City Council and Concurrent Authorities
August 18, 2026

Stockton offers 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.

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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, child care, 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), Stockton’s Men Shelter, New Hope Family Shelter (separate housing for women or women with children, and for men), and the Central Valley Low Income Housing Corp (CVLIHC). Programs provided by CVLIHC help homeless individuals and families move from shelters and the streets into permanent housing and assists households at risk of homelessness with remaining in permanent housing. In conjunction with the direct support for clients, CVLIHC provides clients with support services to improve financial, emotional, and physical wellness. Haven of Peace also offers transitional and supportive housing programs designed to assist residents in building a secure and self-sufficient future by providing temporary housing solutions and long-term support, including life skills training and access to community resources.

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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Stockton offers a variety of facilities and services to support individuals with special needs.

These include specialized housing, educational programs, and health services. These facilities and services are designed to create a supportive environment for individuals with special needs, helping them lead fulfilling lives. The County’s 2-1-1 program also connects Stockton residents to help in a wide variety of areas, including housing, health care, mental health services, and substance abuse treatment facilities and supportive services.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
The City recognizes the need to meet the diversity of housing needs, particularly for persons with special needs, through a variety of housing types. Persons with special needs may have a variety of mental and physical disabilities or circumstances that require a wide range of supportive service needs. These special needs populations can also include the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with mental health issues, persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, and other categories. The City has a strong commitment to helping people with special needs or disabilities by providing funding to developers and non-profit organizations that provide housing and services special needs populations. HOME funds can also be used to assist in the development and renovation of special needs housing in partnership with developers and service providers.

Elderly and Frail Elderly: For the elderly, poor health is a more significant contributor to housing instability compared to other age groups. Seniors often need help not only with making monthly housing payments but also with costs for utilities, maintenance, repairs, and accessibility upgrades. Some are also not physically able to handle the repairs. Chronic health conditions present a serious barrier to independence for seniors. Often, frail elderly (75 years and above) may be able to remain living independently in their homes with the help of special services. The increased prevalence of health issues and disability among the senior population is exacerbated by limited access to health care that many low- to moderate-income elderly face.

There are many supportive services for the elderly and frail elderly, including in-home supportive services that help pay for services so that individuals in these populations can remain safely in their own homes, meals and nutritional programs for older adults and families,

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supportive service programs to promote and maintain independent living, family caregiver support to provide support to unpaid caregivers caring for elderly relatives, and community senior centers operated by the Community Services Department that provide a wide range of in-person services. The Salvation Army provides many services to seniors, including adult daycare centers for older individuals with both mental and physical disabilities, a Community Center, and affordable housing at the Salvation Army Silvercrest Residence in Stockton.

The Affordable Housing Program for Seniors and the Disabled offers affordable low-income housing to seniors (ages 62 and older) and individuals with disabilities within the cities of Escalon and Stockton. Studios and one-bedroom apartments are available, with several units equipped to accommodate those who are mobility impaired. Ancillary services include Meals- on-Wheels and Home Health Services. A social worker coordinator is available for residents' personal needs. The San Joaquin County Department of Aging and Community Services supports older adults, adults with disabilities, family caregivers, and residents in long-term care facilities. The Department’s services help older and disabled individuals live as independently as possible in the community, promote healthy aging and community involvement, and assist family members in their vital caregiving roles.

Persons with Disabilities: Persons with disabilities in the City are twice as likely to experience poverty than those without disabilities. They also face more frequent discrimination from landlords refusing to rent to them and must rely on the advocacy of fair housing services or accommodating owners/managers to secure housing. While this population often has limited incomes, those with disabilities often need a range of supportive services, independent living assistance, accessibility modifications, adaptive equipment, or other features in their home.

Furthermore, as much of the housing stock in the City was constructed prior to 1990 (before the passage of the Americans with Disabilities Act), accessible housing is also limited in supply.

The Housing Authority of the County of San Joaquin (HACSJ) provides units with accessible features through its public housing program and plans. In collaboration with non-profit agencies and developers, the City has worked to foster independence, personal growth, and to promote the opportunity for community integration based on the individual needs of adults with developmental disabilities.

The Housing and Disability Advocacy Program (HDAP), established in 2016, assists people experiencing or at risk of homelessness who are likely eligible for disability benefits by providing advocacy for disability benefits as well as housing supports. HDAP targets individuals experiencing homelessness who are likely eligible for disability benefits. Services provided by HDAP include, but are not limited to, interim shelter assistance, rental assistance, housing navigation, case management, security deposits, utility payments, moving costs, legal services, and credit repair. Winslow Village Apartments is a 40-unit gated apartment complex for

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disabled adults with support services. This affordable housing tax credit project, built by Service First of Northern California in partnership with the State of California, City of Stockton, and San Joaquin County Housing Authority, is a designated living complex for disabled adults who live independently with support services.

People with Mental Health Issues: For individuals with mental health issues, the City has partnered with Care Solace, which helps Stockton residents find licensed mental health providers and substance use treatment services regardless of insurance coverage. The San Joaquin County Behavioral Health Services (BHS) also provides mental health and supportive services for residents with serious mental illness. These mental health services are offered either through directly operated or contract agencies throughout the County. Services typically provided are assessment, therapy, medication, case management/brokerage, crisis intervention, and other supportive services related to housing and employment. These services are intended to reduce psychiatric symptoms, increase independent functioning and self- reliance so that individuals can achieve the fullest and most productive life. The strategy of these programs is to create a full continuum of care for clients' specific level of mental health needs and recovery goals. Some of the program offerings include prevention and early intervention services, clinical services, recovery-focused wellness centers, and client-run services that are designed to support clients who are in later stages of recovery and specialty services to support veterans.

Park Center Apartments, a downtown in-fill development, will provide permanent supportive housing to about 50 San Joaquin County residents experiencing homelessness with severe mental health disorders. It is scheduled to be completed in December 2025.

People with Alcohol or Other Drug Use Issues: People who suffer from substance abuse often require special housing services while they are being treated and recovering. The continuum of care for persons with substance abuse problems consists of four levels of assistance. Public inebriate reception centers, detoxification recovery facilities, recovery homes, and outpatient support networks offer varying levels of care to those with substance abuse issues willing to receive treatment. A public inebriate reception center is a 24-hour facility allowing people to undergo immediate help without being jailed. A detoxification recovery facility allows persons to stay up to 30 days. Persons who need extended assistance may require a stay in a recovery home for 30 to 90 days. Outpatient support networks, such as Alcoholics and Narcotics Anonymous, provide support groups, counseling, and other programs on an ongoing basis.

Substance Abuse Services (SAS) within the BHS is responsible for the coordination of alcohol and drug treatment efforts in County. They provide a range of drug and alcohol treatment services for residents of San Joaquin County, including outpatient, and residential treatment services. SAS provides a wide array of alcohol and other drug prevention, treatment, and

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recovery programs and services for individuals through contracts with community-based organizations. The primary recipients of City-funded alcohol and drug treatment, recovery, and intervention services are County residents, particularly those who are uninsured and/or underinsured.

New Directions is an alcohol and drug awareness program for adult men and women. The core treatment program lasts six months and includes individual counseling, as well as lectures and group sessions that address substance abuse, parenting, employment, and family reunification.

The California Department of Corrections and Rehabilitation contracts with New Directions for treatment beds. These beds are for parolees with long-term substance abuse and criminal issues. Parolees are placed here by their parole agent. Those funded by grants may be self- referred. Other clients are placed in New Directions by the San Joaquin County Parole Reentry Drug Court, San Joaquin County Post Release Court Supervision Program, and the San Joaquin County Child Protective Services Agency. The Magnolia House, operated by Lily Pad Living, LLC, provides transitional recovery homes for women and children under the age of eight. Magnolia House offers a sober, safe living environment and connects clients to community resources for additional support.

People with HIV/AIDS and their Families: Stable, affordable housing offers the best opportunity for persons living with HIV/AIDS to access drug therapies, treatments, and supportive services that will enhance the quality of life for themselves and their families. For many of those living with HIV/AIDS, short-term assistance with rent, mortgage, or utility costs alone will provide the necessary support to remain healthy and in stable housing. Additionally, a large majority of persons living with HIV/AIDS in the City may have low incomes and need support in the form of financial assistance for medical care, transportation, legal services, and other general support services. The City encourages the coordination of housing-related resources and services for people living with HIV/AIDS in Stockton. Holman (funded by the County’s Housing Opportunities for Persons with AIDS/HIC program) House has 10 beds and houses individuals with HIV or AIDS for up to 18 months. Five different HOPWA-funded condominiums and the Greenfield House have 25 beds and offer temporary housing for families whose parents have HIV or AIDS. Holman House is operated by Stockton Shelter for the Homeless.

Foster Youth and Transitional Housing: Hundreds of foster youth age out of the San Joaquin County child welfare system each year. Most have difficulties when looking for jobs, housing, higher education, or support. The goals of the transitional housing programs for former foster youth are to develop affordable apartments, transitional housing, and emergency shelters in Stockton, in conjunction with supportive services to help youth become independent adults. In addition to housing, the programs offer job training, computer training, educational assistance, and other social services.

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Children’s Home of Stockton (CHS) provides housing for at-risk youth in San Joaquin County and throughout California for 140 years. Each year, CHS serves approximately 100 at-risk youth.

Children’s Home of Stockton (CHS) operates two programs: a licensed 16-bed Short-Term Residential Therapeutic Program (STRTP) for foster youth 12- to 18-years old and Catalyst, an 18-bed housing and homeless prevention program for unsheltered and at-risk youth 18 to 24 years old.

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. PREVAIL operates two emergency shelters that provide supportive services for youth at risk or experiencing homelessness, Safe House for youth ages 12-17 and Opportunity House for youth 18-21 and emancipated youth ages 16-17. In addition to the youth shelters Prevail runs a Drop-in Center that provides critical services such as meals, showers and laundry facilities for youth ages 12-25 and a case management program, TAY (Transitional Age Youth) to assist youth with basic needs.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
In September 2018 the State Legislature passed SB 1152, the "Dignity in Discharge" law, which requires acute care hospitals and acute psychiatric hospitals to have a written homeless patient discharge planning policy and procedure. Several programs support the implementation of SB 1152 to ensure individuals returning from health institutions receive the necessary resources to transition successfully back into the community.
• Hospital Discharge Planning: Hospitals in Stockton are required to develop comprehensive discharge plans that include securing a sheltered discharge location, providing transportation, offering appropriate weather clothing, and ensuring patients receive a meal and referrals to health and mental health resources. • Collaboration with Community Resources: Hospitals collaborate with local shelters, mental health providers, and supportive services to ensure a smooth transition for discharged patients. This includes working with organizations like the Central Valley Low Income Housing Corporation (CVLIHC) and the Housing Authority of the County of San Joaquin (HACSJ).
• Supportive Housing Programs: Programs like the Crossway Residences, in partnership with San Joaquin County Behavioral Health Services (SJCBHS), provide supportive housing for individuals with mental health issues, ensuring they have a stable place to live post-discharge.

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Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Some of the housing and supportive service needs are addressed strategically through funding categories that meet multiple needs. For example, the City has prioritized making more affordable housing units to Stockton residents. Units that are created with funds allocated to affordable housing often include social services targeted to lower-income and special needs populations.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) During the five year plan period, the City of Stockton plans to undertake several key activities to address the housing and supportive services needs of, including but not limited to, persons with special needs, including the elderly, person with disabilities, transition-aged youth, those with mental health or substance use disorders, and persons with HIV or AIDS and their families.

These activities include expanding affordable housing options, including exploring the creation of an Affordable Housing Trust, enhancing in-home supportive services and nutritional programs for the elderly, and increasing the availability of accessible housing units for persons with disabilities. The City will also support the development of transitional and supportive housing for individuals with mental health issues and substance use disorders, ensuring they receive comprehensive case management and access to necessary health services. Additionally, the City will collaborate with non-profit organizations to provide stable, affordable housing and supportive services for persons living with HIV or AIDS, promoting their health and well-being.

These initiatives reflect Stockton's commitment to fostering an inclusive community where all residents can thrive.

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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment California housing law requires that each jurisdiction include an analysis of governmental constraints to affordable housing development as a required component of its adopted General Plan Housing Element. Based on Stockton's 2023-2031 Housing Element, several key policies and regulations may affect housing development and investment, though the City has worked to minimize these constraints where possible.

The City's General Plan and Development Code promotes diverse housing development, with residential uses allowed in nonresidential zones and densities up to 136 units per acre permitted in the Downtown Core. However, development standards outside downtown, including density limits of 30 units per acre and parking requirements, can impact housing feasibility. Parking standards, while relatively low compared to other jurisdictions, still require two spaces per single-family home and one to one-and-a-half spaces per multifamily unit.

Processing and permit procedures represent another potential constraint. While most housing projects are allowed by-right and only require site plan and design review, processing times can range from one to four weeks for design review to 12 – 24 weeks for General Plan amendments. Development fees also impact housing affordability, with total impact fees of approximately $61,725 for single-family and $33,028 per multifamily unit, representing about

15.3 percent and 6.1 percent of total development costs respectively.

Stockton has implemented several measures to reduce these constraints. In 2022, it adopted Density Waivers for Small Infill Lots, allowing modification of underlying zoning requirements to facilitate development. The City’s Economic Stimulus Plan provides fee reductions for both single-family and multi-family projects. Infrastructure requirements, while necessary, are reduced where possible for infill development.

Stockton continues to evaluate and update its policies to encourage housing development through ongoing code updates, process simplification, and fee reduction programs.

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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
This section examines Stockton’s key non-housing community development needs, focusing on economic development opportunities and workforce needs. The City's Economic Development Strategic Action Plan outlines several core business areas that could create jobs and support economic growth. The Plan identifies various initiatives to improve economic opportunity, including programs to enhance quality of life and strengthen the local business environment. Regional efforts, including partnerships with San Joaquin County and neighboring communities, are also working to address local workforce training needs. This analysis considers both current conditions and recent economic trends that affect the City's ability to meet its community development goals.

Economic Development Market Analysis
Business Activity
Business by Sector Number of Workers Number of Jobs Share of Workers %
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 4,022 1,322 4% 2% -2% Arts, Entertainment, Accommodations 11,910 9,832 13% 13% 0% Construction 6,545 3,525 7% 5% -2%
Education and Health Care Services 20,528 23,551 22% 31% 9% Finance, Insurance, and Real Estate 3,983 3,636 4% 5% 1% Information 1,475 940 2% 1% -1%
Manufacturing 9,555 5,467 10% 7% -3%
Other Services 3,633 2,935 4% 4% 0%

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Business by Sector Number of Workers Number of Jobs Share of Workers %
Share of Jobs
%
Jobs less workers
%
Professional, Scientific, Management Services 5,926 4,102 6% 5% -1% Public Administration 0 0 0% 0% 0%
Retail Trade 13,282 11,464 14% 15% 1%
Transportation & Warehousing 7,393 4,832 8% 6% -2%
Wholesale Trade 5,643 5,590 6% 7% 1%
Total 93,895 77,196
Table 44 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Labor Force
Total Population in the Civilian Labor Force 140,360
Civilian Employed Population 16 years and over 128,955
Unemployment Rate 8.13
Unemployment Rate for Ages 16-24 15.11
Unemployment Rate for Ages 25-65 5.33
Table 45 - Labor Force
Data Source: 2016-2020 ACS

Occupations by Sector Number of People
Management, business and financial 22,115
Farming, fisheries and forestry occupations 5,485
Service 15,840
Sales and office 26,350
Construction, extraction, maintenance and
repair
15,425
Production, transportation and material moving 10,230
95,445
Table 46 – Occupations by Sector
Data Source: 2016-2020 ACS

Travel Time
Travel Time Number of People Percentage
< 30 Minutes 76,144 64
30-59 Minutes 21,468 18
60 or More Minutes 21,029 18
Total 118,641 100
Table 47 - Travel Time
Data Source: 2016-2020 ACS

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Education:

Educational Attainment by Employment Status (Population 25 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 18,005 2,055 11,895
High school graduate (includes
equivalency)
31,530 2,690 12,690
Some college or Associate’s
degree
33,895 2,590 10,120
Bachelor’s degree or higher 22,655 820 4,260
Table 48 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS

Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 790 2,610 5,430 9,815 7,180
9th to 12th grade, no
diploma
3,710 4,165 3,70 6,230 3,460
High school graduate,
GED, or alternative
13,230 16,745 12,300 17,895 9,425
Some college, no
degree
11,575 9,720 8,120 14,850 7,325
Associate’s degree 1,330 3,950 3,950 6,020 3,330
Bachelor’s degree 1,990 5,755 4,785 8,390 4,920
Graduate or
professional degree
145 2,190 2,750 3,875 2,965
Table 49 - Educational Attainment by Age
Data Source: 2016-2020 ACS

Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $26,178
High school graduate (includes equivalency) $32,654
Some college or Associate’s degree $38,426
Bachelor’s degree $54,324
Graduate or professional degree $73,342
Table 50 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to the data, the major employment sectors in Stockton are:
• Education and Health Care Services (23,551 jobs; about 31% of total employment) • Retail Trade (11,464jobs; about 15% of total employment) • Arts, Entertainment, Accommodations (9,832 jobs; about 13% of total employment) • Manufacturing (5,467 jobs; about 7% of total employment) Describe the workforce and infrastructure needs of the business community The workforce needs center around education and skills-training to support the growing healthcare, technology, and professional service sectors. There is demand for technical training in healthcare and educational services, which represent the largest employment sector.

Stockton’s Economic Development Strategic Action Plan (EDSAP) identifies a critical need for enhanced life skills training and workforce readiness programs to better prepare workers.

Infrastructure needs include improved broadband capabilities to support the internet-based economy, enhanced transportation networks, and improved public transit to connect workers with employment centers. Stockton has identified downtown development as a priority, including amenities and facilities that can attract and retain businesses and skilled workers.

One key focus is creating a Workforce Alliance with San Joaquin County, local businesses, community groups, and educational institutions to identify skills needed for the future of work.

This includes developing targeted outreach strategies and actionable roadmaps for job seekers in high-impact industries and organizations.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

Several significant developments are affecting Stockton's economic landscape. The city has seen significant commercial development since 2016, with over 500,000 square feet of new retail and office space. The 2021 EDSAP outlines strategic goals including building a thriving entrepreneurship ecosystem, attracting high-caliber businesses, and strengthening the local business climate through data-driven decision making.

