Title: CITY MANAGER
:m DANIBLCARDOZO
SAN JOAQU1N BUILDING AND CONSTRUCTION TRADES COUNCIL, AFL­

CIO COUNCIL
Date:-�-----
Name:

Titlo:
3238-017Jj
EXHIBIT 2

EXHIBIT D

492
Attachment A
do so, U1e City and the Contractor or subcontractor shall meet and confer in order to identify necessary actions to resolve the issue and ensure a good fnith effort to achieve the objectives of this Article, • • ••

18.5.3 For !lily Project subject to this Agreement, the Local Hil'e, Priol'ity Apprentice and Workforce Development Program requirements of lltls At'ticle shall apply In lieu of the requirements of Stockton Municipal Code Section 3.68.095 and no separate compliance with Section 3.68.095 will be required of the Contrnctors/Employel's wol'lcing on the Project,

ARTICJ,E
XJXllRM

19.1 This Agl'eement shall become effective 30 days aft0'1' the day the City Council talces action to authorize its execution, end it shall continue in full forcu and effect for a period of three (3) years, ot which tlme this Agreement may be considered fo:r extension or renewal. The terms of thiB Agreement shall apply to any Project that is bid or soli�ited �.tter lb:e·effective·date -anct before-unr·expl.tation-ofllifo• Agrooli'ient • 'i1fo"J;:gi'eemenfiilwr coiiunue to apply to ally Project subject to this Agreement until the completion of all Covered Work 011 the Project.

CITY OF STOCK.TON
Name: KURT 0. WILSON
Title: CITY MANAGER
ATTEST:

By:-------­
BONNIE P AIOE. CITY CLERK

APPROVED AS TO FORM
By:-------­

DANIEL CARDOZO
Dato:

APPROVED AS TO FROM
By: ______ _
JOHN M. LUBBBERKE

CITY ATTORNEY
Tille: _______ _
SAN JOAQUIN BUILDING AND CONS:l'RUCTION TRADES COUNC� AFL­ CIO COUNClL
���
Title: �c-n:.:t·� / 'f rv:L�I) �
l23R-Ol 7.il
Date: :6/fJ.LJ//(p
EXHIBIT 2

EXHIBIT D

493
Sheet Metal Workers# 104
!Alil(���tr. 5:S
�.,,!,?�. F �---t-��;__
)1}S-017jJ
Attachment A
. enters Regiooal
Couool'I on behalf Qf itselfand its
.J (·
Labor� #73
-�--Toam.s,ters #439
EXHIBIT2

EXHIBIT D

494

BOND FOR FAITHFUL PERFORMANCE
KNOW ALL MEN BY THESE PRESENTS:

EXHIBIT 2
Bond #: 80454
That we, Spektren Engineering, Inc. , a STATE OF CALIFORNIA CORPORATION, as Principal and Western National Mutual Insurance Company , a corporation, organized and existing under the laws of the State of Minnesota and duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, as obligee, in the just and full sum of ONE MILLION NINETY-EIGHT THOUSAND THREE HUNDRED FIFTY AND 78/100 DOLLARS ($1,098,350.78), in lawful money of the United States of America (being 100% of the contract price) for the payment whereof well and truly to be made to the said CITY, the said Principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.

The condition of the foregoing obligation is such that the above bounded Principal has simultaneously entered into a contract with the CITY, to do and perform the following work, to wit:

LOCAL STREET RESURFACING PROGRAM FISCAL YEAR 2025-26
S81 - MILL AND OVERLAY
(PROJECT NO. WD26003)
NOW, THEREFORE, if the above bounded Principal, CONTRACTOR, Company or
Corporation or its subcontractor, shall well and truly perform the work contracted to be done under said contract, then this obligation to be null and void; otherwise to remain in full force and effect.

No prepayment or delay in payment and no change, extension, addition or alteration of any provision of said contract, or in said plans or specifications agreed to between the said CONTRACTOR and the said CITY, and no forbearance on the part of the said CITY shall operate to relieve any Surety or Sureties from liability on this bond,

495
EXHIBIT 2
Bond #: 80454
and consent by said Surety is hereby given, and the said Surety hereby waives the provisions of Sections 2819 and 2845 of the Civil Code of the State of California.

APPROVED AS TO SURETY:

APPROVED AS TO FORM & CONTENT:

MARCIA.ARREDONDO

OFFICE OF THE CITY ATTORNEY
By:-----------

DEPUTY CITY ATTORNEY
Western National Mutual Insurance Company
SURETY
� �--7
By: � --�

ATTORNEY-IN-FACT

496
State of Oregon Notarial Certificate (ORS Ch. 194.280, 194.285) Acknowledgment in a Representative Capacity
State of OREGON
County of 1>;,�LAf
This record was acknowledged before me on (date) j\Jf':'< 2.. � , 20 2C. by (name(s) of individual(s)) ---�2_((._1 _c._V;-'---'8'l--�---'-�------- -- as (type of authority) _ ___._frrrp'-L.....,;;'--�...;...._....;.?__,_,r--_--'-�...;...._-'---- of (name of party on whose behalf record was executed)
zh4t1�
Notary Public - State of Oregon
Official Stamp
&:J:.,·-· � �

OFFICIAL STAMP
i-.�· �
.
� :0 JEFFREY WILLIAM BARNES
.
..
.. , • :" NOTARY PUBLIC - OREGON
1 " COMMISSION NO. 1054321MY COMMISSION EXPIRES DECEMBER l8. 2028 Document Description /
This certificate is attached to page _L of a -'""=.L.......L..><..:.........:....:...:.'-!.1.1.L..l<.:::...�title or type of document), dated -'"'-"-'--=----__:z..'-'°I'---' 20 -1.5'.:, consisting of __ Z-_ pages.

EXHIBIT 2
497
,.,
Wl!:STl!:l'IN NATIONAL
"' ... c.
7'tf: l"fkmo,uhu, C(lmpan.v

POWER OF ATTORNEY
KNOW ALL MEN BY THESE PRESENTS: That Western National Mutual Insurance Company, a Minnesota mutual insurance company, does make, constitute, and appoint: Eric Verkouteren, Caleb Cathey, Paula Jaramillo, Kevin Harvey Gritly Insurance Services Inc. #10248
Its true and lawful Attorney(s)-in-Fact, with full power and authority for and on behalf of the Company as surety, to execute and deliver and affix the seal of the Company thereto (if a seal is required) bond, undertakings recognizances or other written obligations in the nature thereof, (other than bail bonds, bank depository bonds, mortgage deficiency bonds, mortgage guaranty bonds, guarantees of installment paper and note guaranty bonds, self-insurance workers compensation bonds guaranteeing payment of benefits, hazardous waste remediation bonds or black lung bonds), as follows:

All written instruments in an amount not to exceed an aggregate of Seven Million Five Hundred Thousand and 00/1 00 Dollars ($7,500,000.00) for any single obligation, regardless of the number of instruments issued for the obligation. and to bind Western National Mutual Insurance Company thereby, and all of the acts of said Attorneys-in-Fact, pursuant to these presents, are ratified and confirmed. This appointment is made under and by authority of the board of directors at a meeting held on September 28, 2010. This Power of Attorney is signed and sealed by facsimile under and by the authority of the following resolutions adopted by the board of directors of Western National Mutual Insurance Company on September 28, 2010:

RESOLVED that the president, any vice president, or assistant vice president in conjunction with the secretary or any assistant secretary, may appoint attorneys-in-fact or agents with authority as defined or limited in the instrument evidencing the appointment in each case, for and on behalf of the company to execute and deliver and affix the seal of the Company to bonds, undertakings, recognizances, and suretyship obligations of all kinds, and said officers may remove any such attorney-in-fact or agent and revoke any Power of Attorney previously granted to such person.

RESOLVED FURTHER that any bond, undertaking, recognizance, or suretyship obligation shall be valid and binding upon the Company (i) when signed by the president, any vice president or assistant vice president, and attested and sealed (if a seal be required) by any secretary or assistant secretary; or
(ii) when signed by the president. any vice president or assistant vice president, secretary or assistant secretary, and countersigned and sealed (if a seal be required) by a duly authorized attorney-in-fact or agent; or (iii) when duly executed and sealed (if a seal be required) by one or more attorneys-in-fact or agents pursuant to and within the limits of the authority evidenced by the Power of Attorney issued by the Company to such person or persons.

RESOLVED FURTHER that the signature of any authorized officer and the seal of the company may be affixed by facsimile to any Power of Attorney or certification thereof authorizing the execution and delivery of any bond, undertaking, recognizance, or other suretyship obligations of the Company; and such signature and seal when so used shall have the same force and effect as though manually affixed.

IN WITNESS WHEREOF, Western National Mutual Insurance Company has caused these presents to be signed by its proper officer and its corporate seal to be affixed this _filb_ day of December , 2023.

Jennifer A. Young, Secretary

STATE OF MINNESOTA, COUNTY OF HENNEPIN
Mark S. Hewitt, Vice President, Surety
On this 5th day of December. 2023, personally came before me, Jennifer A. Young and Mark S. Hewitt and to me known to be the individuals and officers of the Western National Mutual Insurance Company who executed the above instrument, and they each acknowledged the execution of the same, and being by me duly sworn, did severally dispose and say; that they are the said officers of the corporation aforesaid, and that the seal affixed to the above instrument is the seal of the corporation, and that said corporate seal and their signatures as such officers were duly affixed and subscribed to the said instrument by the authority of the board of directors of said corporation .

CERTIFICATE
• OEENAANJAJ..I emu<lN
NOT.ARY PUeUC -.:IOTA ..,.��,�now Deena Anjali Entrikin, Notary Public My commission expires January 31. 2029
I, the undersigned, Secretary of the Western National Mutual Insurance Company, a Minnesota corporation, CERTIFY that the foregoing and attached Power of Attorney remains in full force and has not been revoked; and furthermore, that the Resolutions of the board of directors set forth in the Power of Attorney, are now in force.
l(J \./ --7 zr. Signed and sealed at the City of Edina, MN this __ �_day of __ � ....... -=---· 1J> <P Jennifer A. Young, Secretary

EXHIBIT 2
498
EXHIBIT 2
Bond #: 80454

BOND FOR LABOR AND MATERIAL
KNOW ALL MEN BY THESE PRESENTS:

That we, SPEKTREN ENGINEERING, INC., a STATE OF CALIFORNIA CORPORATION, as Principal and Western National Mutual Insurance Company , corporation, organized and existing under the laws of the State of ____ M_in_ n_e_so_t_a___ and duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the City of Stockton, a municipal corporation, duly created and existing under and by virtue of the laws of the State of California, and unto any and all material suppliers, persons, companies, or corporations furnishing materials, provisions, provender or other supplies used in, upon, for or about the performance of the work contemplated to be executed or performed under the contract hereinafter mentioned, and all persons, companies, or corporations renting or hiring teams, or implements of machinery, for or contributing to said work and all persons who perform work or labor upon the same, and all persons who supply both work and materials, and whose claims have not been paid by the contractor, company or corporation in the just and full sum of ONE MILLION NINETY-EIGHT THOUSAND THREE HUNDRED FIFTY AND 78/100 DOLLARS ($1,098,350.78) in lawful money of the United States of America (being 100% of the contract price) for the payment whereof well and truly to be made to said CITY and to said persons jointly and severally, the said principal and Surety bind themselves, their successors and assigns, jointly and severally, firmly by these presents.

The condition of the foregoing obligations is such that the above bounden Principal has simultaneously entered into a contract of even date herewith, with the CITY, to do and perform the following work, to-wit:

LOCAL STREET RESURFACING PROGRAM FISCAL YEAR 2025-26
SB1 -MILL AND OVERLAY
(PROJECT NO. WD26003)
NOW, THEREFORE, if the above bounden Principal, CONTRACTOR, Company or Corporation or its subcontractor, fail to pay for all materials, provisions, provender, or other supplies, or teams, used in, upon, for or about the performance of the work

499
EXHIBIT 2
Bond #: 80454
contracted to be done, or for any work or labor done thereon of any kind, the Surety on this bond will pay the same, in an amount not exceeding the sum specified in this bond, provided that any and all claims hereunder shall be filed and proceedings had in connection therewith as required by the provisions of Division 3, Part 4, Title 15, Chapter 5, Article 1 of the Civil Code of California, provided that in case suit is brought upon this bond, a reasonable attorney's fee shall be awarded by the Court to the prevailing party in said suit; said attorney's fee to be fixed as costs in said suit, and to be included in the judgment therein rendered.

No prepayment or delay in payment and no change, extension, addition or alteration of any provision of said contract or in said plans or specifications agreed to between the said CONTRACTOR and the said CITY and no forbearance on the part of the said CITY shall operate to relieve any surety or sureties from liability on this bond, and consent to make such alterations without further notice to or consent by any such surety is hereby given, and the said sureties hereby waive the provisions of Sections 2819 and 2845 of the Civil Code of the State of California.

APPROVED AS TO SURE TY:

APPROVED AS TO FORM & CONTENT:

MARCIA.ARREDONDO

OFFICE OF THE CITY AT TORNEY
By: -----------

DEPUTY CITY ATTORNEY
By:

Western National Mutual Insurance Company
SURETY
By: ��-

AT TOR NEY-IN-FACT

500
State of Oregon Notarial Certificate (ORS Ch. 194.280, 194.285) Acknowledgment in a Representative Capacity
State of OREGON
This record was acknowledged before me on (date) �� l i .20 U by (name(s) of individual(s)) --�{?�t,,_lc.._��c;;;_r:.cJ.J_��--------- as (type of authority) £((<�✓ , ..- �
record was executed)
Notary Public - State of Oregon
Official Stamp
Document Description
of (name of party on whose behalf
This certificate is attached to page __k_ of a '.bo,w, � LM,;)(L � �(btle or type of document), dated j, Irr: 7 "I , 20 i_ro, consisting of _z_.�- pages.

EXHIBIT 2
501
,.,
nw rYiarionshq>rompanv

POWER OF ATTORNEY
KNOW ALL MEN BY THESE PRESENTS: That Western National Mutual Insurance Company, a Minnesota mutual insurance company, does make, constitute, and appoint: Eric Verkouteren, Caleb Cathey, Paula Jaramillo, Kevin Harvey Gritly Insurance Services Inc. #10248
Its true and lawful Attorney(s)-in-Fact, with full power and authority for and on behalf of the Company as surety, to execute and deliver and affix the seal of the Company thereto (if a seal is required) bond, undertakings recognizances or other written obligations in the nature thereof, (other than bail bonds, bank depository bonds, mortgage deficiency bonds, mortgage guaranty bonds, guarantees of installment paper and note guaranty bonds, self-insurance workers compensation bonds guaranteeing payment of benefits, hazardous waste remediation bonds or black lung bonds), as follows:

All written instruments in an amount not to exceed an aggregate of Seven Million Five Hundred Thousand and 00/1 00 Dollars ($7,500,000. 00) for any single obligation, regardless of the number of instruments issued for the obligation. and to bind Western National Mutual Insurance Company thereby, and all of the acts of said Attorneys-in-Fact, pursuant to these presents, are ratified and confirmed. This appointment is made under and by authority of the board of directors at a meeting held on September 28, 2010. This Power of Attorney is signed and sealed by facsimile under and by the authority of the following resolutions adopted by the board of directors of Western National Mutual Insurance Company on September 28, 2010:

RESOLVED that the president, any vice president, or assistant vice president in conjunction with the secretary or any assistant secretary. may appoint attorneys-in-fact or agents with authority as defined or limited in the instrument evidencing the appointment in each case, for and on behalf of the company to execute and deliver and affix the seal of the Company to bonds, undertakings, recognizances, and suretyship obligations of all kinds, and said officers may remove any such attorney-in-fact or agent and revoke any Power of Attorney previously granted to such person.

RESOLVED FURTHER that any bond, undertaking, recognizance, or suretyship obligation shall be valid and binding upon the Company (i) when signed by the president, any vice president or assistant vice president, and attested and sealed (if a seal be required) by any secretary or assistant secretary; or
(ii) when signed by the president, any vice president or assistant vice president, secretary or assistant secretary, and countersigned and sealed (if a seal be required) by a duly authorized attorney-in-fact or agent; or (iii) when duly executed and sealed (if a seal be required) by one or more attorneys-in-fact or agents pursuant to and within the limits of the authority evidenced by the Power of Attorney issued by the Company to such person or persons.

RESOLVED FURTHER that the signature of any authorized officer and the seal of the company may be affixed by facsimile to any Power of Attorney or certification thereof authorizing the execution and delivery of any bond, undertaking, recognizance, or other suretyship obligations of the Company; and such signature and seal when so used shall have the same force and effect as though manually affixed.

IN WITNESS WHEREOF, Western National Mutual Insurance Company has caused these presents to be signed by its proper officer and its corporate seal to be affixed this _5th day of December, 2023.

Jennifer A. Young, Secretary

STATE OF MINNESOTA, COUNTY OF HENNEPIN
Mark S. Hewitt, Vice President, Surety
On this 5th day of December, 2023, personally came before me, Jennifer A. Young and Mark S. Hewitt and to me known to be the individuals and officers of the Western National Mutual Insurance Company who executed the above instrument, and they each acknowledged the execution of the same, and being by me duly sworn, did severally dispose and say; that they are the said officers of the corporation aforesaid, and that the seal affixed to the above instrument is the seal of the corporation, and that said corporate seal and their signatures as such officers were duly affixed and subscribed to the said instrument by the authority of the board of directors of said corporation .

CERTIFICATE
• DEENAANJALI ENT'RJION

NOTAR'I' PIAIUO

MIIMSOTA
ft1tJ�e.pa,,.1Qi�
Deena Anjali Entrikin, Notary Public
My commission expires January 31, 2029
I, the undersigned, Secretary of the Western National Mutual Insurance Company, a Minnesota corporation, CERTIFY that the foregoing and attached Power of Attorney remains in full force and has not been revoked; and furthermore, that the Resolutions of{he bo(:lrd of directors set forth in the Power of Attorney, are now in force.

Signed and sealed at the City of Edina, MN this hday of ,)Jnv

EXHIBIT 2
502
City of Stockton
Legislation Text
File #: 26-0698, Version: 1

PUBLIC HEARING TO CONSIDER AUTHORIZING CITY PARTICIPATION IN THE CALIFORNIA

MUNICIPAL FINANCE AUTHORITY BOND OPPORTUNITIES FOR LAND DEVELOPMENT

PROGRAM

RECOMMENDATION
It is recommended that the City Council hold a public hearing to consider public comments andtestimony regarding the City of Stockton’s participation in the California Municipal Finance Authority (“CMFA”) Bond Opportunities for Land Development (BOLD) Program. At the conclusion of the public hearing, it is recommended that the City Council adopt a resolution authorizing the City of Stockton to participate in the Bond Opportunities for Land Development Program.

Summary
The California Municipal Finance Authority (“CMFA”) is a joint powers agency, of which the City is a member. CMFA works on behalf of its members to facilitate economic development in local communities throughout the State of California (“State”). City staff has been provided information regarding a program offered by CMFA known as the “BOLD Program,” which can be used to finance public infrastructure required for new development within the City. Authorizing use of the BOLD Program will allow greater flexibility for the development community in the City and lessen the administrative burdens on City staff.

DISCUSSION
Background
Background on CMFA
The City is a member of CMFA, a Statewide joint powers authority (“JPA”) whose members are numerous cities, counties, and other public agencies throughout California. CMFA has the authority to issue bonds to meet its mission of supporting economic development, job creation and social programs throughout the State, while giving back to California communities. By supporting member communities and their local charities with a portion of the revenue generated through the issuance of tax-exempt bonds for public, private, and non-profit entities, CMFA is able to directly contribute to building strong communities to support the health and welfare of the residents of California.

Background on the BOLD Program
CMFA recognizes that new residential development often challenges municipalities' mission to provide infrastructure and schools, since new development triggers the need to construct, acquire, or otherwise provide additional public facilities to accommodate that growth. The BOLD Program offers a means to finance new or continuing construction of infrastructure and public facilities through bonds CMFA issues as an alternative to issuance of land-secured bonds directly by a public entity. The City of Stockton Printed on 8/14/2026Page 1 of 4
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File #: 26-0698, Version: 1
BOLD Program is designed to help local government municipalities, schools, and land developers throughout the State work together to cost-effectively finance public infrastructure projects and development fees.

Under the BOLD Program, bonds are issued by a community facilities district (“CFD”) formed by CMFA under the Mello-Roos Community Facilities Act of 1982 (California Government Code Section 53311 et seq.) (the “Act”). The Act offers great financing flexibility and is commonly used by cities, schools, and other local agencies throughout the State to generate funds for the payment of public facilities, including development fees for facilities. CFDs can also be structured to pay for maintenance of public facilities and other service costs of the City.

The City has previously approved participation in the BOLD Program via entrance into a joint community facilities agreement with CMFA related to the Ligurian Village project being undertaken within the County of San Joaquin, via Resolution No. 2024-08-20-1204 adopted on August 20, 2024.

Staff recommends City Council approve full participation in the BOLD Program so that a broader range of fees and facilities may be eligible for financing for a broader array of projects developing within the City.

Financing Team
The BOLD Program is handled by a team of bond industry professionals with significant experience in CFDs in the State. All have highly specialized expertise in CFD bond issuance and sales and are consistently ranked among the top firms in the field. In addition, if the City desires to use a municipal advisor of its own choosing to review the BOLD Program application and/or other program documents may do so, with all related costs payable from bond proceeds. Specifically, the BOLD Program utilizes Jones Hall for bond counsel services, Goodwin Consulting Group, Inc. for special tax consulting services, and Piper Sandler & Co. for underwriting services.

Benefits of BOLD Program to Local Governments
Although the CFD would be formed within the City’s jurisdiction, little involvement is required. The City Council is only required to take a single action to approve participation in the BOLD Program and CMFA thereafter works with staff to ensure the program is meeting the City’s objectives. CMFA and its consultant team will form and approve each CFD, CMFA will issue bonds on behalf of the CFD, and levy and collect the special taxes each year. By working directly with developers, the BOLD Program facilitates financing for infrastructure and fee obligations of developers, covering a broad range of development cost obligations necessary for new development imposed by municipalities, including both facilities and/or impact fees. Using the BOLD Program alleviates local agency staff time constraints and allows staff to focus on other aspects of processing land development projects.

Determining Special Tax Rate
Formation of each CFD requires establishing the annual special tax rates. The formula for computing special tax rates will be included in the resolutions to be adopted as part of the CFD formation proceedings. Typically, the formula will include a basic, undeveloped land tax with an increase in rate and shifting of the tax to developed lands at the building permit stage. The total amount of taxes on developed land generally will not exceed 2% of its projected market value in its completed state, per industry standards.

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Bond Issuance
Bonds are issued through CMFA, with little involvement from local agencies needed for the issuance process. The City will need to approve the use of a CFD to acquire public facilities and the financing thereof, and enter into a joint community facilities agreement, acquisition agreement, or similar agreement to receive the bond proceeds, and to meet the general requirements to maintain the tax exemption of interest on the bonds. CMFA adopts the resolutions needed to authorize and issue the special tax bonds and awards the sale of the bonds to the bond underwriter.

Use of Bond Proceeds
Once the bond issuance occurs, bond proceeds are available for disbursement. The proceeds are held by a bond trustee and are available, as directed by the developer and approved by the local agency, to meet obligations to the City and other local agencies according to the structure and timing required for development approvals. Pursuant to an acquisition agreement or similar document, the City will determine and agree to its role in inspecting and accepting infrastructure and/or payment of financed impact fees.

Underwriting for Bond Issuance
The CFD may be formed early in the development process, with issuance of bonds at a later time or in multiple series. The following are the typical criteria for bond issuance. • Minimum 4:1 value-to-debt ratio overlapping (assessed or appraised) • No discretionary approvals required for build-out of the portion of the CFD directly relating to the bond security
• Entitlements received that are necessary for phase to be bonded • Financing plan for backbone infrastructure complete or imminent and/or performance bond in place
Credit criteria will be reviewed by the underwriting team on a case-by-case basis to ensure reasonable interest rates at issuance. Additionally, similar credits can be pooled together into a single bond issue with pooling flexibility assuring the most cost-effective bond issuance for each project.

Outsourced Administration of the Bonds and the CFD
Administration of all aspects of the BOLD Program is handled by CMFA, without cost to or burden on the City. City staff time can and will be reimbursed by the participating developers upfront and by CMFA once bonds are issued.

Giving Back to Local Communities
CMFA shares a portion of its issuance fees directly with its member communities. In addition, a grant from a portion of the issuance fee is made to the California Foundation for Stronger Communities (“CFSC”) to fund charities designated by the member communities. A portion of the annual fees received by CMFA are in turn directed to charitable activities within its member communities. This unique commitment to give back directly to the communities in which they operate sets CMFA apart from other JPA conduit issuers.

Information for Bond Marketing
Tax-exempt municipal bonds are sold through an offering document known as an Official Statement, which describes to potential purchasers of the bonds the terms, security and repayment of the bonds City of Stockton Printed on 8/14/2026Page 3 of 4
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File #: 26-0698, Version: 1
and details about the property securing the bonds. Since, prior to home sales, the land is owned by the developer entity(ies), relevant information for the Official Statement needs to describe the developer and the development plan. The financing team will work with the developer to provide the required information and approve the final language to be provided to prospective bond buyers.

Disclosure of Special Tax to Home Buyers
California law requires developers to disclose to home buyers the lien of any CFD special tax which will be present on the purchased property. The form of disclosure is simple and becomes part of the various sale documents presented to buyers for signature prior to a home sale.

Present Situation
The BOLD program is a cost-effective form of land-secured financing, and the more cost-effective a bond financing is, the greater the overall public benefit (since more proceeds are available for the acquisition of public infrastructure). The development community has expressed a desire for the City to adopt and implement the BOLD Program, and it is an offering of CMFA that the City, as a member of CMFA, is entitled to utilize. It is recommended that the City hold a public hearing on the BOLD Program and adopt a resolution authorizing the BOLD Program within the City’s boundaries.

FINANCIAL SUMMARY
The fiscal impact associated with this item is for the staff time required to establish the City’s participation in BOLD. All other costs and expenses related to the formation, issuance of bonds, and ongoing administration for any CFD formed by the BOLD program are the responsibility of CMFA, and there is no liability or fiscal impact on the City. The City can be reimbursed for any staff time expended on the program.

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Resolution No.

STOCKTON CITY COUNCIL

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STOCKTON ,

CALIFORNIA, AUTHORIZING USE OF THE BOND OPPORTUNITIES FOR LAND

DEVELOPMENT PROGRAM AND AUTHORIZING THE CALIFORNIA MUNICIPAL

FINANCE AUTHORITY TO ACCEPT APPLICATIONS FROM PROPERTY OWNERS,

CONDUCT PROCEEDINGS AND LEVY SPECIAL TAXES WITHIN THE CITY OF

STOCKTON PURSUANT TO THE MELLO -ROOS COMMUNITY FACILITIES ACT OF 1982, AS AMENDED; AND AUTHORIZING RELATED ACTIONS

The California Municipal Finance Authority ( the “CMFA”) is a joint exercise of powers authority, the members of which include numerous cities, counties and other local agencies in the State of California (the “State”); and

City of Stockton (the “City”) is currently a member of CMFA in good standing; and

The CMFA has established the Bond Opportunities for Land Development Program (the “BOLD Program”) to allow the financing of certain public facilities and/or certain development impact fees that finance public facilities (together, the “Improvements”) levied by local agencies in the State through the levy of special taxes under the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”); and

The City Council has previously approved participation in the BOLD Program via entrance into a joi nt community facilities agreement with CMFA related to the Ligurian Village project being undertaken within the County of San Joaquin , via Resolution No. 2024-08-20-1204 adopted on August 20, 2024; and

The City Council at this time wishes to authorize full participation by the City in the BOLD Program so that a broader range of fees and facilities may be eligible for financing for a broader array of projects developing within the City; and

The CMFA from time to time may be requested by owners of land within the City to utilize the BOLD Program for the financing of Improvements related to new development within the City, which Improvements will be financed for acquisition by the City or to finance impact fees payable to the City in connection with new d evelopment; and

The City desires to allow the owners of property within the City to participate in the BOLD Program (“Participating Developers”) and to allow the CMFA to conduct proceedings under the Act to form community facilities districts (“CFDs”) from time to time under the Act, to levy special taxes within such CFDs, and to issue bonds secured by such special taxes under the Act to finance the Improvements, provided that such 507

Participating Developers vote in favor of the levy of such special taxes an d bonded indebtedness; and

Property owners within the jurisdiction of the City may in the future elect to be Participating Developers upon obtaining approval of the CMFA, and the CMFA may conduct proceedings under the Act to form CFD s, levy special taxes within such CFDs and issue bonds secured by such special taxes to finance Improvements; and

The City will not be responsible for the conduct of any proceedings under the Act for the formation of any CFD , the levy or collection of special taxes for any CFD or any required remedial action in the case of delinquencies in any special tax payments, or the issuance, sale or administration of any bonds issued in connection with the BOLD Program; and

The City finds that the BOLD program offered by the CMFA can provide significant public benefits, and in conformance with Government Code Section 6586.5 relating to the issuance of bonds by a joint powers authority of which the City is a member, notice was published at least five days prior to the adoption of this res olution at a public hearing, which was duly conducted by this City Council concerning the significant public benefits of the BOLD Program and the bond financing of the Improvements from time to time; and

Bonds of BOLD Program CFDs are issued through CMFA, with no involvement of the City needed other than approving the use of the program and, prior to actual issuance of bonds, entering into an agreement to acquire the public facilities or fees to be paid for with the bond proceeds, and CMFA authorizes and i ssues the bonds in their name and awards their sale to the bond underwriter per the underwriter’s credit requirements; and

CMFA’s financing team provides the bond documentation and the Official Statement for the bonds through its bond counsel; and

By authorizing use of the BOLD Program in the City, the City will not be liable to repay the bonds issued by CMFA or the special taxes imposed on the participating properties and would have no contractual relationship with bond owners or the bond trustee; and

Upon issuance of the bonds, proceeds are a funding source for direct payment of impact fees or to otherwise reimburse developer costs for public facilities associated with new development; o nce the bond issuance occurs, bond proceeds are available to be disbursed pursuant to a joint community facilities agreement and/or acquisition agreement between CMFA and the City for each project, the form of which is subject to approval by City staff, and the bond proceeds are held by a bond trustee or fiscal agent and become available to a Participating Developer as directed by the City for use on public capital improvements benefitting the City; now, therefore, //
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508

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

The use of the BOLD Prog ram in connection with the financing of Improvements is hereby authorized and approved. The appropriate officials and staff are hereby authorized and directed to allow BOLD Program participation to be available to property owners who are subject to the pa yment of fees for new development and/or who are conditioned to install public improvements in connection with new development.

The City hereby finds and declares that the issuance of bonds by the CMFA in connection with the BOLD Program will provide sign ificant public benefits, including without limitation, savings in effective interest rate, bond preparation, bond underwriting and bond issuance costs and the more efficient delivery of local agency services to residential and commercial development within the City.

In connection with the issuance of bonds from time to time by the CMFA for the BOLD Program, a form of acquisition agreement, joint community facilities agreement or similar agreement will be required to be entered into, and the form of such agreement will be subject to approval by the City Manager, Chief Financial Officer or their respective designees. The City Council finds and declares that entrance into each such agreement will constitute a “joint community facilities agreement” for purposes of the Act and shall be beneficial to residents of the City. Any such agreement may include, directly or by reference, City standards, policies and procedures applicable to the financing of public facilities constructed by developers for acquisition by the City.

The appropriate officials and staff of the City are hereby authorized and directed to allow and approve BOLD Program participation by requesting property owners that are required to install public improvements and/or the payment of fees in connection with new development in the City, including signing developer applications or other documents evidencing the official intent of the City to reimburse itself in connection with each project from the proceeds of tax -exempt obligations issued by CMFA as part of the BOLD Program, and to advise such owners requesting participation in BOLD that the City has approved the BOLD Program; provided, that the CMFA shall be responsible for providing applications and processing of documentation and related materials at its own expense. //
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509

This Resolution shall take effect immediately upon its adoption. The City Clerk of the City is hereby authorized and directed to transmit a certified copy of this resolution to the Secretary of CMFA.

PASSED, APPROVED, and ADOPTED August 18, 2026 .

CHRISTINA FUGAZI
Mayor of the City of Stockton

ATTEST:

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

510

OF STOCKTONCity Council MeetingAugust 18, 2026Agenda Item 9.1

CITY OF

STOCKTON
City Council Meeting
August 18, 2026
Agenda Item 9.1
BOLD Program
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The BOLD Program
What is the BOLD Program and why is it being offered?
The BOLD Program
What is the BOLD Program and why is it being offered?
 Bond Opportunities for Land Development (BOLD) is a financing program offered by the California Municipal Financing Authority (CMFA) that allows for the financing of public infrastructure and impact fees for development projects.
 Any public agency can participate in the BOLD program, which offers low- cost, tax-exempt financing for development projects.
 To facilitate the program, Community Facilities Districts (CFDs) will be formed, managed and administered by CMFA, and minimal public agency efforts will be required in the process. The formation of a CFD will not necessitate the issuance of bonds or payment of debt service until a project is ready to issue debt.
 A CFD may be formed for a project with bonds issued at a later time when it best meets the project’s development timeline.
 Bonds will be issued at multiple times throughout the year and may include more than one CFD, offering the advantage and option of low-cost, pooled financing.

CMFA BOLD | 2
512
The BOLD Program
Community Facilities District Basics
The BOLD Program
Community Facilities District Basics
Under the BOLD Program, CMFA will create Community Facility Districts to finance eligible improvements and local agency fees.

Eligible improvements are extremely flexible and include:
 Streets and Sidewalks
 Sewer and Water Treatment Capacity
 Water and Sewer Lines
 Flood Control
 Parks
 Open Space
 Street Lighting
 School Facilities
Additionally, the BOLD Program allows for the financing of fees, including:
 City, County or District Fees (may require agreement)  School Fees (requires an agreement with the school
district)
 Special District (requires agreement)
The BOLD Program also allows for the ongoing funding
of services.

CMFA BOLD | 3
513
The BOLD Program
The BOLD Program
Local Agency Requirements and Benefits
 A Local Agency is required to become a Member of CMFA (CMFA Membership is free)  Local Agency may have a consultant review the financing plan to ensure that it meets with the Local Agency’s Goals and Policies
 The Local Agency adopts a Resolution consenting to use BOLD (Sample Resolutions are available from Jones Hall)  Jones Hall will approve the eligibility of improvements and fees based on consultation with Local Agency  An acquisition agreement will be executed between the Local Agency and CMFA to reimburse the developer for public improvements and/or fees
 The Local Agency will accept completed improvements and/or fees, and requisition of funds 1  Outsourcing of the CFD and formation
and bond issuance process
 Limited local agency participation
2  No cost to join the program and any
administrative costs that are borne by
the local agency are reimbursed
3  Tax bills reflect CMFA and not the local
agency name
4  No ongoing continuing disclosure
requirement (unlike if local agency
issued bonds)
 Local Agency Council actions limited to
Joining CMFA, joining BOLD and
approving acquisition agreement
 Bond documents and actions all
undertaken by CMFA
5 6
7  Provides funding source for new public
improvements and impact fees
8 9
CMFA BOLD | 4
 BOLD team conducts detailed review
of Developer payment requests and
administers disbursement of CFD
bond proceeds upon obtaining local
agency approvals
 In the case of default no liability to the
local agency
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The BOLD Program
Minimum Requirements to Participate:

The BOLD Program
Minimum Requirements to Participate:
 Minimum size of $500,000
 Required deposit to pay for
formation of the CFD
 While a CFD can be formed, bond
issuance will typically need to
meet the following conditions:
 Project must have all discretionary
development entitlements
 Tax burden (including all other taxes)
cannot exceed 2% of the estimated
value of the home
 Value of the property must be at least 4
times the bond lien and other
overlapping debt
 Project must meet the goals and
policies of the local jurisdiction
CMFA BOLD | 5
515
 Local Agency agrees to
approve the project’s
participation in BOLD
 Local Agency does not
issue debt or provide
ongoing administration
and continuing
disclosure documents
 BOLD team works with applicant
and local agencies to determine
which facilities and impact fees are
eligible to be funded with tax-
exempt bond proceeds or, if
needed, taxable bonds
 Tax-exemption - Fees must be
used on eligible capital projects
and be expended within 3 years
The BOLD Program
CFD Formation Steps
The BOLD Program
CFD Formation Steps
 Developer submits
application for their project to
participate in BOLD
 An Application for the
program is available as a
PDF document that can be
filled out and submitted to
CMFA online.