In terms of physical development, the City is working to transform downtown through multiple coordinated efforts. Two landmark projects contributing to these efforts include the development of the Town Center Studios and the South Pointe development project. Town Center Studios transformed 40 motel rooms into studio apartments and mostly serve “high

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need” individuals. South Pointe is a city-owned site located along the downtown waterfront.

The City was awarded federal and state grant funds to assess and cleanup the 9-acre site to prepare for the development of a mixed-use commercial / multigenerational housing project.

The City Council adopted the Envision Stockton 2040 General Plan, reflecting a significant shift away from greenfield development toward urban infill development and redevelopment.

Additionally, major projects include the development and leasing of the Norcal Logistics Center and Airpark 599 in South Stockon, which represent significant local investment. Downtown revitalization efforts aim to create a more vibrant urban core that can attract new businesses and residents. Retaining small businesses through improvements of business façades, equipment purchases, and entrepreneurship support programs has been a major focus.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The workforce data shows opportunities for better alignment between skills and job opportunities. The unemployment rate is 8 percent overall, with a higher rate of 17 percent for ages 16 through 24. This indicates a need for enhanced workforce development. To address this, Stockton’s EDSAP emphasized the creation of partnerships and internship opportunities through Stockton Unified School District’s Career Pathways program and establishing partnerships with educational institutions to develop relevant training programs. These initiatives aim to expose Stockton’s youth to various vocational opportunities while building a skilled workforce for the city’s growing sectors.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

Key workforce development programs in Stockton include partnerships with San Joaquin Delta College, which provides career technical education and workforce development programs. The city benefits from WorkNet Center services and collaborations with the regional Workforce Development Board. These programs offer job search assistance, skills training, and career development services to help bridge the gap between workforce skills and employer needs. The EDSAP emphasizes establishing a Workforce Alliance with the County, local businesses, community groups, and educational institutions to identify skills needed for future work opportunities and advance workforce development initiatives.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes.

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If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The San Joaquin County CEDS identifies a wide variety of capital improvement projects that can be coordinated with projects funded under the Consolidated Plan. Through the EDSAP, the City is implementing strategic initiatives that align with both the CEDS and Consolidated Plan, including downtown revitalization, workforce development programs, and business support services. These coordinated efforts focus on creating economic opportunities while ensuring equitable development throughout the city.

Discussion
Stockton's major employment sectors include education and health care services, retail trade, arts and entertainment, and manufacturing. The city needs more education and skills training to support growing sectors like healthcare and technology. Infrastructure improvements, such as better internet and transportation, are also needed.

Stockton is focusing on downtown development to attract businesses and skilled workers.

Significant changes include new commercial developments and downtown revitalization projects like Town Center Studios and the South Pointe project. These efforts aim to create a vibrant urban core and attract new businesses.

Workforce development programs, partnerships with educational institutions, and initiatives like the Workforce Alliance are helping to align skills with job opportunities. Stockton's strategic plans, including the Economic Development Strategic Action Plan and the Comprehensive Economic Development Strategy, support these efforts to ensure economic growth and equitable development.

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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Housing problems typically impact lower and moderate-income households disproportionately, compared to above moderate-income households. A low- and moderate-income concentration is defined as a Census Tract where at least 54.2 percent of households are low-income and at least 70.2 percent are moderate-income. Large concentrations of low- and moderate-income households are located in the Downtown and South Stockton neighborhoods, bounded generally by Harding Way to the north, Airport Road to the east, Dr. Martin Luther King Jr. Blvd to the south, and I-5 to the west.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") According to census data, above average concentrations of certain minority groups occur most commonly in low- and moderate-income areas. Various census tracts in the Downtown and southeast portion of Stockton have an above average percentage of African Americans and Hispanics. Eleven census tracts within the City of Stockton qualify as Racially/Ethnically Concentrated Areas of Poverty (R/ECAP), which HUD defines as areas having a non-white population of 50 percent or more and a poverty rate of either 40 percent or more, or three times the metropolitan area average. R/ECAP tracts are generally concentrated in Downtown and South Stockton.

What are the characteristics of the market in these areas/neighborhoods? Areas with high concentrations of racial or ethnic minorities and low-income families tend to have some of the highest concentrations of rental housing. These areas, particularly in and around Downtown also have high concentrations of the City's multifamily housing stock.

Available code enforcement and rental inspection program data indicate that housing units in many of these lower-income, high minority neighborhoods can be characterized as substandard or in need of rehabilitation. Due to these conditions and other social characteristics, the relative cost of housing in these areas tends to be notably lower than in other parts of the city.

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Figure 1 - Racially and/or Ethnically Concentrated Areas of Poverty by Census Tract, 2018 Source: 2014-2018 ACS and HUD
Are there any community assets in these areas/neighborhoods? The city has a variety of community groups and organizations that provide services in low- and moderate-income areas. Two existing public housing developments, Sierra Vista Homes and Conway Homes, are in primarily low- and moderate-income neighborhoods with high concentrations of African American and Hispanic residents. The majority of HUD-assisted multifamily properties and Low-Income Housing Tax Credit (LIHTC) properties are in Downtown Stockton and neighborhoods to the north, predominantly in low- and moderate-income Census tracts.

Are there other strategic opportunities in any of these areas? Located near the City's southern areas, the Stockton Metropolitan Airport represents an important strategic asset as the region continues to develop as a hub for distribution and

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logistics. These opportunities could attract higher skill and higher wage jobs to serve nearby residents as well as residents from other lower-income and minority neighborhoods throughout the city. While improved public transportation facilities and service will be needed to connect workers to new employment opportunities, development around the airport area could provide significant economic benefits to surrounding neighborhoods.

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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

The term “broadband” is commonly used to refer to a high-speed, always-on connection to the global internet. As such, broadband connectivity is also commonly referred to as “high-speed broadband” or “high-speed internet.” In an age when information technology drives much of the local, state, and global economies, broad connectivity is critical for all households in order to facilitate access to information and employment opportunities. This is particularly true for low- and moderate-income households who may lack alternative channels for access to information, education, and employment. For these reasons, HUD recently introduced a new requirement to incorporate an analysis of access to broadband internet into the Consolidated Planning process and requires that jurisdictions consider approaches to “bridging the digital divide” as part of their goal and priority-setting process, though falls short of requiring that actions be taken. HUD indicates that the evaluation should be conducted using readily available data sources developed by Federal, State, and local government agencies and other available data, and that HUD will not require grantees to incorporate these new requirements into their Consolidated Plan process until HUD is able to make the data available to all grantees. As of this writing, no such data or guidance has been made available; however, a December 16, 2016 notice in the Federal Register (Docket No. FR 5891-F-02) identifies possible sources of information, including the National Broadband Map (NBM) created by the National Telecommunications and Information Administration (NTIA) and the Federal Communications Commission (FCC) Form 477.

According to the 2022 ACS 5-Year Estimates for the City of Stockton (Table S2801), approximately 91.6% of households have an internet subscription, including 85.5% with a cellular data plan and 77.4% with broadband such as fiber optic, cable, or DSL, while satellite internet service accounts for 8.1% of connections. Despite widespread broadband availability,

8.4% of households lack an internet subscription, with disparities based on income level.

Among households earning less than $20,000 annually, 74.0% have broadband access, while

25.7% remain unconnected, and only 0.2% rely on dial-up connections. For households earning between $20,000 and $74,999, 87.6% have broadband, leaving 12.2% without an internet subscription. In contrast, 96.6% of households earning $75,000 or more have broadband access, with only 3.3% lacking an internet subscription. These figures indicate that low-income households face significant barriers to internet access, likely due to affordability constraints.

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However, free broadband access is available through public libraries, the City Permit Center, and other public locations, while Xfinity’s Internet Essentials program provides low-cost broadband for qualifying households, including those receiving SNAP, SSI, Medicaid, and National School Lunch Program benefits. Expanding affordable broadband programs and digital literacy initiatives is crucial to closing Stockton’s digital divide and ensuring equitable access to high-speed internet for all residents.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

The need for increased broadband choice and competition helps to reduce the “digital divide,” a term that refers to the growing gap in access to computers and the internet between different groups. Having multiple service providers helps to ensure that households, particularly low- and moderate-income residents, have access to affordable broadband service that enables their participation in today's digital economic, social, and educational opportunities.

According to the broadband data shown above, there are still significant disparities in broadband access and adoption among lower -income households in Stockton. Increased competition among providers could help reduce costs and improve service quality, making internet access more affordable and reliable for all residents. This is particularly important given that households earning less than $20,000 annually show significantly lower broadband adoption rates compared to higher-income households.

Since 2021, the American Connectivity Program (ACP), a $14 billion initiative, has provided monthly broadband discounts of $30 per month for qualifying households. In Stockton, this program aims to help bridge the digital divide by making internet service more affordable for eligible households. However, increased competition among providers would further support these affordability efforts and help ensure that low- income households have access to quality broadband service.

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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City’s 2014 Climate Action Plan (CAP) established an inventory of emissions, reduction targets, and implementation measures to mitigate climate change risks. California State Senate Bill (SB) 379 mandates that jurisdictions update their General Plan Safety Element to incorporate climate adaptation and resilience strategies. These requirements have also been integrated into the Envision Stockton 2040 General Plan, particularly in the Land Use, Safety, and Community Health elements section.

The 2022 San Joaquin County Local Hazard Mitigation Plan (LHMP) was approved by FEMA and the County Board of Supervisors in April 2023. This plan identifies hazards, assesses risks, and proposes mitigation strategies to reduce or eliminate future risks. In January 2024, the County initiated the development of a Multi-Jurisdiction Hazard Mitigation Plan (MJHMP), which aimed to collaboratively address natural hazard risks exacerbated by climate change in cities and special districts. The 2022 LHMP highlights that climate change will likely intensify flooding, drought, extreme heat, and wildfire risks, significantly impacting public health, infrastructure, and agriculture. Stockton’s General Plan Safety Element update will incorporate these adaptation measures to enhance community resilience. In addition, the 2023 San Joaquin County Hazard Mitigation Plan also clearly identifies many of the natural hazard risks that the community may be vulnerable to due to climate change based on those identified in the California Adaptation Planning Guide (APG), including:
• Ecosystem and Biodiversity – Climate change and new development patterns affect both natural and built environments. These changes create stress on local ecosystems and species, particularly impacting regional habitats that support vulnerable populations. • Extreme Temperatures – Climate change continues to influence significant increases in average annual temperatures, with particular impact during summer months. The heat island effect in developed areas poses increased health risks, especially for vulnerable populations who work or spend significant time outdoors. • Public Health - Rising temperatures can disproportionately affect vulnerable populations, including low-income residents and those working outdoors. These impacts are particularly significant in urban areas where the heat island effect is strongest. • Future Development - Development patterns will need to consider climate resilience, particularly in addressing increasing demand for housing and infrastructure. More compact, mixed-use developments that help residents avoid heat exposure and provide efficient access to services will become increasingly important.

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The San Joaquin County Hazard Mitigation Plan indicates that while climate change has not been directly attributed as a causal factor for any declared disasters, the likelihood that climate change will be a significant contributing factor to future natural disasters in San Joaquin County and the City of Stockton is relatively high.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The degree to which low- and moderate-income households are vulnerable to increased natural hazards associated with climate change is an important consideration for the City of Stockton.

According to the City's 2023 Revised Displacement Avoidance Plan (RDAP)and the San Joaquin County Hazard Mitigation Plan, vulnerable populations, including low-income households, the elderly, the homeless, and other marginalized groups, have a reduced capacity to prepare for and cope with extreme weather and climate-related hazards.

The County's Hazard Mitigation Plan indicates that while climate change has not necessarily resulted in significantly increased risks to any declared disasters, the likelihood that climate change will be a significant contributing factor to future disaster declarations and risks for the City of Stockton and its residents is strong.

Low- and moderate-income neighborhoods often face greater exposure to climate hazards due to factors such as:
• Older housing stock with less efficient heating and cooling systems • Limited resources for weatherization and climate adaptation improvements • Higher concentration in areas with less tree coverage and more heat island effects • Reduced access to transportation options during extreme weather events The RDAP provides a comprehensive analysis of the risks and vulnerabilities faced by housing occupied by low- and moderate-income households in Stockton. These households are at higher risk during floods due to their location in flood-prone areas and heatwaves, as they often lack access to air conditioning and other cooling mechanisms. Poor air quality is another significant concern, especially for households located near industrial areas or major highways.

These households are more likely to be exposed to pollutants, which can lead to respiratory issues and other health problems. Economic vulnerabilities also pose a substantial risk to low- and moderate-income households. The RDAP emphasizes that these households are more likely to spend a higher percentage of their income on housing, leaving them with less financial flexibility to address emergencies or make necessary repairs. Many residents in these households work in low-wage, unstable jobs, making it difficult for them to afford housing and other necessities. The document highlights the need for economic support and job training programs to improve their financial stability. Social vulnerabilities further compound the

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challenges faced by low- and moderate-income households. The RDAP identifies a lack of access to essential services, such as healthcare, education, and public transportation, as a significant vulnerability. This lack of access can hinder their ability to improve their living conditions and overall quality of life. Social isolation and a lack of community support networks are also highlighted as vulnerabilities. Strengthening community ties and providing social services can help mitigate these risks. To assess these vulnerabilities, the RDAP utilized a variety of data sources, including census data, housing surveys, and environmental assessments. Geographic Information System (GIS) mapping was used to visualize the distribution of these households and their proximity to environmental hazards, such as flood zones and industrial areas. The study also involved input from various stakeholders, including community organizations, local government agencies, and residents, to gain a comprehensive understanding of the challenges faced by low- and moderate-income households. Public meetings and surveys were conducted to gather feedback and identify priority areas for intervention. Risk assessment methodologies were employed to evaluate the potential impact of environmental, economic, and social risks on these households, including assessing the likelihood of different hazards occurring and their potential consequences on housing stability and residents' well-being. The RDAP provides several recommendations to address these vulnerabilities and help reduce environmental risks.

Investing in infrastructure upgrades, such as flood defenses and cooling centers, expanding affordable housing programs, and providing housing rehabilitation funding can help minimize these risks. Implementing job training and economic support programs can improve financial stability and reduce housing cost burdens.

As these populations are less able to adapt to and absorb the impacts associated with climate change, it is critical for the community to prioritize actions that reduce and/or mitigate the impacts of climate change on the most vulnerable populations, particularly in areas identified as having concentrations of low- and moderate-income households. By addressing these vulnerabilities and risks through targeted interventions and comprehensive planning, Stockton can improve the resilience and quality of life for its low- and moderate-income residents.

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Strategic Plan
SP-05 Overview
Strategic Plan Overview
In conjunction with the Needs Assessment and Market Analysis sections, the Strategic Plan identifies the City’s priorities and describes strategies that the City will undertake to address the previously identified needs and to achieve the objectives identified herein. In addition to this overview, the Strategic Plan includes the following sub-sections:
• SP-10 Geographic Priorities
• SP-25 Priority Needs
• SP-30 Influence of Market Conditions
• SP-35 Anticipated Resources
• SP-40 Institutional Delivery Structure
• SP-45 Goals
• SP-50 Public Housing Accessibility and Involvement
• SP-55 Barriers to Affordable Housing
• SP-60 Homelessness Strategy
• SP-65 Lead-Based Paint Hazards
• SP-70 Anti-Poverty Strategy
• SP-80 Monitoring

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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
The geographic priorities table has been deleted as the City does not allocate funds to specific geographic target areas; rather, the City makes resources available on a citywide basis but provides additional outreach and recruitment in areas with high concentrations of unmet needs and areas within the adopted Slum/Blight Area Map.

General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City allocates resources on a citywide basis. For example, the housing rehabilitation and program is equally available to qualifying residents in all geographic subareas, with eligibility being determined based on the income of the household receiving assistance. Households with the greatest demonstrated unmet need receive higher priority for assistance. Additional preference is given to households residing in areas with disproportionately high concentrations of low- and moderate-income households, minority households, and/or households experiencing HUD-defined housing problems, such as those areas identified under subsection MA-50. Though qualifying households are also encouraged to consider housing options in areas with greater access to opportunity. Projects located in areas that correspond with other related or complementary programs and/or projects also receive additional preference or priority consideration.

For activities meeting the Slum Blight Area national objective, the City of Stockton uses the State definition of Slum/Blight which was used in the establishment of Redevelopment Project Areas. The City's current slum/blight area is primarily composed of the downtown and Neighborhood Action Plan Areas, specifically the Cabral/East Cabral Station Area, Little Manila/Gleason Park, and South Airport Way neighborhoods; bounded by Harding Way to the north, the San Joaquin River to the west, Wilson Way to the east, and MLK Blvd to the south.

The City conducted a lot by lot survey in 2023 for these areas. Staff has carefully reviewed the data and maps and have found that the following conditions still exist, in compliance with HUD's requirement to re-determine eligibility for slum/blight designation every ten years. This review indicated that the slum/blight area features unsafe/unhealthy/deteriorated buildings, vacant/abandoned properties, and significantly depreciated property values compare to other parts of the city. In addition, the downtown waterfront area features high vacancy rates and environmental contamination.

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Figure 2 – 2023 Stockton Slum-Blight Area Map
Data Source: City of Stockton GIS

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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 51 – Priority Needs Summary
1 Priority Need Name Increase and Preserve Affordable Housing Opportunities Priority Level High
Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate Income
Individuals
Large Families
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Develop & Rehabilitate Affordable Housing Units

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Description Preserve, improve, and expand the supply of decent affordable housing for the City’s lower income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income levels. 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.

Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.

2 Priority Need Name Reduce Homelessness
Priority Level High
Population Extremely Low-Income
Very Low-Income
Low-Income
Large Families
Families with Children
Elderly
Frail Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Unaccompanied Youth
Non-housing Community Development

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Geographic Areas
Affected
Citywide
Associated Goals Provide Services to Prevent & Reduce Homelessness Description Provide supportive services for the City’s unhoused 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. Expand the housing first model to provide permanent housing units with intense wrap around services on-site.

Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.
3 Priority Need Name Resilient & Healthy Communities
Priority Level Low

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Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate-Income
Individuals Large Families
Families with Children
Elderly
Frail Elderly
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Resilient Infrastructure & Public Facilities Healthy Neighborhoods & Residents
Description Resilience is the sustained ability of a community to use available resources to respond to, withstand, and recover from adverse situations, whether these situations be physical, social, economic, or health related. Communities across the City need improvements in infrastructure, public facilities, and resources to narrow disparities and mitigate the increased risk of natural disasters.