Developer provides deposit to CMFA to pay for formation of the CFD Special tax consultant drafts the Rate and Method of Apportionment and prepares CFD boundary map CFDs are established by CMFA and special taxes are billed in CMFA’s name Formation proceedings are conducted by CMFA
Public hearing and landowner vote are conducted by CMFA CFDs can be formed in as little as 3 months
CMFA BOLD | 6
516
The BOLD Program
Bond Issuance Steps
The BOLD Program
Bond Issuance Steps
 Once the CFD is
formed and special
tax is authorized to
be levied, Bonds can
be issued
 Bonds can be issued
shortly after CFD
formation or after an
extended period of
time depending on
needs of project and
status of
development
 Bonds for larger
CFDs may be issued
on a stand-alone
basis
 Most smaller
CFDs (in terms
of units and amount
borrowed) will be
issued as part of a
Pooled Bond
Funding Program –
bonds for multiple
CFDs issued through
a single bond issue
 CMFA authorizes the
sale of the bonds and
issues bonds upon
request
 CMFA approves
Bond and disclosure
documents
 Bonds are marketed
and sold to investors
by Piper Sandler
 Financing is closed
and funds are
delivered to pay
infrastructure costs
and impact fees
CMFA BOLD | 7
517
The BOLD Program
The BOLD Program
Summary
 BOLD has been underway for 8 years
 Cost-effective and timely alternative to provide CFD financing for smaller projects  Flexibility on special tax rates and structure; no benefit finding required  Ability to fund school fees
 Multiple local governments throughout California have approved the use of BOLD.  Understanding of impact fees that can and cannot be funded with tax-exempt bond proceeds – streamlining the application approval process
 Through June 2026:
 80 local agencies have approved the use of BOLD Program  120 Community Facilities Districts throughout the State have been formed under the Program  $702 million in bonds have been issued for 70+ separate projects, financing improvements for a total of 12,000+ housing units.
− 22 Pooled Financings
− 25 Standalone Financings
 In 2026:
 4 local agencies have approved the use of BOLD Program  11 CFDs formed and 8 CFDs under formation
 7 Additional Bond Financings expected to be priced in 2026 - 3 Pooled and 4 Standalone financings
CMFA BOLD | 8
518
The BOLD Program
The BOLD Program
Recommendation
 Staff recommends the City Council approve the resolution:

Authorizing use of the Bond Opportunities for Land Development Program and authorizing the California Municipal Finance Authority to accept applications from property owners, conduct proceedings and levy special taxes within the City of Stockton pursuant to the Mello-Roos Community Facilities Act of 1982, as amended; and authorizing related actions.

CMFA BOLD | 9
519
City of Stockton
Legislation Text
File #: 26-0936, Version: 1

RECONSIDERATION OF THE RESOLUTION APPOINTING A POSITION IN THE OFFICE OF THE MAYOR

DISCUSSION
At the July 21, 2026, Council meeting, Vice Mayor Jason Lee with concurrence from Councilmember Mario Enriquez directed a discussion regarding the reconsideration of the resolution approving an appointment of the Mayor.

Attachment A - Resolution No. 2025-12-09-1219
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Attachment A
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City of Stockton
Legislation Text
File #: 26-0673, Version: 1

UPDATE FROM ZENCITY TECHNOLOGIES

RECOMMENDATION
Informational update from Zencity Technologies.

City of Stockton Printed on 8/14/2026Page 1 of 1
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Stockton, CA
Community Survey
April - June 2026
Presented by: Rachelle Cantero, Director of Civic Strategy and Engagement Powered by
1 City Council Meeting
August 18, 2026
Item #10.1
523
Survey Methodology
The current cycle of the web-based Community Survey
collected survey data between April - June 2026.

Respondents were digitally recruited (e.g., over social media, mobile apps, websites, and survey panels). These ads are targeted to residents, and responses are only included in the data when a local valid zipcode is provided.

Respondents who self-reported being under 18, who declined to provide any demographic information, or those who
provided an invalid zipcode are excluded from the results. 810 valid respondents participated in the web-based
Community Survey during this cycle.

Representation
Zencity ensures broad demographic representation in several ways:

Before data collection, Zencity employs national statistical data to establish response targets. These targets are defined based on race/ethnicity, age, and gender.

During data collection, we track the demographic composition of the survey responses in real time, comparing them to the predetermined targets. We fine-tune our distribution and advertising strategies as needed to target all demographic groups.

After data collection, Zencity employs an industry-standard statistical technique called rake weighting. This assigns a unique weight to each respondent based on their demographic characteristics. This method ensures that the distribution of these characteristics in the final weighted sample aligns with the community's overall demographics. 2 524
Zencity Community Survey April - June 2026 Powered by
Sample Composition
810 valid respondents
Key
●
●
●
Unweighted demographics - What we collected, without
adjustments
Weighted demographics - Our sample, adjusted to be
representative of the population
Population demographics - The demographics of the 18
population
* The "Other" category includes missing data, people who selected "prefer not to say", and other groups not defined in the census.

Age Gender
Ethnicity
3 525
Zencity Community Survey April - June 2026 Powered by
Overall
Quality of Life
Residents' quality of life is a key metric for local
government leaders. Here, we present how
Stockton residents are feeling about their quality of
life, looking at how this changes by demographic
group and geography.

We will show the percent of valid respondents who
reported either a 4 or a 5 on the 15 scale, weighted
by age, gender, and race/ethnicity (see page 3 for
details).

Scores will be shown only for groups (e.g., for a
geographic area or for a demographic group) with
at least 30 responses. For groups between 30 and
49 respondents, we highlight the small sample size
using an !. Use these scores with caution.
4 526
Zencity Community Survey April - June 2026 Powered by
How is the overall quality of life in Stockton?
33%
of 810 surveyed residents are
satisfied with the overall
quality of life in Stockton
4% vs. previous cycle
33% 4%
Positive
42% 1%
Neutral
26% 3%
Negative
5 527
Zencity Community Survey April - June 2026 Powered by
How is the overall quality of life in Stockton? | Geographic Breakdown Area Resident Satisfaction
DISTRICT 1 28% • 3%
DISTRICT 2 26% • 1%
DISTRICT 3 27% • 1%
DISTRICT 4 31% • 5%
DISTRICT 5 38% • 3%
DISTRICT 6 34% • --
6 528
Zencity Community Survey April - June 2026 Powered by
How is the overall quality of life in Stockton? | Demographic Breakdown GENDER
Female 34% 8%-pt
Male 32% -- 0%-pt
AGE
1834 39% 5%-pt
3554 32% 8%-pt
55 26% 2%-pt

ETHNICITY
American Indian or Alaska Native 34% 1%-pt
Asian 35% 6%-pt
Black or African American 49% 15%-pt
Hispanic/Latino 34% 2%-pt
White 28% 2%-pt

EDUCATION
High school degree or less 34% 3%-pt
Some college or college degree 34% 7%-pt
Higher education degree 26% 7%-pt
INCOME
$49,999 or less 39% 6%-pt
$50,000$149,999 30% 3%-pt
$150,000 or more 30% 1%-pt
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Zencity Community Survey April - June 2026 Powered by
Community
Characteristics
Respondents were asked to rate how satisfied they
were with a range of community characteristics on
a scale from 1 Poor to 5 Excellent).
8 530
9 531
10 532
Zencity Community Survey April - June 2026 Powered by
Change Matrix Highlights
The Change Matrix showcases the questions with the largest changes from the previous cycle, highlighting the demographic groups and geographic areas contributing to these shifts.

Top Questions Overall
Score
Total
Change Ethnicity Gender Age Geographic Area
Economic development 21% 7%
Hispanic/Latino
7%
Male
8%
3554
11%
DISTRICT 5
7%
Access to quality health care services 40% 7%
Asian
17%
Male
8%
1834
10%
DISTRICT 6
5%
How is the overall quality of life in
Stockton? 33% 5%
Black or African American
15%
Female
8%
3554
9%
DISTRICT 4
5%
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Zencity Community Survey April - June 2026 Powered by
Focus Areas
The next pages highlight community characteristics
of interest and provide insights into these
characteristics, along with breakdowns by relevant
groups for further analysis.

These insights are designed to support targeted
strategic planning and deeper analysis. Where
applicable, follow-up questions were included,
focusing on responses that highlighted challenges
(e.g., low ratings).

Follow-up questions in Zencity surveys gather
detailed feedback, clarify responses, or provide
context triggered by prior answers to help address
issues or improve services.
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Zencity Community Survey April - June 2026 Powered by
Economic development
21% 6%
Neutral
32% • 4%
Negative
47% • 2%
This result is noteworthy
GENDER
Female 19% 5%-pt
Male 23% 7%-pt
AGE
1834 25% 5%-pt
3554 24% 11%-pt
55 12% 3%-pt

ETHNICITY
American Indian or Alaska Native 18% 2%-pt
Asian 20% 5%-pt
Black or African American 28% 4%-pt
Hispanic/Latino 22% 5%-pt
White 17% 4%-pt
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Zencity Community Survey April - June 2026 Powered by
Economic development | Geographic Breakdown
AREA
DISTRICT 1 15% 3%-pt
DISTRICT 2 13% 2%-pt
DISTRICT 3 16% 2%-pt
DISTRICT 4 16% -- 0%-pt
DISTRICT 5 24% 7%-pt
DISTRICT 6 22% 3%-pt
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Zencity Community Survey April - June 2026 Powered by
Acceptance of residents of all
backgrounds
48% 1%
Neutral
30% • 2%
Negative
22% • 4%
GENDER
Female 47% 1%-pt
Male 48% 1%-pt
AGE
1834 54% 8%-pt
3554 44% 1%-pt
55 46% 2%-pt

ETHNICITY
American Indian or Alaska
Native 47% 8%-pt
Asian 54% 7%-pt
Black or African American 43% 1%-pt
Hispanic/Latino 48% 2%-pt
White 48% 1%-pt
15 537
Zencity Community Survey April - June 2026 Powered by
Acceptance of residents of all backgrouds | Geographic Breakdown AREA
DISTRICT 1 47% 1%-pt
DISTRICT 2 50% 2%-pt
DISTRICT 3 43% 1%-pt
DISTRICT 4 48% 3%-pt
DISTRICT 5 48% 2%-pt
DISTRICT 6 49% 3%-pt
16 538
Community Benchmark April - June 2026 Powered by
Community
Benchmark
We aim to help Zencity clients understand their
results and put them into context. To that end, we
will compare Stockton's results to the United States
as a whole and against communities with similar
characteristics such as size, population density, and
region (their "cohort").

These cohorts help to distinguish patterns unique to
each client from those that are common in similar
communities.
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Community Benchmark April - June 2026 Powered by
How we compare Stockton to other similar communities
Creating the cohorts
First, all cities, towns, and counties in the USnot just Zencity clients--are put into cohorts based on geography and demographics using a method known as cluster analysis. This method balances a range of different characteristics to put communities into cohorts that are statistically similar to one another. The result of this step is one set of cohorts for cities and towns and a second set for counties.

We chose this method to create objectively similar groups of communities with respect to characteristics that are likely to be correlated with answers to the survey questions.

By creating cohorts of larger sets of communities we have found that our benchmark baselines tend to be more reliable than they would be if we had direct comparisons of a small number of communities. See our Help Site for more information on cohorts, including the full list of communities in your cohort.

Creating cohort scores and national benchmark scores
The Zencity National Benchmark Survey is conducted
semiannually, collecting about 5000 responses across the country. The cohort scores are the weighted average of scores for respondents in each cohort. These weights are calculated to match the client's own demographics, to make them directly comparable to the clients' scores. National scores are calculated in a similar manner.
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The overall quality of life
in Stockton is 34% lower
than its cohort and lower
than the national score.
33%
Stockton
67%
Cohort
67%
National
Stockton
Cohort
National
Question National Cohort Your Score Satisfaction Comparison How is the overall quality
of life in Stockton? 67% 67% 33%
How likely are you to
recommend Stockton as
a place to live?
64% 68% 25%
How likely are you to be
living in Stockton 5
years from now?
64% 64% 49%
0% 25% 50% 75% 100%
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Community Benchmark April - June 2026 Powered by
Satisfaction with
Life in Stockton
Breakdown by characteristic
Stockton
Cohort
National
Question National Cohort Your Score Satisfaction Comparison Sense of community among residents 54% 55% 31%
Acceptance of residents of
all backgrounds 62% 67% 48%
Overall cleanliness and maintenance 59% 57% 18%
Quality of parks and
recreational amenities 64% 63% 26%
Quality of waste and recycling services 63% 63% 36%
0% 25% 50% 75% 100%
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Zencity Community Survey April - June 2026 Powered by
Free-Text
Responses
Respondents were asked open-ended questions
about what the Stockton government does well and
how Stockton could improve its services.

This section presents the main themes from both
questions. Using our proprietary AI algorithm,
responses are analyzed and categorized into
unique topics and subtopics for Stockton, with
multiple labels assigned to responses when
relevant.

To ensure comprehensive information, responses
that have been flagged as invalid (e.g., under 18,
missing demographic data, or invalid zip codes
but claiming residency in Stockton), as well as
responses collected through self-distribution
efforts, are analyzed in the free-text responses but
excluded from the quantitative results.
21 543
Zencity Community Survey April - June 2026 Powered by
Question:

What is your favorite
thing about living in
Stockton?
Most Common Topics
600 labeled responses out of 732
34% • 4% Community Ties
25% • 4% Local Amenities & Culture
18% • 4% Parks & Waterfronts
14% • - 0% Access & Location
11% • 2% Housing Affordability & Street Conditions
6% • 2% Neighborhood Safety & Governance
6% • 2% Weather Discussion
3% • 1% Local Colleges
Top 3 Topics Breakdown
Number of responses by leading subtopic
Community Ties 203
Family Proximity 56
Sense Of Community 53
People Opinions 45
Local Amenities & Culture 152
Food Quality 60
Community Diversity Food 52
Local Shopping Options 29
Parks & Waterfronts 108
Parks And Recreation 58
Waterfront Recreation 29
Delta Waterways 19
22 544
Zencity Community Survey April - June 2026 Powered by
Question:

What is the thing you
would most want to
change about life in
Stockton?
Most Common Topics
698 labeled responses out of 771
42% • 10% Public Safety
35% • 6% Homelessness
17% • 1% Economic Development
13% • 1% Civic Leadership
11% • - 0% City Cleanliness Safety
7% • - 0% Youth Activities Shortage
6% • 1% Infrastructure Maintenance
2% • 1% Weather And Environment
1% • - 0% No Changes Needed
1% • - 0% Public Transportation Improvements
Top 3 Topics Breakdown
Number of responses by leading subtopic
Public Safety 290
Public Safety - General 174
Crime Rates 145
Gang Violence 28
Homelessness 242
Homelessness Crisis 172
Affordable Housing Costs 63
Crime And Homelessness 36
Economic Development 122
City Improvement Priorities 76
Job Market Wages 35
Downtown Revitalization 19
23 545
Zencity Community Survey April - June 2026 Powered by
Rotating
Survey Section
The rotating survey section focuses on areas of
interest each cycle and can be updated as new
areas of interest emerge.
24 546
25 547
26 548
Published on July 9th, 2026 by Zencity
[email protected]
27 549
Stockton, CA
Community Needs & Measure M Pulse
August 2026
Presented by: Rachelle Cantero, Director of Civic Strategy and Engagement Executive
Summary
City Council Meeting
August 18, 2026
Item #10.1 550
Powered by
What Stockton Residents Are Telling Us
Stockton Community Needs & Measure M Pulse
Measure M's challenge is awareness, not opposition. 44% had heard nothing about it, yet among those aware, renewal support outpaces opposition two to one — the first gap to close is visibility.

City services are underused, and information is the missing link. Four to six in ten residents never use library, recreation, or youth programs; better information about what's available is the top unlock.

Access shapes who participates. Transportation is a real barrier for 41% of residents, hardest on younger (54%) and Black or African American (58%) residents — pointing to mobility, not just outreach.

Satisfaction erodes with age, especially for youth programs (51% at 18–34 to 20% at 55+).

On safety, residents want both prevention and policing — the two rank nearly even, splitting by age and race.

Reach residents online. Social media leads discovery, and digital surveys are the runaway preferred feedback channel. 551
3 Measure M:

Awareness & Support
Stockton, CA
Community Needs & Measure M Pulse
August 2026
552

Most residents have heard little or nothing about Measure M Q2: Before today, how much had you heard about Measure M (the Strong Communities Initiative)? [single select, N=608]
Awareness of Measure M is low
across the board. Just 15% of
residents had heard a great deal or
a moderate amount about the
initiative, while 44% had heard
nothing at all. Residents 35–54 are
the least aware (50% "nothing at
all"), and awareness is broadly
similar across racial and ethnic
groups — pointing to a citywide
visibility gap rather than a
targeting problem.

Measure M: Awareness & Support
Powered byPowered byPowered byPowered by
Stockton, CA
Community Needs & Measure M Pulse
August 2026
Q2: Response: Nothing at all
Average
= 44%
553

Measure M awareness is lowest in the city's
northern districts
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Awareness varies most by
geography. Residents in
Districts 1, 2, and 3 are the least
likely to have heard of Measure
M (47–54% "nothing at all"),
while District 5 residents are the
most informed (34%). The
20−point spread points to
where outreach could be
concentrated first.

District Nothing at all
1 47%
2 54%
3 49%
4 39%
5 34%
6 40%
Sample Average= 44%
Stockton, CA
Community Needs & Measure M Pulse
August 2026Measure M: Awareness & Support
Q2: Before today, how much had you heard about Measure M (the Strong Communities Initiative)? [single select, N=608] 1 3 2
4 5
6 554

Cost and accountability are the top levers for winning over skeptics Powered byPowered byPowered byPowered by
Among the small group currently
opposed to renewal, cost and
transparency dominate. A lower or
no sales-tax increase (38%) leads,
followed by independent audits
and community oversight (26%)
and more resident input into
spending (25%). One in five say
nothing would change their mind.

With a base this small (N=51), read
these as directional signals rather
than precise estimates.

Q5: Which of the following, if any, would make you more likely to support the renewal of Measure M? [select up to three if Q4 = ‘Somewhat opposed’ or ‘Strongly opposed’, N=51]
Stockton, CA
Community Needs & Measure M Pulse
August 2026Measure M: Awareness & Support
555
7 City Services
& Programs
Stockton, CA
Community Needs & Measure M Pulse
August 2026
556

A large share of residents never use the City's community services Powered byPowered byPowered byPowered by
City Services and Programs
Q6: In the last 12 months, how often have you (or someone in your household) used the following City services provided by the Community Services Department? [single select, N=608]
Stockton, CA
Community Needs & Measure M Pulse
August 2026
Non-use is high across all three service
areas. 41% of residents never use library
services, 45% never use recreation
programs or facilities, and 59% never use
youth-specific programs. White residents
report the highest non-use of every
service (e.g., 68% never use youth
programs), while Black or African American
residents are consistently the most
frequent users — an equity pattern worth
exploring alongside where facilities are
located.

Never use
Services White Black or African
American Hispanic/Latino Asian
Library services 48% 33% 37% 39%
Recreation programs or facilities 52% 30% 42% 41%
Y outh-specific programs 68% 40% 54% 56% 557

Transportation is a barrier to participation, especially for younger and Black or African American residents
Q9: To what extent do you find transportation to be a barrier for participating in City programs and services provided by the Community Services Department? [single select, N=608] Four in ten residents (41%) say
transportation is a moderate-to-major
barrier to participating in City
programs. The burden falls unevenly: it
drops sharply with age — from 54%
among residents 18–34 to just 23%
among those 55+ — and is felt most
acutely by Black or African American
(58%) and Hispanic/Latino (49%)
residents, versus 32% of White
residents. This tracks with younger
residents' emphasis on transit access
(Q8) and points to siting and mobility,
not just awareness, as a determinant of
who can actually reach services.

City Services and Programs
Powered byPowered byPowered byPowered by
Stockton, CA
Community Needs & Measure M Pulse
August 2026
Q9: Responses: A moderate amount or a great deal
Average
= 41%
558

Social media and word of mouth are how residents learn about City services
Powered byPowered byPowered byPowered by
Community Engagement
Social media (58%) and word of mouth (43%) far outpace official channels. The City website (23%), local news (22%), and flyers (19%) trail well behind. Social media leads across every age group — even among residents 55+ (55%) — while flyers reach younger residents more than older ones. A digital-first approach with a word-of-mouth amplification strategy would match how residents already look for information.

Q13: How do you usually find out about City services, programs, and events offered by CSD? [select up to three, N=608]
Stockton, CA
Community Needs & Measure M Pulse
August 2026
Social media Flyers CBOs
18−34 64% 24% 18%
35−54 53% 21% 12%
55+ 55% 10% 13%
559

Residents overwhelmingly prefer digital surveys for sharing feedback Powered byPowered byPowered byPowered by
Community Engagement
Q14: In what way would you most prefer to share your feedback about community programs with the City in the future? [select up to two, N=608] Stockton, CA
Community Needs & Measure M Pulse
August 2026
Digital
surveys
Small group
discussions
Facilitated
conversations
18−34 57% 22% 18%
35−54 60% 16% 19%
55+ 77% 9% 9%
Digital surveys like this one are the clear preferred feedback channel (64%), well ahead of in-person options like pop-up events (24%) and neighborhood forums (23%). The preference for digital rises with age, reaching 77% among residents 55+. In-person and small-group formats still hold a meaningful minority, so a digital-primary approach with targeted in-person options would capture the widest range of voices.
560
12 561
City of Stockton
Legislation Text
File #: 26-0450, Version: 1

ADOPT A RESOLUTION TO AWARD AND ALLOCATE COMMUNITY DEVELOPMENT BLOCK

GRANT (CDBG), AND EMERGENCY SOLUTIONS GRANT (ESG) FUNDING TO ELIGIBLE RESPONDENTS TO THE 2026-27 CDBG/ESG NOTICE OF FUNDING AVAILABILITY (NOFA)

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

1. Subject to finalization of the City’s award of funding from Housing and Urban Development (HUD), approve the allocation of the following funding amounts specified:

CDBG
a. $150,000.00 - Children’s Home of Stockton - Catalyst b. $150,000.00 - Emergency Food Bank - Golden Hearts Delivery Program c. $ 75,000.00 - Second Harvest Food Bank - Food Assistance d. $123,509.20- Friends Outside - Resiliency Lab Service Expansion ESG
e. $131,767.60 - Central Valley Low Income Housing Corp. - Stockton ESG Homeless Prevention 2026-27 Program
f. $130,760.40- PREVAIL - Stockton Shelter Program
If HUD increases or decreases the City’s anticipated funding award, the aforementioned funding amounts may be increased, decreased, or reallocated among funding sources as appropriate by the City Manager or designee, in accordance with the final HUD funding award.

2. Authorize the City Manager, or designee, to de-obligate and reallocate funding allocations awarded under this resolution if any project is unable to meet their program outcomes and timely expenditure as contractually obligated. If defunded, the City Manager is authorized to reallocate the funding to eligible projects that have competed in a City of Stockton CDBG/ESG NOFA that can meet HUD guidelines.

3. Authorize the City Manager, or designee, to take actions that are necessary and appropriate to carry out the purpose and intent of this resolution, including the execution of contracts and reallocation of funding sources.

Summary
On December 3, 2025, staff hosted a mandatory application workshop and issued the 2026-27 CDBG/ESG Public Services NOFA, making HUD funding available to be awarded to qualified nonprofits for eligible public service programs. The NOFA application period closed on January 15, 2026, with a total of 14 applications received (9 CDBG and 5 ESG) for a combined total request of $1.96 million.

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File #: 26-0450, Version: 1
The City’s Economic Development Division/Housing, Homelessness Initiatives, Events and Parking Department (EDD/HHEP) reviewed all proposals. All applications passed the initial document and eligibility review. A diverse scoring committee completed the scoring as required by the Council- approved NOFA process (Attachment A - Motion No. 2025-11-04-1601). The 6 CDBG and 3 ESG applicants that met the 70 percent scoring threshold were notified and asked to present to the Community Development Committee (CDC) on February 26, 2026. The scores from the Scoring Committee were combined with the presentation scores from the CDC.

Based on the total scores, the following projects are recommended for allocation:

CDBG
$150,000.00 - Children’s Home of Stockton - Catalyst
$150,000.00 - Emergency Food Bank - Golden Hearts Delivery Program $ 75,000.00 - Second Harvest Food Bank - Food Assistance $123,509.20 - Friends Outside - Resiliency Lab Service Expansion ESG
$131,767.60 - Central Valley Low Income Housing Corp.

Stockton ESG Homeless Prevention 2026-27 Program
$130,760.40 - PREVAIL - Stockton Shelter Program

DISCUSSION
Background
On November 19 and 20, 2025, notice of the 2026-27 CDBG/ESG Public Services NOFA (Attachment B) was shared via multiple social media platforms and posted on the City’s official website. Additionally, a public media press release was issued and shared via email blasts sent both from the City and San Joaquin County’s Continuum of Care Constant Contact databases, reaching over 300 community stakeholder contacts. On December 3, 2025, the NOFA was released, and applications opened to all those who attended the mandatory application workshop on the same day.

The 2026-27 CDBG/ESG NOFA made funds available to qualified nonprofits for eligible public service programs. In the following weeks, staff hosted two virtual NOFA application office hours to assist applicants with questions and provide necessary clarification.

The CDBG/ESG NOFA application resulted in a total of 14 applications received (9 CDBG and 5 ESG) for a combined total request of $1.96 million.

The NOFA selection criteria, based on HUD guidance (Attachment B, pg.12), used the following proposal scoring system:
· Design 28
· Budget 20
· Experience and Capacity 24
· Past Performance and General Compliance 4
· Collaboration 4
· Presentation (CDC score) 20
Total Points 100
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File #: 26-0450, Version: 1
The initial application eligibility and required documentation review was conducted by EDD/HHEP staff. All applications passed the initial requirements review and moved to the second phase for review by the Scoring Committee. A diverse Scoring Committee with homelessness and funding expertise included one (1) City staff member, one (1) consultant, and one (1) neighboring city staff member. The Committee reviewed all submitted proposals and scored them based on the scoring criteria listed in the NOFA application. EDD/HHEP’s funding recommendations from the NOFA process were formed after considering several organizational and program factors, including but not limited to:
· Program clearly identifies the urgency of the community need. · Project has eligibility requirements that align with the federal funding source and have clear procedures to collect, maintain, and report client demographics. · Budget proposal corresponds to the project scope and fits within the total project budget. · Application indicates a proposed plan for leveraging funds for CDBG applicants. · Applicant demonstrates sufficient staffing experience to carry out the described program. · Applicant demonstrates clearly how their scope of service collaborates with other organizations to serve all the needs of the client.
· ESG applicants must demonstrate a 100% match.

The Scoring Criteria for CDBG (Attachment C) and ESG (Attachment D) are included. After the ratings were compiled, averaging each of the three raters’ scores, those that exceeded the 70 percent threshold - 6 CDBG applicants and 3 ESG applications - were asked to present to the Community Development Committee (CDC) on February 26, 2026. The scores from the Scoring Committee were combined with the presentation scores from the CDC. As an additional measure, the City enlisted artificial intelligence (AI) programming services to run a full analysis of the submitted applications and supporting documents, which was factored along with the three human raters. While the AI-generated scores varied slightly, when factored as a fourth rater and averaged with the three human ratings, the ranking of the projects did not change. A full listing of all projects and their ratings is attached as Attachment E - Scoring Matrix.

Present Situation
CDBG/ESG Public Service NOFA Results
After careful review and analysis of each proposal, the funding recommendations from the NOFA process are as follows:

CDBG Funding:

Catalyst
Applicant: Children’s Home of Stockton
Funding Request: $ 150,000 Funding Recommendation: $ 150,000 Council District: 5 Target Population: TAY (18-25yrs old) City of Stockton Printed on 8/14/2026Page 3 of 5
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File #: 26-0450, Version: 1
Golden Hearts Delivery Program - Food As Medicine for Seniors Applicant: Emergency Food Bank of Stockton
Funding Request: $ 150,000 Funding Recommendation: $ 150,000 Council District: 5 Target Population: Seniors
Food Assistance
Applicant: Second Harvest Food Bank
Funding Request: $ 75,000 Funding Recommendation: $ 75,000 Council District: 5 Target Population: Stockton residents Resiliency Lab Service Expansion
Applicant: Friends Outside
Funding Request: $ 150,000 Funding Recommendation: $ 123,509.20* Council District: 5 Target Population: Justice impacted ESG Funding:

Stockton ESG Homeless Prevention 2026-27
Program Applicant: Central Valley Low Income Housing Corp.

Funding Request: $ 131,767.60 Funding Recommendation: $ 131,767.60 Council District: 3 Target Population: At-risk of homelessness Stockton Shelter
Program Applicant: PREVAIL
Funding Request: $ 157,800 Funding Recommendation: $ 130,760.40* Council District: 5 Target Population Served: Families
*Note the lowest recommended project in each funding category is recommended at slightly lower funding levels than requested, due to available funding in each category.

The proposed projects are consistent with the City’s Annual Action Plan (Attachment F - 2026-27 Annual Action Plan) priority needs 2, 3, 4 with the associated goals (listed below), identified in the Five-Year Consolidated Plan (Attachment G - 2025-2029 Consolidated Plan).

Priority Needs and Goals:

2. Reduce Homelessness
Associated Goal 2: Provide Funding for Service Providers to Prevent & Reduce Homelessness

3. Resilient & Healthy Communities
Associated Goal 4: Healthy Neighborhoods & Residents

4. Strengthen Local Economy
Associated Goal 6: Increase Access to Economic Opportunity

FINANCIAL SUMMARY
The proposed resolution will have no financial impact on the General Fund or any other unrestricted fund. The Annual Action Plan includes appropriations from HUD to the ED/HHEP Department’s FY City of Stockton Printed on 8/14/2026Page 4 of 5
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2026-27 budget for: CDBG and ESG funds. These have been budgeted as part of the FY2026-27 Budget Development process.

Attachment A - Motion 2025-11-04-1601
Attachment B - 2026-27 CDBG/ESG Public Service NOFA
Attachment C - CDBG Scoring Criteria
Attachment D - ESG Scoring Criteria
Attachment E - Score Matrix
Attachment F - 2026-2027 Annual Action Plan
Attachment G - 2025-2029 Consolidated Plan
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ATTACHMENT A
567
1 NOTICE OF FUNDING AVAILIBILITY (NOFA)

COMMUNITY DEVELOPMENT BLOCK GRANT
&

EMERGENCY SOLUTIONS GRANT
PRO
GRAM YEAR 2026-2027

NOFA GUIDELINES
The City of Stockton is soliciting funding requests for eligible Community Development Block Grant ( CDBG) Public Services and Emergency Solutions Grant ( ESG) projects.

While CDBG and ESG programs are separate and distinct U.S. Department of Housing and Urban Development (HUD) programs, this single NOFA solicits applications for both CDBG Public Services and ESG funding. For questions regarding this NOFA, please contact the City of Stockton Economic Development Department via email at [email protected] or by phone at (209) 937-8539.

November 19, 2025 NOFA Schedule is Released
December 3, 2025, at 10:00 a.m. Mandatory Application Workshop – Application Period Opens
December 11, 2025, at 1:00 p.m. Office Hours Session #1 December 17, 2025, at 10:00 a.m. Office Hours Session #2 December 19, 2025, at 4:00 p.m. Deadline to Submit Questions January 15, 2026, at 4:00 p.m. Application Deadline
February 26, 2026 CDC Meeting (CDBG/ESG applicant
presentations and scoring)
March 2026 Annual Action Plan Public comment
period begins
April 2026 Council public hearing*: 2026/27 Action
Plan (including funding
recommendations)
*Council public hearing date is subject to change.

Key Dates

ATTACHMENT B
568
2 The purpose of this NOFA is to solicit program proposals from eligible 501(c)(3) non- profits (includes faith-based organizations) for the purpose of awarding CDBG and ESG public service funding to directly serve low-income families and individuals within the City of Stockton.

Community Development Block Grant (CDBG): The intent of the CDBG program is to develop viable urban communities through the provision of decent housing, suitable living environments, and economic opportunities for persons of low and moderate income. The CDBG Program is governed by 24 Code of Federal Regulations (CFR) Part 570.

E
mergency Solutions Grants (ESG): Designed as a first step in a continuum of care plan of assistance, the ESG program is designed to assist homeless individuals and families, and subpopulations within this group, such as victims of domestic violence, youth, people with mental illness, families with children, and veterans. ESG funds can also be used to aid people who are at imminent risk of becoming homeless. The ESG Program is governed by 24 Code of Federal Regulations (CFR) Parts 91 and 576.

C
DBG Public Services represent up to 15% of the City of Stockton’s annual CDBG available resources made available by the U.S. Department of Housing and Urban Development (HUD). For Fiscal Year 2026-2027, up to $506,500* will be made available for the CDBG Public Services NOFA.

The
minimum grant application amount for CDBG will be $75,000. Any application submitted for a grant proposal totaling less than $75,000 will be rejected.  Maximum grant award for CDBG = $150,000.
* A
mounts listed are a projection based on previous program year allocations. Final amounts are subject to official HUD allocations expected to be released early to late Spring 2026. The official HUD allocation may be greater than or less than the projected amount. The issuance of this NOFA does not obligate the City to award funds and may be withdrawn at the City's discretion if no eligible applicants are identified or if funding is unavailable
Purpose
CDBG Allocation

ATTACHMENT B
569

3 Approximately $263,000* will be made available for the ESG NOFA. Please note that per ESG regulations, the City is held to a 60% maximum (of the City’s ESG grant award) for street outreach and shelter activities, therefore funding recommendations will be subject to such cap. The City will conduct this test and make funding award decisions based on this and all other ESG program requirements.

The minimum grant proposal for ESG will be $100,000. Any application submitted for a grant proposal totaling less than $100,000 will be rejected.

Maximum grant award for ESG = Not Applicable (no limit imposed) (subject to the 60% maximum for street outreach and shelter activities).

Applicants requesting funding for street outreach or shelter activities should not request more than 60% of the City’s 2026-27 ESG award.

* Amounts listed are a projection based on the most recent program year allocations.

Final amounts are subject to official HUD allocations expected to be released early to late Spring 2026. The official HUD allocation may be greater than or less than the projected amount. The issuance of this NOFA does not obligate the City to award funds and may be withdrawn at the City's discretion if no eligible applicants are identified or if funding is unavailable.