Vulnerable populations, particularly persons experiencing and those at-risk of homelessness, low-income families, seniors, persons with a disability, and survivors of domestic violence, are often most impacted by these shifts and rely heavily on public services for basic life necessities, such as food and shelter.

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Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.
4 Priority Need Name Strengthen Local Economy
Priority Level Low
Population Extremely Low-Income
Very Low-Income
Low-Income
Moderate-Income
Individuals Large Families
Families with Children
Public Housing Residents
Chronic Homelessness
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas
Affected
Citywide
Associated Goals Support Businesses
Increase Access to Economic Opportunity

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Description Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate- income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and unhoused persons.

Basis for Relative
Priority
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration include information gathered through consultation and resident participation, and the relative availability of necessary resources.

Narrative (Optional)
Priority needs will be addressed by their associated goals discussed in greater detail in SP-45.

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 for Service Providers 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 Supporting all Needs: Compliance
Priority is assigned based on the level of need demonstrated by the data collected during the preparation of the Plan, and presented in the Needs Assessment and Market Analysis. Other important factors taken into consideration in priority assignment include information gathered through consultation and resident participation, and the relative availability of necessary resources. Based on these factors, homelessness resources and housing needs are considered “high” priorities, while community and economic development needs are considered “low” priority. Note that a “low” priority designation does not indicate that the associated needs are

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unimportant. For example, improvements in the availability of affordable housing can, at least to some degree, ameliorate needs associated with housing and community development.

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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence the
use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Consultations with stakeholders revealed that many landlords view Housing Choice Voucher (HCV) participants as high-risk tenants, and that the Fair Market rents set by HUD are lower than the true market rental rates they could collect. This has caused a shortage of landlord willing to rent to HCV recipients. The City may consider utilizing funds to support ongoing efforts by service providers to secure and incentivize HCV acceptance. Additionally, the City may consider utilizing ESG monies for homelessness prevention and rapid rehousing.

TBRA for Non-
Homeless Special
Needs
See the discussion provided above. The City may consider utilizing HOME funding for TBRA activities, as well as ESG monies for homelessness prevention and rapid rehousing. These programs are designed to help all types of low- income households. Special needs households may receive assistance, with priority given under existing guidelines. However, the maximum allowable HOME rents are typically below the market average, which discourages property owners from accepting HOME based assistance.

New Unit
Production
Market characteristics that influence the use of HOME and CDBG funds for the development of new housing units that are affordable to extremely low-, very low-, low-, and moderate-income households include the costs relating to land, infrastructure improvements, development impact fees (e.g., school fees, transportation fees, park fees, etc.), construction requirements (e.g., seismic standards, accessibility standards, etc.), and general economic conditions, such as household incomes, market interest rates, the availability of mortgage financing, the type and volume of existing home sales (e.g., number of REOs, short sales, and foreclosures), etc. Though CDBG funds may not be used for new housing development, except under limited circumstances, such funds may be used for site acquisition, infrastructure improvements, and other activities that reduce the cost of development and improve the potential affordability of resultant housing units. HOME funds, by comparison, may be used in a variety of ways to facilitate new unit production, including site acquisition and improvement, demolition, and new unit construction, as well as the relocation of existing households. Both CDBG and HOME funds may be bundled with other financial resources to facilitate new development.

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Rehabilitation Market characteristics that influence the use of funds for the rehabilitation of existing for-sale and rental housing include the age and condition of the existing citywide housing stock, as well as the age and condition of existing public and publicly assisted housing units. Based on the analysis conducted as part of the Needs Assessment and Market Analysis, approximately 54 percent of the housing stock was constructed prior to 1980 and may contain lead- based paint hazards. An estimated 49 percent of households are also estimated to occupy sub- standard housing units. Due to the high cost of housing rehabilitation, particularly for older housing units, rehabilitation assistance for lower-income homeowners represents a relatively effective method for both maintaining affordability and improving housing quality. If appropriately coordinated with applicable law enforcement programs, rehabilitation assistance, may also prove a valuable tool in the City’s broader anti-crime/anti-violence strategy. Also, with the Sierra Vista and potential Conway Homes redevelopment project underway, the City could use funds to support complementary projects, such as the use of CDBG funds to provide off- site improvements that would facilitate the successful redevelopment and/or rehabilitation of existing units. This would not only facilitate the work underway by the HACSJ, but could also facilitate other private and non-profit affordable housing developers.

Acquisition,
including
preservation

Due to the high costs of development, the City often works in partnership with developers to create, maintain, and preserve affordable housing for extremely low-, very low-, low-, and moderate-income households. While acquisition and rehabilitation can be an effective strategy for the preservation of affordable housing, recognizing the high cost of new development, the program is still constrained based on the current market price for housing units in Stockton.

Also, in some cases, property owners are known to inflate the price of a given unit if it is publicly known that the City is a prospective buyer. While there are ample opportunities to purchase lower cost housing units in lower-income neighborhoods, there are limited opportunities to purchase and rehabilitate housing units in higher opportunity areas and doing so implies a greater cost.

Table 52 – Influence of Market Conditions

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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
During the five-year planning period, the City expects to receive approximately $3.2 million in annual CDBG funding, based on the allocation received in program year (PY) 2024. This would equal a five-year total of $16.1 million. Additionally, the City anticipates $1,864,610 in program income, and $462,500 of prior year resources will be made available as part of (PY) 2025, for a grand total of $18.4 million. The City also anticipates receiving an annual allocation of approximately $1.38 million in HOME funding for housing activities, and administrative costs, which would equal a five-year total of $7.0 million. Additionally, the City is estimating $100,000 in program income for (PY) 2025, for a grand total of $7.1 million. The City also expects to receive an estimated $284,000 in annual ESG funding, which would equal a five-year total of $1.4 million. Table 53, below, provides a breakdown of these anticipated resources, which are based on PY 2024 allocations. Final award amounts and distribution among the different projects/activities identified in this Consolidated Plan, Annual Action Plan, and sources and uses will be proportionately adjusted (increased or decreased) upon HUD’s official announcement of the PY 2025 allocations.

Anticipated Resources
Program
Sources
of
Funds
Use of Funds
Expected Amount Available Year 1
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,
Public Facilities,
Infrastructure
$3,229,216 $1,864,610 $462,500 $5,556,326 $12,916,864
Expected
amount
available to
City based on
24/25

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Improvements,
Public Services,
Environmental
Cleanup,
Homeowner Rehab
allocation
HOME Public-
Federal
Administration &
Planning,
Acquisition,
Homebuyer
Assistance,
Multifamily Rehab,
Multifamily Rental,
Multifamily Rental
Rehab, New
Construction for
ownership, TBRA
$1,382,561 $100,000 $0 $1,482,561 $5,530,244
Expected
amount
available to
City based on
24/25
allocation
ESG Public-
Federal
Administration and
Planning, Homeless
Prevention, Rapid
Rehousing,
Emergency Shelter
Operations, Street
Outreach, HMIS
$284,821 $0 $0 $284,821 $1,139,284
Expected
amount
available to
City based on
24/25
allocation
Table 53 - Anticipated Resources
Source: City of Stockton
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

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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 applied for and has received five concurrent 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.

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.

The use of HOME and ESG funds often requires matching funds from local and state sources. While investments from State or local governments and the private sector can qualify as matching contributions, Federal funds generally do not qualify. The following is a brief summary of additional funding sources used to leverage federal funds, satisfy federal match requirements, compliment to other federal resources.

Leveraging Funds
Federal funds facilitate the acquisition of other funding sources. In the absence of CDBG and HOME funding, many public/private financing sources may unavailable to private and non-profit affordable housing developers.

Matching Funds
HOME and ESG programs require the use of matching funds. The HOME program guidelines require a 25 percent match. However, the HOME statute provides for a reduction of the matching contribution requirement under three conditions: 1) fiscal distress; 2) severe fiscal distress; and 3) for Presidentially declared major disasters covered under the Stafford Act. The current HOME match requirement for the City of Stockton is 0 percent, meaning a 100 percent reduction in the matching requirement, per the match reduction guidelines published by HUD November 2023. HUD has not released updated match reductions since then.

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HUD requires a 100 percent 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.

Private Resources
Affordable Housing Program (AHP) is a semi-annual competitive grant program offered by financial institutions associated with the eleven Federal Home Loan 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 and workforce housing development.

State Resources
California offers numerous funding programs, listed below, which could be used as matching funds for HOME and ESG funds. More information about these programs is available through the California Department of Housing and Community Development:
• Low Income Housing Tax Credit (LIHTC)
• Affordable Housing and Sustainable Communities (AHSC) • Tax Exempt Bonds
• CalHome
• Homeless Emergency Aid Program (HEAP)
• Local Housing Trust Fund Program (LHTF)
• Golden State Acquisition Fund (GSAF)
• Housing for Health California (HHC)
• Infill Infrastructure Grant Program (IIG)
• Joe Serna, Jr., Farmworker Housing Grant Program (FWHG) • Mobile Home Park Rehabilitation and Resident Ownership Program (MPRROP)

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• Supportive Housing Multifamily Housing Program (SHMHP) • Multifamily Housing Program (MHP)
• No Place Like Home
• Predevelopment Loan Program (PDLP)
• Section 811 Project Rental Assistance
• Transit Oriented Development Housing Program (TOD)
• Veterans Housing and Homeless Prevention Program (VHHP) • Permanent Local Housing Allocation (PLHA)
• Mixed-Income Program
• California Emergency Solutions Housing (CESH)
• SB 2 Planning Grants Program
• Prohousing Incentive Program (PIP)
• Homeless Housing, Assistance and Prevention (HHAP)
• Homekey
Federal Resources
McKinney-Vento Homeless Assistance Act established the CoC as the lead agency in the application for S+P and SHP funds.

Housing Choice Voucher Program (HCV) administered by the HACSJ provides low-income households the ability to select affordable privately-owned rental housing through the use of vouchers which close the gap between market rate rents and the maximum amount deemed affordable, based on the household’s size and income level.

National Housing Trust Fund offers deferred payment or forgivable loans to assist in the construction of permanent housing for extremely low-income households.

Opportunity Zones allow investors to defer capital gains taxes in exchange for investments made in Qualified Opportunity Funds (QOFs). It is currently unclear exactly how much investment can be secured through partnership with a QOF.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City of Stockton was awarded $5.2 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 2026 or 2027.

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.

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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 City of Stockton will be partnering with Visionary Home Builders Inc (VHB) for the development of affordable housing on a State- owned site located at 601 East Miner Avenue/ 622 E. Lindsay in Downtown Stockton.

Discussion
No further discussion.

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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible
Entity
Responsible
Entity Type
Role Geographic
Area Served
City of Stockton Government The City of Stockton’s Economic Development Department (EDD) oversees
the implementation of the Consolidated Plan,
including the allocation of Community
Development Block Grant (CDBG), HOME
Investment Partnership Program (HOME),
and Emergency Solutions Grant (ESG) funds
Jurisdiction
Housing
Authority of the
County of San
Joaquin
Government Manages public housing and administers
rental assistance programs such as the
Housing Choice Voucher program
Region
San Joaquin
County
Government Collaborates with the city on regional housing and community development initiatives. The
Human Services Agency of the county serves
as the CoC lead entity.

Region
San Joaquin Fair
Housing
Association
Non-Profit Ensures that all members of the community
have equal access to safe affordable housing
and to eliminate discrimination in housing
Region
Central Valley
Low Income
Housing
Corporation
Continuum of
Care
Help homeless people move into housing and
also provide fast, effective prevention
services for extremely low-income people
who are at risk of becoming homeless.

Region
St. Mary’s
Community
Services
Non-Profit Provides hot meals every day to more than
500 individuals, the staff, partner agencies
and volunteers create individualized
pathways to achieve enhanced personal
wellbeing and housing solutions
Region

PREVAIL
(Women’s
Center/Youth
and Family
Services)
Non-Profit PREVAIL provides a range of supportive
services for individuals and families affected
by domestic violence, sexual assault, and
youth homelessness
Region
New Directions Non-Profit The mission of New Directions is to guide men and women who have lost control of
Jurisdiction

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their lives due to their addictions how to
overcome their substance use disorder and
lead healthy, happy, and productive lives.

Dignity’s Alcove Non-Profit Dignity's Alcove provides essential services to homeless veterans, offering 24-month
transitional housing, meals, and various
support programs
Region
STAND
Affordable
Housing
Non-Profit STAND is a nonprofit organization that
focuses on community policing, affordable
housing, and various community activities in
South East Stockton
Jurisdiction
Visionary Home
Builders
Non-Profit Visionary Home Builders of California is a
nonprofit affordable housing developer that
provides housing for families, seniors, and
individuals of low and moderate income.

Region
Service First Non-Profit Service First of Northern California is a 501(c)(3) Non-profit Public Benefit
Corporation that provides supportive services
to individuals that are developmentally
disabled, mentally ill, physically disabled,
homeless Veterans, Social Security
Beneficiaries, and those struggling with
addiction
Region
Emergency Food
Bank
Non-Profit The Emergency Food Bank of Stockton/San
Joaquin is a nonprofit organization dedicated
to providing food assistance to residents in
need throughout San Joaquin County
Region
Second Harvest
of the Greater
Valley
Non-Profit Second Harvest of the Greater Valley serves
Stockton and the surrounding areas by
providing healthy food, education, and
leadership to combat hunger
Region
Table 54 - Institutional Delivery Structure

Assess of Strengths and Gaps in the Institutional Delivery System The above table identifies the lead agencies and organizations that are influential in the administration and implementation of CDBG, HOME, and ESG funded activities. The list was compiled based on previously established partnerships. Note that this is not intended as a comprehensive list, given that some organizations may, or may not, be selected to participate in funded activities during the planning period. Similarly, the City

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reserves the right to establish partnerships with new agencies and organizations, on an as-needed basis, to achieve the objectives laid out in this plan.

The City’s Economic Development Department is responsible for implementation of the Consolidated Plan and oversight of funded activities. The department consists of several divisions which work together to administer CDBG, HOME, and ESG programs. The Housing Division takes primary responsibility for leadership and coordination with the other divisions of the Economic Development Department. These staff also collaborate with staff from other departments, as well as an extensive network of other governmental and non-profit agencies for strategic planning and implementation.

Based on consultations with service providers and other stakeholders, one of the strengths of the Institutional Delivery System in Stockton and San Joaquin County are the strong collaborations among agencies and nonprofits, the City of Stockton Housing
Action Plan that aims to address housing needs and improve the overall housing landscape and, pursuing funding programs (i.e. Homeless Housing, Assistance, and Prevention (HHAP) Program ) which provide significant funding to support permanent housing solutions, emergency shelters, and interim housing operations. Some of the gaps include barriers to accessing and maintaining housing, gaps in healthcare accessibility, and gaps in home and community-based services for older adults and individuals with disabilities.

Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Focused on
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach X X

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Services
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and
Employment Training
X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Table 55 - Homeless Prevention Services Summary

Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The service delivery system in Stockton is designed to address the diverse needs of homeless individuals, including chronically homeless persons, families with children, veterans and their families, and unaccompanied youth. The organizations providing services have variety of service scopes and missions. While some organizations have narrow scopes, other provide broad mainstream services. When combined, the service delivery system provides significant support in the community. These supports include essential services such as emergency shelter, meals, and recovery programs, ensuring immediate relief and support. For those living with HIV, offerings include crucial testing, treatment, and educational services. Mainstream service providers further support these populations by providing mental health care, housing assistance, and other specialized programs. Together, these organizations and agencies create a comprehensive network aimed at improving the quality of life and fostering stability for vulnerable individuals and families in Stockton.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
One of the primary strengths of the service delivery system in Stockton is the comprehensive network of services available. In addition, the existing service delivery system is dedicated to supporting the special needs population and persons experiencing homelessness with the high

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quality of the service provision. The most significant gap/deficiency in the existing service delivery system is a lack of sufficient resources to provide at the scale that is necessary to fully address existing needs. There is also a need for improved coordination and collaboration between service providers and agencies. Overall, while Stockton's service delivery system provides a robust foundation of support, addressing these gaps is essential to ensure that all individuals, particularly those with special needs and experiencing homelessness, receive the comprehensive care and assistance they require.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City is actively pursuing several strategies to overcome gaps in its institutional structure and service delivery system to address priority needs. One key approach is enhancing coordination and collaboration among service providers to ensure a seamless and integrated support network for individuals in need. Based on the Stockton in Transition Report, published in 2019, Stockton has been focusing on securing increased funding and resources from various sources to expand the capacity of existing programs and develop new initiatives, particularly in affordable housing and supportive services. In addition, the City is working to leverage current funding through efficiencies in service and enhanced collaboration among service providers, and by eliminating the duplication of services.

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SP-45 Goals Summary – 91.215(a)(4)
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
2025 2029 Affordable
Housing
Homelessness
Citywide Increase and
Preserve
Affordable
Housing
Opportunities
CDBG:
$5,968,513
HOME:
$5,571,524.46
250 new multifamily rental units
constructed
25 units acquired
155 multifamily rental units
rehabilitated/converted
25 homeowner housing units rehabilitated
2 Provide Services
to Prevent &
Reduce
Homelessness
2025 2029 Affordable
Housing
Homelessness
Citywide Reduce
Homelessness
ESG:
$1,317,295
225 persons served with homeless
prevention
125 homeless persons served at overnight
shelters

3 Resilient
Infrastructure &
Public Facilities
2025 2029 Non-Housing
Community
Development
Citywide Resilient &
Healthy
Communities
CDBG:
$3,000,000

1,000 persons served by public
facility/infrastructure improvements
250 persons served in targeted
revitalization
3 acres of contamination cleaned-up
4 Healthy
Neighborhoods &
Residents
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Resilient &
Healthy
Communities
CDBG:
$2,675,461

125,000 persons served
5 Support
Businesses
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen
Local Economy
CDBG:
$1,200,000
15 façade treatment/business buildings
rehabilitated
10 businesses assisted
10 micro-enterprises assisted
6 Increase Access to
Economic
Opportunity
2025 2029 Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Strengthen
Local Economy
CDBG:
$400,000
25 persons assisted
25 micro-enterprises assisted

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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
7 Compliance 2025 2029 All Citywide All $6,777,304
Table 56 – 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.