 Through the application evaluation and scoring process, the City of Stockton will use its discretion to award program proposals under the most eligible/appropriate funding source.
 Organizations may submit no more than one application per funding source (maximum: 1 CDBG application, 1 ESG application).
 If an organization submits a CDBG application and an ESG application, the applications must be for different projects/programs (applications must not be for the same program).
 Only one project/program can be proposed in an application (e.g. if the organization delivers various programs/services, the proposal must only be for single specific program) and costs to the City grant shall be prorated among the project budget sources.

The authorizing statute of the CDBG program requires that each activity funded must meet one of three National Objectives. The three National Objectives are:
o Benefit to low- and moderate-income (LMI) persons;
ESG Allocation
One Program Per Application
CDBG National Objectives

ATTACHMENT B
570

4 o Aid in the prevention or elimination of slums or blight; and o Meet a need having a particular urgency (e.g. local natural disaster)

This NOFA solicits projects that will primarily benefit LMI persons. For Public Service activities, the following category is used to meet the LMI National Objective:
o Limited clientele activities

The following table reflects the current income limits for CDBG activities:

Per 24 CFR 570.208(a) limited clientele activity requires that at least 51 percent of beneficiaries be LMI persons. With this category, the number of LMI persons that benefit from the activity (51% or more) determines whether the activity will qualify or not. Projects recommended for funding shall strive, to the greatest extent feasible, to serve LMI clientele beyond the minimum 51% requirement.

Activities in this category provide direct services to low-income individuals (as defined by CDBG/HUD) rather than low-income geographic areas, therefore income eligibility must be conducted for every individual served.

With respect to determining the beneficiaries of activities as LMI persons and qualifying under the limited clientele category, activities must meet one of the following criteria:
o For all households served, require documentation on household size and income; or
o Benefit a clientele that is generally presumed to be principally LMI. This presumption covers: abused children, battered spouses, elderly persons, severely disabled* adults, persons experiencing homelessness, illiterate adults, persons living with HIV/AIDS, and migrant farm workers; or * Persons are considered severely disabled if they:
- Use a wheelchair or another special aid for 6 months or longer; - Are unable to perform one or more functional activities (seeing, hearing, % of
AMI
1-Person
Household
2-Person
Household
3-Person
Household
4-Person
Household
30% $20,200 $25,150 $28,300 $32,150
50% $36,650 $41,850 $47,100 $52,300
80% $58,600 $67,000 $75,350 $83,700
% of
AMI
(cont’d)
5-Person
Household
6-Person
Household
7-Person
Household
8-Person
Household
30% $37,650 $43,150 $48,650 $54,150
50% $56,500 $60,700 $64,900 $69,050
80% $90,400 $97,100 $103,800 $110,500

ATTACHMENT B
571

5 having one’s speech understood, lifting and carrying, walking up a flight of stairs and walking);
- Need assistance with activities of daily living (getting around inside the home, getting in or out of bed or a chair, bathing, dressing, eating, and toileting) or instrumental activities or daily living (going outside the home, keeping track of money or bills, preparing meals, doing light household, and using the telephone);
- Are prevented from working at a job or doing house work; - Have a selected condition including autism, cerebral palsy, Alzheimer’s disease, senility, or dementia or mental retardation; or - Are less than 65 years of age and are covered by Medicare or SSI.

CDBG Public Services may fund a wide range of public service activities, including, but not limited to:

• Senior Services
• Youth Services
• Employment Training
• Tenant/Landlord Counseling
• H ealth Services
• Drug Abuse Counseling & Treatment
• Services to Disabled Individuals
• Services for Victims of Domestic Violence
• Housing Services
• Food Assistance

CDBG Public Services funds may be used to pay for personnel, supplies, and materials, as well as to eligible operational costs within the scope of the proposed program.

CDBG Public Services proposals must align with the City of Stockton’s Five- Year Consolidated Plan, 2025-2029 (see Consistency with Consolidated Plan section of this NOFA).

If the organization delivers various programs/services, the application must only propose to fund one program/activity. Proposals recommended for a CDBG award with more than one proposed activity will be awarded funds for one eligible category only.

CDBG Public Services Eligible Activities (24 CFR 570.201(e)) ESG Eligible Activities

ATTACHMENT B
572

6 ESG awards require a dollar-for-dollar match, which may be satisfied with cash, in-kind contributions, and/or State and Federal funds.

 Street Outreach (24 CFR 576.101):

Essential Services related to reaching out to unsheltered homeless individuals and families, connecting them with emergency shelter, housing, or critical services, and providing them with urgent, non-facility-based care. Eligible costs include engagement, case management, emergency health and mental health services, transportation, and services for special populations.

 Emergency Shelter (24 CFR 576.102):

Essential Services, including case management, child care, education services, employment assistance and job training, outpatient health services, legal services, life skills training, mental health services, substance abuse treatment services, transportation, and services for special populations.

Shelter Operations, including maintenance, rent, repair, security, fuel, insurance, utilities, food, furnishings, and supplies necessary for the operation of the emergency shelter. Where no appropriate emergency shelter is available for a homeless family or individual, eligible costs may also include a hotel or motel voucher for that family or individual.

NOTE: Per 24 CFR 576.100, the City’s issuance of grant awards for Street Outreach and Emergency Shelter Activities must not exceed 60% of the City’s total ESG program year allocation. The City will make this determination based on the application proposals received.

 Homelessness Prevention (24 CFR 576.103):

Housing relocation and stabilization services and short-and/or medium-term rental assistance as necessary to prevent the individual or family from moving to an emergency shelter, a place not meant for human habitation, or another place described in paragraph (1) of the homeless definition found at 24 CFR 576.2.

The costs of homelessness prevention are only eligible to the extent that the assistance is necessary to help the program participant regain stability in their current housing or move into other permanent housing and achieve stability in that housing.

Eligible costs include:
• Rental Assistance: rental assistance and rental arrears • Financial assistance: rental application fees, security and utility deposits, utility payments, last month's rent, moving costs
• Services: housing search and placement, housing stability case management, landlord-tenant mediation, tenant legal services, credit repair

ATTACHMENT B
573

7  Rapid Re-Housing (24 CFR 576.104)
Housing relocation and stabilization services and/or short-and/or medium-term rental assistance as necessary to help individuals or families living in shelters or in places not meant for human habitation move as quickly as possible into permanent housing and achieve stability in that housing.

Eligible costs include:
• Rental Assistance: rental assistance and rental arrears • Financial Assistance: rental application fees, security and utility deposits, utility payments, last month's rent, moving costs (must all result in housing unit secured).
• Services: housing search and placement, housing stability case management, landlord-tenant mediation, tenant legal services, credit repair

 HMIS Data Collection (24 CFR 576.107)
ESG funds are encouraged to be used to pay for the costs of participating in and contributing to the HMIS designated by the Continuum of Care for the area.

If the organization delivers various programs/services, the application must only propose to fund one program/activity. Proposals recommended for an ESG award with more than one proposed activity will be awarded funds for one eligible category only.

• Capacity Building
• Political Activities
• Purchase of equipment
• Construction, renovation, and public facility improvements • Income payments (subsistence-type grant payments) to an individual or family, which are used to provide basic good and services such as food, shelter (including payment for rent, mortgage, and/or utilities), or clothing. (this includes the distribution of gift cards to purchase the aforementioned items).

However, such expenditures are eligible under the following conditions:
o The income payments do not exceed 3 consecutive months; AND
o The payments are made directly to the provider of such services on behalf of an individual or family.

This list of ineligible activities is not exhaustive.

If you are uncertain as to whether or not a proposed activity is eligible, please attend Ineligible Activities

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8 the office hours sessions listed in the NOFA schedule of events above or contact the City of Stockton Economic Development Department at (209) 937-8539 or via email at [email protected]. Communications inquiring about project eligibility should be received no later than December 19, 2025 (per the NOFA schedule on page one).

CDBG and ESG funds must supplement, not supplant local, state, or federal funds.

• Nonprofit Organizations—A tax-exempt organization holding a 501(C)(3) status that provides a public service or benefit.
• Religious/Faith-Based Organizations*

*A religious/faith-based organization may retain its independence from federal, state, and local governments, and may continue to carry out its mission, including the definition, practice, and expression of its religious beliefs, provided that it does not use direct CDBG/ESG funds to support any inherently religious activities, such as worship, religious instruction, or proselytizing. These organizations may use space in its facilities to provide CDBG-funded services without removing religious art, icons, scriptures, or other religious symbols. In addition, a CDBG-/ESG-funded religious/faith- based organization retains its authority over its internal governance, and it may retain religious terms in its organization’s name, select its board members on a religious basis, and include religious references in its organization’s mission statements and other governing documents. A CDBG-/ESG-funded organization may not, in CDBG- /ESG-funded service delivery, discriminate against beneficiaries or potential beneficiaries on the basis of religion or religious belief.

Applicant organizations shall be clear of any evidence and/or appearance of conflicts of interest within the makeup of the organization. City staff will be reviewing this in the initial eligibility/requirement review. Below are the types of conflict of interest within the makeup of the organization and how they will be evaluated in the eligibility/requirement review.

Types of Internal Conflict of Interest

Member of staff occupying a seat on the board of directors: While staff occupying a seat on the board of directors is not inherently a conflict of interest according to HUD CDBG and ESG Prohibition Against Supplanting
Eligible Applicants
Conflict of Interest Requirements

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9 regulations, it has the potential to be. It is the City’s policy that if found that a staff member also holds a seat on the board, the application will be disqualified.

Familial relations between a board member and a member of staff: While relations between board members and staff are not inherently a conflict of interest according to HUD regulations, it has the potential to be. This will not lead to an automatic disqualification; however, the City will require applicants with this type of situation to submit their bylaws and/or their protocols with a clear process indicating what mechanisms are in place to prevent the misuse of funds. The bylaws should indicate that the organization does not disallow board members and staff be related. In addition, these protocols must explicitly state that board members with relations to staff must abstain from voting on matters that financially benefit the related staff in the organization.

Familial relations between staff within the organization: While relations between staff within the organization is not inherently a conflict of interest according to HUD regulations, it has the potential to be in instances where family members hold a supervisory role over other family members (including situations where one family member’s role includes the approval of financial matters of the other). While this will not lead to an automatic disqualification, the City will require applicants with this type of situation to submit procedures demonstrating that related staff have a clear separation of duties and that there are mechanisms in place to prevent the misuse of funds.

Applicant organizations shall demonstrate organizational capacity; Organizational capacity is typically demonstrated via the submission of the various application documents used by the City to substantiate the applicant’s ability to comply with the stringent CDBG/ESG grant requirements. As such, the City will assess organizational capacity via various means including but not limited to:
• Applicant organizations shall be clear of any evidence and/or appearance of conflicts of interest within the makeup of the organization; • Organization shall have clear internal controls and measures and clear separation of duties between Board of Directors and staff employed by the organization (e.g. the Board of Directors must not be composed of or include persons acting as employees of the organization);
• Organization must have established clear protocols to eliminate any appearance of conflict of interest due to any employees who are related to any of the Board of Directors;
• Organization must comply with all subrecipient requirements outlined in HUD’s Playing by the Rules – A Handbook for CDBG Subrecipients on Administrative Systems. Please refer to this handbook at:

https://www.hudexchange.info/resource/687/playing-by-the-rules-a-handbook-for- cdbg-subrecipients-on-administrative-systems/G Subrecipients on Administrative Systems - HUD Exchange;
Organizational Capacity

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10 • Applicant organizations must demonstrate a service delivery history and track record of ability to efficiently and effectively administer programs and achieve desired outcomes;
• There should be evidence of the ability to fundraise and access to other revenue sources used to supplement CDBG/ESG funds;
• The application should demonstrate a logical relationship between the organization, its mission, and the proposed project, as well as between project outputs and outcomes;

Reporting Requirements
Funded organizations will be required to maintain records on program beneficiaries (i.e., clients served), as well as other records necessary to document all services provided and/or activities carried out.

Using primary and secondary records, organizations will prepare and submit a quarterly performance report, which contains project outputs and beneficiary data (e.g., race, ethnicity, household income level, etc.).

HUD requires the City report an unduplicated count of individuals served through each CDBG/ESG project. An unduplicated count is a count that only reports the client once even if the client is served more than once during the program year. The public service application requires all subrecipients to provide their organization’s procedures for unduplicating data reported to the City of Stockton. A satisfactory unduplication procedure should include the following criteria:

• A detailed account of how client data is collected
• H ow the client data is analyzed to identify and remove duplicated clients. • T he data collection software/program, if any, used to manage the client data. • S taff positions assigned to analyze and remove duplicate data. • F requency of data analysis to remove duplicative data.

Reimbursement Requirements
All CDBG and ESG grant awards will be made on a reimbursement basis (meaning the organization must incur the costs first and subsequently seek City reimbursement). The City of Stockton will reimburse funds based upon reporting information submitted by the organization. Expenditures must be consistent with the approved budget, as contained in the executed agreement between the City of Stockton and the organization. Only eligible expenses will be approved for reimbursements. Costs must be necessary, reasonable, and documented (per 2 CFR 200 Subpart E).

Funded organizations must submit reimbursement requests periodically (quarterly) and should follow the City’s reimbursement procedures to ensure timely Reporting and Reimbursement Requirements

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11 reimbursements. City of Stockton CDBG/ESG staff will review all reimbursement requests, performance/beneficiary data reports, and supporting documentation for eligibility, completeness, and accuracy, prior to approving the reimbursement requests for processing. Only those items included in the approved budget, or through an approved budget amendment will be eligible for reimbursement.

NOTE: An allocation of CDBG/ESG funds does not authorize the implementation of project services or expenditure accrual. Only an executed written agreement or a Memorandum of Understanding (MOU) with the City of Stockton authorizes the approved project services. Any project services provided or expenditures accrued and/or incurred prior to the start date of the executed agreement will not be eligible for reimbursement with CDBG/ESG funds. The term of the CDBG/ESG agreement will be July 1, 2026 - June 30, 2027. However, subrecipient agreements will not be executed until the City has entered into a grant agreement with HUD.

The following priorities, strategies, and objectives are in line with the priorities identified in the City of Stockton Five-Year Consolidated Plan 2025-2029.

Strong applications will describe project outcomes that closely align with the following Consolidated Plan objectives:

1. Preserve, improve, and expand the supply of decent affordable housing for lower -income households. Provide homeownership opportunities for low -income first -time buyers. Assist existing low - income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance

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

3. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure and prepare additional sites to serve the needs of City residents.

4. Ensure the provision of high- quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities.

5. Promote economic development activities that create, attract, and retain jobs and promote economic activity, especially those that provide economic opportunities for low - and moderate- income Consistency with Consolidated Plan

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12 persons.

6. Prioritize and expand job and business readiness programs targeting low-income youth, disabled persons, and homeless persons.

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

The application is scored out of 100 points. During the technical scoring portion, City staff will score 80 of the 100 points (Design, Budget, Experience and Capacity, Past Performance and General Compliance, and Collaboration) and the Community Development Committee will score 20 of the 100 points (Presentations).

Simplified Scoring Criteria

Criteria Points
Design 28
Budget 20
Experience and Capacity 24
Past Performance and General
Compliance
4 Collaboration 4
Presentation (scored by the Community
Development Committee Only)
20 TOTAL 100

Full Scoring Criteria

DESIGN AVAILABLE
POINTS
Applicant demonstrates a clear understanding of the proposed project through procedures or process flow clearly defining roles and responsibilities.
7 Program clearly identifies the urgency of the community need and how this project will address both the need and urgency. This section is statistically supported.
7 Program clearly identifies a pathway to address the need and clearly defines the impact on individuals that will receive services through reportable outcomes. Applicant describes how they will track the short- and long-term program results.
5 Project has eligibility requirements that align with the federal funding source and have clear procedures to collect, maintain and report on client demographics.
4 Evaluation Criteria

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13 Project has procedures and methods to avoid client duplication. 5 Section Total 28
BUDGET

AVAILABLE
POINTS

CDBG ESG
Program budget is clearly defined, and request falls within allowable range as specified in the NOFA. Applicant provides description for each budget line item that clearly conveys the intended use under each category.
7 7
Budget proposal corresponds to the project scope and fits within the total project budget. 7 9
Application indicates a proposed plan for leveraging funds (Not a scored category for ESG applicants because ESG applicants are expected to demonstrate a 100% match.)
4 N/A
Whether funded by City CDBG/ESG funding, the organization demonstrates the capacity to sustainably continue their programming.
2 4
Section Total 20 20

EXPERIENCE AND CAPACITY AVAILABLE
POINTS
Applicant demonstrates sufficient staffing experience to carry out the described program. 4
Organizational Experience and Capacity Assessment
(Scoring determined by responses and document uploads in Section F “Experience and Capacity” of the application.) 20 Section Total 24
PAST PERFORMANCE AND GENERAL COMPLIANCE (4 points
awarded to non-previous subrecipients)

AVAILABLE
POINTS
Applicant spent all awarded funds in the past three years (without contract extensions). 2
Applicant met defined measurable deliverables as outlined in their contract. 2
Section Total 4

COLLABORATION AVAILABLE
POINTS
Applicant demonstrates clearly how their scope of service collaborates with other organizations to serve all the needs of the client.
2 Applicant is actively participating in Continuum of Care (CoC) related activities and/or meetings. 2
Section Total 4

PRESENTATION AVAILABLE
POINTS

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14 The presentation demonstrates a clear understanding of the needs of the population they are seeking to serve and how the project meets the needs of the population they are seeking to serve. This need is supported by relevant data.
4 The proposed budget is clear, feasible, and aligns with the proposed project. 4
The proposed project will have a meaningful impact on the population served and/or the Stockton community. 4
The organization has the staff, experience, and/or partnerships to implement the project. 4
The presentation was clear and the presenter(s) provided clear answers to questions asked by the Community Development Committee.
4 Section Total 20
TOTAL POINTS 100

City Staff will conduct a requirement review of all applications upon submission. The requirement review will be a review to determine the eligibility of both the organization and the project. Elements of the requirement review include but are not limited to:
• Ensuring that the application is complete with no missing documentation. • Ensuring the applicant has an active UEI Number by conducting a search on the federal System for Award Management website at www.sam.gov. • Ensuring the application is an eligible CDBG/ESG public service project. • Ensuring that CDBG projects demonstrate funding leverage from non-CDBG funding sources in the Funding Request and Budget Narrative section of the application.
• Ensuring that all ESG projects demonstrate a minimum 100% match in the “Funding Request and Budget Narrative” section of the application. • Ensuring all applicants comply with the Federal Award Conditions outlined in section A “Application Disclosures and Requirements.”
• Ensuring that the proposed budget falls within the minimum and maximum proposal threshold as specified in the “ESG Allocation” and “CDBG Allocation” sections.
• Ensuring that the organization is free of any conflict-of-interest violations. • Ensuring the project serves Stockton residents.
• Ensuring the agency meets the organizational capacity review in Section F of the application

Notification of ineligibility will be provided in writing to applicants who do not meet the requirements of the technical review listed above.

Application Evaluation and Scoring Process

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15 For applications that pass the requirement review, City staff will conduct a thorough review and score applications prior to the Community Development Committee (CDC) hearing presentations. This objective analysis will be reviewed and scored based on the rubric outlined above in the “Evaluation Criteria” section. Applications that score 70% or above of the City staff scoring portion (80 points), will move forward in the application process and present their application to the Community Development Committee. Applications that score below 70% will be provided with a written notification informing the agency that they will not move forward in the application process.

Community Development Committee:

The Community Development Committee (CDC) made up of representatives appointed by the Mayor and City Council members will evaluate the applicants during the oral presentations based on the “Presentation” section of the evaluation criteria. Per the “Evaluation Criteria” of this document, the CDC scores of the presentation account for 20% of the total application score.

Scoring Methodology:

Once all applications have been scored and ranked, applications with a score of 70 percent or greater will be eligible for funding.

At the City’s discretion, any remaining funds after awarding funds to applications meeting the 70-percent score threshold may be used to fund special community based public service projects and/or other eligible projects identified by the City.

City staff will present award recommendations to the Stockton City Council via the FY 2026-2027 Annual Action Plan, which will ultimately make funding award decisions.

Results of the Requirement Review and Application Scoring are final and may not be appealed. Applicants can, however, receive one-on-one technical assistance on an application that is rejected for funding. Technical assistance will be limited to the extent of the proposal’s eligibility and/or an assessment of the organization’s capacity to meet stringent CDBG/ESG grant requirements.

Disclosure of Application
Application Review/Technical Assistance

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16 The application, including any and all supplemental documents submitted during the review process, is a public record, which is available for public review pursuant to the California Public Records Act (CPRA) (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code). If Applicant believes that portions of a proposal constitute trade secrets or confidential commercial, financial, geological, or geophysical data, then the Applicant must so specify by, at a minimum, stamping in bold red letters the term "CONFIDENTIAL" on that part of the proposal which the Applicant believes to be protected from disclosure.

The Applicant must submit in writing specific detailed reasons, including any relevant legal authority, stating why the Applicant believes the material to be confidential or a trade secret. Vague and general claims as to confidentiality will not be accepted. The City will be the sole judge as to whether a claim is general and/or vague in nature.

All offers and parts of offers that are not marked as confidential may be automatically considered public information after the contract is awarded. The Applicant is hereby put on notice that the City may consider all or parts of the offer public information under applicable law even though marked confidential.

All eligible applicants must have an active UEI registration in SAM.gov. Any applicant with an inactive or debarred UEI status will automatically be disqualified.

A link to the SAM.gov website is provided below in the “Useful Resources” section.

All CDBG-/ESG-funded organizations will be required to post fair housing materials and brochures at project locations and be subject to anti-discrimination rules and regulations.

The City reserves the right to change the requirements and policies described in this NOFA at the City’s sole discretion. The City is responsible only for that which is expressly stated in the NOFA documents. Any supplemental NOFA information shall be made available to each person or organization via the NOFA distribution list and on the City webpage. It is the responsibility of applicants to ensure, prior to submission, that the application reflects the most recent Participation and Commitment to Fair Housing
Unique Entity Identifier (UEI) Number
Addendums Disclosure

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17 information, program requirements, and policies. By submitting an application, the applicant acknowledges receipt of all supplemental NOFA information, if applicable, that was emailed or posted on the City webpage. The City is not responsible for and shall not be bound by any representations otherwise made by any individual acting or purporting to act on its behalf if those representations conflict with NOFA requirements.

City of Stockton Consolidated Plan 2025-2029

Office of Management and Budget (OMB) Code of Federal Regulations

Playing by the Rules—A Handbook for CDBG Subrecipients on Administrative Systems

SAM.gov

Useful Resources

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Score Summary Case Id:

Name:

Reviewer: John Doe
Score
0 out of 80
Status: Active
Last updated: 4/10/2026 12:01:26 PM

SECTION POINTS

AWARDED

AVAILABLE
POINTS
A. Design 0 28
B. Budget/Financial Management/Fund Development 0 20
C. Experience and Capacity 0 24
D. Past Performance and General Compliance 0 4
E. Collaboration 0 4
Total 0 80
Reviewer Notes:

ATTACHMENT C
585
Score Report Case Id:

Name:

Reviewer: John Doe
A: DESIGN POINTS

AWARDED

AVAILABLE
POINTS
Applicant demonstrates a clear understanding of t he proposed project through procedures or process flow clearly defining roles and responsibilities. (Section D) (Rate the strength of response from 0 to 7) Identified through a c omparison of their projects description narrative compared to supporting documents like process flows, program policies, org. charts etc.

Program design clearly outlined in the project description and addresses the f
unding source component - 7 points
Program design somewhat outlined in the project description and somewhat addressed the funding source components - 1 to 6 points Program is not outlined in the project description and/or does not address the f
unding source components - 0 points
0 7
Program clearly identifies the ur gency of the community need and how this project w ill address both t he need and urgency. This section is statistically supported.
(Applicant needs to provide statistical analysis supporting that this program meets a community need. Points are scored based on the strength of their response. See question D.5) (Rate the strength of response from 0 to 10) Application contains statistical analysis of supporting the urgency and N
eed of the project – 7 points
Application statistically supports the need but not the urgency of the program in the community. The need and urgency are unclear – 1 to 6 points
Application does not statistically support either the urgency or the need of the program in the c ommunity - 0 points
0 7
Program clearly identifies a pathway to address the need and clearly defines the 0 5

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impact on individuals that will receive services through reportable outcomes.

Applicant describes how they will track the short and long term program results. (Question D.6) (Rate the strength of response from 0 to 5) Program clearly identifies how the needs identified are to be addressed and how the recipient will benefit from the program – 5 points Program somewhat identifies how the needs identified are to be addressed and how the recipient will benefit from the program – 1 to 4 points Program does not clearly identify how the needs identified are to be addressed and how the recipient will benefit from the program – 0 points Project has eligibility requirements that align with the federal funding source and have clear procedures to collect, maintain and report on client demographics. (Questions D.7 - D.9, D.11 and verified by the client intake form) (Rate the strength of response from 0 to 4)
The project’s eligibility requirements align with the federal funding source and have clear procedures to collect, maintain and report on client demographics. - 4 points
The project’s eligibility requirements somewhat align with the federal funding source and/or have somewhat unclear procedures to collect, maintain and report on client demographics. - 1 to 3 points The project’s eligibility requirements do not align with the federal funding source and have unclear procedures to collect, maintain and report on client demographics. - 0 points
0 4
Project has procedures and methods to avoid client duplication. (Question D.10) (Rate the strength of response from 0 to 5)
Application has clear procedures and methods to avoid client duplication – 5 points
Application had unclear procedures and methods to avoid client duplication – 1 to 4 points
Application does not have procedures and methods to avoid client duplication – 0 points
(Clear unduplication procedures should include a detailed account of how client data is collected, how the client data is analyzed to identify and remove duplicated clients, the data collection software used to manage the client data, staff positions assigned to analyze and remove duplicate data, frequency of data analysis to remove duplicative data)
0 5

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Section Total 0 28
B: BUDGET/FINANCIAL MANAGEMENT/FUND DEVELOPMENT POINTS

AWARDED

AVAILABLE
POINTS
Program budget is clearly defined and request falls within allowable range as specified in the NOFA. Applicant provides description for each budget line item that clearly conveys the intended use under each category. (Questions E.1 and E.3) (Rate the strength of response from 0 to 7)
Complete and clear Program budget that defines each line item and falls within the allowable range as specified in the NOFA. – 7points Incomplete and/or somewhat clear program budget —1 to 6 points Incomplete Program budget that does not define each line item and does not fall within the allowable range as specified in the NOFA – 0 points 0 7
Budget proposal corresponds to the project scope and fits within the total project budget. (Rate the strength of the response from 0-5. See the definitions below) (See questions E.1-E.6 and Section D)
The proposed budget corresponds to the scope, and fits within the total project budget—7 points (CDBG)
The proposed project somewhat corresponds to the scope and/or somewhat fits within the total project budget — 1 to 6 points
The proposed budget does not correspond to the project scope, and does not fit within the total project budget — 0 points
0 7
Application indicates a proposed plan for leveraging funds (Questions E.1-E.5, E.7)
50% -100% leverage funds identified – 5 points
Less than 50% leverage/match funding not identified – 3 points No leverage/match funding not identified – 0 points
0 4
Whether funded by City CDBG/ESG funding, the organization demonstrates the capacity to sustainably continue their programming. (Questions E.1-E.5, E.7- E.8)
The organization demonstrates the capacity to sustainably continue their programming. — 2 points
The organization does not demonstrate the capacity to sustainably 0 2

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continue their programming. — 0 points
(This can be assessed by evaluating: how much funding is leveraged for the project, how much funding is secured for the project and how much is pending, and the total cost to complete the project)
Section Total 0 20
C: EXPERIENCE AND CAPACITY POINTS

AWARDED

AVAILABLE
POINTS
Applicant demonstrates sufficient staffing experience to carry out the described program (Question F.3. program administration only) (Identified through staff resumes, org chart, and project description.)
5 + years’ experience - 4 points
3-5 years’ experience - 3 points
Under 3 years’ experience – 2 points
No Experience – 0 points
0 4
Organizational Experience and Capacity Assessment
(Scoring determined by the score received from the Experience and Capacity Assessment attachment)
Applicant scored 79 or below on the risk matrix, thus a low risk applicant — 30 points
Applicant scored 80-119 on the risk matrix, thus a moderate risk applicant — 15 points
Applicant scored 120 or above on the risk matrix, thus a high risk applicant — 0 points or DISQUALIFIED
0 20
Section Total 0 24
D: PAST PERFORMANCE AND GENERAL COMPLIANCE POINTS

AWARDED

AVAILABLE
POINTS
Applicant spent all of the funds requested in the past three years? Program did spend all grant funds requested – 2 points
Program did not spend all grant funds requested and/or funds were deobligated – 0 points
0 2

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Applicant met defined measurable deliverables as outlined in their contract.

Program did meet deliverables – 2 points
Program did not meet deliverables – 0 points
0 2
Section Total 0 4
E: COLLABORATION POINTS

AWARDED

AVAILABLE
POINTS
Applicant demonstrates clearly how their scope of service collaborates with other organizations to serve all the needs of the client. (Questions H.2.- H.3) (Rate the strength of the applicant’s response from 0 to 2)
Application has clear collaboration with other agencies – 2 points Application does not have clear collaboration with other agencies – 0 points *Demonstrating clear collaboration should include the names of the organizations they partner with, how the collaboration fits into the proposed program, and demonstrate how the collaboration efforts are used to receive or provide clients with referrals.
0 2
Applicant is actively participating CoC related activities and/or meetings. (Question H.1)
Applicant is cu rrently participating in the CoC—23 points Applicant is not currently participating in the CoC but delivers a clear plan on how their agency will participate soon. –1 to 2 points Applicant is not currently participating in the CoC and does not offer a plan or a clear plan of how they will become involved. – 0 points Applicant is not aware of the SJCCoC – 0 points
0 2
Section Total 0 4

ATTACHMENT C
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Score Summary Case Id:

Name:

Reviewer: John Doe
Score
0 out of 80
Status: Active
Last updated: 4/10/2026 12:03:04 PM

SECTION POINTS

AWARDED

AVAILABLE
POINTS
A. Design 0 28
B. Budget/Financial Management/Fund Development 0 20
C. Experience and Capacity 0 24
D. Past Performance and General Compliance 0 4
E. Collaboration 0 4
Total 0 80
Reviewer Notes:

ATTACHMENT D
591
Score Report Case Id:

Name:

Reviewer: John Doe
A: DESIGN POINTS

AWARDED

AVAILABLE
POINTS
Applicant demonstrates a clear understanding of the proposed project through procedures or process flow clearly defining roles and responsibilities. (Section D) (Rate the strength of response from 0 to 7) Identified through a comparison of their projects description narrative compared to supporting documents like process flows, program policies, org. charts etc.
❑ Program design clearly outlined in the project description and addresses the funding source component - 7 points
❑ Program design somewhat outlined in the project description and somewhat addressed the funding source components - 1 to 6 points ❑ Program is not outlined in the project description and/or does not address the funding source components - 0 points
0 7
Program clearly identifies the urgency of the community need and how this project will address both the need and urgency. This section is statistically supported.
(Applicant needs to provide statistical analysis supporting that this program meets a community need. Points are scored based on the strength of their response. See question D.5) (Rate the strength of response from 0 to 10) ❑ Application contains statistical analysis of supporting the urgency and Need of the project – 7 points
❑ Application statistically supports the need but not the urgency of the program in the community. The need and urgency are unclear – 1 to 6 points
❑ Application does not statistically support either the urgency or the need of the program in the community - 0 points
0 7
Program clearly identifies a pathway to address the need and clearly defines the 0 5

ATTACHMENT D
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❑ Program clearly identifies how the needs identified are to be addressed and how the recipient will benefit from the program – 5 points ❑ Program does not clearly identify how the needs identified are to be addressed and how the recipient will benefit from the program – 0 points (Question D.6) (Rate the strength of response from 0 to 5) ❑ The project’s eligibility requirements do not align with the federal funding source and have unclear procedures to collect, maintain and report on client demographics. - 0 points
❑ The project’s eligibility requirements somewhat align with the federal funding source and/or have somewhat unclear procedures to collect, maintain and report on client demographics. - 1 to 3 points ❑ Program somewhat identifies how the needs identified are to be addressed and how the recipient will benefit from the program – 1 to 4 points Project has procedures and methods to avoid client duplication. (Question D.10) 0 0
Project has eligibility requirements that align with the federal funding source and have clear procedures to collect, maintain and report on client demographics. (Questions D.7 - D.9, D.11 and verified by the client intake form) (Rate the strength of response from 0 to 4)
4 ❑ The project’s eligibility requirements align with the federal funding source and have clear procedures to collect, maintain and report on client demographics. - 4 points
5 (Rate the strength of response from 0 to 5)
❑ Application has clear procedures and methods to avoid client duplication – 5 points
(Clear unduplication procedures should include a detailed account of how client data is collected, how the client data is analyzed to identify and remove duplicated clients, the data collection software used to manage the client data, staff positions assigned to analyze and remove duplicate data, frequency of data analysis to remove duplicative data)
❑ Application had unclear procedures and methods to avoid client duplication – 1 to 4 points
❑ Application does not have procedures and methods to avoid client duplication – 0 points
impact on individuals that will receive services through reportable outcomes.

Applicant describes how they will track the short and long term program results.

ATTACHMENT D
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0 2
28 Section Total
❑ The organization demonstrates the capacity to sustainably continue their programming. — 4 points
❑ The organization does not demonstrate the capacity to sustainably continue their programming. — 0 points
0 Section Total
(This can be assessed by evaluating: how much funding is leveraged for the project, how much funding is secured for the project and how much is pending, and the total cost to complete the project)
20 0
Program budget is clearly defined and request falls within allowable range as specified in the NOFA. Applicant provides description for each budget line item that clearly conveys the intended use under each category. (Questions E.1 and E.8)
❑ Incomplete and/or somewhat clear program budget —1 to 6 points ❑ Incomplete Program budget that does not define each line item and does not fall within the allowable range as specified in the NOFA – 0 points

AVAILABLE
POINTS
Budget proposal corresponds to the project scope and fits within the total project budget. (Rate the strength of the response from 0-5. See the definitions below) 9 ❑ The proposed project somewhat corresponds to the scope and/or somewhat fits within the total project budget — 1 to 8 points ❑ The proposed budget does not correspond to the project scope, and does not fit within the total project budget — 0 points
4 ❑ Complete and clear Program budget that defines each line item and falls within the allowable range as specified in the NOFA. – 7points 0 POINTS

AWARDED
0 7
E.3) (Rate the strength of response from 0 to 7)
B: BUDGET/FINANCIAL MANAGEMENT/FUND DEVELOPMENT
(See questions E.1-E.6 and Section D)
❑ The proposed budget corresponds to the scope, and fits within the total project budget — 9 points
Whether funded by City CDBG/ESG funding, the organization demonstrates the capacity to sustainably continue their programming. (Questions E.1-E.5, E.7-

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❑ 5 + years’ experience - 4 points
C: EXPERIENCE AND CAPACITY
program (Question F.3. program administration only) (Identified through staff resumes, org chart, and project description.)
❑ Under 3 years’ experience – 2 points
20 (Scoring determined by the score received from the Experience and Capacity Assessment attachment)
❑ Applicant scored 120 or above on the risk matrix, thus a high risk applicant — 0 points or DISQUALIFIED
Section Total
❑ 3-5 years’ experience - 3 points
0 0
0 4
❑ No Experience – 0 points

AVAILABLE
POINTS
❑ Applicant scored 79 or below on the risk matrix, thus a low risk applicant — 30 points
POINTS

AWARDED
Organizational Experience and Capacity Assessment
❑ Applicant scored 80-119 on the risk matrix, thus a moderate risk applicant — 15 points
Applicant demonstrates sufficient staffing experience to carry out the described 24 AVAILABLE
POINTS
D: PAST PERFORMANCE AND GENERAL COMPLIANCE
Applicant spent all of the funds requested in the past three years? ❑ Program did spend all grant funds requested – 2 points 0 2
Section Total 0
❑ Program did meet deliverables – 2 points
2 ❑ Program did not spend all grant funds requested and/or funds were deobligated – 0 points
POINTS

AWARDED
Applicant met defined measurable deliverables as outlined in their contract. 0 4
❑ Program did not meet deliverables – 0 points

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Applicant is actively participating CoC related activities and/or meetings. 2 ❑ Applicant is not currently participating in the CoC but delivers a clear plan on how their agency will participate soon. –1 to 2 points ❑ Applicant is not currently participating in the CoC and does not offer a plan or a clear plan of how they will become involved. – 0 points Section Total
POINTS

AWARDED
0 4
Applicant demonstrates clearly how their scope of service collaborates with other organizations to serve all the needs of the client. (Questions H.2.- H.3) (Rate the E: COLLABORATION
❑ Application does not have clear collaboration with other agencies – 0 points
2 *Demonstrating clear collaboration should include the names of the organizations they partner with, how the collaboration fits into the proposed program, and demonstrate how the collaboration efforts are used to receive or provide clients wi
th referrals.
(Question H.1)
0 ❑ Applicant is currently participating in the CoC—2 points ❑ Application has clear collaboration with other agencies – 2 points ❑ Applicant is not aware of the SJCCoC – 0 points
strength of the applicant’s response from 0 to 2)

AVAILABLE
POINTS
0 ATTACHMENT D
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Applicant Project Name Council
District Target Population
Projected
Service
Numbers
Amount
Requested
Rater
A
Rater
B
Rater
C
AI
Score
Average
Score
CDC
Presentation
Score
TOTAL
SCORE
ESG
CVLIHC Stockton ESG Homeless Prevention 2026-27 3 At-risk of Homelessness 40 $131,767.60 69 72 73 55 67.25 15.63 82.88 Prevail PREVAIL Stockton Shelter Program 5 Families 15 $157,800.00 63 73 76 51 65.75 14.4 80.15 St. Mary's Community Services Emergency Shelter Operations - Family Shelters 5 Homeless 307 $263,000.00 65 76 70 49 65.00 11.96 76.96 Community Partnership For Families CPF Helps 6 Homeless Prevention for Families 73 $100,000.00 51 32 62 38 45.75 0 0
Red Rabbit Advocacy Outreach and Temporary Transitional Housing & Housing Stabilization Program 6 Street Outreach/Homeless 25 $110,000.00 43 15 46 31 33.75 0 0 CDBG
Childrens Home Of Stockton Catalyst 5 Transitional Age Youth (18-25) 36 $150,000.00 72 75 77 79 75.75 17.76 93.51
Emergency Food Bank Golden Hearts Delivery Program –
Food As Medicine for Seniors 5 Seniors 321 $150,000.00 70 78 68 68 71.00 18.6 89.60 Second Harvest Of
The Great Valley Food Assistance 5 Stockton Residents 30,000 $75,000.00 71 73 69 73 71.50 19.25 90.75 Friends Outside Resiliency Lab Service Expansion 5 Justice Impacted 550 $150,000.00 62 74 64 70 67.50 15.8 83.30 St. Mary's Community Services St. Mary's Community Services - Kitchen/Dining Hall 5 Homeless 5,000 $150,000.00 63 77 64 61 66.25 13.73 79.98 Tuleberg Press The Write Place 5 Stockton Residents 300 $75,000.00 62 54 69 56 60.25 14.15 74.40 Red Rabbit Advocacy
Jacob Mendez Resource Center:

Homeless Stabilization & Housing Navigation Program
6 Homeless 360 $150,000.00 55 54 54 64 56.75 0 0
Community Partnership
For Families CPF Works 6 Homeless Prevention for
Families 75 $150,000.00 57 37 65 57 54 0 0
Mary Magdalene
Community Services MMCS My Brothers Keeper City Wide Project 5 Transitional Age Youth (18-25) 100 $150,000.00 54 43 60 60 54.25 0 0
City of Stockton 2026-2027 Public Service NOFA Application Scoring

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2026-2027

DRAFT ANNUAL ACTION PLAN
Economic Development Department
501 West Weber Avenue
Building 2, 4th Floor
Stockton, CA 95203
(209) 937-8539
www.stocktonca.gov/housing

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Table of Contents
Executive Summary ......................................................................................................................... 2 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)........................................................... 2 PR-05 Lead & Responsible Agencies – 91.200(b) ........................................................................ 8 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ..................................................................... 9 AP-12 Participation – 91.105, 91.200(c) ................................................................................... 23 Expected Resources ...................................................................................................................... 27 AP-15 Expected Resources – 91.220(c)(1,2) ............................................................................. 27 Annual Goals and Objectives ........................................................................................................ 33 AP-20 Annual Goals and Objectives .......................................................................................... 33 Projects ...................................................................................................................................... 36 AP-35 Projects – 91.220(d) ........................................................................................................ 36 AP-38 Project Summary ............................................................................................................ 38 AP-50 Geographic Distribution – 91.220(f) ............................................................................... 45 Affordable Housing ....................................................................................................................... 47 AP-55 Affordable Housing – 91.220(g) ...................................................................................... 47 AP-60 Public Housing – 91.220(h) ............................................................................................. 49 AP-65 Homeless and Other Special Needs Activities – 91.220(i) .............................................. 51 AP-75 Barriers to affordable housing – 91.220(j) ..................................................................... 56 AP-85 Other Actions – 91.220(k) ............................................................................................... 59 Program Specific Requirements.................................................................................................... 62 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ........................................................ 62 City Of Stockton Emergency Solutions Grant (ESG) Written Standards ....................................... 75

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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

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

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

2. Summarize the objectives and outcomes identified in the Plan The PY 2026-2027 AAP identifies the various activities and projects that will be implemented and funded under the CDBG, HOME, and ESG federal programs to meet the goals and objectives identified in the Five-Year Consolidated Plan. The City anticipates receiving $3,229,216 in CDBG funding, $1,382,561 in HOME funding, and $284,821 in ESG funding; these are projections using award amounts from the previous program year. Final award amounts and distribution among the different projects/activities identified in this AAP and sources and uses will be proportionately adjusted (increased or decreased) upon HUD’s official announcement of the PY 2026-2027 allocations. The objectives and outcomes expected from implementing the 2026-2027 AAP are identified in AP-20 and AP-35.

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

1. Develop & Rehabilitate Affordable Housing Units: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Assist existing

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lo
w-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.

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

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

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

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

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

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

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

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p
rograms and activities and continued engagement with community members, stakeholders, and the City Council.

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

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

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

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

Develop & Rehabilitate Affordable Housing Units:

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

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

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

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P
rovide Funding to Services to Prevent & Reduce Homelessness:

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

Resilient Infrastructure & Public Facilities:

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

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

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

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

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

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

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

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

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

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

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H
OME program will continue to be deployed for the construction and/or rehabilitation of affordable housing, in accordance with future Affordable Housing NOFAs and Council approvals.

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

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

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

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

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

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

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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

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

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

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

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

Consultation and coordination with the San Joaquin County Continuum of Care (CoC) representatives is a fundamental component of the plan development process. Efforts to address the needs of homeless persons are described in greater detail throughout the Consolidated Plan. The City of Stockton is an active San Joaquin County CoC member, with the

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

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

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

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

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

1 Agency/Group/Organization Emergency Food Bank
Agency/Group/Organization Type Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - Homeless
Services - Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Coordination with this organization informed this plan of the unmet nutritional needs of the Stockton community.
2 Agency/Group/Organization Second Harvest of the Greater Valley Agency/Group/Organization Type Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - homeless
Services - Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs

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B
riefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City coordinated with this organization through the course of the program year to collect data informing the plan of the unmet nutritional needs of the Stockton community.
3 Agency/Group/Organization Children's Home of Stockton Agency/Group/Organization Type Services - Homeless
Services - Education
Services - Housing
What section of the Plan was addressed by
Consultation?
Homelessness Needs - Transition Aged Youth
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

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

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B
riefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

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

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

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

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W
hat section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
An RFP was released to acquire Fair Housing services for the City of Stockton.

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

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

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

10 Agency/Group/Organization PREVAIL
Agency/Group/Organization Type Services - Victims of Domestic Violence Services - Homeless

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

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

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

The organization provides affordable housing opportunities to low-income individuals and families. The anticipated outcome is to address the needs of this population.
12 Agency/Group/Organization Housing Authority of the County of San Joaquin Agency/Group/Organization Type Housing
PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs

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B
riefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City partners and collaborates with this organization throughout the year.

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

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

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

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

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

Economic Development
Strategic Action Plan
(EDSAP)

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

Mapping
Entrepreneurship Assets
in Stockton, CA

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

Exploring the Feasibility
of a Stockton Food
Business

City of Stockton
Economic
Development
Department

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

Envision Stockton 2040
General Plan

City of Stockton
Community
Development
Department

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

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

Food Access Research
Atlas

U.S Department of
Agriculture

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

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

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

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

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

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

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

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

Table 2 – Other local / regional / federal planning efforts

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N
arrative (optional)
No further narrative is available.

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AP-12 Participation – 91.105, 91.200(c)

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

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

TBD N/A
2 Public
Hearing
Non-
targeted/broad
community
outreach
Public Hearing and
approval by City Council
at the April 28, 2026
meeting.
[Pending Summary of
comments received
during Public
Hearing]

TBD N/A

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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
3 Public
Hearing
Non-
targeted/broad
community
outreach
Public Hearing at
Community
Development
Committee on March
27, 2026.
[Pending Summary of
comments received
during Public
Hearing]

TBD N/A
4 Website
Posting
Non-
targeted/broad
community
outreach Non-
English Speaking
(Spanish)
A section of the
webpage dedicated to
the Draft Annual Action
Plan, as well as
information on the
CDBG/ESG Public
Service NOFA process
and a timeline of the
Annual Action Plan
process.
[Pending Summary of
comments received
during Website
Posting]
TBD www.stocktonca.gov/housing
5 Public
Meeting
Non-
targeted/broad
community
outreach
Community
Development
Committee (CDC)
Meeting – December
18th, 2025. This public
meeting was held to
present the 2026-27

ESG/CDBG NOFA
process and receive
public comments. This
meeting was attended
by six members of the
CDC and members of
the public.

Questions regarding
the City’s AMI
statistics. Requesting
information regarding
the affordable
housing loan process.

Accepted all comments
received. N/A

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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL
(If applicable)
6 Public
Meeting
Non-
targeted/broad
community
outreach
Community
Development
Committee (CDC)
Meeting – February
26th, 2026. This public
meeting was held to
receive and score 2026-
27 ESG/CDBG Applicant
Presentations and to
receive public
comments. This
meeting was attended
by six members of the
CDC.

None received. N/A N/A
Table 3 – Citizen Participation Outreach

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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During the program year 2026-2027, the City will receive $3,229,216 in annual CDBG funding. The City will receive $1,382,561 in HOME funding. The City also will receive $284,821 in annual ESG funding. The table below provides a breakdown of these anticipated resources and eligible uses. Final award amounts and distribution among the different projects/activities identified in this AAP and sources and uses will be proportionately adjusted (increased or decreased) upon final allocation from HUD.

Anticipated Resources
Program
Source
s of
Funds
Use of Funds
Expected Amount Available Year 2 Expected Amount
Available
Remainder of Con
Plan: $
Narrative
Description Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total: $
CDBG Public-
Federal
Acquisition,
Administration
and Planning,
Economic
Development,
Housing, Public
Facilities,
Infrastructure
Improvements,
Public Services,
Environmental
Cleanup,
$3,229,216 $350,878 $3,245,261 $6,825,355 $9,687,648
Expected
amount based
on 25/26
allocation

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Homeowner
Rehab
HOME Public-
Federal
Administration
& Planning,
Acquisition,
Homebuyer
Assistance,
Multifamily
Rental,
Multifamily
Rental Rehab,
New
Construction
for ownership,
Tenant Based
Rental
Assistance
(TBRA)
$1,382,561 $437,985 $0 $1,820,546 $4,147,683
Expected
amount based
on 25/26
allocation
ESG Public-
Federal
Administration
& Planning,
Homeless
Prevention,
Rapid
Rehousing,
Emergency
Shelter
Operations,
Street
Outreach,
HMIS
$284,821 $0 $0 $284,821 $854,463
Expected
amount based
on 25/26
allocation
Table 5 - Expected Resources

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

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

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

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

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

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

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

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

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

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

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

The address and acreage of each property is listed below:
530 Lafayette - 0.11 acres
534 Lafayette - 0.09 acres
536 Lafayette - 0.14 acres
411 S Stanislaus – 1.66 acres
833 W Weber – 3.73 acres
705 W Weber – 3.08 acres
Weber Avenue – 0.29 acres
855 W Weber – 1.97 acres
2135 South Airport – 0.33 acres
The State of California has identified three State-owned surplus properties suitable for the development of affordable housing. In partnership with the City of Stockton, Visionary Home Builders of California (VHB) have begun construction on 94 new affordable

ATTACHMENT F
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h
omes at La Passeggiata, located at 601 East Miner Avenue/622 E. Lindsay Boulevard in Downtown Stockton, which will serve low- income residents.

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

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

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Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Develop &
Rehabilitate
Affordable
Housing Units
2026 2027 Affordable
Housing
Homelessness
Citywide Increase and
Preserve
Affordable
Housing
Opportunities
HOME:
$1,532,290
50 new multifamily rental units constructed
25 multifamily rental units rehabilitated
5 homeowner housing units rehabilitated
2 Provide Services
to Prevent &
Reduce
Homelessness
2026 2027 Affordable
Housing
Homelessness
Citywide Reduce
Homelessness
ESG:
$263,460
40 persons served with homeless
prevention
15 homeless persons served at overnight
shelters
3 Resilient
Infrastructure &
Public Facilities
2026 2027 Non-Housing
Community
Development
Citywide Resilient &
Healthy
Communities
CDBG:
$4,914,998

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

4 Healthy
Neighborhoods &
Residents
2026 2027 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Resilient &
Healthy
Communities
CDBG:
$514,514

31,271 persons served

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

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

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

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

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

Table 7 – Goal Description

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

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

Projects
# Project Name
1 CDBG Administration
2 CDBG Housing Program Delivery
3 CDBG Housing Programs
4 Business Support Programs
5 Public Services & Fair Housing
6 Public Infrastructure Improvements
7 Entrepreneurship Program
8 Commercial Rehabilitation
9 HOME Administration
10 HOME Program Delivery
11 HOME Housing Loans
12 HOME CHDO Set-Aside Funds
13 ESG Entitlement 2025 Stockton
Table 8 – Project Information

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D
escribe the reasons for allocation priorities and any obstacles to addressing underserved needs
The allocation priorities derive from the needs and goals outlined in the 2025-2029 Consolidated Plan, and the expressed desire from the Council and community to address underlying public infrastructure deficiencies.

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

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

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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Resilient Infrastructure & Public Facilities
Healthy Neighborhoods & Residents
Support Businesses
Increase Access to Economic Opportunity
Compliance
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Resilient & Healthy Communities
Strengthen Local Economy
Funding CDBG: $645,843
Description Administration of CDBG program including staff and operational costs of oversight and management.

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

Matrix Code: 14H National Objective: LMH Citation:
570.202
Target Date 6/30/2027

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

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

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

Location Description City-wide
Planned Activities Rehabilitation
4 Project Name Business Support Programs
Target Area City-wide; Slum Blight Area Map
Goals Supported Support Businesses
Needs Addressed Strengthen Local Economic
Funding CDBG: $0
Description Provide financial assistance to microenterprises and small, low-income for-profit business owners for

ATTACHMENT F
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economic development activities. Programs include
the Stocked Full of Produce Program for equipment
purchases and the Code Compliance Program to
address documented code violations for active or
prospective businesses.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Businesses assisted: 4
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes: 18A, 18B, 18C
National Objectives: SBA, SBS, LMC, LMA
5 Project Name Public Services & Fair Housing
Target Area City-wide
Goals Supported Healthy Neighborhoods & Residents
Needs Addressed Resilient & Healthy Communities
Funding CDBG: $514,514
Description Invest in services and partner with agencies that provide public services to address priority goals and
needs that provide essential services to the
community. This project includes fair housing
services.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Public service activities for Low/Moderate Income
benefit: 31,271 Persons Assisted
Location Description City-wide
Planned Activities Matrix Codes: 05A to 05Z
Nation Objective: LMC 570.208(a)(2)
Citation: 570.201(e)
6 Project Name Public Infrastructure Improvements
Target Area City-wide
Goals Supported Resilient Infrastructure & Public Facilities Needs Addressed Resilient & Healthy Communities
Funding CDBG: $4,914,998
Description Invest in various public infrastructure

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improvements, including but not limited to: Street
and Sidewalk Repairs (including ADA); Curb, gutter,
storm drain, or sidewalk installation; Safety
improvements (Streetlights, crosswalks); Water,
Storm, and Sewer line Improvements/Replacement;
Tree Planting
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
5 public infrastructure improvements installed
500 persons served by public infrastructure
improvements

Location Description Low/Mod Census Block Groups
Planned Activities Matrix Codes: 03J to 03L
Nation Objective: LMA 570.208(a)(1)
Citation: 570.201(c)
7 Project Name Entrepreneurship Program
Target Area City-wide
Goals Supported Increase Access to Economic Opportunity Needs Addressed Strengthen Local Economy
Funding CDBG: $350,000
Description Funding for organizations that serve as business service providers to facilitate and provide services
to entrepreneurs, new innovators, emerging or
existing businesses.

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

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improvements to support commercial
revitalization.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Façade treatment: 3
Location Description City-wide; Slum Blight Area Map
Planned Activities Matrix Codes 14E, 18A,
National Objectives: SBA, SBS, and LMA
9 Project Name HOME Administration
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Resilient Infrastructure & Public Facilities
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Resilient & Healthy Communities
Funding HOME: $138,256
Description Staff costs associated with the implementation of HOME program activities.

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

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the implementation of various affordable housing
projects.

Citation: 92.206
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities HOME Administration
11 Project Name HOME Housing Loans
Target Area City-wide
Goals Supported Develop & Rehabilitate Affordable Housing Units Provide Services to Prevent & Reduce
Homelessness
Needs Addressed Increase and Preserve Affordable Housing Opportunities
Reduce Homelessness
Funding HOME: $1,324,906
Description Financial assistance for the rehabilitation or development of affordable housing. Funds will be
made available for multi-family rehabilitation or
new construction projects.

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

Location Description City-wide
Planned Activities Rehabilitation; Construction; Multi-unit residential 12 Project Name CHDO Set-Aside Funds
Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Develop & Rehabilitate Affordable Housing Units
Needs Addressed Reduce Homelessness
Increase and Preserve Affordable Housing

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Opportunities
Funding HOME: $207,384
Description Set-aside funds are required by HUD HOME
regulations for housing activities owned,
developed, and/or sponsored by qualified
Community Housing Development Organizations
(CHDO).

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

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

13 Project Name ESG Entitlement 2026 Stockton
Target Area City-wide
Goals Supported Provide Services to Prevent & Reduce
Homelessness
Healthy Neighborhoods & Residents
Needs Addressed Reduce Homelessness
Resilient & Healthy Communities
Funding ESG: $284,821
Description Homeless services including Emergency Shelter, Homeless Prevention, Rapid Rehousing, Street
Outreach, and HMIS costs.

Citations: 576.100; 576.101; 576.103; 576.104;
576.105; 576.106; 576.107; 576.108; 576.109
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Homeless Person Overnight Shelter: 15 Persons
Assisted
Homelessness Prevention: 40 Persons Assisted
Location Description City-wide
Planned Activities Homeless Prevention and Emergency Shelter Table 9 – Project Summary

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution
The City makes resources available on a citywide basis but provides additional focus in areas with high concentrations of unmet needs. The CDBG Slum Blight Area (SBA) national objective allows the use of CDBG program funds to fund activities aimed at preventing or eliminating slums or blight.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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D
iscussion
Housing Production (HUD Sponsored Units):

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

Housing Production (Non-HUD Sponsored Units):

Edison House: 33 Units
Kentfield Apartments: 90 Units

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

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

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

Actions to encourage public housing residents to become more involved in management and participate in homeownership

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he City continues to maintain a partnership with the HASJC to assist public housing residents to achieve homeownership. The HACSJ administers a Family Self Sufficiency (FSS) Program.

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

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

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

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

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

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

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

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

1. Establish a Coordinated and Engaged Regional System

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

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

These goals are part of a broader strategy to address homelessness. These actions include investing in critical homeless system infrastructure supports, such as Coordinated Entry, the Homeless Management Information System, and the Point in Time Count. The City will invest in and participate in regional and local strategic planning efforts and will grant funds to support

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cal organizations to enhance services and to support local non-profit housing development for underserved homeless individuals.

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

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

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

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

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

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

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

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

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

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

1. Strengthening the Coordinated Entry System. Through non-federal funds, the City made investments into the development and build-out of a county-wide Coordinated Entry

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tem, implemented and operated by the Family Resource Center. Additionally, the City is requiring all contracted homeless service partners to participate, utilize, and track their funded programs in HMIS and CES. The two systems are integrated in order to assess and match make for housing placements.

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

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

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

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

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

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

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

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

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

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

Pro-Housing Designation:

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

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

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

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

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

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

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

Actions planned to reduce the number of poverty-level families The activities in the City’s antipoverty strategy can be classified under two categories: Economic Development and Supportive Service Programs. The Consolidated Plan recognizes that households need vocational training, resource management, and life skill training to increase economic empowerment. The Plan also recognizes that households will continue to need assistance in meeting their basic needs while obtaining this training. The City will allocate

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esources to organizations that provide food, youth services, and services to vulnerable populations, including:
• Programs that provide food and nutritional education to homeless and low-income individuals
• Programs that provide tutoring, counseling, and literacy and creative writing services to youth.
• A fair housing program that provides tenant and landlord mediation services as well as workshops for tenants and landlords to be informed of their rights. • Programs that serve vulnerable populations such as transition age youth, elderly, and women.
• Operational costs for shelters. In addition to providing shelter, these organizations also provide services that assist individuals in achieving self-sufficiency. • Fund homelessness prevention activities to help keep households stably housed.

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

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

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

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

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

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

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

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

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

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

Other CDBG Requirements

1. The amount of urgent need activities $0

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

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

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

92.205 is as follows:

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

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

Recommendations for funding are made to the City Council.

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

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

Homebuyer recapture provisions will be included in the recorded deed of trust that secures a HOME loan note, or as a deed restriction rider. This requires recapture of funds if the home does not continue to be the borrower’s principal residence or if all or any part of the property

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r any interest in it is sold, rented, conveyed, or transferred during the affordability period.

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

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

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

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

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

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

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

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

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

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

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T
he City does not currently offer HOME TBRA.

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

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

Not applicable.

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

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

Housing Project
Population
Definition of
Population

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

Must meet
HUD/HCD definition
of homelessness.

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

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

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

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

The San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key

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subpopulations identified by the federal government was children and youth under age 25 experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 304 individuals were identified as being children and transition aged youth under 25. Compared to the other four vulnerable
subpopulations identified in the report, children and youth under the age of 25 experienced the highest share of unsheltered homelessness as 80% of this population reported they were unsheltered.

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

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

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

Must meet
HUD/HCD definition
of homelessness.

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

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

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

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

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

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

Must meet

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

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

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

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

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

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

The San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key

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subpopulations identified by the federal government was veterans. Of the 4,732 persons experiencing homelessness in San Joaquin County, 249 individuals were identified as being members of homeless families with children. Moreover, the report cites that 79% of the homeless veteran population were unsheltered.

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

Housing for
Survivors of
Domestic Violence

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 12 – HOME Preferences and Supporting Data

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

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c. T
he project shall comply with the HOME Tenant Selection requirements at 24 CFR 92.253(d) as follows:
i. An owner of rental housing assisted with HOME funds must comply with the affirmative marketing requirements established by the City of Stockton pursuant to § 92.351(a).
ii. The owner must adopt and follow written tenant selection policies and criteria that:
1) Limit the housing to very low- income and low-income families; 2) Are reasonably related to the applicants' ability to perform the obligations of the lease (i.e., to pay the rent, not to damage the housing; not to interfere with the rights and quiet enjoyment of other tenants);
3) Limit eligibility or give a preference to a particular segment of the population if permitted in its written agreement with the City of Stockton (and only if the limitation or preference is described in the City of Stockton’s Consolidated Plan).
(i.) Any limitation or preference must not violate
nondiscrimination requirements in § 92.350. A limitation or preference does not violate nondiscrimination
requirements if the housing also receives funding from a Federal program that limits eligibility to a particular segment of the population (e.g., the Housing Opportunity for Persons with AIDS program under 24 CFR part 574, the Shelter Plus Care program under 24 CFR part 582, the
Supportive Housing program under 24 CFR part 583,
supportive housing for the elderly or persons with
disabilities under 24 CFR part 891), and the limit or
preference is tailored to serve that segment of the
population.
(ii.) If a project does not receive funding from a Federal program that limits eligibility to a particular segment of the population, the project may have a limitation or
preference for persons with disabilities who need services offered at a project only if:
(A.) The limitation or preference is limited to the
population of families (including individuals) with
disabilities that significantly interfere with their
ability to obtain and maintain housing;
(B.) Such families will not be able to obtain or maintain themselves in housing without appropriate
supportive services; and
(C.) Such services cannot be provided in a
nonsegregated setting. The families must not be

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equired to accept the services offered at the
project. In advertising the project, the owner may
advertise the project as offering services for a
particular type of disability; however, the project
must be open to all otherwise eligible persons with
disabilities who may benefit from the services
provided in the project.
4) Do not exclude an applicant with a voucher under the Section 8 Tenant-Based Assistance: Housing Choice Voucher Program (24 CFR part 982) or an applicant participating in a HOME tenant- based rental assistance program because of the status of the prospective tenant as a holder of such voucher or comparable HOME tenant-based assistance document.
5) Provide for the selection of tenants from a written waiting list in the chronological order of their application, insofar as is practicable. The Continuum of Care’s (CoC) Coordinated Entry process is not a compliant tenant selection process therefore not permitted;
6) Give prompt written notification to any rejected applicant of the grounds for any rejection; and
7) Comply with the VAWA requirements prescribed in § 92.359.

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E
mergency Solutions Grant (ESG)
Reference 91.220(l)(4)

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

See “ESG Written Standards” attachment.

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

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

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

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

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

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

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

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

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

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

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5. D
escribe performance standards for evaluating ESG.

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

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

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City Of Stockton Emergency Solutions Grant (ESG) Written Standards

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

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articipant may receive, such as the maximum amount of assistance, maximum number of months the program participant receive assistance; or the maximum number of times the program participant may receive assistance.

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

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

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

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

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

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

Housing First Core Features
1) Few to no programmatic prerequisites to permanent housing entry – People experiencing homelessness are offered permanent housing with no programmatic preconditions such as demonstration of sobriety, completion of alcohol or drug treatment, or agreeing to comply with a treatment regimen upon entry into the

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rogram. People are also not required to first enter a transitional housing program in order to enter permanent housing.
2) Low barrier admission policies – Permanent Supportive Housing’s admissions policies are
• Designed to “screen-in” rather than screen-out applicants with the greatest barriers to housing, such as having no or very low income, poor rental history and past evictions, or criminal histories. Housing programs may have tenant selection policies that prioritize people who have been homeless the longest or who have the highest service needs as evidenced by vulnerability assessments or the high utilization of crisis services.
• Rapid and streamlined entry into housing – Many people experiencing chronic homelessness may experience anxiety and uncertainty during a lengthy housing application and approval process. In order to ameliorate this, Housing First permanent supportive housing models make efforts to help people experiencing homelessness move into permanent housing as quickly as possible, streamlining application and approval processes, and reducing wait times. • Supportive services are voluntary but can and should be used to persistently engage tenants to ensure housing stability - Supportive services are proactively offered to help tenants achieve and maintain housing stability, but tenants are not required to participate in services as a condition of tenancy. Techniques such as harm reduction and motivational interviewing may be useful. Harm reduction techniques can confront and mitigate the harms of drug and alcohol use through non-judgmental communication while motivational interviewing may be useful in helping households acquire and utilize new skills and information. • Tenants have full rights, responsibilities, and legal protections – The goal of the Housing First approach is to help people experiencing homelessness achieve long-term housing stability in permanent housing. Permanent housing is defined as housing where tenants have leases that confer the full rights, responsibilities, and legal protections under Federal, state, and local housing laws. Tenants are educated about their lease terms, given access to legal assistance, and encouraged to exercise their full legal rights and responsibilities. Landlords and providers in Housing First models abide by their legally defined roles and obligations. For instance, landlords and providers do not enter tenants’ apartments without tenants’ knowledge and permission except under legally defined emergency circumstances. Many Housing First permanent supportive housing programs also have a tenant association or council to review program

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licies and provide feedback, and formal processes for tenants to submit suggestions or grievances.
• Practices and policies to prevent lease violations and evictions – Housing First supportive housing programs should incorporate practices and policies that prevent lease violations and evictions among tenants. For instance, program policies consistent with a Housing First approach do not consider alcohol or drug use to be lease violations. Housing First models may also have policies that give tenants some flexibility and recourse in the rent payment, which in many subsidized housing programs is 30% of the participant’s income. For example, rather than moving towards eviction proceedings due to missed rent payments, programs may allow tenants to enter payment installment plans for rent arrearages or offer money management assistance to tenants. • Applicable in a variety of housing models – The Housing First approach can be implemented in different types of supportive housing settings, including:
scattered-site models in private market apartments, where rental assistance is provided, and tenants have access to mobile and site-based supportive services; single-site models in which permanent supportive housing buildings are newly constructed or rehabilitated and tenants have access to voluntary on-site services; and set-asides, where supportive services are offered to participants in designated units within affordable housing developments.

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

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

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s exiting an institution where (s)he has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

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

Category 3: Homeless under Federal statutes
• Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who:
i. Are defined as homeless under other listed federal statutes; ii. Have not had a lease, ownership interest, or occupancy agreement in permanent housing during the 60 days prior to the homeless assistance application; iii. Have experienced persistent instability as measured by two moves or more during in the preceding 60 days; and
iv. Can be expected to continue in such status for an extended period of time due to special needs or barriers
Category 4 Fleeing/Attempting to Flee DV
• Any individual or family who:
i. Is fleeing, or is attempting to flee, domestic violence; ii. Has no other residence; and
iii. Lacks the resources or support networks to obtain other permanent housing Homeless Recordkeeping Requirements (576.500)
Category 1 Literally Homeless 24 CFR 576.500 (b)
• Third-party verification will always be attempted first to verify homeless status i. Written observation by the outreach worker; or
ii. Written referral by another housing or service provider; or

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written certification by the individual or head of household seeking assistance; or
iv. Records contained in an HMIS or comparable database used by victim service or legal service providers are acceptable evidence of third-party documentation and intake worker observations if the HMIS retains an auditable history of all entries, including the person who entered the data, the date of entry, and the change made; and if the HMIS prevents overrides or changes of the dates on which entries are made.
• Intake Worker Observation will be the second form of homeless status verification • Certification by the individual or head of household seeking assistance stating that (s)he was living on the streets or in shelter will be the last resort of homeless status verification.
• For individuals exiting an institution – one of the forms of evidence above and:
i. Discharge paperwork or written/oral referral, or
ii. Written record of intake worker’s due diligence to obtain above evidence and certification by individual that they exited institution Category 2 Imminent Risk of Homelessness §576.500 (c)
• A court order resulting from an eviction action notifying the individual or family that they must leave; or
• For individuals and families leaving a hotel or motel – evidence that they lack the financial resources to stay; or
• A documented and verified oral statement; and
• Certification that no subsequent residence has been identified; and • Self-certification or other written documentation that the individual lack the financial resources and support necessary to obtain permanent housing Category 3 Homeless under Federal statutes
• Certification by the nonprofit or state or local government that the individual or head of household seeking assistance met the criteria of homelessness under another federal statute; and
• Certification of no permanent housing in last 60 days; and • Certification by the individual or head of household, and any available supporting documentation, that (s)he has moved two or more times in the past 60 days; and • Documentation of special needs or 2 or more barriers
Fleeing/Attempting to Flee DV

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For victim service providers:
i. An oral statement by the individual or head of household seeking assistance which states; they are fleeing; they have no subsequent residence; and they lack resources. Statement must be documented by a self-certification or a certification by the intake worker
• For non-victim service providers:
i. Oral statement by the individual or head of household seeking assistance that they are fleeing. This statement is documented by a self-certification or family is not jeopardized, the oral statement must be verified; and ii. Certification by the individual or head of household that no subsequent residence has been identified; and
iii. Self-certification, or other written documentation, that the individual or family lacks the financial resources and support networks to obtain other permanent housing.

Program Coordination (576.400(c)):

All recipients and subrecipients of ESG program funds are expected to maintain the minimum standards for ongoing system and program coordination and integration of ESG funded activities to the maximum extent practicable. This includes coordination with the following:
• Street Outreach (SO) providers
• Emergency Shelter (ES) providers
• Homelessness Prevention (HP) providers
• Transitional Housing (TH) providers
• Permanent Supportive Housing (PSH) providers
• Rapid rehousing (RRH) assistance providers
Other Homeless Assistance Programs:
• Shelter Plus Care Program
• Supportive Housing Program
• Section 8 Moderate Rehabilitation Program for Single Room Occupancy Program for Homeless Individuals
• HUD-Veterans Affairs Supportive Housing (HUD-VASH);
• Education for Homeless Children and Youth Grants for State and Local Activities (McKinney-Vento Homeless Assistance Act);
• Grants for the Benefit of Homeless Individuals;
• Healthcare for the Homeless;

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Programs for Runaway and Homeless Youth;
• Projects for the Assistance in the Transition from Homelessness; • Services in Supportive Housing Grants;
• Emergency Food and Shelter Program;
• Transitional Housing Assistance Grants for Victims of Sexual Assault, Domestic Violence, Dating Violence, and Stalking Program (section 40299 of the Violent Crime Control and Law Enforcement Act;
• Homeless Veterans Reintegration Program (section 5(a)(1)) of the Homeless Veterans Comprehensive Assistance Act;
• Domiciliary Care for Homeless Veterans Program;
• VA Homeless Providers Grant and Per Diem Program;
• Health Care for Homeless Veterans Program;
• Homeless Veterans Dental Program;
• Supportive Services for Veteran Families Program; and • Veteran Justice Outreach Initiative
Termination and Grievance Procedures (576.402):

Minimum standards for termination of assistance are:
1) In general: If a program violation occurs and the provider terminates assistance as a result, the termination shall follow an established process that recognizes the rights of the individuals affected. Termination shall only occur in the most severe cases after other remedies have been attempted. Termination of individuals and families in projects funded through the ESG program must be consistent with 576.402. 2) Due process rights for individuals and families facing program termination: When terminating assistance to an ESG program participant receiving rental assistance or housing relocation and stabilization services, the required formal process shall minimally consist of:
• Written notice clearly stating the reasons for termination; • Review of the decision that gives the participant opportunity to present objections to the decision and to have representation. Any appeal of a decision shall be heard by an individual different from and not subordinate to the initial decision- maker; and
• Prompt written notice of the final decision on the appeal. • Ability to provide further assistance: Termination will not bar the provider from providing later, additional assistance to the same family or individual

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oordinated Entry Participation (24 CFR 576.400(d))
Under the requirements of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act as well as requirements identified by the Continuum of Care (CoC) Program Interim Rule, and HUD’s Notice Establishing Additional Requirements; San Joaquin County has established a Coordinated Entry (CE) process that aims to increase the efficiency of the local crisis response system and improve fairness and ease of access to resources, including mainstream resources. Additional goals of (CE) process include:
• Reduce the burden on households experiencing a housing crisis • Identify the most appropriate housing resource to facilitate a rapid and permanent exit from homelessness
• Prioritize the most vulnerable households with the longest time homeless for housing resources
• Collect system-wide data to inform necessary shifts in resources, identify gaps, and enable data-driven decision making at the CoC, organizational and project levels HMIS Participation (24 CFR 576.400(f))
A Homeless Management Information System (HMIS) is a locally administered, electronic data collection system that stores longitudinal person-level information about persons who access the homeless service system. All recipients and subrecipients of ESG and/or CoC program funds are required to enter and maintain their project data in the local HMIS. HMIS Participation Exceptions include:
• Providers, except for victim service providers shall actively utilize the Homeless Management Information System (HMIS), to enter data on people served and assistance provided under ESG and the CoC Programs.
• Victim service providers shall actively utilize a comparable data system that meets HUD’s standards (24 CFR 576.107 and 578.7(b))
Emergency Shelter
Participant Eligibility
People are eligible for these services if they qualify as “homeless” based on categories (1, 2, or 4) of the “homeless” definition found at 24 CFR 576.232. Eligible activities, in compliance with federal ESG rules (24 CFR 576.102) in addition to the provision of decent, safe, and sanitary emergency shelter accommodations include:

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

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

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

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

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

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

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

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

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

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

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

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

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

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o a program participant, including any limitations shall be determined by the individual service provider’s policies and clearly communicated to program participants.