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 Goal Name Provide Funding to Direct Services Providers to Prevent & Reduce Homelessness Goal Description 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 Goal Name Resilient Infrastructure & Public Facilities Goal Description Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure and prepare additional sites to serve the needs of City residents. 4 Goal Name Healthy Neighborhoods & Residents
Goal Description 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 Goal Name Support Businesses
Goal Description 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 persons. 6 Goal Name Increase Access to Economic Opportunity

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Goal Description Prioritize and expand job and business readiness programs targeting 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 57 – Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City does not directly provide affordable housing, but partners with other public and private affordable housing service providers, most notably the Housing Authority of the County of San Joaquin. Nonetheless, the City anticipates facilitating construction of 225 new deed restricted rental housing units and rehabilitation/conversion of 155 deed restricted rental housing units for extremely low- and low-income households. The City is planning the acquisition and deed restriction and/or preservation of 25 affordable housing units. The City also anticipates providing 25 homeowner rehabilitation loans for low- and moderate-income households.

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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The HACSJ is not under a Section 504 Voluntary Compliance Agreement.

Activities to Increase Resident Involvements
The City of Stockton is actively engaging residents through various initiatives aimed at increasing community involvement. Currently, the HACSJ issues a quarterly resident newsletter to help keep tenants informed regarding housing authority business and to provide information that may be useful, such as how and where to access services and participate in housing authority management activities. In addition, Stockton has developed Neighborhood Action Plans which were created in collaboration with residents and housing developers through community events, focusing on improving housing opportunities and overall neighborhood conditions. The city also regularly hosts public workshops, meetings, and study sessions to gather input from residents on various projects and initiatives. These events provide a platform for residents to voice their opinions and contribute to the decision-making process Is the public housing agency designated as troubled under 24 CFR part 902? The most recent HUD-approved 5-Year Action Plan for HACSJ was approved on August 20, 2023.

At that time, the Housing Authority of the County of San Joaquin (HASJC) is not designated as troubled under 24 CFR Part 902. This designation is based on the Public Housing Assessment System (PHAS), which evaluates public housing The Housing Authority of the County of San Joaquin (HACSJ) was last assessed for performance by HUD as part of their annual review process. In addition, the HACSJ was designated as a high performer on both the Public Housing Assessment System (PHAS) and the Section Eight Management Assessment Program (SEMAP) assessments1. This designation indicates that HACSJ has met or exceeded HUD's performance standards in areas such as physical condition, financial condition, management operations, and the Capital Fund program.

Plan to remove the ‘troubled’ designation
HASJC does not have a ‘troubled’ designation.

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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
California housing law requires that each jurisdiction include an analysis of government constraints to affordable housing development as a required component of the adopted General Plan Housing Element. The City's analysis, based on the 2023-2031 Housing Element, identifies both constraints and recent efforts to reduce barriers to housing development.

While the City's General Plan and Development Code generally facilitate housing production, certain standards affect development feasibility. Outside downtown, density limits of 30 units per acre may restrict multifamily development, though higher densities up to 136 units per acre are allowed in the Downtown Core. The City's parking standards, while relatively low, still require two spaces per single-family home and one to one-and-a-half spaces per multifamily unit.

Development fees represent another barrier, with total impact fees of approximately $61,725 for single-family and $33,028 per multifamily unit according to the 2023-31 Housing Element.

These fees amount to about 15 percent of single-family and 6 percent of multifamily total development costs. Infrastructure requirements for complete street improvements, though necessary, also add to development costs.

Strategy to Remove or Diminish the Barriers to Affordable Housing The following actions will be taken throughout the course of the planning period to remove and prevent barriers to affordable housing:
• Streamline approval and review processes for affordable and infill housing projects including implementing the Density Waivers for Small Infill Lots program and providing clear information to developers.
• Maintain flexible development standards for affordable and infill housing projects through consistent application of existing provisions.
• Ensure application and development fees don't unnecessarily limit affordable housing production, including both infill and larger multifamily developments. • Reducing parking requirements for affordable housing and Transit Oriented Development projects.
• Providing comprehensive permit process guidance.
• Maintaining clear development standards and requirements. • Supporting housing service agencies’ education and outreach efforts.

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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
As part of the City’s homelessness initiatives, it employs a comprehensive outreach strategy to connect with homeless individuals, particularly those who are unsheltered, and assess their needs. This strategy includes collaboration with San Joaquin County the COC and various local organizations and service providers to ensure a coordinated approach.

Outreach and Engagement: Stockton's outreach teams, often in partnership with organizations like St. Mary’s Community Services and the San Joaquin Continuum of Care, actively engage with unsheltered individuals in their living environments. These teams provide essential services such as food, hygiene supplies, and basic medical care, while also building trust and rapport. Each interaction is an opportunity to connect individuals with additional services, including shelter and housing options.

Assessment of Needs: To accurately assess the needs of homeless individuals, Stockton conducts regular surveys and data collection efforts, such as the annual Point-in-Time Count.

This count helps identify the number of homeless individuals and gather information on their specific needs, including health, mental health, and substance abuse issues. The data collected informs the development of targeted programs and services to address these needs effectively.

Navigation Centers and Low Barrier Shelters: Facilities like the Henry and Carol Zeiter Navigation Center provide a centralized location where homeless families can access a range of services, from emergency shelter to case management and housing placement. Pathways aimed at providing shelter for individuals and is designed to reduce barriers to entry, ensuring that even those with complex needs can receive support.

By combining direct outreach, comprehensive needs assessment, and accessible services, the City aims to provide effective support to its unhoused population and work towards long-term solutions.

Addressing the emergency and transitional housing needs of homeless persons The City has embraced the Housing First approach to address homelessness, focusing on providing immediate access to housing without preconditions. This approach recognizes that a person experiencing homelessness must first be able to access a decent, safe place to live, that does not limit length of stay (permanent housing), before stabilizing and improving health, reducing harmful behaviors, or increasing income.

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The key elements in the City’s strategy to meet the needs of this population include emergency housing, transitional housing, support services and rapid rehousing programs. For emergency housing, facilities such as St. Mary’s Community Services, the Gospel Center Rescue Mission, the Stockton Men’s Shelter and other low barrier shelters provide emergency shelter, food, and essential services to homeless individuals and families. Transitional housing is supported by organizations and programs that include: the Henry and Carol Zeiter Navigation Center which provides shelter and support services to help families transition into permanent housing; GLOM Transitional Housing which provides screening, accessing, evaluating, planning, implementation, follow-up, transitional care, and post-transition support for individuals experiencing homelessness; the Central Valley Low Income Housing Corp (CVLIHC) assists homeless individuals in transitioning from shelters to permanent housing by providing short- term rental assistance and case management services; Project Homekey increases the supply of increasing transitional housing capacity by converting motels into permanent housing for the homeless; and
Haven of Peace which offers transitional and supportive housing programs and comprehensive case.

In addition, the city is working to increase the supply of affordable housing for low- and moderate-income households. Rapid rehousing is an evidence-based strategy that provides short-term rental assistance and case management services to help people obtain housing quickly, increase self-sufficiency, and stay housed. This service is provided by a variety of organizations including CVLIHC, Stockton Shelter for the Homeless, Delta Community Developers Corp, the Housing Authority of the County of San Joaquin, and Lutheran Social Services of Northern California.

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.

The ESG and CoC practices encourage providing homeless persons and households with housing as quickly as is practicable, and only availing supportive services that are of greatest need to support stable housing, while other needs are addressed through existing mainstream resources available within the community. This recognizes that while there are multiple models for housing and supportive service provision for the homeless, the housing first model, as well as rapid rehousing and preventative services, have emerged as important implementation strategies, among other industry best practices. Below are actions intended to facilitate the

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rapid transition of homeless persons from an unsheltered or sheltered condition, toward permanent and independent living.
• Maintain and expand support to existing programs with proven track records of encouraging the transition from emergency or transitional shelters to permanent and supportive housing.
• Provide resources for expanded case management services, including lengthening the amount of time that persons may receive case management, as a method for improving eligibility for rental housing and applicable supportive services. • Coordinate rapid re-housing needs assessment with coordinated intake strategy and case management strategy.
• Encourage the establishment of new permanent, and permanent supportive, housing for homeless individuals and households with children.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
The City of Stockton has several initiatives and programs aimed at preventing homelessness among low-income individuals and families, particularly those at high risk of becoming homeless after being discharged from institutions or receiving assistance from various agencies.

This includes homelessness prevention programs like Emergency Rental Assistance and the Homeless Housing, Assistance, and Prevention grant program. Support for extremely low- income individuals is anchored by partnerships with local social service nonprofits and healthcare providers to create a coordinated and engaged regional system of care.

The following include several actions intended to preserve and expand the existing programs and ensure the future availability of homeless prevention services and assistance. • Identify and secure alternative funding sources for proven programs • Coordinate with existing housing and assistance programs to provide priority, and a streamlined or expedited applications process, for persons at imminent risk of becoming homeless
• Provide coordinated diversion and referral services to persons at-risk of homelessness • Coordinate diversion services with rapid rehousing efforts to shorten the length of stay

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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards Under the Residential Lead-Based Paint Hazard Reduction Act of 1992, California requires that residential construction and renovation activities involving lead, such as those that would cause the disturbance of lead-based paint (LBP), be performed in such a manner as to eliminate the existing lead hazard, and avoid the creation of a new lead poisoning hazard, particularly for children and other occupants, but also for the individuals conducting the work. The City of Stockton and the HACSJ comply with all federal requirements related to the prevention of lead- based paint poisoning.

The HACSJ pursues an active program designed to identify, evaluate, and abate LBP hazards in public housing units and units involved in the Housing Choice Voucher (HCV) program. At the time a household is certified for participation in the HCV program, they are issued a notice on the danger of lead poisoning which must be signed by a responsible member of the household.

Once the participating household selects their desired housing unit, it is inspected by a Housing Authority representative. If the unit was built prior to 1978 and contains peeling or chipped paint the property owner is immediately notified. If the participating household contains a child, or children, under the age of six, the unit is immediately rejected from participation. If the owner desires to participate, they must remediate the hazard, in accordance with HUD standards. If the household does not contain children under the age of six, the HACSJ requests remediation, though this often depends on the overall condition of the unit and the severity of the hazard.

The City implements actions like those utilized by the Housing Authority. The Housing Division provides each program participant with an Environmental Protection Agency (EPA) information pamphlet regarding the identification and management of potential LBP hazards. Staff conducts inspections and lead hazard evaluations for all units being considered for participation in any of the City’s housing programs. The City uses only certified professionals for inspection, risk assessment, and other related activities. If a potential LBP hazard is identified based on the age of the unit and a visual inspection, appropriate testing is performed by a certified paint inspector, and risk assessments are conducted by risk assessor certified under applicable state programs, or by the EPA. In those cases where an LBP hazard is identified, the City notifies the San Joaquin Public Health Services, Environmental Health Division (EHD), which manages the Childhood Lead Poisoning Prevention (CLPP) Program.

In those cases where a child has elevated blood lead levels above the state standards, the child is referred to the EHD by the Public Health Nurse in charge of the CLPP. A home inspection is conducted using x-ray florescent (XRF) instruments. If hazards are detected, then instructions

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are given to the family on methods for reducing exposure. If the family resides in public housing, is a HCV participant, or a participant in one of the City’s housing programs, assistance is provided to identify alternative housing options. After appropriate lead hazard control work has been completed, in accordance with HUD guidelines for the Evaluation and Control of Lead- Based Paint Hazards, as well as state requirements, the EHD conducts a final lead clearance inspection using the XRF instrument.

How are the actions listed above related to the extent of lead poisoning and hazards? The City will continue to act, as necessary, to reduce LBP hazards in accordance with HUD regulations. Housing units with LBP hazards will have appropriate actions taken to remove, or otherwise abate, the hazard to legally permissible levels. Due to difficulties, and the potential lack of cost effectiveness associated with the prospect of developing a comprehensive inventory of lead hazards, the City has chosen to pursue an approach through which actions are taken to actively seek out and identify potential hazards, with abatement taking place as promptly and thoroughly as possible, in compliance with all applicable legislation and guidance.

How are the actions listed above integrated into housing policies and procedures? The actions described above have been incorporated into the applicable policies, procedures, and guidelines that govern implementation of the City’s housing programs, as well as the code enforcement activities undertaken by the Neighborhood Services Division of the Stockton Police Department, and the inspection criteria and response procedures of the Residential Inspection Program.

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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Many factors contribute to poverty, including low levels of education, low-wage jobs, lack of job skills, language barriers, health issues, as well as a shortage of affordable childcare that prevents single parents from joining the work force. The Consolidated Plan describes how the City of Stockton’s goals, programs, and policies for producing and preserving affordable housing and community development activities contribute to reducing the number of poverty level families.

The City is actively involved in programs to reduce poverty through increased economic development and supportive service programs. As mentioned previously, one way to reduce poverty is to attract new industries and employers which can offer valuable employment opportunities. Priority, or preference, is given to those opportunities that will result in new employment opportunities offering wages that are above the minimum established by the State of California. The City has given economic development and neighborhood revitalization a lower priority status compared to the provision of affordable housing and housing for persons experiencing homelessness, but will still dedicate resources, as appropriate, to activities being undertaken through the implementation of the City and County economic development plans.

The City will continue to support its job training programs and economic development activities to expand employment opportunities. The Economic Development Department is adopting Section 3 policies together with this Consolidated Plan, which will hopefully become a model for other City departments. The Section 3 program helps low-income residents gain the skills and jobs needed to become self-sufficient.

Although not a comprehensive list, the City is committed to supporting and actively collaborating with a wide variety of antipoverty organizations and agencies to ensure the availability of adequate food, shelter, medical care, child care, skills training, and job placement resources for lower-income residents. These may include St. Mary’s Community Services, St.

Mary’s Interfaith Dining Room, Ready to Work, Emergency Food Bank, Second Harvest Food Bank, San Joaquin County Office of Education, Delta College, San Joaquin WorkNet, and the San Joaquin County Human Services Agency, among a wide variety of other agencies and organizations.

The Housing Authority of the County of San Joaquin (HACSJ) is also an important partner in alleviating poverty in the region. HACSJ operates a Family Self-Sufficiency (FSS) program that assists its voucher and public housing participants to move towards self-sufficiency and homeownership. The FSS program requires PHAs to develop strategies, such as job training,

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homeownership programs, scholarships, tuition reimbursement, childcare, and transportation, to help residents obtain employment, economic independence, and self-sufficiency. The LACDA’s FSS participants receive career development, life skills, job training, and homeownership and financial literacy counseling as they continue the path to financial self- reliance. HACSJ also operates the Resident Opportunities Self Sufficiency (ROSS) program enables increased income for public housing residents, reduces and/or eliminate the need for assistance, and helps make progress toward achieving economic independence and self- sufficiency. Some of the benefits for these two self-sufficiency programs include obtaining the education or training needed to earn a living wage, case management and support services, preparation for homeownership, and receiving an escrow check upon successful completion to help achieve life changing goals.

Stockton supports the State’s overall anti-poverty strategy of moving low-income people to self-sufficiency in part by funding activities with CDBG, HOME, and ESG. The City consults with many public, private, and nonprofit organizations to help ensure that its goals, programs, and policies for activities such as producing and preserving affordable housing are effectively coordinated to best reduce the number of families living in poverty.

How is the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
By continuing to fund the acquisition, rehabilitation, and development of housing affordable to lower income households, as well as the coordination of rental housing assistance provided by the HACSJ, the City of Stockton is taking considerable steps to ensure the availability of housing that is affordable to persons living at, or near, the federal poverty level. By implementing housing programs to impact the availability and affordability of housing, the City can impact the welfare of low-income households by reducing the prevalence of housing overpayment (i.e., excessive housing costs burdens) and improve the availability of income necessary to meet other every day needs. Housing payments represent one of the most significant components of the average household budget over which local government policies have direct influence, making housing a strategic point of intervention. Due to nature of the existing need for both housing assistance and antipoverty programs, many of the households targeted by the poverty reduction strategies and programs are the same households targeted by the City’s housing programs and homelessness prevention and reduction strategy, allowing the City to coordinate its outreach these programs.

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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City uses a three-step process to make sure it follows all rules when using federal funds.

This includes:

1. Regular visits to check on projects.

2. Ongoing communication (like phone calls and emails) with project partners.

3. Reviewing reports and audits before and after giving out funds.

The City has a schedule for these visits, covering all groups that get funds provided through the Consolidated Plan.

For affordable housing projects, potential tenants are checked to make sure they qualify based on their income when they apply and every year after that for the duration of the affordability period. The length of the affordability period is based on how much money was invested and whether the project was bought, rehabilitated, or newly built. Income checks follow the Housing Choice Voucher (HCV) program rules, and other applicable programs.

Rental housing projects are checked to meet quality standards, including those for the HCV program. Before a rental unit joins the HCV program, it is inspected for quality and then inspected again based on the following schedule:
• Projects with more than 25 units: inspected every year. • Projects with 5 to 25 units: inspected every two years. • Projects with fewer than 5 units: inspected every three years.

The City also helps non-profits and partners with planning and managing projects. If these groups need help, the City provides ongoing support from the application stage to ensure plans are complete and funds are managed well. This includes help with designing plans, scheduling projects, and working with City or County planning departments and other agencies.

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Resolution No.

STOCKTON CITY COUNCIL

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)

On December 3, 2025, staff hosted a mandatory application workshop and issued the 2026 -27 CDBG/ESG Public Services NOFA , making available funding from the Department of Ho using and Urban Development ( HUD) to be awarded to qualified nonprofits for eligible public service programs; and

The NOFA application period closed on January 15, 2026, with a total of 14 applications (9 CDBG and 5 ESG) received (for a combined total request of $1.96 million; and

The City’s Economic Development Division/Housing Homelessness Events and Parking Department (EDD /HHEP) reviewed all proposals. All applications passed the initial required document and eligibility review. A diverse scoring committee was comprised and completed the scoring as required by the Council -approved NOFA process; and

The 6 CDBG and 3 ESG applicants that met the 70 percent scoring threshold were asked to present to the Community Development Committee (CDC) on Februar y 26, 2026; and

The scores from the scoring committee were combined with the presentation scores from the CDC. Those being recommended below were ranked according to the highest score, and allocations are being recommended based on those rankings and available funding sources; now, therefore,

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

1. Subject to finalization of the City’s award of funding from HUD, the City Council approves 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
852

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. The City Council a uthorizes 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 obligat ed. 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. The City Council authorizes 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.

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
853

RESOLUTION TO AWARD AND ALLOCATE

COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG), AND EMERGENCY SOLUTIONS GRANT
(ESG) FUNDING FROM THE PUBLIC SERVICE
2026- 2027 NOTICE OF FUNDING AVAILABILITY
(NOFA)
City Council Meeting
August 18, 2026
Agenda Item 10.2
854
Annual Action Plan - CDBG Funding
Increase Access to
Economic
Opportunity
$350,000.00
5%
Healthy
Neighborhoods &
Residents
$518,509.20
7%
Compliance
$1,051,170.00
15%
Support
Businesses
$350,000.00
5%
Resilient
Infrastructure &
Public Facilities
$4,932,309.80
68%
*ESG Funding $283,814: Providing Services to Prevent & Reduce Homelessness & Compliance855 CDBG – Public Services ESG
$498,509.20 $283,814
Supports community development activities to
build stronger and more resilient communities.

Assist those experiencing a housing crisis
or homelessness to quickly regain stability.
 Benefit to Low- and Moderate-income persons
 Eliminationof slums and blight
 UrgentNeed
 Improvenumberand qualityof emergencyshelters
 Operateshelters and provideessential services
 Provide homeless preventionand rapid rehousing
o Housing Preservation
o Economic Development
o Public Facilities
o Other Real Property Improvements
o Public Services
o Street Outreach
o Emergency Shelters
o Homelessness PreventionServices
o Rapid Rehousing Assistance
o Homeless Management InformationSystem (HMIS)
2026- 2027 Allocations
856
NOFA Process
NOFA Opening
Dec. 3, 2025
Info Session #1
Dec. 11, 2025
Info Session #2
Dec. 17, 2025
NOFA Closed
Jan. 15, 2026
Technical Review (Pass/Fail)
Scoring Committee Review
CDC Presentation & Scoring
AI Analysis of Proposals
Council
Recommendations
Council
Recommendations
857
Scoring Criteria Available Points
Design:

Description of Project defining and addressing Community needs per funding source guidelines
28 Budget/ Financial Management/ Fund Development:

Reasonable, leveraging funding, sustainable 20
Experience Capacity:

Including staffing levels and organizational longevity
24 Past Performance And General Compliance:

Past Awards spent? Invoicing per requirements 4
Col l abor a t ion:

Efforts and intention to work with other organizations 4 Total 80
858
859
Recommendation

1. Approve the allocation of the following funding:

CDBG
a. $150,000.00 - C hildren’s Home of Stockton – Catalyst Program b. $150,000.00 - Emergency Foods 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 2026-2027 Program
f. $130,
760.40 - PREVAIL - Stockton Shelter Program

2. A
uthorize 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 f
unding to eligible projects that have competed in a City of Stockton CDBG/ESG NOFA that can meet the Housing and Urban Development (HUD) guidelines. 860
City of Stockton
Legislation Text
File #: 26-0816, Version: 1
ACCEPT THE FISCAL YEAR 2025-26 THIRD QUARTER BUDGET STATUS UPDATE

RECOMMENDATION
It is recommended that the City Council adopt a resolution to accept this budget status report on the unaudited results through the third quarter of Fiscal Year (FY) 2025-26.

Summary
City staff analyzes the City’s expenditures and revenues quarterly and provides reports to the City Council and the public to increase transparency, make financial recommendations in response to financial activities, and perform routine financial operations that require Council’s authority to complete.

As of March 31, 2026, the City’s General Fund revenues reflect approximately 63% of the anticipated budget. This variance, however, is related to the timing of receipts, as tax remittances are usually remitted from the collection agencies to the city 60 to 90 days after the monthly period closes.

Actual expenditures through the third quarter also reflect a 63% utilization rate, with $239.2 million of the $377.0 million General Fund budget having been spent. The main factors driving this level of underutilization are salary savings from vacant positions, capital project expenditures not yet being fully allocated to the funding source, and debt service charges that have not been posted. Debt service and capital project expenditures for the year are usually fully allocated by the fourth quarter.

DISCUSSION
Background
One of the strategic initiatives developed to support the City’s long-term fiscal sustainability was to provide quarterly analysis and reporting on the City’s financial status. We note, however, that the mid- year quarter reports are not fully closed or audited, so these numbers may change in the fourth quarter report as departments and Accounting reconcile their books and complete closing entries.

Present Situation
General Fund Revenues
The General Fund Revenues are detailed in Attachment B. As of March 31st, revenue has come in at approximately 63% of budgeted revenues. This is generally consistent with previous third quarter results due to the timing of receipt of certain revenue streams.

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File #: 26-0816, Version: 1
General Tax Revenues make up 90% of the budgeted revenues in the General Fund. As remittances from the collection agencies can take up to 90 days to post to the General Fund, only sales tax revenues through January 2026 are reflected in this report, with receipts totaling 63.8% of the annual estimate. Timing issues are normal and overall General Fund revenues are projected to meet their target.

General Fund Expenditures
The General Fund Expenditures are detailed in Attachment A, which reflects our current year-end projections and estimated ending fund balance. Expenditures for the third quarter reflect budget utilization of 63%, which is due to several factors.

Salary Savings Across the Board have resulted in mild-to-moderate savings in most program expenditures. Several departments continue to experience staff vacancies. As of March 31, 2026, 1,551 out of 1,799 authorized positions had been filled Citywide, with 72 sworn and 61 civilian public safety positions vacant. While the city has made comprehensive efforts to recruit and retain positions in a highly competitive environment, including expanding benefits and wellness efforts for employees, we still have several areas where salary savings are generated.

Timing with Multi-Year Program and Capital Improvement Expenditures has resulted in these expenses being understated in the third quarter. Economic Development and capital improvement budget lines both show underutilization due to contracts that have not been fully expended. Capital Improvement expenditures will not be reconciled until after the year-end close. In addition, much of the Capital Improvement budget of approximately $17.4 million is reserved for future years’ expenditure.

Continuation of FY 2025-26 Appropriations
Pursuant to Section 1908 of the City Charter, operating budget appropriations lapse at the end of each fiscal year if not expended or encumbered. With this requirement in place, programs lose funding at year-end unless the Council takes action to continue the appropriation into the following fiscal year. Following a review of budgets and activities in FY 2025-26, departments have identified funded programs that could not be encumbered or completed prior to the end of the fiscal year on June 30, 2026. Staff will bring a request to council to continue the funds to FY 2026-27 to complete these programs. A preliminary estimate of $4.5 million is included in Attachment A. This largely consists of multi-year projects and contracts, including a 3-year parks maintenance restoration project of $1.3 million that will continue until FY 2027-28.

FINANCIAL SUMMARY
This report provides a review and analysis of FY 2025-26 revenue and expenditures through the third quarter of the fiscal year. The unaudited 9-month period review indicates General Fund revenue increases and expenditure savings are estimated to result in a year-end balance that can fully fund the Working Capital reserve.

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File #: 26-0816, Version: 1
The following is the recommended action:

1. Accept this budget status report on the unaudited results through the third quarter of FY 2025-

26. Attachment A - FY 2025-26 General Fund Third Quarter Budget Update Attachment B - FY 2025-26 General Fund Third Quarter Revenues City of Stockton Printed on 8/14/2026Page 3 of 3
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City of Stockton ATTACHMENT AFY 2025-26 Budget Update - Third Quarter General Fund - 100 by Program (Budgetary Basis)
Year to Date Projection Variance
Approved Activity % of Year End vs. Approved from
Budget Thru 03/31/ 2026 Budge t Projection Budget Budget Beginning Available Balance 57,734,990$ 57,734,990$ 57,734,990$ Release of Funds 44,972,519 44,972,519 44,972,519 102,707,509 102,707,509 102,707,509
Revenues
General Tax Revenues 251,795,477 161,158,618 64% 251,795,477 - 0.0% Measure A/B Sales Tax 45,855,164 27,817,055 61% 45,855,164 - 0.0% Program Revenues 21,242,169 15,574,789 73% 21,242,169 - 0.0% Interfund Reimbursements 8,042,951 4,155,633 52% 8,042,951 - 0.0% Transfers In 2,155,688 - 0% 2,155,688 - 0.0% 329,091,449 208,706,095 63% 329,091,449 - 0.0% Expenditures
Programs
Police 151,543,105 108,580,827 72% 148,600,041 2,943,063 1.9% Fire 75,973,972 53,404,781 70% 74,690,589 1,283,383 1.7% Public Works 30,724,906 17,315,900 56% 30,724,906 -

0.0%
Economic Development 7,728,596 3,507,298 45% 6,428,015.54 1,300,581 16.8% Office of Violence Prevention 1,144,716 570,532 50% 830,266
314,450 27.5%
Measure A - Police Dept 36,234,549 29,370,803 81% 41,967,520 (5,732,970) -15.8% Measure A - OVP 1,961,699 1,346,247 69% 1,841,315 120,384 6.1% 305,311,543 214,096,389 70% 305,082,652 228,891 0.1% Program Support for Other Funds
Library 3,950,000 2,962,500 75% 3,950,000 - 0.0% Recreation 4,598,702 2,780,026 60% 4,598,702 -

0.0%
Entertainment Venues 4,490,535 3,367,901 75% 4,490,535 -

0.0%
Downtown Marina 277,000
207,750
75% 277,000
-

0.0%
Capital Improvement 18,807,480 633,563
3% 18,807,480 -

0.0%
Golf Course 110,000
82,500
75% 110,000
-

0.0%
Grant Match 260,000
-
0% -
260,000
100.0%
Development Services 800,000
600,000
75% 800,000
-

0.0%
Redevelopment 1,500,000 1,500,000 100% 1,500,000 -

0.0%
Technology ISF 18,000
-
0% 18,000
-

0.0%
Reprographics ISF 25,000
-
0% 25,000
-

0.0%
34,836,717 12,134,241 35% 34,576,717 260,000 0.7% Administration
City Council 1,238,666 773,556 62% 1,071,094 167,572 13.5% City Manager 4,133,874 1,942,906 47% 3,827,061 306,813 7.4% City Attorney 1,533,555 957,642
62% 1,286,552 247,003 16.1%
City Clerk 1,734,132 952,098
55% 1,458,099 276,033 15.9%
City Auditor 856,813
236,906
28% 303,780
553,033 64.5%
Administrative Services 8,116,503 4,696,993 58% 7,016,826 1,099,677 13.5% Human Resources 5,576,317 2,515,147 45% 4,887,169 689,147 12.4% Tax Collection 2,796,360 1,079,831 39% 2,253,246 543,114 19.4% Elections 555,500
-
0% -
555,500
100.0%
Other Administration 107,433
(865,110) -805% 773,312
(665,879)
-619.8%
General Legal 975,000
684,301
70% 795,990
179,010

18.4%
27,624,153 12,974,268 47% 23,673,130 3,951,023 14.3% Debt Service 9,280,612 -
0% 9,280,612 -

0.0%
Contingency -
-
-
-
T
otal Expenditures 377,053,025 239,204,897 63% 372,613,111 4,439,914 1.2% Net Annual Activity (47,961,575) (30,498,802) (43,521,663) 4,439,914 Proj. Ending Available Balance 54,745,933$ 59,185,846$ 4,439,914$ Working Capital Reserve - 16.67% 54,720,794
Estimated Continuation of FY25-26 Appropriations 4,457,000 Projected Ending Available Budget 8,052$
*Actuals are unaudited and may not include all closing activities *Includes Measure A Revenues and Expenses
864
City of Stockton ATTACHMENT B
FY 2025-26 Third Quarter Revenues
General Fund - 100
Approved
Year-to-Date
Activity % of
Year-End
Projection
Year-End
Projection vs %
Budget Thru 03/31/2026 Budget as of 6/30/2026 Budget vs. Bdgt General Tax Revenues
Sales Tax
Point of Sale 74,578,421$ 47,564,597$ 63.8% 74,578,421$ -$ 0.0% Measure A Transaction Tax 45,855,164 27,817,055 60.7% 45,855,164 - 0.0% Proposition 172 3,206,740 2,058,598 64.2% 3,206,740 - 0.0% 123,640,325 77,440,250 62.6% 123,640,325 - 0.0% Property Taxes
Property Taxes 48,338,196 27,746,535 57.4% 48,338,196 - 0.0% In-Lieu of Motor Vehicle Fees 34,232,318 17,757,140 51.9% 34,232,318 - 0.0% 82,570,514 45,503,675 55.1% 82,570,514 - 0.0% Utility Users Tax
Water 6,120,000 4,392,599 71.8% 6,120,000 - 0.0% Electric & Gas UUT 32,890,149 24,592,635 74.8% 32,890,149 - 0.0% Cable 2,188,397 1,182,154 54.0% 2,188,397 - 0.0% Telecommunications 3,963,915 2,620,582 66.1% 3,963,915 - 0.0% 45,162,461 32,787,970 72.6% 45,162,461 - 0.0% Franchise Tax
Electric & Gas FT 3,269,883 - 0.0% 3,269,883 - 0.0% Cable/Video 1,870,916 680,676 36.4% 1,870,916 - 0.0% Waste Haulers 14,667,501 11,148,829 76.0% 14,667,501 - 0.0% Other 1,630 2,615 160.4% 1,630 - 0.0%
19,809,930 11,832,120 59.7% 19,809,930 - 0.0% Business License Tax 18,897,331 12,135,098 64.2% 18,897,331 - 0.0% Hotel/Motel Tax 3,565,413 1,580,134 44.3% 3,565,413 - 0.0% Document Transfer Tax 948,447 582,264 61.4% 948,447 - 0.0% Motor Vehicle License 340,000 489,681 144.0% 340,000 - 0.0% Investment Proceeds 2,716,220 4,924,481 181.3% 2,716,220 - 0.0% 26,467,411 19,711,658 74.5% 26,467,411 - 0.0% Program Revenues
Fire Contracts 6,653,032 5,363,604 80.6% 6,653,032 - 0.0% Code Enforcement 4,285,412 2,201,761 51.4% 4,285,412 - 0.0% Charges for Services 2,568,471 1,574,255 61.3% 2,568,471 - 0.0% Fines & Forfeitures 516,625 156,342 30.3% 516,625 - 0.0% Revenues from Other Agencies 6,666,967 5,705,424 85.6% 6,666,967 - 0.0% Licenses & Permits 320,362 181,497 56.7% 320,362 - 0.0% Sale of Fixed Assets 38,000 9,743 25.6% 38,000 - 0.0% Contributed Capital - 1,579 - -
Misc. Other Revenues 193,300 380,583 196.9% 193,300 - 0.0% 21,242,169 15,574,789 73.3% 21,242,169 - 0.0% Interfund Reimbursements
Indirect Cost Allocation 4,770,526 3,545,671 74.3% 4,770,526 - 0.0% Refunds & Reimbursements 246,650 289,857 117.5% 246,650 - 0.0% Rents/Leases/Concessions 3,025,775 320,106 10.6% 3,025,775 - 0.0% 8,042,951 4,155,633 51.7% 8,042,951 - 0.0% Transfers In
From Capital Improvement Fund 302,688 - 0.0% 302,688 - 0.0% From Technology Fund 1,700,000 1,700,000 100.0% 1,700,000 - 0.0% From Workers Comp 153,000 - 0.0% 153,000 - 0.0%
2,155,688 1,700,000 2,155,688 - 0.0% Total Revenues 329,091,449$ 208,706,095$ 63.4% 329,091,449$ -$ 0.0% % Change from Prior Year 2.9%
*Actuals are unaudited and may not include all closing activities 2025-26
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Resolution No.

STOCKTON CITY COUNCIL

RESOLUTION ACCEPTING THE FISCAL YEAR 2025-26 THIRD QUARTER BUDGET

STATUS UPDATE REPORT

Fiscal Sustainability is one of the City Council’s goals; and

City Council adopted the Fiscal Year (FY) 202 5-26 Annual Budget and passed Resolution 2025-06-24-1602, on June 24, 2025, following a duly noticed budget study session and a public hearing, and

By the staff report accompanying this Resolution, incorporated into this Resolution by this reference (Staff Report), the Council has been provided with additional information upon which the actions set forth in this Resolution are based; now, therefore,

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

The budget status report on the financial activity of the City through the Third Quarter of Fiscal Year 2025-26 is accepted.

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
866
FY 2025-26
Third Quarter
Budget Status
Update
City Council Meeting
August 18, 2026
Item 10.3
867
3rd Quarter FY 2025-26
General Fund Revenues
As of March 31, 2026:

Annual Budgeted Revenue: $ 329.1 million
Actual Revenues (unaudited): $ 208.7 million
Year-End Projection: $ 329.1 million
868
General Fund –
Revenue Trends
Blue
bars:
normal
growth
Green
bars:
pandemic
growth

6.1%

3.4%

4.5%

8.0%

10.1%

8.3%

1.2%

2.7% 2.9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
2017-18
Actual
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Actual
2022-23
Actual
2023-24
Actual
2024-25
Actual
2025-26
Projected
Annual Percent Change in Revenue
869
3rd Quarter FY 2025-26
General Fund Expenditures
Budgeted Expenditures
Expenses as of 3/31/26
$ 377.1 million
$ 239.2 million
Year-end Projection: $ 372.6 million
FY2025-26 Carryover: $ 4.5 million
Projected Expenditures: $ 377.1 million
870
FY 2025-25 3rd Quarter Report
Recommendation Summary
• Accept FY 202 5-26 Third Quarter budget status
report
• Budget and accounting staff are conducting the
yea
r-end close. Final unaudited figures will be
provided in the 4th Quarter report that will be
presented to Council in November.
871
City of Stockton
Legislation Text
File #: 26-0812, Version: 1
APPROVE MOTION TO ADOPT THE 2026-2027 STATE AND FEDERAL LEGISLATIVE

ADVOCACY PROGRAM

RECOMMENDATION
It is recommended that the City Council:

1. Adopt the 2026-2027 State and Federal Legislative Advocacy Program; and

2. Authorize the City Manager, or designee, to pursue the objectives outlined in these Programs through advocacy efforts in Sacramento and Washington, DC.

Summary
Maintaining a strong presence in both Sacramento and Washington, DC is essential to the City of Stockton to ensure funding, advance beneficial legislation, and prevent harmful legislation or rulemaking. This is most effectively done using consulting services to represent the City of Stockton (“City”) in carrying out its legislative programs and advocating its public policy, positions, concerns, needs, and recommendations at the state and federal levels.

In recent years the City has developed, and Council has adopted, legislative programs that outline the City’s advocacy priorities and positions. This allows the City to be responsive to developments in state and federal issues and pursue funding and legislation that benefits our community. The State and Federal Legislative Program has proven to be a valuable tool to direct the city’s legislative advocacy efforts.