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

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

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

Minimum Standards
People are eligible for these services if they are “unsheltered homeless” based on category (1)(i) of the “homeless” definition found under 24 CFR 576.2 are eligible for the following

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tivities, in compliance with federal ESG rules (24 CFR 576.101): engagement, case management, emergency health and mental health services, transportation.

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

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CONSOLIDATED
PLAN
2025-2029
DATE:

April 2025
City of Stockton
Economic Development Department
425 N. El Dorado St.

Stockton, California 95202
Your Voice.

Our Future.

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2 Table of Contents
Executive Summary ......................................................................................................................... 4 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................... 4 The Process ................................................................................................................................... 10 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ............................................................. 10 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) .............. 11 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................... 25 Needs Assessment ........................................................................................................................ 33 NA-05 Overview ........................................................................................................................ 33 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ...................................................... 34 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) .......................... 48 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) .............. 52 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .................... 56 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ....................................... 58 NA-35 Public Housing – 91.205(b) ............................................................................................ 60 NA-40 Homeless Needs Assessment – 91.205(c) ...................................................................... 65 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) .............................................. 73 NA-50 Non-Housing Community Development Needs – 91.215 (f) ......................................... 82 Housing Market Analysis ............................................................................................................... 86 MA-05 Overview........................................................................................................................ 86 MA-10 Number of Housing Units – 91.210(a)&(b)(2) ............................................................... 87 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ................................................. 90 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ........................................ 94 MA-25 Public and Assisted Housing – 91.210(b) ...................................................................... 99 MA-30 Homeless Facilities and Services – 91.210(c) .............................................................. 102

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3 MA-35 Special Needs Facilities and Services – 91.210(d) ....................................................... 105 MA-40 Barriers to Affordable Housing – 91.210(e) ................................................................ 111 MA-45 Non-Housing Community Development Assets – 91.215 (f) ...................................... 112 MA-50 Needs and Market Analysis Discussion ....................................................................... 119 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2) ....................................................................................................... 122 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ........................................................... 124 Strategic Plan .............................................................................................................................. 127 SP-05 Overview ....................................................................................................................... 127 SP-10 Geographic Priorities – 91.215 (a)(1) ............................................................................ 128 SP-25 Priority Needs - 91.215(a)(2) ......................................................................................... 130 SP-30 Influence of Market Conditions – 91.215 (b) ................................................................ 137 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ................................................... 139 SP-40 Institutional Delivery Structure – 91.215(k) .................................................................. 146 SP-45 Goals Summary – 91.215(a)(4) ...................................................................................... 151 SP-50 Public Housing Accessibility and Involvement – 91.215(c) ........................................... 154 SP-55 Barriers to affordable housing – 91.215(h) ................................................................... 155 SP-60 Homelessness Strategy – 91.215(d) .............................................................................. 156 SP-65 Lead based paint Hazards – 91.215(i) ........................................................................... 159 SP-70 Anti-Poverty Strategy – 91.215(j) .................................................................................. 161 SP-80 Monitoring – 91.230...................................................................................................... 163

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4 Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Stockton’s (City) Consolidated Plan (hereafter referred to as Consolidated Plan or the Plan) is designed to help the City assess its affordable housing and community development needs and market conditions, and to make data-driven, place-based investment decisions. The consolidated planning process serves as the framework for the community-wide dialogue necessary to identify housing and community development priorities than can be used to align funding provided through the U.S. Department of Housing and Urban Development (HUD) grant programs, including the Community Development Block Grant (CDBG) Program, the HOME Investment Partnership (HOME) Program, and the Emergency Solutions Grant (ESG) Program.

The City prepares a Consolidated Plan every five years. The broader vision, needs, and goals outlined in the Consolidated Plan is implemented through Annual Action Plans, which provide a concise summary of the actions, projects (as defined by HUD), and specific federal and non- federal resources that will be used each year. At the end of each fiscal year, the City prepares a Consolidated Annual Performance and Evaluation Report (CAPER) that records the progress made each year toward the achievement of goals and objectives identified in the Consolidated Plan.

The Economic Development Department (EDD) of the City is responsible for the development and implementation of the Consolidated Plan, as well as oversight of the projects identified in Annual Action Plans. EDD consists of several divisions, which work together to administer the CDBG, HOME, and ESG programs, with the Housing Division serving as the primary lead. EDD staff also collaborate with an extensive network of governmental agencies, non-profit organizations, and community stakeholders to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

Much of the data referenced in the Consolidated Plan were provided by HUD and include data from the 2016-2020 and 2018-2020 American Community Survey (ACS) and Comprehensive Housing Affordability Strategy (CHAS), as well as the Homeless Management Information System (HMIS), among other data sources. As necessary, the default data are supplemented with data from the U.S. Census Bureau, various departments of the State of California, and assorted local datasets. The Plan is divided into six sections, including this executive summary, a

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5 review of the plan development process, a comprehensive Needs Assessment, a housing Market Analysis, a Strategic Plan, and an Annual Action Plan.

This Plan was developed through a collaborative process to identify community needs with a primary focus on low- and moderate-income persons in accordance with HUD guidance. EDD staff strive to find areas for collaboration and alignment to effectively utilize all available funding resources to conduct housing and community development activities that will serve the residents and communities of the City of Stockton.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
All priority needs and goals identified in the Consolidated Plan will meet a CDBG national performance measurement objective through providing decent affordable housing, creating suitable living environments, or improving economic opportunity.

Through the consolidated planning process, the City has identified four priority needs, six associated goals, and one additional goal to support all needs:

1. Priority Need: Increase and Preserve Affordable Housing Opportunities Associated Goal 1: Develop & Rehabilitate Affordable Housing Units

2. Priority Need: Reduce Homelessness
Associated Goal 2: Provide Funding to Services to Prevent & Reduce Homelessness

3. Priority Need: Resilient and Healthy Communities
Associated Goal 3: Resilient Infrastructure & Public Facilities Associated Goal 4: Healthy Neighborhoods & Residents

4. Priority Need: Strengthen Local Economy
Associated Goal 5: Support Businesses
Associated Goal 6: Increase Access to Economic Opportunity Goal 7 Supporting all Needs: Compliance
As these goals differ from the City’s current priority needs, they will be incorporated into HUD’s Integrated Disbursement and Information System (IDIS) reporting structure starting this program year, with a goal for full integration by 2027.

Throughout the 2025-2029 program years, the City will fund a variety of activities, including making additional decent and affordable housing available, providing homelessness and public services, and strengthening infrastructure and public facilities for the City’s residents. The City will also fund business and job development programs and will continue its program compliance efforts.

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6 3. Evaluation of past performance
The City’s Consolidated Plan activities must meet one of the three national goals set by HUD for all but administrative activities. These national goals, known as National Objectives, are: benefit to low- and moderate- income (LMI) persons; aid in the prevention or elimination of slums or blight; and meet a need having a particular urgency (referred to as urgent need).

The City must ensure that its HUD-funded activities carried out under the Consolidated Plan meet its five-year priorities (SP-25) and strategies/goals (SP-45). The City will measure the effectiveness of its programs through four elements of its performance evaluation system.

1. Five-Year Matrix: This matrix (located in SP-45) quantifies and summarizes the City’s five-year planned accomplishments in relation to the national performance measurement objectives, outcomes, and City’s five-year priorities and strategies.

2. Annual Plan Tables: These tables (located in AP-15, AP-20, AP-35 and AP-38) contain measurable short-term objectives planned for the coming year along with the planned activities, unit of accomplishment, and the number of expected accomplishments upon completion of activities.

3. Integrated Disbursement and Information System (IDIS): This is a HUD computer system that reports accomplishments and other information to HUD. During the program year, EDD will enter its planned and actual accomplishments for each activity into IDIS. At the end of the program year, EDD will use IDIS to summarize its accomplishments, enter them into the Five-Year Matrix, and update the Annual Plan tables.

4. Consolidated Annual Performance and Evaluation Report (CAPER): EDD will publish the Matrix and Annual Plan Tables in each year’s CAPER, which reports its accomplishment to HUD, to reflect its number of planned and actual accomplishments and how they relate to the long- and short-term objectives set in the Consolidated Plan and Annual Action Plan. Such updates will allow HUD, the City’s partners, residents, and others to track performance.

During the previous five-year planning period (2020-2025), the City undertook a range of housing and community development activities to primarily benefit the extremely low-, very low-, low-, and moderate-income residents. This section only highlights some of the key accomplishments from the 2020-2025 program years (Note: the publishing of this plan is during the 2024-2025 program year, so accomplishments are aggregated from the first four years of the 2020-2025 Consolidated Plan period) . For more detailed information, please refer to the recent CAPER available on the EDD website at www.stocktonca.gov/housing.

Affordable Housing: The City utilized both CDBG and HOME funds to preserve and improve the County’s affordable housing stock:

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7 • About 89 rental units constructed or rehabilitated
• 11 homes received rehabilitation loans
Public Services: The City utilized CDBG funds and ESG funds to provide supportive services for its extremely low-, very low, low-, and moderate-income households:
• Homeless Services: 12,123 households assisted with emergency shelters; 22 households assisted with Rapid Re-Housing; and 107 households assisted with homeless prevention services
• Public Services: approximately 888,507 persons assisted with public services including, but not limited to, youth services, transition aged youth services, food pantry programs, fair housing services, and homebuyer education services.

Economic Development: The City assisted more than 400 local neighborhood businesses with technical assistance services, including ten businesses that received grants for exterior façade improvements under the Commercial Rehabilitation Program

4. Summary of citizen participation process and consultation process EDD conducted a robust community participation process for its Five-Year Consolidated Plan and Assessment of Fair Housing. The City engaged in a multi-pronged approach to seek and obtain meaningful feedback from public agencies and service providers, along with members of the public.

The five methods of outreach were:

1. Community Needs Assessment Survey: The survey was open to the public from October 23, 2024, through January 17, 2025. The City received 609 responses. A Quick Response (QR) code was created for the survey and was printed on flyers and posters, which were posted in community centers and libraries. The survey was also shared on City’s social media platforms, including Facebook, Instagram, and LinkedIn, and via email through various email list serves. Staff also attended over a dozen community events, providing an opportunity for residents to learn about the process, submit a survey, and identify their top community needs.

2. Community Meetings: EDD held six in-person and one virtual community meeting on different days and times of the week to accommodate various audiences. The six In- person meetings were held in each of the six Stockton City Council Districts. A Spanish interpreter was available at each meeting.

3. One-on-One Stakeholder Consultations: EDD conducted six consultations with local and regional service providers, representatives of various County departments, advocacy organizations, and local leaders during the months of November 2024 through February

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8 2025. These stakeholder consultations were held with respective entities as required by HUD consultation requirements.

4. Focus Groups: EDD hosted four virtual focus group meetings focused on affordable housing, homelessness services, economic development, and public services. Twenty four (24) service providers and community-based organizations attended and provided feedback during these focus groups.

5. Public Review and Public Hearing: The City holds two public hearings to consider public comments regarding the Consolidated Plan and Annual Action Plan. The first public hearing is held by the City’s Community Development Committee (CDC) and the second public hearing is held by the Stockton City Council. The 30-day public comment period began on March 14, 2025, and concluded on April 29, 2025, at the public hearing held by City Council.

The City will hold two public hearings to consider public comments regarding the Consolidated Plan and Annual Action Plan. The first public hearing was held on March 26, 2025 by the City’s Community Development Committee (CDC) and the second public hearing was held on April 29, 2025 by Stockton City Council. The 30-day public comment period began on March 14, 2025, and will conclude on April 29, 2025, at the public hearing held by City Council.

5. Summary of public comments
The community meetings offered attendees an opportunity to provide feedback through polls, share their opinions on topics, and ask questions. Questions often centered around needs residents were seeing or experiencing in their communities, with the most common issues raised being rising rates of homelessness, the need for public services, and the cost of housing.

Stakeholders cited rapidly rising rents and home sales prices, increasing utility and insurance costs, and the prevalence of low-wage jobs as the primary reason why many families are experiencing one or more of the following: housing cost burdens, homelessness, and being priced out of the region entirely. EDD staff responded to participants’ concerns during the meetings and shared information on existing resources and programs.

6. Summary of comments or views not accepted and the reasons for not accepting them The City has accepted all comments provided during the community engagement process.

7. Summary
The Stockton 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan represent refined and updated versions of the City’s prior planning documents, and therefore do not represent a major shift in strategic direction. Programs to preserve, enhance, and increase the

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9 supply of housing affordable to lower-income households and reduce homelessness remain a priority; however, emphasis is placed on a holistic approach to overall community development. The Consolidated Plan supports the City’s residents by fostering a range of public services, and by directing public investments, such as improved public infrastructure, facilities, and services, where they can benefit the City’s lower- and moderate-income populations. At the same time, efforts to provide expanded business assistance and educational opportunities for workers and entrepreneurs will help to provide increased opportunities for residents to improve their economic self-sufficiency, so that resources made available pursuant to the Consolidated Plan can be provided to those most in need of assistance.

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10 The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator STOCKTON Economic Development Department (EDD)
HOME Administrator STOCKTON Economic Development Department (EDD)
ESG Administrator STOCKTON Economic Development Department (EDD)
Table 1 – Responsible Agencies

Narrative
EDD is responsible for the implementation of the Consolidated Plan, as well as oversight of the activities identified in the Annual Action Plan. EDD consists of several divisions, which work together to administer CDBG, HOME, and ESG programs, with the Housing Division serving as the primary lead, providing coordination with other divisions as necessary and appropriate. In addition, the staff also collaborates with an extensive network of governmental agencies and non-profit organizations to facilitate strategic planning and implementation of Consolidated Plan goals and objectives.

Consolidated Plan Public Contact Information
The public can contact EDD staff with comments regarding the City’s Consolidated Plan:

City of Stockton Economic Development Department
400 East Main Street, 4th Floor
Stockton, CA 95202
(209) 937-8539
[email protected]

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11 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The planning process required by HUD regulations for Consolidated Plan development involves consultation with public and private agencies to assess needs, identify resource gaps, and coordinate service delivery. This section summarizes these consultation efforts and coordination between agencies.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City of Stockton engaged in one-on-one consultations with various agencies throughout the city and county, including public and assisted housing providers, government departments, and private/public health, mental health, and social service organizations (these organizations are listed in the response to Question 2 of this section. These consultations build upon ongoing partnerships between the City and local service providers.

The stakeholders have expressed several critical concerns regarding the city of Stockton, focusing on housing, homelessness, service coordination, funding, employment, and public health. They highlighted the high demand for affordable housing, rising costs, and the insufficient supply, along with excessive encampments and the lack of safe and stable housing.

Youth homelessness, particularly among those at risk for Commercially Sexually Exploited Children (CSEC), is a significant issue. There is a need for better coordination between service providers and government agencies to streamline services and avoid duplication, with an emphasis on leveraging HMIS programs and developing technology solutions to improve service delivery.

Funding and administrative burdens are also major concerns, with stakeholders noting the challenges in using federal dollars effectively due to administrative requirements and the competitive nature of securing awards for development projects. Employment opportunities for low-income residents are limited, and there are programs and policies that worsen disparities in access to housing and economic opportunities. Public health and safety issues, such as lead-based paint hazards, require effective abatement plans and coordination between public health and environmental health departments.

To address these concerns, stakeholders recommend increasing the supply of affordable housing and enhancing supportive services for individuals experiencing homelessness, including

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12 mental health and substance abuse support. They suggest focusing on providing safe and stable housing for homeless youth and those at risk for CSEC. Improving coordination between service providers and government agencies, developing technology solutions, and creating a comprehensive list of programs to avoid overlapping eligibility criteria are also recommended.

Advocating for more flexible funding buckets, simplifying documentation requirements for federal dollars, and including indirect funds to support administrative costs are crucial steps to reduce administrative burdens.

Enhancing job connection services, implementing strategies to focus on specific neighborhoods, and partnering with service providers to build up communities are essential for improving employment and economic opportunities. Strengthening coordination between public health and environmental health departments to address lead hazards and developing chronic disease management programs are necessary to improve public health and safety. By facilitating these recommendations, Stockton can significantly improve the quality of life for its residents and create a more efficient and effective service delivery system.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City coordinates closely with the San Joaquin County Continuum of Care (CoC), where the San Joaquin County Human Services Agency serves as lead agency. The CoC brings together government agencies and non-profit organizations serving San Joaquin County's homeless population. Through regular consultation with CoC members and attendance at meetings, including San Joaquin County staff, and partners like, Central Valley Low Income Housing Corporation (CVLIHC), and homeless shelters at St. Mary’s Community Services and PREVAIL, the City seeks to advocate for and strengthen individuals, families, and children through prevention and education driven services and programs.

CVLIHC plays a crucial role in managing the Homeless Management Information System (HMIS) for the San Joaquin Continuum of Care and provides various programs, including homelessness prevention, rapid re-housing, and permanent supportive housing. They emphasize the importance of layering services, such as rapid rehousing and housing authority vouchers, to ensure comprehensive support for homeless individuals. CVLIHC also highlights the need for data-driven approaches to prioritize matching programs with funding and improving service delivery.

San Joaquin County Public Health Services (SJC PHS) is heavily engaged in providing wraparound care services to individuals experiencing homelessness, including those with justice involvement and health issues. They operate under the Cal-AIM program, offering community

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13 support services that help people retain their housing or place them in stable housing. SJC PHS collaborates with Stockton shelters and city partners to provide enhanced care management (ECM) and case management services for children and youth with special healthcare needs.

They also work on initiatives to address food deserts and improve health quality, which are critical for the well-being of homeless individuals.

PREVAIL focuses on crisis intervention and support services for individuals experiencing domestic violence, sexual assault, sex trafficking, and homelessness. They operate emergency shelters, including Opportunity House, which provides emergency beds for homeless youth.

PREVAIL partners with Child Protective Services (CPS) to provide advocacy for Commercially Sexually Exploited Children (CSEC) youth and has seen a significant increase in referrals. They emphasize the need for street outreach services, safe and stable housing, employment opportunities, and mental and physical wellness support for homeless youth.

The coordination between these organizations and the CoC involves several key efforts:
• Data Sharing and Technology: Leveraging HMIS programs to track and coordinate services, and developing technology solutions like apps to improve communication and resource allocation.
• Comprehensive Services: Providing a range of services, including homelessness prevention, rapid re-housing, permanent supportive housing, wraparound care, enhanced care management, and crisis intervention.
• Targeted Support: Focusing on the specific needs of chronically homeless individuals, families with children, veterans, and unaccompanied youth. This includes providing safe housing, mental health and substance abuse support, and employment opportunities. • Collaboration and Partnerships: Working with various stakeholders, including CPS, behavioral health services, and city and county agencies, to ensure a coordinated approach to addressing homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS As a key member of the San Joaquin CoC, Stockton maintains active engagement with the CoC and participates in ongoing consultation about ESG funding coordination, performance standards, and evaluation. The CoC administrator coordinates ESG activities, while CVLIHC manages the Homeless Management Information System (HMIS). This structure ensures alignment between City ESG activities and broader CoC homeless assistance efforts. During the

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14 Consolidated Planning process, the City of Stockton engages the CoC via Annual Action Plan and CAPER processes.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
The City conducted individual consultations with agencies across Stockton and San Joaquin County, including CoC members, housing providers, developers, business support organizations, and health/social service organizations. Additionally, four focus groups were brought together:
economic development stakeholders, affordable housing developers, public services providers, and homeless service providers.

Focus Group attendees:

A Tavola Together
African American Chamber of Commerce of San Joaquin County Amelia Ann Adams Whole Life Center
Central Valley Low Income Housing Corp
Child Abuse Prevention Council
Delta Sculling Center
Downtown Stockton Alliance
Enterprise Community Partners
Greater Stockton Chamber of Commerce
Housing Authority of the County of San Joaquin
Huddle Cowork
Parents by Choice
Red Rabbit Advocacy Programs
San Joaquin Community Foundation
San Joaquin County Behavioral Health
San Joaquin Family Resource Center
San Joaquin County Public Health Services
Service First of Northern California
St. Mary's Community Services
STAND Affordable Housing
Stockton Emergency Food Bank
The Well
United Way of San Joaquin County
Visionary Home Builders of California, Inc.

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15 Agency/Gro
up/Organiz
ation
Agency/Group/Organi
zation Type
What section of the Plan
was addressed by
Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
Central
Valley Low
Income
Housing
Corporation
(CIVLIHC)
Housing
Services – Homeless
Other – Continuum of
Care
Housing Needs
Assessment
Public Housing Needs
Homeless Needs –
Chronically Homeless
Homeless Needs –
Families with Children
Homelessness Needs –
Veterans
Homelessness Needs –
Unaccompanied Minors
Homelessness Strategy
Non-Homeless Special
Needs
Market Analysis
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process as a lead
participant in the Continuum of
Care. The anticipated outcome
was to collect information
regarding resources available
for, and the needs of,
homeless and at-risk
populations, as well as to
improve coordination with the
housing, homelessness, and
anti-poverty strategies.

Housing
Authority of
the County
of San
Joaquin
County
(HACSJ)
Housing
PHA
Service- Housing
Other Government –
County
Regional Organization
Housing Need
Assessment
Public Housing Needs
Homeless Needs -
Chronically Homeless
Homeless Needs -
Families with Children
Homeless Strategy
Market Analysis
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process as the
certified Public
Housing Agency. The
anticipated outcome was to
collect information regarding
public housing resources,
conditions, and the needs of
tenants, as well as to improve
coordination with the housing,
homelessness, community
development, and anti-poverty
strategies.

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16 National
Association
for the
Advanceme
nt of
Colored
People
(NAACP),
Stockton
Chapter
Housing
Advocacy
Service - Coordination
Housing Needs
Assessment
Families with Children
Homeless Strategy
Market Analysis
Anti-Poverty Strategy

This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
resource distribution, regional
partnerships, and community
housing needs.

PREVAIL Housing
Services-Children
Services-Victims of
Domestic Violence
Services-Homeless
Services-Education

Housing Need
Assessment
Homelessness Strategy
Homeless Needs -
Chronically homeless
Homeless Needs -
Families with children
Homelessness Needs -
Unaccompanied youth
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process. The
anticipated
outcome was to collect
information regarding the
housing and social service
needs of victims
of domestic violence, as well as
to improve coordination with
the Consolidated Plan housing,
homelessness and anti-poverty
strategies, among other areas.

San Joaquin
County
Environmen
tal Health
Department
Health Agency
Services – Health
Services – Children

Lead-Based Paint
Mitigation Strategy
Families with Children
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
the existing process in place for
mitigating and amending child
exposure to lead-based paint
and other environmental
hazards.

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17 San Joaquin
County
Public
Health
Services
Health Agency
Services - Health
Services – Children
Services – Elderly
Persons
Services – Persons
with Disabilities
Services – Persons
with HIV/AIDS
Homeless Needs –
Chronically Homeless
Homeless Needs –
Families with Children
Homeless Strategy
Non-Homeless Special
Needs

This organization was invited
to participate in the
consultation process. The
anticipated outcome was to
collect information regarding
the healthcare, housing, and
social service needs of low-
income and homeless
individuals, as well as to
improve coordination with the
Consolidated Plan
homelessness and antipoverty
strategy, among other areas.

A Tavola
Together
Services – Children
Business Leaders
Homeless Needs –
Families with Children
Non-Homeless Special
Needs
Economic Development

This organization was invited
to participate in the
consultation process to provide
information regarding
programs that educate and
empower disadvantaged
women and children, including
workforce development.

African
American
Chamber of
Commerce
of San
Joaquin
County
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding services
and advocacy that promotes
economic vitality and
education to underserved
communities.

Amelia Ann
Adams
Whole Life
Center
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding health,
education, social justice, and
faith-based programs.

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18 Child Abuse
Prevention
Council
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs

This organization was invited
to participate in the
consultation process to provide
information regarding services
that protect children and
strengthens families through
awareness and outcome-driven
programs.

Delta
Sculling
Center
Services – Children Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding fitness,
health, and recreation
programs.

Downtown
Stockton
Alliance
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to strengthen the downtown
district through public policies,
economic development, and
marketing.

Enterprise
Community
Partners
Housing
Services - Housing

Housing Needs
Assessment
Market Analysis
This organization was invited
to participate in the
consultation process to provide
information regarding efforts
that invest in and advocate for
affordable housing and
community development.

Greater
Stockton
Chamber of
Commerce
Business and Civic
Leaders
Economic Development This organization was invited
to participate in the
consultation process to provide
information regarding efforts
that promote an economically
vibrant business community.

Huddle
Cowork
Business Leaders Economic Development This organization was invited to participate in the
consultation process to provide
information regarding the
needs of entrepreneurs and
businesses to innovate and
grow.

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19 Parents by
Choice
Services – Children Housing Needs
Assessment
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding foster
care, adoption, and family
support services.

Red Rabbit
Advocacy
Programs
Services – Housing
Services - Homeless

Housing Needs
Assessment
Chronically Homeless
Homeless Needs –
Homeless Needs -
Families with Children
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
advocacy and support services
for unhoused and housing
unstable populations.

San Joaquin
Community
Foundation
Other – Philanthropy Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homeless Needs -
Families with Children
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
investments to support
community development.

San Joaquin
County
Behavioral
Health
Health Agency
Other government -
County

Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homelessness Strategy
Non-Homeless Special
Needs
This organization was invited
to participate in the
consultation process to provide
information regarding mental
health and substance abuse
services for vulnerable
populations.

San Joaquin
Family
Resource
Center
Services – Children
Services – Health
Services – Education

Housing Needs
Assessment
Homeless Needs –
Families with Children
Anti-Poverty Strategy

This organization was invited
to participate in the
consultation process to provide
information regarding family
support and community
services.

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20 Service First
of Northern
California
Services – Housing
Services – Health
Services – Education
Services -
Employment

Housing Needs
Assessment
Economic Development
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
community and supportive
services.

St. Mary's
Community
Services
Services – Housing
Services – Health
Services – Homeless

Housing Needs
Assessment
Homelessness Strategy
Non-Homeless Special
Needs
Anti-Poverty Strategy
This organization was invited
to participate in the
consultation process to provide
information regarding
community and supportive
services to unhoused persons.

STAND
Affordable
Housing
Housing
Services - Housing

Housing Needs
Assessment
Market Analysis
This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to develop and invest in
affordable housing solutions.

Stockton
Emergency
Food Bank
Services – Health Non-Homeless Special
Needs
Anti-Poverty Strategy

This organization was invited
to participate in the
consultation process to provide
information regarding food
assistance.

The Well Business Leaders Economic Development This organization was invited to participate in the
consultation process to provide
information regarding
community and supportive
services.

United Way
of San
Joaquin
County
Services - Education
Services -
Homelessness

Housing Needs
Assessment
Homeless Needs –
Chronically Homeless
Homelessness Strategy
Non-Homeless Special
Needs

This organization was invited
to participate in the
consultation process to provide
information regarding efforts
to support community
development through
fundraising and grant
distribution.

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21 Visionary
Home
Builders of
California,
Inc.

Housing
Services - Housing

Housing Needs
Assessment
Market Analysis

This organization was invited
to participate in the
consultation process to provide
information regarding
affordable housing and
supportive services.

Table 2 – Agencies, groups, organizations who participated

Identify any Agency Types not consulted and provide rationale for not consulting During Consolidated Plan development, the City of Stockton consulted a wide variety of agencies in-depth, including those listed in the table above. The City posted information on its website, Facebook page, sent out flyers to a mailing list of stakeholders, and advertised public hearings in the local newspaper. No agency types were intentionally excluded from participation.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with
the goals of each plan?
Continuum of Care San Joaquin Human Services
Agency
As the largest city in the CoC,
the City of Stockton seeks to
coordinate with the CoC
throughout the consolidated
planning process as it relates
to state and federal resource
allocation.

City of Stockton 2023-2031
Housing Element
City of Stockton The Housing Element and
Consolidated Plan share goals
of increasing affordable
housing development,
reducing barriers to housing,
and promoting fair housing
opportunities.

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22 Envision Stockton 2040
General Plan
City of Stockton The Envision Stockton 2040
General Plan is built around a
series of goals, policies, and
actions that describe what
needs to be done to achieve
the community’s vision for
the future. The Consolidated
Plan and Annual Action Plans
serve as one avenue of
implementation of the
General Plan actions.

Regional Homeless Action
Plan
City of Stockton Through this Action Plan, the
County of San Joaquin, the
City of Stockton, and the San
Joaquin County Continuum of
Care (SJCoC) commit to
working jointly in a
coordinated, regional fashion
to make homelessness rare,
brief, and non-recurring.

Economic Development
Strategic Action Plan (EDSAP)
City of Stockton The EDSAP's goals of
strengthening local business
climate, developing workforce
capacity, and transforming
downtown align with the
Consolidated Plan's economic
development and
neighborhood revitalization
objectives.

Housing Action Plan City of Stockton Infrastructure planning and funding in areas that will
result in a public benefit to
the community, including
Downtown, Marina, South,
and East Stockton. The plan
also seeks to increase wealth
building opportunities in
Disadvantaged Areas, such
as job training, education, and
supportive services.

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23 Neighborhood Action Plan City of Stockton The main themes for the Neighborhood Actions Plans
are oriented around housing
development,
homeownership
opportunities/education,
environmental cleanup,
business support activities
(equipment, facades), and
infrastructure improvements.

Revised Displacement
Avoidance Plan (RDAP)
City of Stockton Intended to help the City
better understand
displacement risks, challenges
and opportunities households
face when trying to stay
housed and access housing.

City Council goals and
priorities

City of Stockton Members seek to increase
literacy, develop the
workforce, expand youth
programming, develop
solutions to address
homelessness, including
increasing the affordable
housing supply, and prioritize
economic development to
grow the local economy and
create employment
opportunities.

Table 3 – Other local / regional / federal planning efforts

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Stockton actively coordinates with various public entities in implementing the Consolidated Plan, including those listed in Table 2 and those that participate in the CoC.

The City's 2023-2031 Housing Element, required by California state law, provides a comprehensive analysis of housing needs and barriers to affordable housing development. The Housing Element's Assessment of Fair Housing (AFH) component follows the federal

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24 Affirmatively Furthering Fair Housing (AFFH) framework, ensuring a commitment for the City of Stockton to take active steps to promote fair housing.

The City also coordinates with the California Department of Housing and Community Development (HCD) to ensure Housing Element compliance and alignment with state housing goals, while simultaneously meeting federal Consolidated Plan requirements. This multi-level coordination helps streamline planning efforts and creates more effective implementation strategies for housing and community development programs.

Narrative (optional):

No further discussion.

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25 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

EDD conducted a robust community participation process for its Consolidated and Annual Action Plans, and in alignment with the 2016 Citizen Participation Plan. EDD engaged in a multi-pronged approach to seek and obtain meaningful feedback from members of the public, agencies, and service providers. The community outreach and community participation process started in October 2024 and included a mix of in-person and online community meetings, community needs survey, focus groups, consultations, and public hearings. After its initial drafting, the Consolidated and Annual Action Plan are released for a 30-day public comment period, in which the public can review and make suggestions based on their own knowledge and experiences. Public comments are included in the plan’s content and many of them were fully incorporated.

The five methods of outreach were:

1. Community Needs Assessment Survey
The Community Needs Assessment (survey) was deployed online starting on October 23, 2024, through January 17, 2025.

Members of the public could access the online survey in both English and Spanish, as informed by the Language Access Plan.

The survey interface was easily accessible for desktop, tablet, and mobile device users. Using a platform that functioned well on cell phones was important, since many low- and moderate-income individuals and families may not have access to a desktop computer. Persons who live, work, and own businesses in Stockton were invited to provide insight and feedback regarding housing, neighborhood, social services, and economic development needs. EDD advertised the survey on its website, social media platforms, during community meetings, stakeholder conversations, and focus groups, as well as through EDD mailing lists. Flyers (printed in English and Spanish) were shared during in-person meetings, at local community centers and bulletin boards, and at community events attended by EDD staff. They were also shared electronically with local service providers and partners. Community meeting materials and flyers also included a Quick Response (QR) code so that potential respondents could quickly navigate to the survey page. Printed copies of the survey were made available (in both English and Spanish) at the in-person community meetings. EDD received 609 responses and the resulting analysis informs

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26 this Plan. The most common concerns shared by community members in the community needs assessment were the need for affordable housing, housing for vulnerable populations, and homeless prevention services.

2. Community Meetings
EDD held seven community meetings on the following dates:
• 11/6/2024: In-Person at Weston Ranch Library (Council District 6) • 11/7/2024: In-Person at Seifert Community Center (Council District 3) • 11/13/2024: In-Person at Oak Park Senior Center (Council District 4) • 11/14/2024: In-Person at McNair High School (Council District 1) • 11/20/2024: In-Person at Van Buskirk Community Center (Council District 5) • 12/4/2024: In-Person at Arnold Rue Community Center (Council District 2) • 12/11/2024: Virtual (City-Wide)
The meetings were advertised on EDD social media accounts, such as Facebook, Instagram and LinkedIn. Flyers (printed in English and Spanish) advertising the meetings were shared during in-person meetings, posted at local community centers and libraries, and over a dozen events attended by EDD staff. They were also shared electronically with local service providers and partners. The meetings were held on different days of the week and times to accommodate various audiences.

Spanish interpreters were available at each meeting. EDD worked with a consultant who provided a web platform for users to obtain more information about the virtual meetings, as well as register for the virtual meeting.

To close the knowledge gap about the Consolidated Plan, EDD staff completed a short presentation at the beginning of every meeting to educate attendees on the uses of the CDBG, HOME, and ESG grants. The meeting presentation also included attendee polls, a short discussion of local data on housing, economic development, and homelessness, overview of the survey, and an opportunity for questions and answers. Meeting materials and the community needs assessment were made available to the public on the EDD website.

The community meetings offered attendees an opportunity to provide feedback through polls, share their opinions on topics, and ask questions. The lack of affordable housing routinely emerged as the top concern, with the rise in homelessness being

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27 the second-most cited concern. The need for investment in public services was also a top concern. These concerns align with the results of the Community Needs Assessment described above.

3. One-on-One Stakeholder Consultations
EDD conducted six consultations with local and regional service providers and representatives of various City and County departments during the months of November 2024 through February 2025. The organizations consulted were Central Valley Low Income Housing Corporation (CVLIHC), Housing Authority of San Joaquin County (HASJC), National Association for the Advancement of Colored People (NAACP) Stockton Chapter, PREVAIL, San Joaquin County Environmental Health Department, and San Joaquin County Public Health Services. The aim of the stakeholder consultations was to gain insight into the needs of their client communities in order to inform the goals and priorities of the Consolidated Plan. EDD staff prepared a series of questions for stakeholders based on their areas of work to facilitate the discussion and gather pertinent feedback.

4. Focus Groups with Additional Community Organizations and Service Providers EDD hosted four virtual focus group meetings focused on affordable housing, homelessness services, economic development, and public services in November and December of 2024. As required by HUD, the aim of the focus groups was to gain insight into the needs of local stakeholders and their constituents in order to inform the goals and priorities of the Consolidated Plan. To guide the focus group discussions, EDD staff prepared a series of questions for stakeholder groups to facilitate the discussion. Twenty-four (24) service providers and community-based organizations attended and provided feedback during these focus groups.

5. Public Review and Public Hearing to consider approval of the Consolidated and Annual Action Plans A 30-day public notice was published on March 14, 2025, in the Stockton Record in English and Spanish, advertising a public hearing on March 26, 2025 at the Community Development Committee meeting at the City Hall Council Chambers, as well as a public hearing at the April 29, 2025 Council Meeting, regarding the draft versions of the Consolidated and Annual Action Plan. The notice encouraged residents to review the draft Plans and to attend the public hearings to present oral and written comments to the City Council for consideration in approving the document. Residents unable to attend the public hearing are encouraged to submit written comments to EDD up to and including the day of the public hearings.

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28 EDD hosted five in-person community meetings to present the draft plans:
• 3/13/2025 in-person at the Oak Park Senior Center
• 3/19/2025 in-person at the Van Buskirk Community Center • 3/26/2025 in-person Community Development Committee meeting at the City Hall Council Chambers • 4/2/2025 in-person at Sierra Vista Community Center
• 4/8/2025 in-person at Weston Ranch Public Library
EDD published draft versions of the Plans for public comment period between March 14 – April 29, 2025. The draft Plans were available for review online at www.stocktonca.gov/housing and at the EDD office.

EDD held the public hearings at the March 26, 2025 Community Development Committee meeting and at the April 29, 2025 Council meeting, respectively, where the City Council officially adopted the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan, and directed staff to submit them to HUD.

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29 Citizen Participation Outreach
Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
1 Community
Needs
Assessment
Survey
Non-targeted broad/
community outreach
EDD received
609 responses
Need for affordable
housing, housing for
vulnerable populations,
and homeless prevention
services.

EDD accepted all
comments
received.

2 Public
Meetings
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
EDD hosted
seven public
meetings and
attended over
a dozen
community
events,
receiving 1,076
votes on
investment
priorities
Lack of affordable housing,
rise in homelessness, and
need for public services
were the most cited
concerns.

EDD accepted all
comments
received.

3 Stakeholder
Consultations
Non-targeted/broad
community outreach
Minorities
Persons with
Disabilities
EDD hosted six
stakeholder
consultations
Concerns about rising in
housing costs and
homelessness, need for
supportive services and
regional collaboration.

EDD accepted all
comments
received.

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30 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
4 Focus Groups Non-targeted/broad
community outreach
Persons with
Disabilities
EDD hosted
four focus
groups with 24
organizations
attending
Concerns about rise in
housing costs and
homelessness, lack of
housing development
funding, need for
supportive services,
regional collaboration and
job training programs
EDD accepted all
comments
received.

5 Public
Hearing
Non-targeted/broad
community outreach
Hearing and
approval by
City Council
[Pending Summary of
comments received during
hearing]
EDD accepted all
comments
received.

6 Newspaper
Ad
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
Ad for public
hearing
None received. Not applicable.
7 Email Blast
Campaigns
Non-targeted/broad
community outreach
Ads to promote
survey and
public
meetings
None received. Not applicable.
8 Social Media
Posts
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
Ads to promote
survey and
public
meetings
None received. Not applicable.

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31 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
9 Community
Pop-Up
Events
Non-targeted/broad
community outreach
EDD staff
attended 13
existing
community
events to
promote the
survey and
public
meetings and
conducted an
interactive
voting activity
for
participants’
top 3 priorities
Need for affordable
housing, housing for
vulnerable populations,
and homeless prevention
services.

EDD accepted
all comments
received.

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32 Sort
Order
Mode of Outre
ach
Target of Outreach Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
10 Website
Postings
Non-targeted/broad
community outreach
Non-English Speaking
(Spanish)
A webpage
dedicated to
the
Consolidated
Plan including
the survey, a
schedule of the
community
meetings, and
a timeline of
the
Consolidated
Plan process
was created
and could be
accessed by the
public via the
City’s website.

None received. Not applicable. https://w
ww.stockt
onca.gov/
business/e
conomic_d
evelopmen
t/index.ph
p

https://sto
ckton-
ca.civilspac
e.io/en/pr
ojects/you
r-voice-
our-future

Table 4 – Citizen Participation Outreach

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33 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment portion of the Consolidated Plan, in conjunction with information gathered through consultations and the community participation process, provides a clear perspective on the needs of the City of Stockton with regard to affordable housing, special needs housing, homelessness, and community development. The analysis identifies the highest priority needs, which form the basis for the Strategic Plan section and the projects and activities to be administered over the five-year implementation period. The Needs Assessment is divided into six subsections, including:
• Housing Needs Assessment
• Disproportionately Greater Need
• Public Housing
• Homeless Needs Assessment
• Non-Homeless Needs Assessment
• Non-Housing Community Development Needs
Many of the data tables here use default values from HUD, based on the Comprehensive Housing Affordability Strategy (CHAS) dataset. This dataset was created by HUD using data from the Census Bureau’s 2016-2020 American Community Survey (ACS). Because of the way the data is collected, numbers for the same item might be different in different tables. For example, cost burden data might vary slightly because of how HUD and the Census Bureau estimate using multi-year survey data. The analysis in the next sections focuses more on the percentage of households by type and income level, rather than the exact number of households. This analysis also adds data from other sources to the supplement default data from HUD, especially in areas where data was not made available by HUD.

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34 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Summary of Housing Needs
The following five subsections analyze housing needs within the City of Stockton based on household income level, household tenure, and household type. More specifically, the focus of the analysis is on the presence of certain housing problems among area households. Under existing HUD regulations, housing problems are defined to include:
• Cost burden, calculated as the proportion of a household’s total gross income that is spent on housing. For renters, housing costs are assumed to include rent paid by the tenant to the property owner, plus applicable utilities. For owner households, housing costs include all mortgage payments, taxes, insurance, and associated utilities. A household’s housing cost burden is considered to be excessive if applicable housing costs exceed 30 percent of gross income. Cost burden is considered to be severe if it exceeds 50 percent of gross income.
• Overcrowding, defined as the condition of having more than one person residing per room in a residence, excluding bathrooms, porches, foyers, halls, or half-rooms. Severe overcrowding is defined as the condition of having more than 1.5 persons per room. • Substandard housing conditions, defined as units lacking hot and cold piped water, and/or a flush toilet and a bathtub or shower; and/or kitchen facilities that lack a sink with piped water, and/or a range, stove, or refrigerator.

Demographic Overview
Demographics Base Year: 2015 Most Recent Year: 2020 % Change Population 299,725 311,105 4%
Households 92,435 95,235 3%
Median Income $44,797 $58,393 30%
Table 5 - Housing Needs Assessment Demographics
Data Source: Note for IDIS 2011-2015 ACS (Base Year), 2016-2020 ACS (Most Recent Year)

The demographic summary data provided in Table 5 indicates that the City of Stockton gained nearly 11,380 new residents between the 2011-2015 and the 2016-2020 ACS survey periods, representing an increase of approximately four percent. This brought the total population within the City to an average of 311,105 between the years 2016 and 2020. More recent data (2018-2022 ACS 5-Year Estimates) indicates that the population of the City of Stockton has increased to 320,030, while the 2020 Decennial Census data indicate a population of 320,804.

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35 The ACS indicates that the number of households residing in the City of Stockton increased from an average of 92,435 between 2011 and 2015 to an average of 95,235 between 2016 and 2020.

In nominal terms, the median income of households residing within the city of Stockton increased significantly by 30 percent between the 2011-2015 and 2016-2020 ACS survey periods, rising from $44,797 to $58,393.

Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 14,530 13,345 17,440 10,635 39,290
Small Family Households 4,485 5,550 7,430 4,970 17,890
Large Family Households 1,575 2,625 3,545 2,265 7,625
Household contains at least one
person 62-74 years of age 3,030 2,645 3,540 2,460 10,905 Household contains at least one
person age 75 or older 2,065 1,775 2,130 1,005 3,685
Households with one or more
children 6 years old or younger 3,060 3,795 4,745 2,295 5,295

Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
Table 6 identifies the average number of households that resided within the City of Stockton, by household type and income level between 2016 and 2020. Income levels are based on the percentage difference between the reported household income and the HUD-Adjusted Median Family Income (HAMFI). The HUD defined income levels presented in the table include:
• Extremely Low-Income: 0-30 percent
• Very Low-Income: more than 30 percent to 50 percent
• Low-Income: more than 50 percent to 80 percent
• Middle-Income: more than 80 percent to 100 percent
• Upper-Income: more than 100 percent
Based on the data from the CHAS dataset, an average of 55,950 households had incomes up to the median (i.e., up to 100 percent of the HAMFI) between 2016 and 2020, representing 59 percent of Stockton households. Approximately 45,315 households, about 47 percent of all households in the City of Stockton, qualified as lower income, with incomes that were equal to 80 percent or less of the HAMFI between 2016 and 2020. Of that total, an estimated 29 percent

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36 of all households fell into the extremely low- or very low-income categories, representing some 27,875 households. Note that the reported household figures may not equal the total households figure reported in Table 6 due to factors associated with the ACS methodology.

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37 Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete
plumbing or
kitchen facilities
415 285 200 60 960 40 4 35 10 89
Severely
Overcrowded -
With >1.51
people per room
(and complete
kitchen and
plumbing)
265 305 510 180 1,260 80 245 85 135 545
Overcrowded -
With 1.01-1.5
people per room
(and none of the
above problems)
785 955 1,290 285 3,315 25 180 490 305 1,000
Housing cost
burden greater
than 50% of
income (and
none of the
above problems)
7,090 3,490 905 55 11,540 2,240 1,570 1,090 225 5,125
Housing cost
burden greater
than 30% of
income (and
none of the
above problems)
860 3,240 4,315 1,205 9,620 310 710 2,035 1,440 4,495
Zero/negative
Income (and
none of the
above problems)
680 0 0 0 680 510 0 0 0 510
Table 7 – Housing Problems Table
Data Source: 2016-2020 CHAS

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38 Table 7 identifies the number of households that earned up to the median income that reported experiencing at least one housing problem, by tenure and income category, between 2016 and 2020. Note that due to rounding, and other methodological factors, the figures may differ from those reported elsewhere in this section. The table lists housing problems by their relative level of severity, with the most severe housing problems listed at the top of the table. If a household had more than one housing problem, they were included in the count of households with the more severe housing problem. For example, if a household was both cost- burdened and lived in substandard housing, they were counted in the category of households living in substandard housing.

Based on this data, only around 2 percent of Stockton households who earned up to the median income lived in substandard housing conditions, defined as the lack of complete plumbing and/or kitchen facilities. This included around 1,049 households. Most of these households, around 92 percent, were renter households, with only about 9 percent owning their own home. Around 93 percent were also considered lower income as defined by HUD, with household incomes equal to 80 percent or less of the HAMFI.

An estimated 11 percent of Stockton households, earning up to the median income, experienced some form of overcrowding. This included 6,120 households. Of this, nearly 30 percent experienced severe overcrowding, while the remaining 71 percent experienced less overcrowding. According to data provided by HUD, roughly 1,805 households were impacted by the more severe condition, and 4,315 households experienced less severe overcrowding.

Renter households accounted for most households earning up to the median income that experienced overcrowding. Overcrowded households were also more likely to be lower income, regardless of tenure.

Approximately 55 percent of all Stockton households with incomes up to the median had housing cost burdens exceeding 30 percent of income, which equaled an estimated 30,780households. Of those, 46 percent experienced a cost burden that was greater than 30 percent but less than 50 percent of gross income, while 54 percent experienced more severe cost burdens of greater than 50 percent of gross income. Overall, cost burdened households with incomes up to the median were more likely to be renters. Renter households accounted for 69 percent of all severely cost burdened households with incomes up to the median, and 68 percent of households with less severe cost burdens and incomes up to the median. Regardless of tenure, the households most likely to experience excessive cost burdens were those in the extremely low- and very low-income categories.

Households with zero or negative incomes represented only a small minority of Stockton households. According to the data provided, there were only around 1,190 households in Stockton with zero or negative incomes between 2016 and 2020, which accounted for only 2

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39 percent of households with incomes up to the median. Because these households had zero or negative incomes, they were categorized in the extremely low-income category.

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems
8,555 5,030 2,910 575 17,070 2,390 2,000 1,700 675 6,765 Having none
of four
housing
problems
2,415 4,140 7,415 4,310 18,280 1,170 2,175 5,420 5,075 13,840 Household
has negative
income, but
none of the
other
housing
problems
0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data Source: 2016-2020 CHAS

Table 8 provides an alternative presentation of the data reported in Table 7. It displays the number of households with incomes up to the median without housing problems, with one or more of the four HUD-defined housing problems (i.e., the housing lacks complete kitchen facilities, the housing units lack complete plumbing facilities, the household is overcrowded, and the household is cost burdened), and households with negative income. Based on the data provided in Table 8, an estimated 23,835 households, or around 43 percent of all Stockton households with incomes up to the median, experienced at least one of the four reported housing problems. Most of these households, regardless of tenure, fell into the lower-income categories, with the largest percentages evident among very low- and extremely low-income renters. Around 32,120 households, 57 percent of households with incomes up to the median,

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40 experienced none of the four reported housing problems. Most of these households, regardless of tenure, were either low- or middle-income. Renter households of all income categories up to the median accounted for a majority (approximately 72 percent) of the households experiencing one or more housing problems.

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,450 3,825 2,995 10,270 630 770 1,295 2,695 Large Related 1,205 1,480 855 3,540 220 680 645 1,545
Elderly 1,990 1,375 825 4,190 1,360 990 910 3,260
Other 2,585 1,315 1,260 5,160 485 170 445 1,100
Total need by
income
9,230 7,995 5,935 23,160 2,695 2,610 3,295 8,600
Table 9 – Cost Burden > 30%
Data Source: 2016-2020 CHAS

Table 9 provides additional detail regarding the characteristics of lower-income households with incomes up to 80 percent of area median income (AMI) with cost burdens greater than 30 percent. This includes those households with cost burdens of greater than 50 percent of income. Because the estimates in Table 9 are different from those in other parts of this section, this analysis looks at the percentage of households by type and income category instead.

Based on the available data, most of the lower income cost burdened households, around 44 percent, were small, related households, with between two and four members. The households were similarly distributed between the three other household types, including large, related households (with five or more members), elderly households (whose head, spouse, or sole member is at least 62 years of age), and "Other" households. Large, related households accounted for around 16.0 percent, elderly households accounted for 24 percent, and all other households accounted for 16.2 percent.

Among all four household types, most of the lower income cost burdened households were renters. Though consistent with this trend, elderly cost burdened households included an above average proportion of homeowners, at around 44 percent, compared to an overall average of 27 percent. The data also indicates that cost burdened renter households were primarily extremely low- and very low-income, while cost burdened homeowner households primarily fell into the low-income category.

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41 4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 1,920 1,920 575 600 0 1,175
Large Related 0 0 520 520 205 465 45 715
Elderly 1,575 725 240 2,540 1,145 600 420 2,165
Other 0 2,410 625 3,035 430 0 0 430
Total need by
income
1,575 3,135 3,305 8,015 2,355 1,665 465 4,485
Table 10 – Cost Burden > 50%
Data Source: 2016-2020 CHAS

Similar to above, Table 10 provides additional detail regarding the characteristics of lower- income households with cost burdens greater than 50 percent of household income. Again, the majority of the severely cost burdened households in this group, around 25 percent, were small, related households, with between two and four members. The remaining households were fairly equally divided between large, related households accounting for around 10 percent, elderly households accounting for 38 percent, and all other households accounting for 28 percent.

Among all four household types, the majority of lower income severely cost burdened households were renters. The data indicates that severely cost burdened renter households were primarily very low- and low-income, while severely cost burdened owner households were more heavily concentrated in the extremely low-income category. Elderly households showed above average proportions of homeownership, at 46 percent, compared to an overall average of 36 percent for all household types.

5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 945 960 1,360 345 3,610 125 335 380 270 1,110

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42 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Multiple,
unrelated family
households 75 290 455 105 925 0 95 195 170 460
Other, non-
family
households 35 50 75 15 175 0 0 0 0 0
Total need by
income
1,055 1,300 1,890 465 4,710 125 430 575 440 1,570
Table 11 – Crowding Information – 1/2
Data Source: 2016-2020 CHAS

Table 11 identifies the number of households with up to median incomes experiencing overcrowding by household type, tenure, and income category. According to these data, individual families comprised an estimated 75 percent of lower income overcrowded households. Households composed of multiple, unrelated families accounted for 22 percent of all overcrowded households with up to median incomes, while other non-family households accounted for only 3 percent. Again, most households with up to median incomes experiencing overcrowding were renter households. For example, an estimated 77 percent of overcrowded single-family households with up to median incomes were renters, as were 67 percent of multiple unrelated family households, and 100 percent of overcrowded non-family households.

The data indicates that approximately 86 percent of the reported overcrowded households were lower-income, with around 47 percent falling into the extremely low- and very low- income categories. Overcrowded single-family households generally follow this same income distribution pattern. Multiple unrelated family households were more likely to be in the low- income categories with 33 percent of these households falling into the extremely low- and very low-income categories. Overcrowded households made up of multiple, unrelated families were also more likely to be lower income but also had larger proportions of moderate-income households compared to the other household types.

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43 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present

Table 12 – Crowding Information – 2/2
NOTE: This data cannot be provided because it was not collected in the 2016-2020 CHAS nor the 2016-2020 ACS.

Describe the number and type of single person households in need of housing assistance.

Based on the available 2018-2022 ACS data and CHAS data tables for 2016-2020, we can provide a more comprehensive analysis of single person households in need of housing assistance in Stockton.

According to recent ACS estimates, there are approximately 23,578 householders living alone in Stockton, representing roughly 23.6% of all households (99,937 total households). While the CHAS data tables do not directly break out single-person households, we can look at the "Other" household category in Tables 9 and 10 as an indicator of housing problems faced by non-family households, which includes single-person households. According to this data, approximately 5,160 lower-income "Other" renter households and 1,100 lower-income "Other" owner households experience cost burdens greater than 30% of their income. Of these, about 3,035 renter households and 430 owner households face severe cost burdens exceeding 50% of their income.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Data on domestic violence is not available in the 2018-2022 ACS; however, local organizations provide critical support to victims. In their 2023-2024 fiscal year, PREVAIL assisted 2,114 domestic violence victims and 175 sexual assault victims through their 24-hour helplines. They provided emergency shelter to 245 adults and 159 children across their shelters, including DAWN House, which alone sheltered 172 adults and 113 children. Additionally, 209 children received one-on-one counseling through the Just for Kids program for issues related to domestic violence, child abuse, and neglect. The Safe House emergency shelter accommodated 92 youth aged 12-17, while the Opportunity House transitional living program housed 26 adults and 3 children. The Drop-In Center served 274 youth. Furthermore, PREVAIL supported 1,608 non-resident victims of domestic violence and 825 non-resident victims of sexual assault. These figures highlight the significant need for housing assistance among disabled individuals and victims of domestic violence, dating violence, sexual assault, and stalking in the community.

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44 What are the most common housing problems?
According to the data reported in Table 7, the most common housing problems among Stockton households with incomes up to the median are excessive cost burden and overcrowding. Approximately 61 percent of households with incomes up to the median had housing cost burdens exceeding 30 percent of income, which equaled an estimated 32,484 households. Of those, 43 percent experienced a cost burden that was greater than 30 percent but less than 50 percent of gross income, while 57 percent experienced more severe cost burdens exceeding 50 percent of gross income. Overcrowding represents a less prevalent but still significant housing problem among Stockton households, affecting around 11 percent of households with incomes up to the median, or around 6,120 households. Of these overcrowded households, 30 percent experienced severe overcrowding, while the remaining 70 percent experienced less overcrowding.

Are any populations/household types more affected than others by these problems? The data shows that renters and extremely low-income households are disproportionately affected by housing problems. Renter households account for 72 percent of all severely cost burdened households with incomes up to the median, and 68 percent of households with less severe cost burdens. Based on Table 9, among lower income cost burdened households, small, related households represent the largest affected group at 44 percent. The remaining households are fairly equally divided between large, related households (16 percent), elderly households (24 percent), and “other” households (16 percent). While renters are generally more affected, elderly households show higher rates of homeownership among the cost- burdened, with 44 percent being homeowners compared to the overall average of 27 percent.

Describe the characteristics and needs of low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance While the availability of data quantifying the number and characteristics of individuals and families at-risk of homelessness is limited, the federal definition for at-risk persons, described in the following section, provides a useful foundation upon which to generate rough estimates using the available Census and HUD datasets. According to Table 6, there are approximately 14,530 households in the City of Stockton with incomes equal to, or less than, 30 percent of the HAMFI. Based on the federal definition, these households meet the primary threshold for being considered at-risk of homelessness. Around 31 percent are small-family households, while only 11 percent are large-families, and 21 percent contain children that are six years old or younger.

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45 Around 35 percent are households with at least one member age 62 or over, an increase of 11 percent from the amount reported in the 2011-2015 CHAS.

Other important indicators include the prevalence of housing problems, and other characteristics that are often associated with housing instability and an increased risk of homelessness. For example, of the estimated 14,530 households in the extremely low-income category, around 59 percent experienced at least one of the four housing problems reported by HUD. Data presented in Table 7 indicate that around 49 percent of extremely low-income households had housing costs exceeding 50 percent of income, while five percent experienced some form of overcrowding, two percent lived in substandard housing, and five percent had zero or negative incomes. This indicates that these households may be at increased risk of experiencing homelessness.

While there are multiple models for housing and supportive service provision, the ESG and CoC regulations emphasizes the housing first model, which focuses on providing homeless persons with housing as quickly as is practicable and limiting supportive services to those that are critical to immediately supporting stable housing, while other needs are addressed through available existing mainstream resources. Consultations with homeless service providers indicate that individuals and families at risk of homelessness or residing in shelters are most in need of rapid rehousing assistance so they can remain in their home, or assistance finding an affordable alternative unit. For families that must move, finding quality units in safe neighborhoods that allow their children to remain in their existing or better schools is critically important.

The City provides funding and partners with Homeless Prevention and Rapid Re-Housing Program (HPRP) providers to provide homeless prevention assistance to households who would otherwise become homeless and provides rapid re-housing assistance for persons who are currently homeless. For individuals and families receiving rapid rehousing assistance but nearing the end of that assistance, consultations indicate their greatest need is ability to secure and maintain a steady source of income. In some cases, this may require vocational training or life skills training to prepare them for the workforce. In other cases, this may require assistance with transportation to and from work and/or assistance locating affordable childcare services which allow them to attend work.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

For the purposes of this analysis, the City of Stockton utilizes the federal definition for individuals and families at-risk of homelessness, as defined under 24 CFR 576.2 and copied

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46 below. The methodology used to generate the estimates described in the prior section are described in this regulatory definition.
24 CFR 576.2
(1) An individual or family who:
(i) Has an annual income below 30 percent of median family income for the area, as determined by HUD;
(ii) Does not have sufficient resources or support networks, e.g., family, friends, faith- based or other social networks, immediately available to prevent them from moving to an emergency shelter or another place described in paragraph (1) of the “homeless” definition in this section; and
(iii) Meets one of the following conditions:
(A) Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance;
(B) Is living in the home of another because of economic hardship; (C) Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance;
(D) Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable organizations or by Federal, State, or local government programs for low-income individuals;
(E) Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 persons reside per room, as defined by the U.S. Census Bureau;
(F) Is exiting a publicly funded institution, or system of care (such as a health- care facility, a mental health facility, foster care or other youth facility, or correction program or institution); or
(G) Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient's approved consolidated plan;

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47 (2) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 387(3) of the Runaway and Homeless Youth Act, section 637(11) of the Head Start Act, section 41403(6) of the Violence Against Women Act of 1994, section 330(h)(5)(A) of the Public Health Service Act, section 3(m) of the Food and Nutrition Act of 2008, or section 17(b)(15) of the Child Nutrition Act of 1966; or (3) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 725(2) of the McKinney-Vento Homeless Assistance Act, and the parent(s) or guardian(s) of that child or youth if living with her or him.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
In Stockton, the housing market has some issues that make it hard for very low-income households to find stable housing and avoid homelessness. Based on the CHAS data, the housing characteristics most closely linked to instability include severe cost burden (paying more than 50 percent of income for housing) and overcrowding. Because of these problems, low-income households often must choose housing that costs more than they can afford or share housing with others. According to Table 7, these problems disproportionately affect extremely low and very low-income households, with 7,090 extremely low-income renter households facing severe cost burdens. Overcrowding can lead to unstable living conditions, and 1,055 extremely low-income renter households experience this.

For very low-income households, high housing costs and overcrowding can lead to a high risk of homelessness. Factors that increase this risk include losing a job or being unemployed for a long time or personal issues like poor health, mental illness, substance abuse, and domestic violence.

The COVID pandemic also drove higher income households to seek more affordable housing in surrounding markets, further exacerbating this trend and leading to fewer affordable housing options for low-income residents in Stockton.

Discussion
The 2016-2020 data reveal significant housing challenges in Stockton, particularly affecting extremely low and very low-income households. The prevalence of severe cost burdens and overcrowding among the lowest income households indicates a need for targeted interventions to address these issues. Renter households face disproportionate challenges, though elderly households show high rates of problems regardless of tenure. These patterns suggest a need for comprehensive strategies to address both affordability and overcrowding issues, with particular attention to the needs of the most vulnerable households.

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48 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
A disproportionately greater need exists when members of a given racial or ethnic group, at a given income level, experience housing problems at a greater rate (10 percentage points or more) than do households within that same income level. Using this threshold, the analysis examines 2016-2020 CHAS data provided by HUD for the City of Stockton to identify households experiencing disproportionately greater need. The assessment considers both severe and less severe housing problems across four main categories: lack of complete kitchen facilities, lack of complete plumbing facilities, overcrowding, and cost burden. This comprehensive approach allows for identification of disparities across different racial and ethnic groups within specific income levels.
0%-30% of Area Median Income (AMI)
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 12,115 2,405 0
White 2,710 585 0
Black / African American 2,675 395 0
Asian 1,970 650 0
American Indian, Alaska Native 30 4 0
Pacific Islander 40 25 0
Hispanic 4,175 700 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS

Table 13 reports the number of extremely low-income (30 percent of AMI or less) households by racial and ethnic group that experienced one or more of the four housing problems discussed previously, as well as the number of households that experience none of the four housing problems. According to these data, approximately 83 percent of extremely low-income households in Stockton experienced one or more of the four housing problems. Four out of the reported racial and ethnic groups had a lower prevalence of housing problems, compared to

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49 extremely low-income households citywide. Black/African American and Hispanic households were more likely to experience housing problems, though not to a disproportionate degree (i.e., less than 10 percent higher than the citywide average for all racial groups considered extremely low-income). The American Indian and Alaska Native population was also highly likely to experience housing problems (88 percent) but it is difficult to infer trends based on the small population size. This indicates that none of the identified racial and ethnic groups experienced a disproportionately greater need compared to all extremely low-income households.
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,980 2,360 0
White 1,880 495 0
Black / African American 2,095 185 0
Asian 1,630 405 0
American Indian, Alaska Native 4 4 0
Pacific Islander 65 0 0
Hispanic 4,850 1,230 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS

Table 14 reports the number of very low-income (between 30 and 50 percent of AMI) households by racial and ethnic group that experience one or more of the four housing problems. Approximately 82 percent of very low-income households in Stockton experienced one or more of the four housing problems. Most racial and ethnic groups listed had similar rates of experiencing housing problems compared to the citywide average, with some variation.

Hispanic households showed a higher prevalence, with an estimated 80 percent experiencing at least one housing problem, though not reaching the threshold of disproportionate need.

Black/African American households had a rate of nearly 92 percent experiencing at least one housing problem, which is about 10 percent above the citywide average. American Indian, Alaska Native, and Pacific Islander households showed varying rates, but due to their small sample sizes, these percentages should be interpreted with caution.

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50 50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,965 6,480 0
White 2,125 1,840 0
Black / African American 1,610 370 0
Asian 1,285 1,005 0
American Indian, Alaska Native 15 15 0
Pacific Islander 20 19 0
Hispanic 5,210 3,025 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS

Table 15 reports the number of low-income (between 50 and 80 percent of AMI) households, by racial and ethnic group that experienced one or more of the four housing problems.

Approximately 63 percent of low-income households in Stockton experienced one or more of the four housing problems. Nearly 51 percent of low-income Pacific Islander households experienced at least one of the reported housing problems, indicating that these households had a lower prevalence of housing problems compared to other low-income households within the city. Low-income households belonging to Black/African American and Hispanic racial and ethnic groups experienced higher rates of housing problems than low-income households citywide, at 81 percent and 63 percent respectively. Low-income American Indian, Alaska Native households, on the other hand, showed a 50 percent rate of experiencing one or more housing problems. However, given the small sample sizes for Pacific Islander, American Indian, and Alaska Native households, these percentages should be interpreted with caution. 80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 3,890 6,750 0
White 660 1,595 0

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51 Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Black / African American 670 705 0
Asian 715 1,020 0
American Indian, Alaska Native 0 25 0
Pacific Islander 60 0 0
Hispanic 1,670 3,160 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS

Table 16 reports the number of middle-income (between 80 and 100 percent of AMI) households by racial and ethnic group that experienced one or more of the four housing problems. Approximately 37 percent of middle-income households in Stockton experienced one or more of the four housing problems. Though middle-income households in three of the reported racial and ethnic groups had an above average percentage of households that experienced one or more housing problems, Black / African American households (at 49 percent) and Pacific Islander households (at 100 percent) exceeded the threshold defined by HUD for disproportionately greater need. All Pacific Islander households considered middle- income experienced one or more of the defined housing problems. However, due to the small sample size, this percentage should be interpreted with caution.

Discussion
Using the data for the City of Stockton provided in Tables 13 through 16, and the previously identified methodology for determining disproportionately greater need prescribed by HUD, the analysis shows varying levels of housing problems across income categories and racial/ethnic groups. The data indicates that extremely low-, very low-, and middle-income Pacific Islander households experienced notably higher rates of housing problems than other households in the same income categories. Black/African American households also showed consistently higher rates of housing problems across most income categories, though generally not meeting the threshold for disproportionate impact.

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52 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
As discussed in the prior section, a disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate than that of all households at the same income level. The following assessment expands on the analysis conducted under section NA-15. This section focuses on those households that experience the four severe housing problems, including lacks complete kitchen facilities, lacks complete plumbing facilities, severe overcrowding (more than 1.5 persons per room), severe cost burden (housing costs over 50% of income).
0%-30% of Area Median Income (AMI)
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 10,945 3,585 0
White 2,475 825 0
Black / African American 2,340 730 0
Asian 1,775 840 0
American Indian, Alaska Native 20 10 0
Pacific Islander 40 25 0
Hispanic 3,825 1,050 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS

Table 17 reports the number of extremely low-income (30 percent of AMI or less) households by racial and ethnic group that experience one or more of the severe housing problems introduced. Approximately 75 percent of extremely low-income households in Stockton experienced one or more of the four severe housing problems. None of the racial and ethnic groups showed a disproportionately greater prevalence of severe housing problems compared to extremely low-income households citywide. Hispanic and Black/African American households

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53 were more likely to experience severe housing problems than the citywide average for low- income households in Stockton, but only by 4 percentage points. 30%-50% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 7,030 6,315 0
White 1,145 1,230 0
Black / African American 1,500 775 0
Asian 1,155 875 0
American Indian, Alaska Native 4 4 0
Pacific Islander 50 15 0
Hispanic 2,860 3,220 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS

Table 18 reports the number of very low-income (between 30 and 50 percent of AMI) households by racial and ethnic group that experience one or more of the severe housing problems. Approximately 53 percent of very low-income households in Stockton experienced one or more of the four severe housing problems. Black / African American and Pacific Islander households showed a disproportionate prevalence of severe housing problems, with approximately 66 and 77 percent experiencing one or more severe housing problems, respectively. Asian households experienced a slightly higher rate of severe housing problems at 57 percent, though not reaching the threshold for disproportionate need.

50%-80% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 4,610 12,835 0
White 1,000 2,975 0
Black / African American 925 1,050 0

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54 Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Asian 720 1,575 0
American Indian, Alaska Native 15 15 0
Pacific Islander 0 45 0
Hispanic 1,750 6,480 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS

Table 19 reports the number of low-income (between 50 and 80 percent of AMI) households by racial and ethnic group that experienced one or more of the four severe housing problems.

Approximately 26 percent of low-income households in Stockton experienced one or more of the four severe housing problems. Among the racial and ethnic groups, American Indian, Alaska Native households experienced a higher rate at 50 percent, though the small sample size makes this statistic less reliable. Black/African American households experienced a rate of 47 percent, reaching the threshold for disproportionate need.
80%-100% of Area Median Income
Severe Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing
problems
Jurisdiction as a whole 1,250 9,385 0
White 205 2,045 0
Black / African American 85 1,290 0
Asian 370 1,375 0
American Indian, Alaska Native 0 25 0
Pacific Islander 45 20 0
Hispanic 545 4,285 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS

Table 20 reports the number of middle-income (between 80 and 100 percent of AMI) households by racial and ethnic group that experienced one or more of the four severe housing

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55 problems. Approximately 12 percent of middle-income households in Stockton experienced a severe housing problem. Pacific Islander households showed the highest rate of severe housing problems at 69 percent, exceeding the citywide average by 57 percentage points. However, due to the small sample size, these results should be interpreted with caution.

Discussion
Using the 2016-2020 CHAS data for the City of Stockton provided in Tables 17 through 20, and applying HUD’s methodology for determining disproportionately greater need, the analysis shows varying experiences of severe housing problems across income categories. While Black/African American households in the low-income category experienced elevated rates of severe housing problems (66 percent compared to 53 percent citywide). American Indian, Alaska Native households showed high rates of severe housing problems in low-income categories (50 percent compared to 26 percent citywide), while Pacific Islander households in the middle-income category experienced severe housing problems at a notably even higher rate (69 percent compared to 12 percent citywide). However, it's important to note that small sample sizes for several racial and ethnic groups, particularly American Indian, Alaska Native, and Pacific Islander households, affect the statistical reliability of these findings.