The legislative program presented for Council consideration and approval has been updated for the 2024 legislative sessions to adjust for the City’s priorities, leverage advocacy efforts, and address emerging issues.

DISCUSSION
Background
The City of Stockton adopted its first formal State and Federal Legislative Program (“Legislative Program” and “Program”) for the calendar year 2012. Prior to 2012, the City had not adopted formal legislative programs and, as a result, the City’s legislative priorities and the impacts of legislation on the City were not entirely clear to our legislative delegations. Since then, the City has been diligent in developing and adopting an annual Legislative Program to provide a unified focus and establish principles, priorities, and City positions related to state and federal legislative matters.

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File #: 26-0812, Version: 1
Throughout each year, the State Legislature and the United States Congress initiate legislation, some of which affects local government. The League of California Cities and contracted legislative advocacy firms keep the City of Stockton informed on proposed legislation from these bodies. The National League of Cities (NLC) also provides information and advocacy for municipalities at the federal level. At times, it is in the City’s best interest to take a position on proposed legislation or funding opportunities. The Council adopts the annual Legislative Program to provide the parameters and authority for staff and designated City advocates to pursue the City’s interests in a timely manner within a rapidly changing environment.

Legislative programs are coordinated by staff in the City Manager’s Office based on previous legislative positions taken by the City, the adopted Council goals, benchmarking of other comparable municipalities, and in anticipation of key issues coming forward in each respective year. The Legislative Program is also revised in consultation with City departments, state and federal legislative advocates, and then presented to the City Council for consideration and adoption.

On February 19, 2026, the City Manager’s Office, in collaboration with management consultant Raftelis, planned and facilitated the annual Council Goal Setting and Planning Workshop at the Ursula Meyer Library and Community Center. The key Workshop outcomes delivered were:
· Councilmembers identified key elements of their shared vision for the community · Council received updates on six focus areas and affirmed the direction of staff delivery · Councilmembers affirmed six focus areas, recognized interconnection, and refined the most significant as the three highest priorities for FY 2026-2027 Resulting outcomes guide the combined efforts of staff and our legislative advocates, which will continue to inform legislative advocacy efforts in Sacramento and Washington, DC.

Examples of priorities pursued in recent years through our State Legislative Program include:

Ø Working with a coalition of lobbyists to halt key budget trailer legislation that would have expedited and streamlined the Delta Conveyance Project (DCP) in 2025, and further efforts in 2026 to stop AB 2215, which aimed to move forward the DCP in 2026.

Ø Working with Big City Mayors (BCM) lobbying coalition in 2025 to secure $500 million in funding for a seventh round of Homeless Housing, Assistance, and Prevention (HHAP) funding in the state budget, and again in 2026 to ensure full HHAP funding in the budget.

Ø Supporting legislation ranging from banning the use of PFAS “forever chemicals” (SB 454), to enhancing penalties for metal theft (AB 476) and penalties for human trafficking of 16- and 17- year-old females (AB 379).

Ø Assisted in procuring more than $8 Million in funding for City capital improvements, including aquatics and parks facilities, acquisition of a bubbler system and trash boom at Morelli Park, and Miracle Mile redevelopment.

Examples of priorities pursued through our Federal Legislative Program include:

Ø Securing $1.25 Million in enacted FY26 federal funding and advancing more than $3 Million in FY27 federal funding through the House appropriations process.

Ø Securing congressional support for the City’s Delta Conveyance Project advocacy.

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File #: 26-0812, Version: 1
Ø Positioning the City to respond to major federal housing and homelessness policy changes under the proposed Housing BOOM Act and HUD’sContinuum of Care and Youth Homelessness Demonstration Program.

Ø Developing strategies to maximize Stockton’s CDBG and HOME funding under the21st Century ROAD to Housing Act.

Ø Advancing the City’s public safety and emergency response priorities under theAssistance to Firefighters Grant and the Department of Justice Model Cities Initiative.

Ø Expanding Stockton’s federal engagement on maritime and shipbuilding opportunities to elevate maritime, workforce, infrastructure and economic development interests.

In recent years, our legislative advocates have shared the Programs with all members of our respective delegations, as well as with key staffers in both state and federal executive departments.

This made the City’s positions and priorities clear and public before legislation began to be drafted and project lists established.

Present Situation
Over the past year, City staff has engaged with our advocates to assess the City's needs and opportunities, identify areas for improvement, and prepare legislative priorities for the coming year.

The proposed 2026-2027 State and Federal Legislative Advocacy Program (Attachment A) was developed by the City Manager’s Office in consultation with City Council, City staff, and with feedback from our legislative advocates. Input from the FY26 Goal Setting and Planning Workshop - held on February 19, 2026 - has been incorporated into this Program.

The Legislative Program continues to follow the outline established in previous years, including Legislative Principles, Priorities, and Positions.
· Legislative Principles are foundational statements of broad legislative objectives or philosophies that form the basis for establishing legislative priorities/positions. · Legislative Priorities are the key issues that the City and contracted advocates will be pursuing; it is the task list or scope of work for advocacy in a given year. · Legislative Positions are statements related to other legislative themes or issues that have come up in the past or that the City anticipates may come up in the future. They are not priority issues, but if legislation arises and the city needs to issue a letter of support or opposition, the position of the City has already been established.

The intent is to annually update the Program. Legislative Priorities may vary significantly from year to year while Legislative Positions somewhat change, and Legislative Principles should remain fairly consistent.

Priorities for the City of Stockton established in this Program not only represent the City’s key interests but also align with present and emerging state and federal administration priorities. External Priorities focus on enhanced public safety, robust economic development, expanded infrastructure investment, increased affordable housing/decreased homelessness and accelerated youth activities; while internal efforts target protecting the City’s financial health, enhancing governance practices, and recruitment/retention/professional development of a qualified and diverse workforce.

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For proposed legislation either consistent with the Program or with legislative positions the City has taken in the past, adoption of the Legislative Program will provide necessary authorization that will allow City staff, under direction of the City Manager, to prepare position letters for signature. All members of Council will receive copies of submitted position letters. The City’s advocacy firms may also be authorized to express the City’s position in person to legislative representatives.

Historically, the State and Federal Legislative Program has followed the calendar year, running from January 1 to December 31. Beginning with the new Program under consideration, it is recommended that the City align its annual Program with the City’s fiscal year of July 1 to June 30. This updated cadence will provide greater opportunity for the Strategic Planning Workshop and budget development process to inform the Program, while also aligning more closely with the state and federal fiscal years (July 1 and October 1, respectively).

Once adopted, the 2026-2027 Legislative Program will provide the parameters and authority for staff and advocates to pursue City of Stockton interests with the state and federal governments. This will allow the City to act quickly and efficiently when it is critical to represent our interests. As stated before, it will also notify our delegations in advance of our positions and priorities on key issues.

Overall, adoption of the 2026-2027 State and Federal Legislative Advocacy Program will allow the City of Stockton to be more organized, transparent, and efficient in our advocacy efforts at both levels of government.

FINANCIAL SUMMARY
There is no financial impact to the City of Stockton from adopting the 2026-2027 State and Federal Legislative Program.

Attachment A - 2026-2027 State and Federal Legislative Advocacy Program City of Stockton Printed on 8/14/2026Page 4 of 4
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CITY OF STOCKTON
2026 - 2027
STATE and FEDERAL

LEGISLATIVE PROGRAM

ATTACHMENT A
876
City of Stockton
2026-2027 State and Federal Legislative Program
Johnny Ford
City Manager, City of Stockton
501 W. Weber Avenue
Stockton, CA 95203

S T O C K T O N C I T Y C O U N C I L

Christina Fugazi Mayor
Michele Padilla District 1
District 2
District 5
Vice Mayor, District 6
District 4
District 3
Jason Lee
Brando Villapudua
Mariela Ponce
Michael Blower
Mario Enriquez

ATTACHMENT A
877
City of Stockton
2026-2027 State and Federal Legislative Program
Legislative Program Summary and Descriptions
State of California Delegation
Washington, DC Delegation
City Council Strategic Priorities and Council Goals
Legislative Program
Legislative Principles
2026-2027 Legislative Funding and Advocacy Priorities
State Legislative Positions
Federal Legislative Positions

T A B L E O F C O N T E N T S
4 5
6 7
8 9
10 12
22 ATTACHMENT A
878
City of Stockton
2026-2027 State and Federal Legislative Program

Legislative Program Summary
The Stockton City Council will adopt a Legislative Program in the beginning of each calendar year.

The Legislative Program will set forth the City of Stockton’s legislative priorities and interests, and will provide general authority and direction regarding advocacy efforts on behalf of the City to the City Manager’s Office, City departments, and the City’s state and federal legislative advocates.

Legislative Program Descriptions
Legislative Principles are foundational statements of broad legislative objectives or philosophies that form the basis for establishing Legislative Priorities and Positions.

Legislative Principle
Legislative Priority
Items receive designation as Legislative Priorities within the Legislative Program when it is anticipated that they will (1) have a significant impact on the City of Stockton; (2) require significant effort by City staff and/or the City’s state/federal advocates; and (3) have a strategic action identified to address a high-level priority for the City.

Legislative Position
The City of Stockton has numerous legislative interest areas beyond those that rise to the surface as Legislative Priorities. The City prepares position statements for both the themes of legislation and funding that regularly recur at the state level, as well as new issues that arise each year in the legislative process. Legislative Positions provide background as to the importance of the issue to the City of Stockton and state the position and any action that will be pursued to address it.

ATTACHMENT A
879
City of Stockton
2026-2027 State and Federal Legislative Program

State of California Delegation
Governor Gavin Newsom
State of California
1303 10th Street, Suite 9000
Sacramento, CA 95814
State Senate
The Honorable Jerry McNerney
Senate District 5
1021 “O” Street, Suite #6640
Sacramento, CA 95814
State Assembly
The Honorable Rhodesia Ransom
Assembly District 13
State Capitol
PO Box 942849
Sacramento, CA 94249-0013
State Legislative Advocate
California Public Policy Group
1127 11 Street, Suite 100th
Sacramento, CA 95814

ATTACHMENT A
880
City of Stockton
2026-2027 State and Federal Legislative Program

Washington, DC Federal Delegation
The Honorable Alex Padilla
United States Senator
331 Hart Senate Office Building
Washington, DC 20510
The Honorable Adam Schiff
United States Senator
112 Hart Senate Office Building
Washington, DC 20510
The Honorable Josh Harder
9th Congressional District
U.S. House of Representatives
209 Cannon House Office Building
Washington, DC 20515
Federal Legislative Advocate
Townsend Public Affairs
800 Pennsylvania Avenue SE, Suite 360
Washington, DC 20003

ATTACHMENT A
881
City of Stockton
2026-2027 State and Federal Legislative Program

ATTACHMENT A
882
City of Stockton
2026-2027 State and Federal Legislative Program

Purpose
Throughout each year, the State Legislature proposes and enacts legislation, some of which affects local municipal government. The League of California Cities and contracted legislative advocacy firms keep the City of Stockton informed on proposed legislation from these bodies. At times, it is in the interests of the City to take a position on proposed legislation. The State Legislative Program establishes Legislative Principles, Priorities and Positions that provide direction for advocating for the City of Stockton with the State government.

Process
For proposed legislation, either consistent with the City’s Legislative Program or consistent with legislative positions the City has taken in the past, City staff shall be authorized to prepare position letters for the Mayor’s signature. Should the Mayor’s availability be an issue - at times in which the City has a Vice Mayor - the Vice Mayor or City Manager shall be authorized to sign position letters in lieu of the Mayor. All members of City Council shall receive copies of submitted position letters. The City’s advocacy firm may also be authorized to express the City’s position in person to legislative representatives.

Items not addressed in the City’s Legislative Priorities may require they be brought to the City Council for consideration. These legislative priorities may only address issues directly relevant to or impacting the provision of municipal services. Generally, the City will not address matters that are not pertinent to the City’s local government services such as partisan, socially divisive, or international issues.

Legislative Program
Historic City Hall, Opened 1926

ATTACHMENT A
883
City of Stockton
2026-2027 State and Federal Legislative Program
Seek the broadest authority for our residents and the City Council to make decisions locally.

Seek out, develop, and support legislative and budget efforts that protect and/or enhance local government’s revenues, maximize the City’s access to funding, and/or increase local funding flexibility.

Support legislative and budget action that will provide robust funding for domestic infrastructure, public safety, community development and environmental programs which support City efforts to maintain and enhance the quality of life.

Encourage and seek legislation to facilitate orderly and sustainable economic expansion and growth, and increase the opportunity for discretionary revenues and programmatic and financial flexibility for the City.

Seek opportunities to help our partners achieve success in order to further improve the community.

Support legislation that furthers the adopted City Council Priorities.

Oppose legislative or administrative actions that have negative fiscal impacts to the City.

Oppose legislative or administrative actions which would create unfunded mandates and/or preempt local decision-making authority.

It is within this philosophy that the attached State and Federal Legislative Priorities and Positions are adopted.

Legislative Principles
In its relationship with the State and Federal governments, the City will always:

Stockton Memorial Civic Auditorium

ATTACHMENT A
884
City of Stockton
2026-2027 State and Federal Legislative Program

FY 26-27 State & Federal Legislative
Funding and Advocacy Priorities

1. Continue reduction in violent crime and gun-related crime.

2. Increase traffic safety awareness.

3. Focus engagement to reduce crimes against youth.

4. Expand activities and engage youth through Police initiatives a. Chief with Me Program
b. Parenting with Purpose Campaign
c. Campus Connections
d. Chief’s Clergy Council
e. From Cop to Coach Program

1. Maintain consistent and strategic control of Stockton’s narrative.

2. Conduct professional review of existing development
policy/incentives and implrementation in areas of need.

3. Use data to identify Stockton’s need areas to drive intentional investment and recruitment.

4. Implement data-driven outreach to residents and businesses found to be eligible for existing support.

5. Review current work plan and increase effectiveness in local and national expansion.

1. Create inventory of infrastructure needs.

2. Fnalize process for brining a recommendation to Council for Public Facilities Fees.

3. Revise the Capital Improvement Plan so that it contains a realistic set of fundable and implementable projects.

4.Implement results of organization assessment in Public Works.

ATTACHMENT A
885
City of Stockton
2026-2027 State and Federal Legislative Program

FY 26-27 State & Federal Legislative
Funding and Advocacy Priorities
Expand Activities for Youth through:

Project Tool Box
3D Innovation for Teens
Career Building / Job Skills Training
College Preparation
Enhanced Partnerships with Community Organizations
Kemper Sports Jr. Youth Golf Program
Expand Transitional Housing
Combat loss of rental assistance vouchers
Take Back the Park Campaign
Conduct illegal encampment cleanups aligned with best practices Enhance Neighborhood Betterment Team (NBT) operations to address chronic blight concerns
Leverage data to drive performance
Sustain strategic funding to help housing developments secure tax credits
Coordinate with the Housing Authority of San Joaquin to assess risk of rental assistance voucher loss
Develop and initiate a First-time Home Buyer Down Payment Assistance program
Advance progress on multiple affordable housing projects underway Park Center
La Passegiata
Fairview Terrace
Hunter House

ATTACHMENT A
886
City of Stockton
2026-2027 State and Federal Legislative Program
I. Protect Local Control
II. Pr
otect Local Revenues & Funding for Vital Community Services III. Pu
blic Safety
IV. I
nfrastructure Investment
V. I
mprove the Quality of Life & Sustainability of the City VI. De
lta Protection and Enhancement
I. Protect Local Control
Support efforts that are consistent with the doctrine of "home rule" and the local exercise of police powers, through planning and zoning processes, over local land use.

Oppose legislation that negatively impacts the City Council's authority to manage and control the public right-of-way and for the City to receive compensation for its use.

Oppose any legislation that attempts to limit the ability of the City to avail ourselves of the protections offered under Chapter 9 or any other action that undermines the City’s ability to restructure our finances. Oppose any legislation that limits the ability of the City to move beyond Chapter 9 protection or places burdens or mandates on municipalities exiting chapter 9 protection.

II. Protect Local Revenues and Funding for Vital Community Services Support full reimbursement to cities for all State mandates.

Support legislation that protects the ability of cities to recover the costs of mandated programs through fees that are exempt from Proposition 218 as well as potential exemptions for stormwater infrastructure projects.

Support efforts to restore local authority and control over revenues, governance, and service delivery as well as to protect local governments against unfunded mandates.

Support efforts to allocate State Cap-and-Trade revenues to local government projects that will reduce greenhouse gas emissions.

Advocate for grants or loans to upgrade municipal irrigation systems and install smart controls, which reduce water use due to leakage loss and over-irrigation. Advocate for further grants to upgrade and maintain the urban forest.

2026-2027 State Legislative Positions

ATTACHMENT A
887
City of Stockton
2026-2027 State and Federal Legislative Program
II. Protect Local Revenues and Funding for Vital Community Services Advocate for state taxation policies and procedures that ensure that taxing authorities and services provided by the City are fairly and adequately funded.

Support legislative efforts that maximize reimbursement to local governments for medical transport and fire responder paramedic services to individuals that are beneficiaries of state and federal medical coverage.

Support legislation and regulations that protect Proposition 64 funding for local agencies and maintain local control of cannabis regulations, both medicinal and recreational.

Oppose efforts that capture or divert local revenue or efforts which shift responsibility for State services or programs to local government without commensurate revenue.

Oppose legislation that eliminates or restricts the taxing authority of cities; weakens existing Government Code section 66000 fee authority; or redefines any development tax, condition, or other monetary change as development fees.

Oppose any legislation that attempts to allocate additional general liability exposure to cities or that seeks to prohibit the ability of cities to seek maximum indemnification from other parties in the contractual process.

2026-2027 State Legislative Positions
New City Hall, Opened 2026

ATTACHMENT A
888
City of Stockton
2026-2027 State and Federal Legislative Program
I
II.

Public Safety
Support funding for local law enforcement equipment, services, or personnel.

Support legislation that allows use of state public safety grants for intervention and prevention efforts to curb group gun violence and youth violence.

Support legislation that would provide cities with a greater share of fines and forfeitures.

Support legislation that allows law enforcement to better combat gun violence through investigation, interdiction, and prevention of firearm-related crimes.

Support legislation that allows use of state public safety grants for maintenance efforts in addition to service increases.