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56 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
As discussed in prior sections, a disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than do all households citywide within that income level. The following assessment expands on the analysis conducted under section NA-15. This section focuses on the relative burden placed on households regarding housing costs by race and ethnic group.

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 55,500 19,470 18,925 1,335
White 16,770 4,200 4,565 380
Black / African
American 5,110 3,095 4,135 210
Asian 10,920 2,535 3,070 310
American Indian,
Alaska Native 170 10 24 0
Pacific Islander 185 50 45 25
Hispanic 20,475 8,640 6,215 380
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS

The data reported in Table 21 identifies the number of households by race and ethnic category and categorizes them by the percentage of household income that is dedicated to housing and housing-related costs. As discussed previously, households are considered burdened when housing and related costs are greater than 30 percent of household income. According to the data provided by HUD, 59 percent of all households in Stockton had housing costs that were equal to or less than 30 percent of household income. By comparison, an estimated 21 percent of households spent between 30 and 50 percent of their income for housing costs. The remaining 20 percent of households have housing costs equal to more than 50 percent of

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57 income. 1.4 percent of households had no or negative income. Across all households in Stockton, 40 percent of households are housing cost burdened.

As
ian households showed a relatively similar distribution of cost burden compared to the jurisdiction, with about 66 percent paying less than 30 percent of income toward housing costs.

By contrast, Black/African American households showed a notably higher rate of severe cost burden, with approximately 33 percent paying more than 50 percent of their income toward housing costs, compared to the citywide rate of 20 percent. Hispanic households also showed elevated rates of housing cost burden, with 23 percent paying between 30 and 50 percent of income toward housing costs.

Discussion
Using the data for the City of Stockton provided in Table 21 and the previously identified methodology for determining disproportionately greater need, the analysis indicates that Black/African American households experience housing cost burdens at a disproportionately greater rate, especially regarding severe cost burden (more than 50 percent of income). While several other racial and ethnic groups show elevated rates of housing cost burden compared to the jurisdiction, none exceed the 10 percentage point threshold required to be considered a disproportionately greater need.

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58 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The 2016-2020 CHAS data reveal several instances where racial and ethnic groups experienced disproportionately greater housing needs as discussed in sections NA-15, NA-20, and NA-25. An analysis of the aforementioned tables revealed the following:
• Black/African American households in the very low-income level were disproportionately affected by one or more of the four housing problems had a rate of nearly 92 percent experiencing at least one housing problem (92 percent compared to the Citywide average of 82 percent).
• Black/African American households experienced disproportionately higher rates of housing problems than low-income households citywide, at rate of 81 percent compared to the Citywide average of 63 percent.
• Black / African American households (at 49 percent) and Pacific Islander households (at 100 percent) at the middle-income level were disproportionately affected by one or more of the four housing problems compared to the Citywide average of 37 percent.

However, due to the small sample size of Pacific Islander households, this percentage should be interpreted with caution.
• Approximately 53 percent of very low-income households in Stockton experienced one or more of the four severe housing problems. Black / African American and Pacific Islander households showed a disproportionate prevalence of severe housing problems, with approximately 66 and 77 percent experiencing one or more severe housing problems, respectively.
• Black/African American households (at 47 percent) and American Indian, Alaska Native households (at 50 percent) at the low-income level disproportionately experienced one or more of the four severe housing problems compared to the Citywide average of 26 percent. Though, given the small sample size of the American Indian, Alaska Native population it makes this statistic less reliable.
• Approximately 12 percent of middle-income households in Stockton experienced a severe housing problem. Pacific Islander households showed the disproportionately higher rates of severe housing problems at 69 percent, exceeding the citywide average by 57 percentage points. However, due to the small sample size, these results should be interpreted with caution.

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59 If they have needs not identified above, what are those needs? The analysis focused specifically on housing problems (including substandard housing, overcrowding, and cost burden) and severe housing problems as defined by HUD. While these metrics captured significant housing challenges, they may not fully reflect other related needs such as transportation access, proximity/access to employment centers or quality schools, or other access to neighborhood amenities like grocery stores.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
With a relatively diverse minority population, a variety of areas throughout the City of Stockton contain notable concentrations of minority residents. However, very few of these areas contain a concentration of racial or ethnic groups identified above as having a disproportionately greater need of housing assistance that reach the HUD based threshold of 51 percent. While the CHAS data does not provide neighborhood-level geographic distribution of housing needs, this information can be found in other sections of the Consolidated Plan, particularly the MA-50 section, which provides a more detailed analysis of residential patterns and concentrations of racial/ethnic groups within Stockton.

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60 NA-35 Public Housing – 91.205(b)
Introduction
The following section provides a summary of existing public housing resources and discusses the needs of public housing residents. Because the City of Stockton does not own or operate public housing, this information is provided by the Housing Authority of the County of San Joaquin (HACSJ). The data reported in the tables provided below are from HACSJ and HUD's Public and Indian Housing Information Center (PIC) dataset, an administrative system that manages financial and inventory controls over the Housing Choice Voucher and Public Housing programs.

Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units/vouchers
in use
0 0 890 4,396 676 3,349 190 65 116
Table 22 - Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Housing Authority of the County of San Joaquin

The HACSJ operates 890 public housing units and administers 4,396 project- and tenant-based vouchers in San Joaquin County. Most of these vouchers (3,349) are tenant-based, meaning they are issued to individual households who then locate suitable housing in the private market. The remaining vouchers are distributed across special purpose programs, including 190 Veterans Affairs Supportive Housing (VASH) vouchers, 65 Family Unification Program vouchers, and 116 vouchers for households with a person with a disability. Based on the information provided in Table 23, HACSJ operates 75 percent of its public housing units and 82 percent of its vouchers in the City of Stockton.

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61 Totals in Use in the City of Stockton
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units/vouchers
in use
0 0 663 3,621 544 2,791 133 55
98 Table 23 - Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Housing Authority of the County of San Joaquin Characteristics of Residents
Program Type
Certifi-
cate
Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 $29,451 $20,438 $17,812 $22,729 $19,967 $25,170 Average length of stay
(years) 0 0 7 3 3 5 3 2
Average Household size 0 0 3 2 2 3 1 3
# Homeless at admission 0 0 122 1,102 238 576 190 35
# of Elderly Program
Participants (>62) 0 0 221 1,538 305 1,119 113 1
# of Disabled Families 0 0 263 2,319 360 1,721 114 8
# of Families requesting
accessibility features 0 0 1,052 4,651 72 4,427 47 85
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: Housing Authority of the County of San Joaquin and PIC (PIH Information Center)

The data provided by the HACSJ and PIC reveal distinct characteristics across different housing programs. Public housing residents have an average annual income of $29,451, while voucher holders average $20,438, with some variation across voucher types. Project-based voucher holders have the lowest average income at $17,812.

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62 Length of stay is consistent between public housing and tenant-based voucher holders at seven years, while project-based voucher residents average three years. Household sizes vary, with public housing averaging three members per household, compared to two members for voucher households.

The data shows homeless admissions across all programs. Elderly participation (age over 62) is significant, with 221 elderly residents in public housing and 1,538 elderly voucher holders, primarily in tenant-based programs (1,119). Disabled families represent a substantial portion of program participants, with 263 in public housing and 2,319 voucher holders, mainly in tenant- based programs (1,721).
1,052 families in public housing and 4,651 families in the voucher programs are documented as requesting accessibility features. The PIC data does not track HIV/AIDS program participants or domestic violence victims.

Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 402 1,590 300 1,159 44 44 43
Black/African
American 0 0 268 1,928 265 1,531 71 11 50
Asian 0 0 102 473 40 418 1 5 9
American
Indian/Alaska
Native 0 0
21 107 23 74 3 3 4
Pacific
Islander 0 0 7 51 10 36 1 0 4
Other 0 0 90 247 38 131 70 2 6

*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Race of Public Housing Households by Program Type Data Source: Housing Authority of the County of San Joaquin The racial composition shows diversity across programs. In public housing, White households represent 45 percent (402), followed by Black/African American households at 30 percent (268), and Asian households at 11 percent (102). Among voucher holders, White households account for 36 percent (1,590), Black/African American households account for 44 percent

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63 (1,928), and Asian households account for 11 percent (473). American Indian/Alaska Native and Pacific Islander households comprise smaller percentages across all programs.

Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 378 1,065 198 778 42 23 24
Not
Hispanic 0 0 512 3,331 478 2,571 148 42 92
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 26 – Ethnicity of Public Housing Households by Program Type Data Source: PIC (PIH Information Center)

According to the data provided in Table 26, public housing shows a relatively even distribution between Hispanic (42 percent or 378 households) and non-Hispanic (58 percent or 512 households) households. However, voucher programs show a different pattern, with non- Hispanic households representing a larger share at 76 percent (3,331) compared to Hispanic households at 24 percent (1,065).

Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units
Based on the available data, accessibility needs are significant among public housing residents and voucher holders. The data shows 1,052 public housing households and 4,651 voucher households are documented as requesting accessibility features. Additionally, there's a substantial presence of disabled families in both programs: 263 families in public housing and 2,319 in voucher programs. These numbers suggest a high demand for accessible units, though specific details about waiting list applicant needs are not captured in the current dataset.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The income data from Table 24 reveals the most pressing need is financial stability. Public housing residents have an average annual income of $29,451, while voucher holders average $20,438, with some variation across voucher types. Project-based voucher holders face the greatest financial challenges, with average incomes of just $17,812. Given typical household sizes (3 members for public housing and 2 for voucher programs), these income levels indicate most residents are living near the federal poverty guideline. Additionally, market rents in

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64 Stockton currently average around $1,990, which would be unaffordable for any of the households currently assisted by the HACSJ. Households would need annual incomes of $79,600 to afford market rental rates. The data also shows significant needs among elderly residents (221 in public housing, 1,538 in voucher programs) and disabled families (263 in public housing, 2,319 in voucher programs), suggesting a need for specialized supportive services.

How do these needs compare to the housing needs of the population at large? The financial challenges faced by public housing residents and voucher holders are substantially more severe than those of the general population in Stockton. While the citywide median income increased to $58,393 in 2020, HACSJ tenant incomes are much lower as discussed above. This stark contrast, where assisted housing residents earn roughly half of the median city income, illustrates the deep economic disparities these households face. Despite the city's 30 percent growth in median income between 2015-2020, the assisted housing population has not experienced similar economic gains. When considering that Stockton's overall population and household growth (four percent and three percent respectively) has been steady, the consistently low incomes of public housing and voucher participants suggest these programs serve a population facing persistent economic challenges that set them apart from broader economic trends in the city. The high proportion of elderly and disabled residents in these programs further indicates a population with specialized needs that differ significantly from the general population.

Discussion
The Housing Authority of the County of San Joaquin (HACSJ) provides housing assistance to over 5,000 households through its public housing and voucher programs in Stockton. Assisted households have incomes that are significantly lower than the city’s median income and would struggle to afford housing in the private market without rental assistance. Many residents are elderly or have disabilities, and waiting list information suggests a high need of units with accessibility features.

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65 NA-40 Homeless Needs Assessment – 91.205(c)
Introduction
The Homeless Needs Assessment for Stockton provides a detailed overview of the nature and extent of homelessness in the city.

This assessment includes data on both unsheltered and sheltered homeless populations, gathered from various local sources. The assessment aims to identify the specific needs of different groups within the homeless population, such as individuals, families, veterans, and those with disabilities. It also examines the availability and effectiveness of current services and resources to address these needs. The data presented in this section were collected from the Central Valley Low Income Housing Corporation (CVLIHC), which acts as the Homeless Information Management System (HMIS) manager for the San Joaquin County/Stockton Continuum of Care (SJCoC). The San Joaquin County/Stockton Continuum of Care (SJCoC) is a collaborative network aimed at addressing homelessness in the region. It brings together various stakeholders, including nonprofit organizations, local government, and community members, to coordinate services and resources effectively. The primary goal of the San Joaquin County/Stockton Continuum of Care (SJCoC) is to end homelessness in the region by ensuring it is rare, brief, and non-recurring.

The tables provided below identify the estimated number of unsheltered and sheltered homeless individuals and families in the City. The tables present data collected through the 2024 Point-in-Time (PIT) and annual shelter count. It should be noted that preliminary results indicate an increase in the total number of unsheltered homeless people included in the 2023 PIT Count. The data on the number of sheltered homeless residing in emergency and transitional housing facilities are those reported in the HMIS system for facilities located within the City.

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66 Homeless Needs Assessment

Population Estimate the # of
persons experiencing
homelessness on a given
night
Estimate the
#
experiencing
homelessness
each year ^
Estimate the #
becoming
homeless each
year ^

Estimate the #
exiting
homelessness
each year ^ “”

Estimate the #
of days persons
experience
homelessness
**
Sheltered
*
Unsheltered
^

Persons in Households with
Adult(s) and Child(ren)
190 9 2,394 1,097 166 83
Persons in Households with
Only Children
4 12 49 23 4 83
Persons in Households with
Only Adults
327 2429 4,429 2,030 307 83
Chronically Homeless
Individuals
104 546 1,414 649 98 83
Chronically Homeless Families 18 0 266 122 18 83
Veterans 21 139 283 130 20 83
Unaccompanied Child 25 171 343 157 24 83
Persons with HIV 4 9 49 23 4 83
Table 27 - Homeless Needs Assessment
Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation *Estimate is based on total number of sheltered homeless counted in the San Joaquin Continuum of Care and multiplying by 62.86%, the percentage of sheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Sheltered Homeless.

Please note this DOES NOT include tenant-based non-congregate shelter beds that could have been located anywhere within the Continuum of Care on the night of the PIT Count, though the majority of these tenant-based non-congregate shelter beds were likely within the City of Stockton. ^Estimate is based on total number counted in the San Joaquin Continuum of Care and multiplying by 70.65%, the percentage of unsheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Unsheltered Homeless.

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67 “” This number is likely much lower than the actual number of persons exiting homelessness, as many Emergency Shelters have extremely low rates responding to "Exit Destination" questions.
** Average Length of Time Homeless for ES, TH, PH for ALL POPULATIONS COMBINED In 2024, the Point-in-Time Count (PIC) identified 4,732 unique homeless individuals in San Joaquin urban county. This total includes 3,469 unsheltered individuals and 1,263 people in emergency shelters and transitional housing. Comparatively, the 2019 Point-in- Time Count (PITC) recorded 2,629 unique homeless individuals across the county, with 1,558 unsheltered and 1,071 in emergency shelters and transitional housing. This data indicates an overall 80% increase in the homeless population countywide, with an 18% rise in sheltered homeless individuals and a substantial 122% increase in the unsheltered homeless population.

According to additional information from the CVLIHC, in Stockton, 2,450 unique individuals experienced homelessness on a given night, with 520 utilizing emergency shelters or transitional housing facilities within the city. The largest segments of unsheltered homeless individuals included those with mental illness (882), those suffering from substance abuse (980), and the elderly (368).

Individuals with mental illness and substance abuse issues also constituted the largest segments in emergency shelters and transitional housing.

In 2024, 140 persons resided in transitional housing in Stockton. It's important to note that there may be some duplication of individuals who initially stayed in emergency shelters and later moved to transitional housing within the same calendar year.

Additionally, 381 persons utilized emergency shelters in the city in 2024.

If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

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68 Estimate # of homeless on a
given night
Estimate the #
Experiencing
Homelessness
each Year
Estimate the
# Becoming
Homeless
each Year
Estimate the #
Exiting
Homelessness
each Year*
Estimate the #
of Days
Persons
Experience
Homelessness
^

Unsheltered Sheltered

Persons in HH with Adult(s) and Child(ren) 190 9 2394 1,097 166 83 Persons in HH with Only Children 4 12 49 23 4 83
Persons in HH with Only Adults 327 2,429 4,429 2,030 307 83 Chronically Homeless Individuals 104 546 1,414 649 98 83 Chronically Homeless Families 18 0 266 122 18 83
Veterans 21 139 283 130 20 83
Unaccompanied Youth 25 171 343 157 24 83
Persons with HIV 4 9 49 23 4 83
Area Reported: San Joaquin Urban County
Table 28 - Number of persons becoming and exiting homelessness each year Data Source: PIT Count/HMIS Data provided by Central Valley Low Income Housing Corporation * This number is likely much lower than the actual number of persons exiting homelessness, as many Emergency Shelters have extremely low rates responding to "Exit Destination" questions.
^ Average Length of Time Homeless for ES, TH, PH for ALL POPULATIONS COMBINED

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69 Nature and Extent of Homelessness (Optional)
Racial/Ethnic Group Unsheltered^ Sheltered
Emergency* Transitional*
American Indian 26 5 2
Asian 61 6 2
African American 436 88 32
Pacific Islander 45 5 2
White 910 123 79
Total All Racial Groups 1,478 227 117
Non-Hispanic/Latino 1,693 258 95
Hispanic/Latino 757 141 51
Total All Ethnic Groups 3,315 507 186
Table 29 – Nature and Extent of Homelessness
Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Household Type Unsheltered^
“”

Sheltered
Emergency* & Transitional* &
Adults 2,434 295 108
Children 16 86 32
Unknown 0 0 0
Total 2,450 381 140
Chronically Homeless (Adults and Head of
Households)
546 82 30
Families with Children 4 56 20
Mentally Ill 882 106 39
Substance Abuse 980 118 43
Elderly (60 years and over) 368 44 16
Unaccompanied Youth 171 18 7
Veterans 139 15 6
Note: (a) Data presented as a subset of the total reported unsheltered population (e.g. families with children, mental health problems, etc.) and only represents information for the 469 unsheltered individuals who were surveyed as part of the PIT. Another 453 unsheltered individuals were observed, but not surveyed for the information provided in this section of the table.

Table 30 - Unsheltered and Sheltered Homeless by Population Type

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70 Data Source: 2024 PIT, HMIS provided by Central Valley Low Income Housing Corporation *Estimate is based on total number of sheltered homeless counted in the San Joaquin Continuum of Care and multiplying by 62.86%, the percentage of sheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Sheltered Homeless.

Please note this DOES NOT include tenant-based non-congregate shelter beds that could have been located anywhere within the Continuum of Care on the night of the PIT Count, though the majority of these tenant -based non-congregate shelter beds were likely within the City of Stockton. ^Estimate is based on total number counted in the San Joaquin Continuum of Care and multiplying by 70.65%, the percentage of unsheltered homeless counted in the Stockton jurisdiction during the 2024 Point in Time Count of Unsheltered Homeless.
“”Estimates for some sub-population conditions (Mentally Ill, Substance Abuse, etc.) are estimated based on reported rates of conditions such as Serious Mental Illness/Substance Use Disorder, etc., in the 2024 Point in Time Count.
& Estimates for some sub-population conditions (Mentally Ill, Substance Abuse, etc.) are estimated based on reported rates of conditions such as Serious Mental Illness/Substance Use Disorder, etc., in the 2024 Point in Time Count combined with estimates from the 2024 Housing Inventory Count.

There are several types of families with children who are in need of housing assistance. These include low-Income families who often struggle to afford stable housing due to limited financial resources, homeless families who require immediate housing solutions, and families who are at risk of becoming homeless due to financial instability or other crises.

Similarly, there are several types of veteran families who are in need of housing assistance. The types of families of veterans who are in need of housing assistance include, homeless veterans or those veterans who are at risk of homelessness, low-income veteran families who may struggle with housing costs, and veterans in transitional housing who require temporary housing solutions.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group Based on the 2024 Census estimate, the White population is 26.6 percent of the population of the City of Stockton and represents 40 percent of the homeless population. The Black population alone is 11.6 percent of the population and represents 20 percent of the homeless population. The Hispanic/Non-Latino population is 45.6 percent of the City’s population and represents 34 percent of the homeless population.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness Homelessness is a significant issue in Stockton, with both unsheltered and sheltered populations facing various challenges. The PIT Count conducted on January 29, 2024, revealed a significant increase in the homeless population in San Joaquin County. The Stockton Record reported a total of 2,996 homeless individuals in Stockton, with 545 sheltered and 2,451 unsheltered. This is the highest in among San Joaquin County’s seven incorporated cities.

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71 List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

In 2023, the City created a Homeless Strategic Initiatives Manager position to support activities that increased homeless housing and support services. In addition, there are organizations that offer several services and facilities to meet the needs of homeless persons, including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth.

Services for homeless veterans include Vetfam, a Catholic Charities program with two locations in Stockton. Vetfam serves homeless veterans and those at risk of becoming homeless by providing wrap-around supportive services such as rental assistance, utility payments, household items, childcare, transportation, medical/mental health referrals, affordable health care, housing navigation, money management, food/nutrition assistance and much more.

Another program that supports homeless veterans is HUD-VA Supportive Housing (VASH), a joint program administered by HUD and the Department of Veterans Affairs (VA) that combines case management services with tenant-based rental assistance for homeless veterans. Victory Gardens is a 49-unit development built in 2022 to provide deeply affordable housing to homeless veterans.

Services for homeless families include St. Mary’s Community Services, which houses an average of 350 individuals daily. They provide shelter, clothing, and personal hygiene items. In addition, they offer assistance with employment, vocational skills training, and affordable housing.

Family Promise of San Joaquin County works to help reduce homelessness and support low- income families in San Joaquin County to achieve sustainable independence through a community-based response. Family Promise specifically targets families with children. In addition to providing emergency shelter, it works with families facing homelessness through education and support.

Additional facilities include:
• Haven of Peace Inc (a shelter for women and children located in Unincorporated San Joaquin County);
• Stockton’s Men Shelter, New Hope Family Shelter (separate housing for women or women with children, and for men);
• Central Valley Low Income Housing Corporation provides rent and deposit assistance for qualified families to prevent households from becoming homeless or to re-house

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72 households that have recently become homeless. CVLIHC also assists with a plan toward self-sufficiency including education and job training.

PREVAIL is another organization that serves youth experiencing homelessness. PREVAIL provides a variety of programs and supportive services to youth at risk, runaway or experiencing homelessness to heal, grow, and thrive. Services include:
• Food and clothing
• Shower and laundry facility
• Emergency shelter and transitional living program
• Therapy and support groups
• Substance prevention and intervention counseling
• Education support, life skills training, and employment readiness • Case management and referral services
• Recreational opportunities

Discussion
N/A

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73 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction
The following section describes, to the extent practicable, the housing needs of persons who are not homeless, but require supportive housing. This is done through a brief analysis of the characteristics and housing needs of special needs groups, including:
• Artists
• Elderly (defined as 62 years of age and over)
• Farmworkers
• Frail elderly (defined as an elderly person who requires assistance with three or more activities or daily living, such as bathing, walking, and performing light housework) • Households in the workforce (households earning between 80% and 100% area median income)
• Low/Moderate Income Individuals and Families (includes families with children and large families)
• Persons with mental, physical, and/or developmental disabilities • Persons with alcohol or other addictions
• Veterans
• Victims of domestic violence, dating violence, sexual assault, and stalking These housing needs were identified through a review of City and local plans and through consultations with various organizations and service providers representing each of the special needs groups. The facilities and services available to meet the needs of these subpopulations are discussed in the Market Analysis (MA-35) section of this plan.

Describe the characteristics of special needs populations in your community Artists: Artists are underpaid relative to housing prices, part of the City’s priorities for placemaking, and at high risk of displacement. Within this subgroup, there is a need for flexible and affordable living/workspaces.

Elderly and Frail Elderly: According to the 2018-2022 American Community Survey (ACS) 5-Year Estimates, 39,596 individuals in Stockton are aged 65 and over, representing approximately

12.5% of the total civilian noninstitutionalized population. Among this group, 16,808 individuals (42.4%) reported having a disability. The most common disabilities among elderly individuals typically include ambulatory difficulties, independent living challenges, cognitive impairments, and sensory disabilities. These challenges can significantly impact their ability to maintain stable housing and access essential supportive services. The high percentage of elderly individuals with disabilities indicates a critical need for accessible housing and in-home care services to support aging in place.

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74 Moreover, the 2024 City of Stockton Housing Element cites seniors as a key population with special housing needs. Senior households make up 21.6% of Stockton households and nearly 30% of senior households in Stockton have an income of less than $25,000.

Farmworkers: The updated 2024 City of Stockton Housing Element cites farmworkers as a key population with special housing needs. The plan states that farmworkers are an essential component of Stockton’s economy and according to the 2016-2020 American Community Survey 5,010 Stockton residents work in agriculture, forestry, fishing and hunting, or mining.

Moreover, according to the 2017 Census, 19,741 farmworkers worked in San Joaquin County.

Programs 11, 12, 16, 22, 23, and 30 of the Housing Element commit to actions to support developing new homes and rehabilitating existing homes for farmworkers, along with prioritizing outreach and programs for farmworkers. While farmworkers are important to the local economy, many are low-income workers and are often subject to substandard housing.

Households in the workforce (households earning between 80% and 100% area median income): Households in workforce housing typically earn too much to qualify for programs under HUD. At the same time, they are also unable to afford most quality market-rate apartments. Development of workforce housing will be subject to the availability of public or private resources tailored to this population.

Low/Moderate Income Individuals and Families (includes families with children and large families): The updated 2024 City of Stockton Housing Element cites large families as a key population with special housing needs. HUD defines a large household or family as consisting of five or more members. Large families are cited as a special housing needs population because

21.2% of households in Stockton are considered large households compared to 19.6% in the County and 13.8% in California.

Moreover, the San Joaquin County 2024 Point in Time Count collected data on four subpopulations that the federal government determined to face particular challenges related to housing. One of the key subpopulations identified by the federal government was families with children experiencing homelessness. Of the 4,732 persons experiencing homelessness in San Joaquin County, 454 individuals were identified as being members of homeless families with children
Persons with Disabilities: According to the 2018-2022 ACS, 43,627 Stockton residents (13.7%) have a disability. Among the 190,618 individuals aged 18 to 64, 23,114 individuals (12.1%) have a disability. This group constitutes the majority of disabled individuals in Stockton and often faces employment barriers, healthcare access issues, and housing affordability challenges. In addition, 3,705 individuals (4.2%) under the age of 18 have a disability, highlighting the need for specialized education programs and family support services.

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75 According to the 2024 City of Stockton Housing Element persons with disabilities are cited as a key population with special housing needs. The report cites “14.6 percent of the total population in Stockton five years and older had one or more disabilities in 2020, compared 13.3 percent countywide, and 8.0 percent in California.”
Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations withing the San Joaquin Continuum of Care district. The HMIS data revealed that people with serious mental illness (SMI) and people with substance use disorders (SUD) were a significant population that faced housing insecurity The data and corresponding local plans underscore the need for accessible housing, employment opportunities, and transportation services to support individuals with disabilities in Stockton.

Persons with Alcohol/Drug Addiction: While the 2018-2022 ACS does not provide city-specific data on substance use disorders, national surveys indicate that substance abuse remains a significant issue. According to the 2017 National Survey on Drug Use and Health (NSDUH), approximately 11.2% of individuals aged 12 and over in the U.S. reported using illicit drugs in the past month. In California, this figure was slightly higher at 13.1%. Alcohol use was reported by 50% of Californians, with 24% engaging in binge drinking. Substance abuse remains a pressing issue in Stockton, particularly among homeless individuals. The 2019 Point-in-Time Count (PITC) identified 280 unsheltered homeless individuals, 125 individuals in emergency shelter, and 44 individuals in transitional housing who reported struggles with alcohol and/or drug addiction. The need for residential treatment programs, outpatient counseling, and harm reduction initiatives remains critical to addressing substance abuse in the community.

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

Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, veterans were a significant population that faced housing insecurity. The plan states that “while veterans had the highest rate for permanent housing placement, they also have a higher than-average rate of returning to homelessness after placement, suggesting that veterans' housing programs might benefit from additional support for clients (perhaps trauma or PTSD-

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76 specific).” The plan also outlines that one of the four funding priorities of HHAP round 5 involves targeted outreach and support services for vulnerable populations such as veterans.

Victims of Domestic Violence: Data on domestic violence is not available in the 2018-2022 ACS; however, local organizations provide critical support to victims. In their 2023-2024 fiscal year PREVAIL, formerly referred to as the Women’s Center Youth and Family Services assisted 2,114 domestic violence victims and 175 sexual assault victims through their 24-hour help-lines. They provided emergency shelter to 245 adults and 159 children across their shelters, including DAWN House, which alone sheltered 172 adults and 113 children. Additionally, 209 children received one-on-one counseling through the Just for Kids program for issues related to domestic violence, child abuse, and neglect. The Safe House emergency shelter accommodated 92 youth aged 12-17, while the Opportunity House transitional living program housed 26 adults and 3 children. The Drop-In Center served 274 youth. Furthermore, PREVAIL supported 1,608 non-resident victims of domestic violence and 825 non-resident victims of sexual assault. These figures highlight the significant need for housing assistance among disabled individuals and victims of domestic violence, dating violence, sexual assault, and stalking in the community.

These services demonstrate a substantial need for emergency shelters, transitional housing, and legal advocacy programs for survivors of domestic violence in Stockton.

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

What are the housing and supportive service needs of these populations and how are these needs determined?
Artists: Because artists are underpaid relative to housing prices and at high risk of displacement, there is a need within this subgroup for flexible and affordable living/workspaces.

Elderly and Frail Elderly: The Stockton Housing Element Background Report and consultations with local agencies identify three main factors that impact the ability of elderly households to secure and maintain adequate housing: transportation, income, and housing availability. Many elderly individuals cannot drive and rely on public transportation, rides from family members, or walking to access essential services. Fixed incomes, such as Social Security or Supplemental Security Income (SSI), often do not cover market-rate housing costs, making affordability a key issue. Consultations confirm that the elderly population is one of the fastest-growing groups

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77 accessing food assistance. Many seniors live alone or as couples and require smaller, more affordable, low-maintenance housing. Elderly homeowners who do not reside in such housing may require assistance with household maintenance.

Farmworkers: According to the Stockton Housing Element, migrant farmworker households earn incomes lower than the AMI. This forces the farm working community to compete for the lowest-cost housing, which is typically substandard. The San Joaquin County Housing Element also identified farmworkers as a population with a significant barrier to housing citing that the farmworker community have very high rates of overcrowding, living in structures that posed health and safety risks, and low homeownership rates. The US Census conducted in 2017 cites 19,741 farmworkers residing in San Joaquin County. Currently, there are three state-funded farmworker housing facilities in the County, however, across those three facilities, there are only 220 units which is far lower than the housing need of this population. The typical supportive services offered at these facilities include, but are not limited to, day care centers, connections to services from the Employment Development Department and the Social Security Administration, and education and health care services.

Households in the workforce (households earning between 80% and 100% area median income): Households in workforce housing typically earn too much to qualify for programs under HUD. At the same time, they are also unable to afford most quality market-rate apartments. According to table 7 “Housing Problems Table,” 13% of renter households and 32% of owner households within the 80 to 100% AMI level experienced a housing cost burden greater than 30% of income. Allowing for workforce housing will increase access to affordable housing for working class families that earn between 80 and 100% AMI.

Low/Moderate Income Individuals and Families (includes families with children and large families): The updated 2024 City of Stockton Housing Element cites large families as a key population with special housing needs. Multifamily rental housing units typically consist of one or two bedrooms, not the three or more bedrooms that are required by large families. As a result, the large families that are unable to rent single-family homes may be overcrowded in smaller units. The Housing Element recommends that amenities for this subpopulation should include safe outdoor play areas for children and a central location to provide convenient access to schools and childcare facilities.

Persons with Disabilities: The housing needs of individuals with disabilities depend on the nature and severity of their condition. Physically disabled persons require modifications to their homes, including wheelchair ramps, elevators, accessible appliances, handrails, and other supportive infrastructure. For those unable to drive, proximity to services and reliable public transportation is essential. Additionally, disabled individuals may experience employment limitations or rely on SSI benefits, which are often insufficient to afford market-rate housing.

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78 Supportive housing, nursing facilities, or long-term care facilities are often necessary for individuals with severe physical or mental disabilities who require continuous assistance.

Expanding accessible and affordable housing options for persons with disabilities remains a critical priority in Stockton.

Persons with Alcohol/Drug Addiction: Organizations that provide supportive housing and services for individuals recovering from substance use disorders emphasize the need for intensive intervention, treatment, and case management. Residential group quarters facilities often provide the most appropriate settings for rehabilitation. The Gospel Center Rescue Mission (GCRM) New Life Program (NLP) offers residential addiction treatment with a capacity of 100 beds for men, women, and families. Additionally, New Directions Alcohol and Drug Awareness Program provides 30 inpatient beds and 45 outpatient treatment spots. However, a lack of affordable housing is a major barrier for individuals completing addiction treatment programs. Many struggle to secure stable housing, sometimes leading to relapses or returns to unsafe and unhealthy environments. Expanding transitional housing options and long-term supportive housing for individuals in recovery remains a key housing need.

Veterans: Using HMIS data, the 2024 Regional Homeless Action Plan identified statistically significant vulnerable populations within the San Joaquin Continuum of Care district. According to HMIS data, veterans were a significant population that faced housing insecurity. The plan states that “while veterans had the highest rate for permanent housing placement, they also have a higher than-average rate of returning to homelessness after placement, suggesting that veterans' housing programs might benefit from additional support for clients (perhaps trauma or PTSD-specific).”Victims of Domestic Violence: According to Prevail staff, domestic violence survivors require a wide range of housing and social services. Some victims need emergency shelter and transitional housing, while others require long-term protective housing. Supportive services include crisis counseling, group therapy, hospital response, and legal assistance, as well as accompaniment to law enforcement agencies and court proceedings. Many survivors also need mental health counseling, childcare, employment assistance, and transportation.

However, housing remains the most urgent need, as victims fleeing domestic violence often lack safe, stable housing options. Expanding emergency shelters, transitional housing, and permanent supportive housing for domestic violence survivors is essential to preventing homelessness and providing stability.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

Not Applicable. City does not operate a Housing Opportunities for Persons With AIDS (HOPWA) Program.

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79 If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) A HOME Tenant-Based Rental Assistance (TBRA) program can be an essential tool in addressing the housing challenges faced by individuals with disabilities, including those with HIV/AIDS or chronic mental illness. Many jurisdictions allocate a portion of their HOME funding to TBRA programs, which support individuals who struggle to secure permanent housing due to financial limitations or additional support service needs.

Despite the availability of HOME TBRA funding, there remains a significant gap in affordable, supportive housing for persons with HIV/AIDS and chronic mental illness. Many individuals in these groups rely on SSI or disability benefits, which are often insufficient to afford housing at market rates. Barriers to stable housing for these populations include:
• Limited affordable rental units that meet HUD’s Fair Market Rent (FMR) standards. • Landlord reluctance to accept rental assistance due to administrative requirements and perceived risks.
• Need for supportive services such as case management, mental health treatment, and substance abuse recovery programs in conjunction with rental assistance. • Lack of long-term housing stability once TBRA assistance ends.

During this Consolidated Plan period, the City of Stockton will may consider adopting a TBRA program as part of its strategy to addressing housing challenges faced by individuals with disabilities. If a TBRA program is developed, the City may consider the following, or a combination of, the following strategies:

1. Prioritize High-Need Individuals
a. Establish preferences for individuals with chronic mental illness and those living with HIV/AIDS in the TBRA eligibility criteria.
b. Implement a referral process through healthcare providers, mental health agencies, and housing assistance organizations to ensure proper targeting.