Support legislation and administrative actions that protect the City’s interests related to the AB109 public safety realignment initiative, including but not limited to equitable distribution of funding and policies that do not unfairly impact Stockton and San Joaquin County.

Support legislation and administrative actions that protect the City’s interests related to Proposition 47, the Safe Neighborhood and Schools Act of 2014, which reduced penalties for certain lower-level drug possession and thefts under $950 from a felony to a misdemeanor.

Support funding for local emergency operations including equipment, services, and personnel.

Ensure local discretion in the adoption and implementation of health and safety standards contained in the building and fire codes.

Oppose legislation that mandates local building and fire code standards which negatively impact the health and
safety of the community and add undue burden and
investment in the City.

2026-2027 State Legislative Positions
Panella Community Park

ATTACHMENT A
889
City of Stockton
2026-2027 State and Federal Legislative Program
I
V. I
nfrastructure Investment
Advocate for state funding and transportation re-authorizations that support City infrastructure projects and City programs, including projects adopted in the Capital Improvement Plan (CIP).

Support increased funding to enhance existing public transportation programs.

Advocate for state funding for street, road, and alleyway repair within the City of Stockton.

Advocate that fundamental
responsibility for transportation
decision-making should be
at the local level.

Support equitable long-range,
statewide infrastructure
investment.

Advocate for fair implementation
and distribution of state
infrastructure bond funds
to assure the City receives
an adequate share for local
improvements and programs.

Support efforts to provide high-speed capacity broadband provisions for all libraries to ensure full, equitable electronic services.

Advocate in support of state funding for the development of information technology infrastructure.

Advocate for state funding opportunities that support energy-efficient technology initiatives (i.e.

Green data center) or those that support Digital Cities initiatives (i.e. Mobile City Hall, Public Wi-Fi).

Oppose legislation that limits and/or decreases the existing amount of retention proceeds withheld from any payment by a public entity to a contractor on a public project.

Oppose any state reductions to existing transportation grants and programs.

2026-2027 State Legislative Positions
Winged Wanderers Mural at Market Street Parking Garage

ATTACHMENT A
890
City of Stockton
2026-2027 State and Federal Legislative Program
V. Improve the Quality of Life and Sustainability of the City Support efforts that impact the City’s ability to enhance well-being, quality of life, health, and safety of residents; stabilize and enhance jobs and economic growth; improve environment.

Support legislation that provides economic development and redevelopment tools and programs for municipalities, particularly tools to assist urban revitalization.

Support legislation and State funding that is consistent with the City’s Economic Development Strategic Action Plan.

Support legislation and State funding that would support educational efforts in the City of Stockton and improve educational outcomes.

Support legislation and funding that would increase access to higher education for Stockton residents.

Support and work in coalition to bring a CSU Stockton Campus to our community.

Support legislation to provide financial assistance for local public libraries without the imposition of new taxes.

Support legislation that makes funds available to upgrade and remodel existing libraries and recreation facilities, and build new libraries and community centers.

2026-2027 State Legislative Positions
Ursula Meyer Library and Community Center, Opened 2026
Photos Courtesy of Architectural Nexus and Bento Viana

ATTACHMENT A
891
City of Stockton
2026-2027 State and Federal Legislative Program
V. Improve the Quality of Life and Sustainability of the City Advocate to reduce transportation barriers for children, youth and seniors to access programs, services and internal/external excursions.

Ensure that funding and support for technology are present for workforce development efforts, individual learning, entrepreneurial/business centers, and lifelong learning.

Support legislation that provides financial support and incentives, and protects and maintains programs which provide affordable housing for disabled and low-income residents, families, and senior adults.

Support legislation that makes funds available to supplement development of missing middle housing.

Support legislation that makes funds available to
preserve historic public facilites and buildings.

Support legislation, funding for energy-efficiency
projects/programs for public buildings/facilities.

Support legislation providing funding for the
acquisition and restoration of wildlife habitat.

Support statewide funding for rehabilitation,
development and capital improvements for local
and state park and recreation agencies.

Support statewide funding for regional aquatic centers, sports complexes and family-designed one- stop entertainment facilities (i.e. small bowling alleys, miniature golf, batting cages, video and arcade center, amphitheater, open space and eateries).

Support the enactment of policies and encourage state funding opportunities to assist agencies in meeting sustainability objectives including energy and water efficiencies, non-motorized trail development and connectivity, carbon sequestration through natural environment management, protection, and enhancement.

2026-2027 State Legislative Positions
Food Vendor, Angel Cruz Park

ATTACHMENT A
892
City of Stockton
2026-2027 State and Federal Legislative Program
V. Improve the Quality of Life and Sustainability of the City Support legislation that makes funds available to respair, update, replace existing roadways without increasing vehicular capacity.

Advocate for legislation that requires manufacturers and retailers to address hazardous, expensive, or difficult to manage waste streams that are a burden to local governments.

Support access for all Californians to physical activity and nutrition through parks and open space, active transportation (bicycles and pedestrians, trails, complete streets, use of easements), healthy foods, youth programs, and joint use of schools.

Support legislation that makes funds available to acquire and construct new parks, or upgrade and add capacity to existing parks, and advocate that Stockton receive equitable funding from statewide resources.

Reduce barriers to development, including funding for brownfields cleanup and infrastructure and infill development.

Oppose legislation that reduces funding for libraries, including public library funds.

Oppose legislation that has a negative impact on park and recreation agencies including the sale of parks and open space.

Oppose legislation that negatively
impacts free meal services
for children and seniors at
recreation and public facilities.

2026-2027 State Legislative Positions

1.Ursula Meyer Library and Community Center, Opened 2026

2. Photo Courtesy of Architectural Nexus and Bento Vianah text

ATTACHMENT A
893
City of Stockton
2026-2027 State and Federal Legislative Program
VI. Delta Protection and Enhancement
Advocate for balanced processes and equitable sharing of resources related to new State funding sources or State Bond issuances. Advocate for equity in allocating new funding for water resources, groundwater management, floodplain management, and critical utilities.

Support programs and funding opportunities for Integrated Regional Water Management, Delta Water Quality, Drought Protection and Sustainable Groundwater Management within the Eastern San Joaquin Sub-Basin.

Support coalition-building and funding opportunities at the State and Federal level with those that share common interests in prudently and equitably allocating funding for water projects, programs, mitigations and/or those that share common interests in protecting water rights and quality within the Delta.

Support programs and funding opportunities for 200-year level of flood protection in needed areas of the City of Stockton and the San Joaquin Area Flood Control Agency regional floodplain management and protection activities.

Protect the City’s interests in the Sacramento-San Joaquin River Delta Background: Stockton is the largest municipality wholly within the Sacramento-San Joaquin River Delta. Stockton derives a substantial percentage of its municipal water supply from Delta surface waters. The current and future well-being of the City, its residents, and economy is inextricably linked to the Delta, the quantity and quality of Delta water supplies, and the Delta ecosystem.

Stockton and its water supply could be uniquely impacted by the State’s Delta Conveyance Project and a changing climate. It is critical that the State’s Water Resilience Portfolio Initiatives prioritize and protect the health and safety of Stockton, its Delta economy and environment.

Position: No actions should be taken related to the Delta that negatively impact the City’s water rights, water supply, water quality, air quality, economic vitality, and local land use control in the Delta.

Advocate for the City’s interest throughout the review and development of the Delta Conveyance Project. Work proactively to protect City’s rights and interests related to water resources, flood protection and the achievement of tangible near-term progress on economic benefits and workforce development needs for the community.

2026-2027 State Legislative Positions

ATTACHMENT A
894
City of Stockton
2026-2027 State and Federal Legislative Program
V
I. De
lta Protection and Enhancement
Advocate for close interaction and active engagement with those agencies responsible for development for the Delta Conveyance Project to ensure that the City of Stockton’s goals and objectives are achieved as a measure of any successful negotiation or discussion.

Support legislation that maintains local control of water rights, water supplies and land use.

Support legislation and other processes that address the needs and concerns of Delta communities in a balanced and objective manner to improve the economics, work-force opportunities, and quality of life for the region.

Oppose any legislation or administrative action that negatively impacts the City of Stockton’s interests in the Delta.

Oppose changes that would alter operation of the Delta Cross Channel in a way that would negatively affect water quality at the Delta Water Supply Project (DWSP) intake or at the discharge location for the Regional Wastewater Control Facility (RWCF).

2026-2027 State Legislative Positions
Delta Water Supply Project

ATTACHMENT A
895
City of Stockton
2026-2027 State and Federal Legislative Program
VI. Delta Protection and Enhancement
Delta Water Supply and Quality Protection
Advocate for the State to take full responsibility and establish concrete assurances in the form of Delta Conveyance Project design and operation commitments that avoid or fully mitigate adverse effects on Stockton’s water supply, including water quality and availability.

Advocate for the State to construct permanent improvements that build the capacity of the City and its surrounding Delta community to withstand floods, droughts, and a changing climate.

Advocate for the State to take full responsibility and carry out the necessary actions for the remediation of harmful algal blooms (HABs) and the removal of invasive species that negatively impact the Delta, including the golden mussel (Limnoperna fortunei) and the annual infestation of water hyacinth in local waterways.

Support administrative actions and funding to promote channel dredging, aquatic weed removal and other maintenance of waterways within the Delta.

Sustainable Groundwater Management of the Eastern San Joaquin Sub-basin Support programs and funding opportunities for the Eastern San Joaquin Groundwater Sustainability Plan project investigation, development, and implementation.

Support legislation or other administrative actions
that protects the interests of the City regarding
groundwater management in the basin,
the consolidation of water districts or other
agencies and reinforces the powers and
improves collaboration between
groundwater sustainability agencies.

2026-2027 State Legislative Positions
Stockton Municipal Utilities Department Exhibit
Children’s Museum of Stockton

ATTACHMENT A
896
City of Stockton
2026-2027 State and Federal Legislative Program
I. Protect Local Control
II. Pr
otect Local Revenues & Funding for Vital Community Services III. Pu
blic Safety
IV. I
nfrastructure Investment
V. I
mprove the Quality of Life & Sustainability of the City VI. De
lta Protection and Enhancement
I. Protect Local Control
Support efforts that are consistent with the doctrine of "home rule" and the local exercise of police powers, through planning and zoning processes, over local land use.

Oppose legislation that negatively impacts the City Council's authority to manage and control the public right-of-way and for the City to receive compensation for its use.

II. Protect Local Revenues and Funding for Vital Community Services Support full reimbursement to cities for all federal mandates.

Support efforts to restore local authority and control over revenues, governance, and service delivery as well as to protect local governments against unfunded mandates.

Support legislation that would allow local discretion in expending Public Education Government (PEG) Access fee revenues; advocate in particular for legislation that identifies programming and operating costs as allowable expenditures.

Oppose legislation that would negatively impact the City’s ability to issue municipal bonds, including elimination of the tax-exempt status for municipal bonds.

Oppose legislation that would eliminate or limit existing local taxing authority including internet sales tax collection and broadband internet taxes; support legislation that would protect local control of taxing authority and revenue collection.

Oppose reductions to federal agency programs that fund local government services, particularly when communities have come to depend on federal funding to maintain services.

2026-2027 Federal Legislative Positions

ATTACHMENT A
897
City of Stockton
2026-2027 State and Federal Legislative Program
I
II.

Public Safety
Support funding for local law enforcement equipment, services, or personnel.

Support legislation that allows use of federal public safety grants for intervention and prevention efforts to curb gang crime and youth violence.

Support legislation that would provide cities with a greater share of fines and forfeitures.

Support legislation that allows law enforcement to better combat gun violence through investigation, interdiction, and prevention of firearm related crimes.

Support legislation that allows the use of federal public safety grants for maintenance efforts in addition to service increases.

Ensure local discretion in the adoption and implementation of health and safety standards contained in the building and fire codes.

Support funding for local emergency operations
including equipment, services, and personnel.

IV. Infrastructure Investment
Advocate for federal funding for transportation and other infrastructure that support City projects and City programs, including projects adopted in the Capital Improvement Plan (CIP).

Support increased funding to enhance existing public transportation programs.

Advocate for federal funding for street, road, and alleyway repair within the City of Stockton.

Advocate that fundamental responsibility for transportation decision-making should be at the local level.

2026-2027 Federal Legislative Positions

ATTACHMENT A
898
City of Stockton
2026-2027 State and Federal Legislative Program
IV. Infrastructure Investment
Advocate for streamlining and greater efficiencies related to environmental restrictions and obstacles on major federally funded projects. Advocate for revisions to the transportation funding process to waive National Environmental Policy Act (NEPA) requirements in deference to California Environmental Quality Act (CEQA) requirements.

Support executive actions or legislation that streamlines federal transportation and other infrastructure funding processes or the federal stimulus funding process, if applicable.

Advocate to our delegation for legislative adjustments that would streamline the transportation and other infrastructure funding processes.

Support legislation or executive rule-making that balances scarcity of local infrastructure resources, scope of street resurfacing projects and the City’s commitment to enhancing accessibility of City infrastructure. Advocate for revisions to Americans with Disability Act (ADA) rules requiring extensive accessibility modifications on street resurfacing projects without capacity improvements or geometric changes.

Support legislation and executive programs
providing funding or tax credits for broadband
internet infrastructure to public facilities.

Support legislation or executive programs
that provide local communities with low-cost loans
to build networks of sidewalks, bikes lanes and paths.

Support federal funding for parks and recreation infrastructure in metropolitan areas, including appropriate revisions to the Land and Water Conservation Fund that would provide for a larger allocation of state and local grants for recreation and conservation.

Support legislation and regulation that respond to recurring drought conditions and earthquake preparedness and provide increased opportunity for water conservation, storage, watershed planning, and water infrastructure improvement.

Oppose any federal reductions to existing transportation grants and programs.

Oppose legislation that limits and/or decreases the existing amount of retention proceeds withheld from any payment by a public entity to a contractor on a public project.

2026-2027 Federal Legislative Positions
Roundabout at Miner Ave and San Joaquin St

ATTACHMENT A
899
City of Stockton
2026-2027 State and Federal Legislative Program
V. Improve the Quality of Life and Sustainability of the City Support efforts that impact the City’s ability to enhance the well-being, quality of life, health, and safety of residents; stabilize and enhance jobs and economic growth; and improve the environment.

Support legislation and funding that is consistent with the City’s Economic Development Strategic Action Plan.

Support legislation that provides financial support
and incentives, and protects and maintains programs
that provide affordable housing for disabled and
low-income residents, families, and senior adults.

Support legislation that addresses the health,
welfare, and economic needs of older individuals.

Support federal funding of programs providing nutrition for children, older individuals, and other at-risk populations.

Support legislation or executive programs that strengthen and expand environmental education and encourage partnerships between school districts, parks, and other community-based organizations in an effort to help children and families be more physically active outdoors.

Support legislation and funding for energy-efficiency and water conservation projects and programs for public buildings and facilities.

Support legislation providing funding for the acquisition and restoration of wildlife habitat.

Support legislation that would provide cities with a greater share of fines and forfeitures.

Support the enactment of policies and funding opportunities to assist agencies in meeting sustainability objectives including energy and water efficiencies, non-motorized trail development and connectivity, and carbon sequestration via environment management, protection, and enhancement.

2026-2027 Federal Legislative Positions
Home of Stockton Ports

ATTACHMENT A
900
City of Stockton
2026-2027 State and Federal Legislative Program
V. Improve the Quality of Life and Sustainability of the City Reduce barriers to development including funding for brownfields cleanup and infrastructure and infill development.

Oppose legislation that has a negative impact on park and recreation agencies, including the sale of parks and open space.

Support legislation that will remove barriers and enchance and create workforce development, vocational education, apprenticeshipts, and second chance employment reducing recividism and improving community safety.

Support legislation that will encourage public-private partnerships that provide pathways for underserved populations, including justice-involved individuals re-entering the workforce.

2026-2027 Federal Legislative Positions
Ursula Meyer Library and Community Center, Opened 2026
Photo Courtesy of Architectural Nexus and Bento Viana

ATTACHMENT A
901
City of Stockton
2026-2027 State and Federal Legislative Program
VI. Delta Protection and Enhancement
Action: Advocate for the Federal Government to support programs and continue funding opportunities for water supply and quality protection, groundwater sustainability & management and flood control/protection, planning, investigations and infrastructure projects in the City of Stockton, its Critical Infrastructure and Eastern San Joaquin Hydrologic Region.

Advocate for federal funding for flood protection improvements to protect critical utility infrastructure.

Advocate for federal funding for flood and stormwater protection improvements to critical utility infrastructure and transportation corridors.

Support funding to develop flood protection and resilience mitigation initiatives.

Action: Advocate for the Federal government to establish concrete assurances and protections regarding their participation in the Delta Conveyance Project design, permitting and operations that avoid or fully mitigate adverse effects on Stockton’s water supply, including water quality and availability.

Support legislation protecting existing water rights, contracts, and supplies.

Support legislation providing funding and other means for improved delta stewardship and environmental protection.

Flood Control & Protection
Support legislation and regulation that encourages public and private investment in flood control and floodplain management projects.

Support continued authorization and funding of SJAFCA projects including the U.S. Army Corps of Engineers Lower San Joaquin River Project - Phase 1 (City of Stockton) and Phase 2 Feasibility Study (Mossdale Tract).

Support administrative actions and funding to promote dredging, aquatic weed removal and other maintenance of waterways within the Delta.

Oppose changes to the Bay Delta Conservation Plan that would alter Central Valley Project, State Water Project or Combined Operations of the Delta Cross Channel in a way that would negatively affect water quality at the Delta Water Supply Project (DWSP) intake or at the discharge location for the RWCF.