2. Funding Allocation for TBRA Assistance
a. The amount allocated to TBRA will be evaluated annually, subject to funding availability and commitments to other HOME eligible activities. b. Provide rental subsidies for a minimum of one year, with the possibility of renewal based on ongoing need and progress toward self-sufficiency.

3. Expand Supportive Services

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80 a. Integrate case management, medical assistance, mental health treatment, and substance use services with TBRA to ensure participants maintain stable housing. b. Partner with local non-profits and healthcare agencies to deliver wraparound services.

4. Encourage Landlord Participation
a. Offer financial incentives (e.g., signing bonuses, damage mitigation funds, or higher rental caps) to encourage more landlords to accept TBRA vouchers. b. Implement a dedicated landlord liaison program to build relationships and streamline the rental process for voucher holders.

Discussion
Regardless of special needs status, consultations with public and private service providers indicate that one of the most pressing challenges for individuals who are not homeless but require supportive housing is the difficulty in securing landlords willing to accept Housing Choice Vouchers (HCVs). According to the Housing Authority of the County of San Joaquin (HACSJ), of the 5,237 HCVs available countywide, only 80% were utilized as of November 2024, leaving 993 HCV recipients unable to secure housing despite having a voucher. This shortfall is attributed to several factors, including the stigma associated with HCV recipients and the difficulty in finding landlords who have vacant units that meet HUD’s quality standards and rent limits.

Stakeholders report that many landlords are reluctant to accept HCVs due to operating costs and rental restrictions that exceed the Fair Market Rents (FMRs) set by HUD, often resulting in financial losses for the property owners. To address this issue, the Central Valley Low-Income Housing Coalition (CVLIHC) implemented an incentive program in 2018 that provides one-time cash payments of $1,500 for units rented below FMR and $500 for units rented above FMR.

Additionally, CVLIHC hired a housing specialist whose primary role is to build relationships with landlords and encourage them to accept voucher holders. While these efforts have expanded the pool of willing landlords, the demand for HCVs still far exceeds the supply. For more information on the financial constraints faced by landlords accepting HCVs, refer to MA-15:

Housing Market Analysis: Cost of Housing.

Beyond HCV accessibility, stakeholders identified the need for proactive and sustained code enforcement in both single-family and multi-family rental housing and the strengthening of renter protections. Many low-income tenants living in substandard conditions hesitate to file code enforcement complaints out of fear of retaliatory eviction by their landlords. This issue is particularly pronounced among undocumented migrant residents, who face additional risks of deportation and housing instability.

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81 While enhanced code enforcement is a necessary measure to improve housing conditions, stakeholders advocating for elderly residents caution that punitive code enforcement measures, such as fines, should consider the limited physical and financial capacity of elderly homeowners to comply with code requirements. Efforts to assist elderly residents with home repairs and maintenance rather than penalizing them would prevent unnecessary financial hardship and housing displacement.

Addressing these systemic challenges requires expanding landlord participation in HCV programs, improving code enforcement strategies that protect vulnerable renters, and increasing support for elderly homeowners. Strengthening these policies will be critical in ensuring that Stockton’s special needs populations have access to stable, safe, and affordable housing.

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82 NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities
The CDBG program regulations identify a broad range of eligible activities, including but not limited to acquisition and disposition of real property, construction of public facilities and improvements, and the provision of public services. However, certain ineligible activities include buildings used for general government activities, general government expenses, political activities, purchases of equipment, and operating and maintenance expenses.

Although public facilities is an eligible use of the CDBG programs, there are several restrictions that come into play when identifying eligible projects including but not limited to: depending on the type of planned public facility, 1) the project may need to be located within a primarily residential area, 2) the service area must be specifically identified, 3) at least 51 percent of the persons being served must have incomes at or below 80 percent of the area median income (AMI).

Buildings and infrastructure open to the general public, whether owned by the government or nonprofits, may be considered public facilities under the CDBG program. When asked about the top three public facilities needs in Stockton, survey respondents in the City of Stockton ranked public facility needs in the community as follows:

The exclusion of operating and maintenance expenses is particularly significant in Stockton, which faces a substantial deferred maintenance burden. According to the 2022-2027 Capital Improvement Program (CIP), the Facilities Conditions Assessment identified over $700 million in deferred maintenance costs for City facilities, not including maintenance and repair needs for City Hall. Nonetheless, the CIP highlights various capital improvement needs eligible for CDBG funding, including the construction and reconstruction of police and fire facilities, parks, libraries, and other City infrastructure. The 2022-2027 CIP allocates approximately $1.03 billion over five years, with $139.3 million committed to the Fiscal Year 2022-2023.

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83 Of the 609 respondents, 64 percent rated parks, playgrounds, and recreational areas as a public facility need. Community centers (62 percent), youth/childcare centers (58 percent), and healthcare clinics (55 percent), were also in high demand. 43 percent of respondents ranked senior centers as a necessary public facility improvement area.

Public facility goals in the City of Stockton’s 2040 general plan and other local plans include:
• Ensure that all neighborhoods have access to well-maintained public facilities and utilities that meet community service needs.
• Design public facilities and infrastructure to maintain and improve the visual quality of the urban environment.
• Evaluate and implement adjustments to the Public Facilities Fee structure to encourage development in the downtown and areas where infrastructure is already present and ensure that non-infill development pays its fair share of anticipated citywide capital facilities and operational costs.

How were these needs determined?
The jurisdiction’s need for public facilities was identified through input from the stakeholders consulted through surveys, interviews, meetings, an evaluation of the City of Stockton 2022- 2027 CIP, the 2020-2025 Consolidated Plan, and various elements of the Stockton General Plan.

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84 Additional needs were identified through consultations with affordable housing stakeholders, homeless service providers, City officials, and social service organizations.

Describe the jurisdiction’s need for Public Improvements When asked about the top three public infrastructure needs, survey respondents rated safety improvements as the highest public infrastructure improvement need in the city. 75 % percent of respondents identified these improvements as a high- priority need. Street/sidewalk repairs were also rated as a high need by 73 % percent of respondents. Curb/gutter/sidewalk installations, as well as water/sewer line improvements were also high priorities of survey respondents, with 52% percent of respondents identifying curb/gutter/sidewalk improvements as a priority, and exactly half of all respondents identif ied water/sewer improvements as a top three need priority. Just over a third of respondents identified tree planting as a top three public infrastructure priority.

In addition to the survey, the City’s 2040 General Plan identifies needs for:
• Pedestrian-scale street lighting
• Maintenance of walking/wheeling facilities and park access • Establishment of Transit Oriented Development (TOD) Overlay Zones • Increased efficiency of multi -modal transit routes such as clear pedestrian and bicycle routes that connect to destinations and sheltered transit stops.

How were these needs determined?
The jurisdiction’s need for public improvements were identified through input from stakeholders consulted through surveys and interviews and meetings, as well as evaluations of the adopted CIP and Stockton General Plan.

Describe the jurisdiction’s need for Public Services

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85 Public services such as case management, childcare, transportation assistance, job training, and programming for youth and senior centers are important to the City’s community development strategy. Community members were asked to identify their top three public service needs.

Needs identified by respondents to the Housing and Community Needs Survey were ranked as follows, with one as the highest priority:
• Mental health/substance abuse (54% identified)
• Children/youth (44% identified)
• Homeless (42%)
• Crime prevention/awareness (37% identified)
• Senior (34% identified)
• Food security (34% identified)
Stakeholders also identified the need for the following services, including:
• Landlord incentives to help place folks in need of housing • Transportation for youth to access extracurricular activities and services • Mental health/wellness services directed specifically toward youth and young adults • Employment assistance for those attempting to enter/re-enter the workforce

How were these needs determined?
The jurisdiction’s need for public services were identified through input from stakeholders, input from the public through surveys and interviews and meetings, and various elements of the Stockton General Plan and Neighborhood Action Plans. Additional needs were identified through consultations with affordable housing stakeholders, homeless service providers, City officials, and social service organizations.

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86 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
The following Market Analysis provides an overview of the socioeconomic and policy environment in which the City of Stockton will administer its Community Development Block Grants (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG) funding over the course of the planning period. This analysis includes:
• MA-10 Number of Housing Units
• MA-15 Cost of Housing
• MA-20 Condition of Housing
• MA-25 Public and Assisted Housing
• MA-30 Homeless Facilities and Services
• MA-35 Special Needs Facilities and Services
• MA-40 Barriers to Affordable Housing
• MA-45 Non-Housing Community Development Assets
• MA-50 Needs and Market Analysis Discussion
• MA-60 Broadband Needs of Housing Occupied by Low- and Moderate- Income Households
• MA-65 Hazard Mitigation
In partnership with the Needs Assessment, the Housing Market Analysis provides the foundation for the goals and strategies defined in the Strategic Plan, and the programs and projects to be administered over this planning period. Many tables in this section are populated with default data from HUD, including 2016-2020 American Community Survey (ACS) and Comprehensive Housing Affordability Strategy (CHAS) data sets. As necessary, additional data is supplemented from more recent ACS data sets.

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87 MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The following section describes the significant characteristics of the City of Stockton’s residential housing market. This is accomplished by a brief analysis of available data regarding the type and amount of housing units within the city, units by tenure, federal, state, and local targeting, expected loss of units, and the needs for specific housing and populations.

All residential properties by number of units
Property Type Number %
1-unit detached structure 68,415 67%
1-unit, attached structure 6,140 6%
2-4 units 8,180 8%
5-19 units 8,670 9%
20 or more units 9,375 9%
Mobile Home, boat, RV, van, etc. 1,185 1%
Total 101,965 100%
Table 31 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS

Table 31 reports pre-populated HUD data from the 2016-2020 ACS 5-Year Estimates. According to this data, single-family detached homes represented 67 percent of Stockton’s housing supply. The remaining units were roughly evenly split between 1-unit attached, 2-4 units, 5-19 units, and 20 or more units. Mobile homes, boats, RVs, vans, etc. accounted for one percent of Stockton’s housing units.

Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 330 1% 12,735 6%
1 bedroom 390 1% 8,255 17%
2 bedrooms 6,295 13% 16,490 35%
3 or more bedrooms 40,470 85% 20,270 42%
Total 47,485 100% 47,750 100%
Table 32 – Unit Size by Tenure
Data Source: 2016-2022 ACS
An analysis of the housing stock by size of unit, based on data reported in Table 32, indicates most housing units (owner and renter occupied) are 3 or more bedroom units. Among owner- occupied units, only 1 percent were 1 bedroom or less, while 85 percent were 3 or more-

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88 bedroom units. Among renter-occupied units, there was an even distribution with a higher occupancy rate of 0-, 1- and 2- bedrooms with 6 percent, 17 percent, and 35 percent rates Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

According to data reported in the City of Stockton’s Housing Element, there are 56 publicly assisted rental housing projects within the city. These projects include a total of 4,335 affordable housing units and are funded by Low Income Housing Tax Credits (LIHTC), Housing and Community Development (HCD), United States Department of Agriculture (USDA), California Housing Finance Agency (CalHFA), HUD, local dollars, or a mixture of multiple funding sources. They are targeted to low-income families, large families, working families, individuals, homeless or at-risk of homelessness, seniors, Single Room Occupancy (SRO), developmentally disabled, mental illness, chronic illness, special needs, and veterans.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

The City of Stockton Housing Element identified three publicly assisted housing projects that are near-term risk for conversation to market rate (less than ten years). These include the Filipino Center, Villa de San Joaquin, and Inglewood Gardens. The Filipino Center and Villa de San Joaquin, which both target families, have affordability expirations of 2025 and 2026, respectively. Inglewood Gardens, which targets seniors, expires in 2033. Together, these three projects total 242 affordable units. The estimated cost of acquisition/rehabilitation of these properties is $24,236,142 according to the San Joaquin County Assessor’s Office.

Does the availability of housing units meet the needs of the population? The availability of housing units in Stockton meets some but not all the needs of the population.

The demands of specific types of housing depend on several factors, including income levels, family types, and specific needs of residents. The Housing Authority of the County of San Joaquin (HACSJ), the only entity that maintains a regional waiting list for its programs, has approximately 7,773 families on its Public Housing waiting list and 3,511 families for the voucher programs. The HACSJ reports seeing an increasing need for accessible and adaptable housing, particularly for the elderly and people with disabilities. Other housing providers also report that Stockton’s current housing stock does not fully meet the diverse needs of the population.

Describe the need for specific types of housing

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89 The need for affordable housing is critical in Stockton, as evidenced by the 56 publicly assisted rental projects. These units target a wide range of populations, notably low-income, large families, seniors, veterans, individuals with special needs, and those who are homeless or at risk of homelessness. However, the potential expiration of contracts for projects such as Filipino Center, Villa de San Joaquin, and Inglewood Gardens, poses a threat to long-term availability of affordable housing. A conversion of these projects to market-rate housing would further exacerbate the need for affordable housing in Stockton.

The largest segment of Stockton’s housing stock is 2- and 3-bedroom units, which meet the needs of most families. However, there is also a significant demand for 4+ bedroom units for large families. Among owners, 37.9 percent of the housing units are 4-bedroom or larger, but the percentage of rental units with 4+ bedrooms is much lower (12.4 percent). This imbalance indicates that there is unmet demand for larger rental units for families.

Senior housing needs are a growing concern as the population ages. The Inglewood Gardens project, which targets seniors, is set to expire in 2033, representing a key resource for the senior community. A large number of seniors may face displacement if this unit is converted to market rate, making it essential for the city to explore additional senior housing options to meet future demand.

There is a noticeable proportion of renter-occupied units in Stockton (about 32.6 percent of total housing units). The fact that a significant portion of rental units (17.8 percent) are 1- bedroom units indicates a need for smaller units, particularly for individuals, couples, or smaller families. While renters occupy a broad range of unit sizes, the city should focus on providing an appropriate mix of smaller and larger rental units to accommodate various family types and income levels.

Discussion
Stockton has a variety of housing types and sizes, but there are still some important needs that aren't fully met. There is a big need for affordable housing, especially for large families, seniors, and people with special needs. Some affordable housing units might be lost soon because of contracts ending, which makes it even more important to find ways to keep these homes affordable. The city also needs smaller rental units for individuals and couples, as well as larger ones for bigger families. To meet the needs of all its residents, Stockton should invest more in affordable housing and make sure the housing it already has remains affordable.

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90 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
HUD regulations require the evaluation and identification of the significant characteristics of the local housing market. The purpose of this is to provide the relative cost of housing in comparison to the ability of households to afford housing at a range of income levels.

Household income levels referred to in this section are HUD defined income categories which are based on HUD Area Median Family Income (HAMFI). The categories are as follows:

Extremely Low-Income: <30 percent of HAMFI
Very Low-Income: >30 percent of HAMFI <50 percent of HAMFI Low-Income: >50 percent of HAMFI <80 percent of HAMFI
Moderate-Income: >80 percent of HAMFI <120 percent of HAMFI Above Moderate-Income: >120 percent of HAMFI
Cost of Housing
Base Year : 2009 Most Recent Year:
2020
% Change
Median Home Value $172,500 $298,200 73%
Median Contract Rent $807 $973 21%
Table 33 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)

Rent Paid Number of Units %
Less than $500 4,835 10%
$500-999 21,020 44%
$1,000-1,499 15,425 32%
$1,500-1,999 4,960 10%
$2,000 or more 1,520 3%
Total 47,760 99%
Table 34 - Rent Paid
Data Source: 2016-2020 ACS

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91 Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
<= 30% HAMFI 10,270 3,625
>30% to <= 50% HAMFI 8,175 3,745
>50% to <= 80% HAMFI 10,065 6,635
>80% to <= 100% HAMFI 4,970 5,390
>100% HAMFI 13,505 29,835
Table 35 – Housing Affordability
Data Source: 2017-2021 CHAS

Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
2022 Fair Market Rent $891 $992 $1,305 $1,854 $2,234
2022 High HOME Rent $891 $989 $1,189 $1,365 $1,504
2022 Low HOME Rent $725 $776 $932 $1,076 $1,201
2024 Fair Market Rent $1,122 $1,245 $1,607 $2,265 $2,727 2024 High HOME Rent $1,078 $1,156 $1,388 $1,595 $1,760
2024 Low HOME Rent $843 $904 $1,085 $1,253 $1,398
Table 36 – Monthly Rent
Data Source: 2022 and 2024 HUD FMR and HOME Rents

Is there sufficient housing for households at all income levels? In comparing the number of housing units to each HAMFI income group to the total number of households in each HAMFI income group (NA-10, Table 6), there are clear shortfalls in the demand for housing and the supply available, particularly for extremely low-income (<=30 percent HAMFI) and very low-income (>30 percent to <= 50 percent HAMFI).

The most significant housing gaps are found among households earning <=30 percent HAMFI and 30-50 percent HAMFI, where both rental and homeownership options are severely limited.

For households earning <=30 percent HAMFI, there are 14,530 total households in need, but only 10,270 rental units and 3,625 owner units are available. This results in a 635-unit gap overall, but the shortfall in affordable rental units (9,230 households in need from Table 6 units) is particularly concerning, indicating that many in this income group may struggle to find stable housing. The large gap in affordable homeownership options for this group indicates most of these households will continue to seek housing in the rental market, where they may be competing against others from higher HAMFI brackets (2,695 households in need from Table 6).

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92 For those earning 30-50 percent HAMFI, the gap is larger, with 13,345 households needing affordable housing, but only 8,175 rental units and 3,745 owner units available. This creates a 1,425-unit total gap, with a much larger shortfall in rental units (7,995 households in need from Table 9) than homeownership options (2,610 households). In comparison, households earning 50-80 percent HAMFI (with 17,440 total households) face a 740-unit gap in total, with 5,935 more rental units and 3,295 homeownership units needed. Households earning 80-100 percent HAMFI (with 10,635 total households) have a 275-unit gap overall. Finally, households earning >100 percent HAMFI (with 39,290 total households) have a surplus of 4,050 units, as more affordable units are available than needed, particularly for ownership. The most pressing need remains within rental options for households earning less than 80 percent HAMFI, and where targeted intervention is critical to ensure affordable housing availability.

How is affordability of housing likely to change considering changes to home values and/or rents?
The affordability of housing is likely to worsen as home values and rents continue to rise, especially in areas with high demand and limited supply. As home values increase, the cost of purchasing a home becomes more out of reach for many households, particularly those in lower income brackets. This could push more people into the rental market, increasing competition for available rental units and driving rents even higher, further squeezing the budgets of low- and middle-income families. For households in the <=30 percent and 30-50 percent HAMFI ranges, where affordability is already a challenge, rising rents could force more people into housing instability or even homelessness, especially if wages don't keep pace with these increases.

In areas experiencing gentrification or economic growth, rent increases are often the most immediate concern, pricing out lower-income renters and contributing to displacement. For those in the 50-80 percent HAMFI range, rising home values could make homeownership increasingly unattainable, leading to a shift toward higher rental demand. This higher demand for rentals, combined with rising rents, would likely create a cycle where households are stuck paying a growing portion of their income for housing.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The analysis of Stockton's housing market reveals significant affordability challenges, especially for low- and very low-income households. There is a clear shortage of affordable housing options for households earning less than 50 percent of the Area Median Family Income (HAMFI), with the most critical gaps in rental housing. For those with annual incomes less than 30 percent HAMFI group (Table 6), there are far fewer rental units available than needed,

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93 creating a substantial shortfall of 9,230 rental units. Similarly, for households with incomes between 30 and 50 percent HAMFI, the gap in rental units is 7,995 rental units. This shortage is causing increased competition for the limited available units, leading to housing instability and a growing affordability crisis.

Comparing Fair Market Rent (FMR) and HOME rents with the area's median rent in both 2022 and 2024 shows that in many cases, the FMR is higher than even the High HOME Rents. This comparison also highlights the increases in rents in the last few years. In 2022, the FMR for a 2- bedroom unit was $1,305. Just two years later, the FMR for the same size unit was $1,607, an increase of 23 percent.

The analysis of Stockton's housing market underscores the urgent need for the City of Stockton to develop a robust strategy to produce and preserve affordable housing. The significant affordability challenges, particularly for low- and very low-income households, highlight the critical shortage of rental units for those earning less than 50 percent HAMFI. As home values and rents continue to rise, the situation is expected to worsen, pushing more households into the rental market and driving up rents further. This trend disproportionately affects lower- income households, increasing their cost burden and potentially leading to higher homelessness rates. To address these challenges, the City of Stockton must prioritize the creation and preservation of affordable housing, with a particular focus on rental units for those earning less than 50 percent HAMFI, to mitigate the impact on vulnerable populations and ensure housing stability for all residents.

Discussion
Addressing Stockton's housing affordability crisis requires urgent and targeted interventions, particularly in the rental market, to ensure that low-income households have access to stable, affordable housing. Without these interventions, the gap between housing costs and household incomes will continue to widen, leading to more displacement and hardship for the city's most vulnerable residents.

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94 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The following analysis offers a detailed examination of the current state of housing in the city, with a particular focus on the physical condition of both owner-occupied and renter-occupied units. This analysis explores factors such as the age of housing stock, the need for rehabilitation, the overall maintenance and livability of homes across Stockton, as well as households who are cost burdened. A significant portion of the city’s housing was built several decades ago, and as a result, many homes are in varying states of disrepair. This has led to a growing need for both owner-occupied and rental property rehabilitation to preserve the existing housing stock and improve living conditions for residents. The section aims to assess the extent of deterioration, identify neighborhoods that require immediate attention, and highlight areas where investments in repair and renovation could significantly improve housing quality. By understanding the age and condition of housing throughout the city, the analysis provides insight into the scale of rehabilitation required.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation"
The City of Stockton relies on the California Health and Safety Code Section (CHSCS) 17920.3 to determine the habitability of housing units. Pursuant to this code, substandard buildings include “any building or portion thereof…including any dwelling unit, guest room or suite of rooms, or the premises on which the same is located, in which there exists any of the listed conditions at CHSCS 17920.3 to an extent that endangers the life, limb, health, property, safety, or welfare of the public or the occupants thereof and the same shall be deemed and hereby is declared to be a substandard building.” The full definition can be found on the California Legislative Information website.

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95 Housing Problems Overview
The four housing problems are: incomplete kitchen facilities, incomplete plumbing facilities, more than 1 person per room, and cost burden greater than 30 percent.

Condition of Units Owner-Occupied Renter-Occupied

Number % Number %
With one selected condition 14,360 30% 25,575 54%
With two selected
conditions
715 2% 3,275 7
With three selected
conditions
55 0% 220 0
With four selected
conditions
4 0% 0 0
No selected conditions 32,345 68% 18,685 39%
Total 47,479 100% 47,755 100%
Table 37 - Condition of Units
Data Source: 2016-2020 CHAS

Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 12,480 26% 5,940 12%
1980-1999 13,795 29% 13,020 27%
1950-1979 15,095 32% 21,145 44%
Before 1950 6,115 13% 7,650 16%
Total 47,485 100% 47,755 99%
Table 38 – Year Unit Built
Data Source: 2016-2020 CHAS

Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980. 21210 45 28795 60

Housing units built before 1980 with children
present
9850 21 4,755 10
Table 39 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

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96 Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 40 - Vacant Units
Note: As of the date of publication, this data was not available

Need for Owner and Rental Rehabilitation
Stockton’s housing stock faces significant challenges, with a large percentage of both owner- occupied and rental units exhibiting one or more housing problems, such as substandard conditions, overcrowding, and high housing cost burdens. Specifically, 61 percent of rental properties in Stockton are affected by at least one of these issues, highlighting the acute need for rehabilitation efforts in the rental market.

A key factor contributing to these housing problems is the aging of Stockton’s housing supply. A significant portion of the city’s rental units—88 percent—were built before the year 2000, with 60 percent constructed before 1979. This aging housing stock is more prone to structural deterioration, outdated systems, and energy inefficiencies, all of which can exacerbate issues such as high maintenance costs and unhealthy living conditions. Older rental units are often more susceptible to these issues compared to owner-occupied units, which are generally better maintained. Homeowners tend to invest in ongoing maintenance and repairs, protecting their homes’ condition, whereas renters may not have the same incentives or resources to address maintenance problems, leaving rental units in a more deteriorated state over time.

Stockton does offer two rehabilitation programs aimed at addressing housing problems, but these programs are currently limited to owner-occupied homes, leaving a critical gap for rental properties. The two programs are the Single Family Housing Repair Loan Program and the Emergency Housing Repair Loan Program, the latter of which caps funding at $30k and is intended to address safety issues for seniors or disabled individuals. These programs provide much-needed financial support for homeowners to repair and improve their properties, helping to preserve and enhance the quality of the city’s housing stock. However, without similar rehabilitation resources available to landlords, many rental properties in need of repair continue to deteriorate, placing a greater burden on low- and moderate-income renters.

The lack of rehabilitation support for rental properties not only exacerbates housing quality issues but also contributes to the overall affordability crisis in Stockton. As rental units fall into

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97 disrepair, landlords may increase rent to cover rising maintenance and repair costs, further stretching the financial capacity of renters. To effectively address Stockton’s housing challenges, there is an urgent need to expand rehabilitation programs to include rental properties, ensuring that both renters and homeowners benefit from improved living conditions and reduced housing burdens.

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
The risk of lead-based paint (LBP) hazards is a significant concern in Stockton, particularly for low- and moderate-income families who are more likely to reside in older housing units. Lead- based paint was commonly used in residential properties until its ban by the federal government in 1978, meaning that homes built before this year are at heightened risk for LBP hazards. In Stockton, 45 percent of owner-occupied units and 60 percent of rental units were built before 1980, which increases the likelihood that these homes may contain lead-based paint that poses a risk to children, pregnant women, and other vulnerable individuals.

Low- and moderate-income families, who often face greater housing instability and cost burdens, are disproportionately affected by this risk. Renters are particularly at risk, as they are more likely to live in older housing that has not been adequately maintained or renovated to remove lead-based paint. In fact, renters in Stockton are more likely to occupy housing units built before 1980 compared to homeowners, which significantly increases their exposure to lead hazards. These families, already struggling with limited financial resources, may have fewer options for relocation or for addressing lead-related issues in their homes.

The presence of lead-based paint in older homes is especially dangerous for children, who are more likely to ingest lead dust or paint chips due to their hand-to-mouth behavior. The health risks associated with lead exposure include developmental delays, learning difficulties, and a host of other long-term health issues. These risks are compounded for low- and moderate- income families, who may lack the financial means to test for lead, remove lead hazards, or move to safer housing.

Discussion
Stockton's housing stock faces significant challenges, with many homes in poor condition due to age, lack of maintenance, and overcrowding. A large percentage of both owner-occupied and rental units are affected by housing problems, such as substandard conditions and high housing costs. Many rental properties, particularly those built before 1980, are at risk for lead-based paint hazards, which is a major concern for low- and moderate-income families. Although Stockton offers rehabilitation programs for homeowners, rental units do not have similar support, exacerbating housing quality issues and contributing to the affordability crisis.

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98 Expanding rehabilitation programs to include rental properties is crucial to improving living conditions and reducing housing burdens for all residents.

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99 MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Public housing in Stockton is managed by the Housing Authority of the County of San Joaquin (HACSJ). Through a variety of federal, state and local affordable housing programs, as well as partnerships with other agencies and businesses, HACSJ is currently assisting approximately 19,000 people in San Joaquin County. HACSJ offers several rental assistance programs and manages almost 900 public housing units across the County.

Total Number of Units
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based

Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units/vouchers
available 0 0 890 4,396 676 3,349 190 65 116
# of accessible
units***
Table 41 – Total Number of Units by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition ** HUD allows for up to 20 percent of tenant-based vouchers to be utilized to be used on a project basis, with an additional 10 percent allowed if the vouchers are dedicated for a special population. *** HACSJ does not track the number of accessible units in its portfolio.

Data Source: Housing Authority of the County of San Joaquin

Describe the supply of public housing developments
HACSJ operates two large housing projects in Stockton. Conway Homes offers 395 single-story family homes and duplexes, and Sierra Vista Homes offers 268 single-story and two-story duplexes, triplexes, and four-plex family homes. The Sierra Vista Homes community has resident counseling and on-site community police.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

HACSJ operates 663 public housing units in Stockton. The HUD Real Estate Assessment Center (REAC) conducts a program of annual physical inspections of public and assisted multifamily housing projects. Scores for this assessment range from zero to 100. The physical inspection scoring is deficiency based, with all properties starting at 100 points. Each observed deficiency reduces the score by an amount dependent upon the importance and severity of the deficiency.

Based on the data provided in Table 42, the most recent reported physical inspections occurred

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at Conway Homes and Sierra Vista Homes in in 2017. At that time, Conway Homes was awarded an average inspection score of 85, while Sierra Vista Homes was awarded an average inspection score of 80, a significant improvement from a score of 60 in 2017.

Public Housing Condition
Public Housing Development Average Inspection Score
Sierra Vista Homes 80
Conway Homes 85
Table 42 - Public Housing Condition
Data Source: Housing Authority of the County of San Joaquin Describe the restoration and revitalization needs of public housing units in the jurisdiction The Housing Authority plans to reposition its public housing portfolio through mixed finance transactions that will include Low-Income Housing Tax Credit (LIHTC), project-based vouchers, and will seek additional funding when applicable from other grant sources such as HOME Investment Partnerships Program, Community Development Block Grant (CDBG), Mental Health Services Act (MHSA), or Veterans Housing and Homeless Prevention (VHHP) funding.

Planned development activities in the City of Stockton include:

1. Develop additional phases of Sierra Vista Homes, which has already converted 46 public housing units to Project-Based Vouchers through the Rental Assistance Demonstration program.

2. Create a phased redevelopment of Conway Homes to include a KIPP charter school, uninhabitable units pending demolition, and 30 units offline pending redevelopment

3. Acquire a maintenance facility and administrative space for use by Sierra Vista Homes and Conway Homes due to redevelopment efforts of both communities. The acquisition will be funded through capital funds or Public Housing reserves. The facility will also provide housing for maintenance functions as well as training space for community and staff.

4. Continue to seek out affordable housing projects for development and acquisition for unused Low Income Public Housing units as well as Housing Choice Project-Based Vouchers. HACSJ will pursue funding from the City of Stockton for rehabilitation and modernization of existing units at a. Satellite Apartments.

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:

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The restoration and revitalization of public housing in Stockton are crucial to improving living conditions and ensuring long-term sustainability. HACSJ is currently focused on the following efforts:
• System Modernization - Many public housing units require updates to essential systems such as plumbing, electrical, and HVAC to meet current standards and improve energy efficiency.
• Structural Repairs - Addressing issues like roof leaks, foundation problems, and outdated building materials is essential to ensure the safety and habitability of units. • Accessibility Improvements - Enhancing accessibility features for residents with disabilities, including installing ramps, elevators, and accessible bathrooms. • Community Spaces - Revitalizing common areas and community centers to provide safe and engaging spaces for residents to gather and participate in activities. • Safety Enhancements - Implementing security measures such as improved lighting, surveillance systems, and community policing to ensure a safe living environment. • Resident Services - Expanding support services such as job training, educational programs, and health services to help residents achieve greater self-sufficiency.

These efforts are part of a broader strategy to not only maintain but also enhance the quality of public housing in the County, ensuring it remains a viable option for low-income families, the elderly, and persons with disabilities.

Discussion
HACSJ manages 663 public housing units in Stockton. Physical conditions at its developments in Stockton have improved in the last decade. HACSJ plans to continue its improvements and increase the number of affordable housing units available using a variety of funding sources.

HACSJ aims to modernize systems, make structural repairs, improve accessibility, enhance community spaces, increase safety, and provide more services to residents. These efforts will create better and more sustainable housing conditions for low-income families, the elderly, and people with disabilities.

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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
There are a range of facilities and services to support individuals experiencing homelessness in Stockton. These services include emergency shelters, transitional housing, and supportive programs aimed at helping people regain stability. The San Joaquin Human Services Agency is the lead agency for the San Joaquin County Continuum of Care (SJCoC), which represents a consortium of local government agencies and non- profit organizations, encompassing all jurisdictions in San Joaquin County, including the City of Stockton. These organizations work collaboratively to address the complex needs of the homeless population and strive to create pathways to permanent housing and improved quality of life. The SJCoC and the Central Valley Low Income Housing Corporation (CVLIHC) play pivotal roles in addressing homelessness in Stockton, with both organizations actively involved in collecting county-wide data to better understand and address the needs of the homeless population.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds (Current &
New)*
Voucher / Seasonal /
Overflow Beds*
Current & New * Current & New
^
Under
Development
Households
with Adult(s)
and Child(ren)
343 CoC Shelter Beds
148 City Shelter Beds
272 CoC Voucher beds
117 City Voucher beds
163 CoC
94 City
287 CoC
203 City
Not in HIC, PIT,
and HMIS scope
Households
with Only
Adults
392 CoC Shelter Beds
169 City Shelter Beds
424 CoC Voucher beds
183 City Voucher beds
195 CoC
112 City
535 CoC
378 City
Not in HIC, PIT,
and HMIS scope
Chronically
Homeless
Households
0 0 0 352 CoC
249 City
Not in HIC, PIT,
and HMIS scope
Veterans 10 CoC Shelter beds
0 City Shelter beds
0 15 CoC

9 City
329 CoC
232 City
Not in HIC, PIT,
and HMIS scope
Unaccompanie
d Youth
8 CoC Shelter beds
8 City Shelter beds
0 0 34 CoC
24 City
Not in HIC, PIT,
and HMIS scope
Table 43 - Facilities and Housing Targeted to Homeless Households Data Source: 2024 PIT, HMIS
*Estimate is based on total number of beds in the San Joaquin Continuum of Care and multiplying by 43.15%, the percentage of shelter beds in the Stockton jurisdiction during the 2024 Housing Inventory Count.

Please note that CoC-wide numbers are more accurate and reliable than City of Stockton- specific numbers, as data and inventory for many of these project types do not collect data at a city -specific level, and therefore City-specific numbers are based on estimates from HIC data.
^Estimate is based on total number of unsheltered homeless in the San Joaquin Continuum of Care and multiplying by 70.65%, the percentage of unsheltered homeless in the Stockton jurisdiction during the 2024 Point in Time Count of Unsheltered Homeless, as more than 84% of all PSH beds in the CoC are tenant -based vouchers, and tenant-

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based voucher use patterns tend to reflect the communities from which people are located previously to obtaining a voucher.

Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

Stockon uses a comprehensive approach to addressing homelessness by leveraging mainstream services that complement specialized homeless programs. The San Joaquin Continuum of Care (SJCoC) and Central Valley Low Income Housing Corporation (CVLIHC) work collaboratively with various service providers to ensure homeless individuals and families receive coordinated support across multiple domains.

Health/Mental Health Services: Local healthcare providers partner with homeless service organizations to deliver medical and mental health care, creating an integrated approach that addresses physical and psychological barriers to housing stability. Substance use treatment and recovery services are also available to support individuals with co-occurring disorders.

Employment and Economic Opportunity: Mainstream workforce development programs, vocational training, and employment services help homeless individuals develop skills and secure income sources necessary for long-term housing sustainability. These services are particularly important for transitioning from temporary to permanent housing solutions.

Benefit Access and Case Management: Dedicated case managers help homeless individuals navigate and access mainstream benefits including SSI/SSDI, CalFresh, Medi-Cal, and other public assistance programs. This coordination ensures that homeless persons can leverage available resources while working toward housing stability.

The City's approach recognizes that homelessness requires addressing multiple needs simultaneously. Housing alone is insufficient without the complementary mainstream services that support overall wellbeing and self-sufficiency.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.