2026-2027 Federal Legislative Positions

ATTACHMENT A
902
2026-2027 State and Federal
Legislative Program
City Council Meeting
August 18, 2026
Item #10.4
903
Legislative
Advocacy
Program
Objectives
• Advocate in Sacramento and
Washington, D.C. to accurately
and persuasively present the
positions of the City of Stockton
• Establish relationships with key
Legislators and Staff
• Provide early intelligence on
emerging issues
• Share knowledge of trade-offs
impacting legislative framing
and funding
• Target funding allocations and
grant applications
• Achieve the priority State and
Federal objectives of the City
904
Legislative Advocacy
Program
Scope
• Legislative Program Consultation - Annual Legislative Programs, government relations strategy and funding
strategy development
• Legislative Advocacy – Represent the City; review
executive proposals, legislation, administrative rules; provide regular reports; prepare letters and testimony; facilitate communication and meetings
• Funding Advocacy and Assistance – Advise and assist in the preparation of appropriations, earmarks and other
funding opportunity requests
• Political Reform (State Program) – Register on behalf of the City, and comply with all reporting requirements
mandated by the Lobbying Disclosure Act
905
Legislative Program
Timeline & Process
State Legislative Year: July 1 – June 30
Federal Legislative Year: October 1 – September 30
• Biweekly Meetings: Update Meetings throughout year.
• July-August: Present State and Federal Legislative Advocacy Program for Council approval.
• October-December: Discuss City funding and policy environment in preparation for new calendar year.
• January: Departmental legislative discussions with Federal and State lobbyists.
• January-February: State Bill season. Conduct City staff brainstorming and planning session for earmarks/appropriations.
• February-March: Develop funding/program proposals to present to Council at Strategic Planning and Goal Setting Workshop. • April: Submit appropriations requests. Develop annual Leg. Program. • May: SJCOG One Voice project proposal and advocacy during annual trip to Washington, D.C.
906
State Level Advocacy
California Public Policy Group (CPPG)
• Statewide firm representing 31 local government and
special district clients
• Expertise: Water Policy and Infrastructure, Housing
and Homelessness Funding, Public Safety, Labor
and Pension Policy, Transportation, Local Land Use
Authority
• Monitor and analyze hundreds of legislative Bills each session
• Defend Local Control, including sponsoring legislation • Dedicated Grant Services Team that identify,
develop, and submit competitive state and federal
funding applications
• Demonstrate even-handed Bipartisan advocacy
907
Legislative Program Accomplishments
State Level

YEAR ACTION
2026
2025
Worked with coalition of lobbyists to stop legislation
aimed at moving forward the Delta Conveyance Project
Worked with coalition to stop key budget trailer
legislation to expedite/streamline the DCP
2026
2025
Worked with Big City Mayors lobbying coalition to ensure full HHAP funding in State Budget
Worked with BCM to secure $500M for HHAP Round 7
2026 Worked to stop CA High Speed Rail Authority from
establishing state-controlled TIF
2025 Supported legislation to ban use of PFAS
Supported legislation to enhance penalties for metal theft Supported enhanced penalties for human trafficking
2026 Tracked over 2000 Bills
Since 2015 Helped procure over $37M in direct funding to City 908
Recent Program Funding History
State Level

YEAR PROJECT FUNDING
2023
Bubbler System and Trash Boom
Morelli Park
$3,000,000
Miracle Mile Public Safety
Maintenance Substation
$3,100,000
Vocational Opportunities for
Adults w/Intellectual Disabilities
$1,000,000
2022
Miracle Mile Redevelopment $20,000,000
Aquatics Infrastructure Repairs $4,000,000
Homeless Shelter Navigation Center $1,000,000
2021
Dentoni Park Playground Equipment $250,000
Aquatics Facilities
McKinley Park and Victory Park
$5,400,000
909
State Legislative
Challenges
• Protection of Local Government Funds in
State Budget – HHAP Grant funds,
Transportation and other funding
• Legislation on Delta Conveyance and Water
Rights Curtailment
• Legislation related to Flood Protection
• Legislation related to Homelessness and
Affordable Housing
• Legislation related to Data Centers and
Warehouses
• Funding for Proposition 36 – Retail Theft
• November 2026 Ballot – 14 propositions
910
FederalLevel Advocacy
Townsend Public Affairs
• Founded in 1998 as full-service legislative advocacy and grant funding firm dedicated to advancing priorities of CA cities and public agencies.
• With nationally-recognized federal expertise, TPA ranks among nation’s top 100 federal lobbying firm and represents more CA public agencies in Washington, DC than any other firm.
• Comprehensive services include congressional and federal agency advocacy, appropriations and earmark strategy,
legislative and regulatory monitoring, grant position, coalition building, and coordination of DC advocacy trips.
• Areas of Municipal Expertise
• Transportation and Infrastructure
• Water and Wastewater
• Public Safety
• Housing and Economic Development
• Parks and Community Facilities
• Energy and Environmental Policy
• Local Government Operations
911
Legislative Program
Accomplishments
Federal Level
• Developed and managed a multi-year federal community
project funding pipeline.
• Advanced more than $3.02 Million in enacted FY27 federal funding through House appropriation process. Secured
$1.25 Million in enacted FY26 federal funding.
• Secured congressional support for the City’s Delta
Conveyance Project advocacy.
• Positioned the City to respond to major federal housing and homelessness policy changes.
• Elevated Stockton’s transportation and infrastructure priorities before federal decision-makers during Surface Transportation Reauthorization.
• Advanced the City’s public safety and emergency-response priorities.
• Expanded Stockton’s federal engagement on maritime
and shipbuilding opportunities.
912
Legislative Program Accomplishments
Federal Level

YEAR ACTION
2026 Advanced more than $3.02 Million in enacted FY27
federal funding through House appropriation process.
2025 Secured $1.25 Million in enacted FY26 federal
funding.

Ongoing Secured congressional support for the City’s Delta Conveyance Project advocacy.

Ongoing Positioned the City to respond to major federal housing and homelessness policy changes.

Ongoing Elevated Stockton’s transportation and infrastructure priorities before federal decision-makers during
Surface Transportation Reauthorization.

Ongoing Advanced the City’s public safety and emergency response priorities.

Ongoing Expanded Stockton’s federal engagement on
maritime and shipbuilding operations.

May / July 2025
May 2026
Planned and led three Washington, DC advocacy
efforts.
913
Recent Program Funding History
Federal Level

YEAR PROJECT FUNDING
2026 Stockton Fire Regional Training Center Expansion $250,000 Real Time Policing Technology Project $772,700
UOP School of Medicine: Phase 1 $2,000,000
2025 Combatting Crime in Real Time $1,000,000
Pershing Avenue Road Safety Improvement and
Enhancements Project
$250,000
2024 Strengthening Stockton’s Public Safety Program $963,000 Van Buskirk Park: Expanding Community Spaces,
Phase 1
$500,000
914
City of
Stockton
Priorities
915
Questions/Comments
on 2026-2027
Legislative Program
916
City of Stockton
Legislation Text
File #: 26-0890, Version: 1
SAN JOAQUIN COUNTY EMS SYSTEM PERFORMANCE UPDATE: AMBULANCE PATIENT

OFFLOAD TIME (APOT) AND MEDICAL PATIENT DESTINATION POLICY

RECOMMENDATION
It is recommended that the City Council receive and file this informational report regarding the implementation of San Joaquin County Emergency Medical Services Agency (SJCEMSA) EMS Policy No. 4985, Transfer of Patient Care in the Emergency Department, and EMS Policy No. 5201, Medical Patient Destination. These policies became effective May 1, 2026, and represent coordinated regional initiatives to improve ambulance availability, enhance patient access to appropriate specialty care, and strengthen collaboration among hospitals, emergency medical service providers, and regional fire agencies.

DISCUSSION
Background
Emergency Medical Services (EMS) within San Joaquin County are coordinated through the San Joaquin County Emergency Medical Services Agency (SJCEMSA), which is responsible for establishing policies that promote consistent, high-quality emergency medical care throughout the region. As part of its ongoing commitment to improving patient outcomes and strengthening system performance, SJCEMSA implemented EMS Policy No. 4985, Transfer of Patient Care in the Emergency Department, and EMS Policy No. 5201, Medical Patient Destination, effective May 1, 2026. These complementary policies provide standardized guidance for ambulance patient offload, hospital destination decisions, and coordination among hospitals, ambulance providers, and regional fire agencies.

Together, these policies support a more efficient and integrated emergency medical system by improving ambulance availability, ensuring patients are transported to the most appropriate receiving facility based on their clinical needs, and enhancing coordination among regional healthcare and public safety partners. This report provides an overview of these initiatives and their collective role in strengthening emergency medical services throughout Stockton and San Joaquin County.

Present Situation
Effective May 1, 2026, SJCEMSA implemented EMS Policy No. 4985, Transfer of Patient Care in the Emergency Department, and EMS Policy No. 5201, Medical Patient Destination, as part of a coordinated effort to improve emergency medical services throughout San Joaquin County (Attachments A-C). EMS Policy No. 4985 establishes standardized expectations for the timely transfer of patient care from ambulance personnel to hospital staff upon arrival at an emergency department, reducing ambulance patient offload delays and returning ambulances to service more City of Stockton Printed on 8/14/2026Page 1 of 2
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File #: 26-0890, Version: 1
quickly for the next emergency response. EMS Policy No. 5201 establishes consistent countywide patient destination criteria that ensure patients are transported to the most appropriate receiving hospital based on their medical condition, specialty care needs, hospital capabilities, and patient preference when clinically appropriate. Together, these policies improve operational consistency while supporting timely access to definitive medical care across the regional EMS system.

Implementation of these policies has strengthened collaboration among SJCEMSA, CENCAL Fire & EMS Authority, American Medical Response (AMR), local hospitals, and regional fire agencies through ongoing performance monitoring, operational coordination, and continuous quality improvement. Weekly performance reporting and quarterly stakeholder meetings provide opportunities to evaluate system performance, identify improvement initiatives, and maintain a coordinated regional approach to emergency medical services. By reducing ambulance patient offload delays while ensuring patients receive care at the most appropriate hospital, these policies improve ambulance availability, enhance emergency response capability, preserve patient choice when appropriate, and support a more efficient, reliable, and patient-centered EMS system for the residents and visitors of Stockton and San Joaquin County.

EMS Policies No. 4985, Transfer of Patient Care in the Emergency Department, and No. 5201, Medical Patient Destination, establish a coordinated countywide framework that strengthens emergency medical services by improving ambulance availability, standardizing patient destination practices, enhancing access to specialty care, and promoting collaboration among hospitals, EMS providers, and regional fire agencies. Collectively, these initiatives support improved patient outcomes, increased system efficiency, and a resilient emergency medical services system capable of meeting the healthcare and public safety needs of the Stockton community and San Joaquin County.

FINANCIAL SUMMARY
This report is informational only and has no direct fiscal impact. Implementation of EMS Policies No. 4985 and No. 5201 is being accomplished through existing regional partnerships, operational resources, ongoing education, and established performance monitoring processes.

Attachment A - 2025 SJCEMSA - APOD Table
Attachment B - SJCEMSA EMS Policy No. 4985 - Transfer of Patient Care in the Emergency Department
Attachment C - SJCEMSA EMS Policy No. 5201 - Medical Patient Destination City of Stockton Printed on 8/14/2026Page 2 of 2
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San Joaquin County Emergency Medical Services
9 Ambulance Patients Offload Delays
Receiving hospitals are obligated pursuant to the federal Emergency Medical Treatment and Active Labor Act (EMTALA) to promptly provide each patient arriving at the receiving hospital with an appropriate medical screening examination and necessary stabilizing treatment for emergency medical conditions and labor within the hospital’s capability and capacity. SJCEMSA has determined that 20 minutes is the maximum time an ambulance should wait at any emergency department to be transferred to a hospital bed.

In 2025, SJCEMSA worked with stakeholders on the Ambulance Patient Offload Delay (APOD) subcommittee with three objectives: 1) Identify and review current transfer of care practices and identify ways to improve education and accuracy, 2) Identify and review barriers and efficiencies to hospital throughput, and 3) Identify local solutions to reduce ambulance patient offload delays greater than twenty (20) minutes.

SJCEMSA along with the designated receiving center hospitals located in San Joaquin County have been working diligently to improve APOD.
2025 Ambulance Patient Offload Delays by Hospital

ATTACHMENT A
919

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY
TITLE: TRANSFER OF PATIENT CARE
IN THE EMERGENCY DEPARTMENT EMS Policy No. 4985
E
ffective: May 1, 2026 Page 1 of 3
Supersedes: July 1, 2024
Approved: ___ _____________
Medical Director EMS Director
PURPOSE:

The purpose of this policy is to establish a process for the transfer of patient care in the emergency department that provides for patient safety while reducing ambulance patient offload delays and the occurrence of ambulance clusters.

AUTHORITY:

Health and Safety Code, Division 2.5, Sections 1797.52, 1797.120, 1797.220, 1797.225, 1798, 1798.170.

BACKGROUND:

Receiving hospitals are obligated pursuant to the federal Emergency Medical Treatment and Active Labor Act (EMTALA) to promptly provide each patient arriving at the receiving hospital with an appropriate medical screening examination and necessary stabilizi
capability and capacity.

DEFINITIONS:

A. See SJCEMSA Policy Definitions.

POLICY:

It is the policy of SJCEMSA to require hospitals and prehospital personnel to transfer patient care promptly and effectively from prehospital personnel gurney to appropriate hospital personnel.

PROCEDURE:

I. Receiving hospitals shall develop and implement policies and processes that facilitate the prompt and appropriate transfer of patient care from EMS personnel to ED medical personnel within the emergency department to minimize the occurrence of an APOD and ambulance clusters.

II. Receiving hospitals shall at a minimum require ED medical personnel to:

A. Provide EMS personnel a safe area within the emergency department in

ATTACHMENT B
920

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY

TITLE: TRANSFER OF PATIENT CARE
IN THE EMERGENCY DEPARTMENT EMS Policy No. 4985

Effective: May 1, 2026 Page 2 of 3
Supersedes: July 1, 2024

Approved: ___ _____________
Medical Director EMS Director
direct sight of ED medical personnel where the EMS personnel may temporarily wait to transfer patient care.

B. Promptly acknowledge the arrival of each patient arriving by ambulance.

C. If transfer of care is not immediate, provide attending EMS personnel with an estimated time transfer of care will occur.

D. Promptly but not later than 25 minutes of arrival accept the transfer of patient care from EMS personnel including the movement of the patient from the ambulance gurney to an emergency department bed, Emergency Department (ED) chair, or ED waiting room.

E. Promptly accept a verbal patient report from attending EMS personnel.

F. Not delay the transfer of care and the movement of patients off of ambulance gurneys.

III. Receiving hospital shall during any occurrence of APOD:

A. Provide attending EMS personnel with an estimated time ED medical personnel will accept the transfer of patient care.

B. Inform EMS personnel, including supervisors, of the actions the receiving hospital is taking to resolve APOD.

C. Actively engage in APOD mitigation.

D. Activate the receiving hospital
surge plan anytime an ambulance cluster
occurs. The surge plan shall remain activated until all APODs are resolved.

IV. EMS personnel responsibilities for transfer of patient care:

A. Work cooperatively with the ED medical personnel to promptly transfer patient care.

B.
, walk-in ambulatory patients
or use an emergency department wheelchair rather than the ambulance gurney. If ED medical personnel are not immediately available to accept the transfer of patient care of an ambulatory or wheelchair patient, then EMS personnel provide a verbal patient report to the ED triage nurse and place the patient in the ED waiting area.

C. Provide a verbal patient report to ED medical personnel at time of transfer of care.

D. EMS personnel may be directed from the ED, prior to movement of the patient from the EMS gurney to a trauma operating suite, cardiac catheterization lab, and or a computed tomography (CT) scan for

ATTACHMENT B
921

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY

TITLE: TRANSFER OF PATIENT CARE
IN THE EMERGENCY DEPARTMENT EMS Policy No. 4985

Effective: May 1, 2026 Page 3 of 3
Supersedes: July 1, 2024

Approved: ___ _____________
Medical Director EMS Director
purposes of expediting care of Trauma, STEMI, and Stroke patients.

V. If APOD occurs EMS personnel may move their patient from the ambulance gurney to any available ED bed, ED hallway chair, or ED waiting area as to obtain ED medical personnel direction.

VI. Responsibility for Patient Care:

A. Prior to the transfer of patient care EMS personnel have a duty to continue monitoring the patient and to provide medical treatment including advanced life support until responsibility is assumed by ED medical personnel or other medical staff of the receiving hospital.

B. While waiting to transfer patient care EMS personnel shall continue to actively assess the patient and document vital signs and treatment in the electronic patient care record.

C. Patient treatment on EMS gurney by ED medical personnel staff is prohibited with the exception of life saving procedures and or a FAST Exam for Trauma patients at a Trauma Center or Electrocardiogram for STEMI patients at a STEMI Receiving Center.

ATTACHMENT B
922

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY
TITLE: MEDICAL PATIENT DESTINATION EMS Policy No. 5201 Effective: May 1, 2026 Page 1 of 4
Supersedes: November 10, 2025
Approved: ____________ _____________
Medical Director EMS Director
PURPOSE:

The purpose of this policy is to provide direction to EMS personnel on determining the appropriate destination for medical patients.

AUTHORITY:

Health and Safety Code, Division 2.5, Section 1797.220, 1798, and 1798.170 DEFINITIONS: See SJCEMSA Definitions policy
POLICY:

I. Prehospital personnel shall assess all patients and offer ambulance transportation to any patient needing medical care and provide ambulance transportation to any patient requesting transport to a receiving hospital with implicit or implied consent.

II. Medical patients shall be transported to a receiving hospital based on the following priorities:

A. Multi-casualty incident
destination as coordinated with DCF.

B. Cardiac arrest closest receiving hospital.

C. Acute STEMI or ROSC closest STEMI receiving center.

D. Sustained ventricular tachycardia with a pulse closest STEMI receiving center.

E. Acute stroke:

1. Patients with last known well time of less than 4 hours transport to closest PSC.

2. All other patients transport to PSC of their choice or if no choice transport to closest PSC.

F. Non-traumatic life-threatening condition closest receiving hospital or base hospital direction.

G. Active labor with complications closest hospital with labor and delivery (L&D) service.

H. Active labor without complications patient choice of receiving hospital with labor and delivery services.

I. Non-emergent condition patient choice.

J. No preference specified closest receiving hospital.

K. Ventricular assist devices stable patients patients implant center L. Ventricular assist devices unstable patients nearest STEMI center.

ATTACHMENT C
923

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY
TITLE: MEDICAL PATIENT DESTINATION EMS Policy No. 5201 Effective: May 1, 2026 Page 2 of 4
Supersedes: November 10, 2025
Approved: ____________ _____________
Medical Director EMS Director
III. Parameters affecting transport destinations for medical patients:

A. Acute ST Elevated Myocardial Infarction (STEMI) Patient Considerations:

1. Patients with an acute STEMI shall be transported to a designated STEMI Receiving Center (SRC) by-passing all other receiving hospitals.

2. The following receiving hospitals are designated or recognized a s S
RCs for the San Joaquin County EMS System:
a. Dameron Hospital.
b.
c. Doctors Medical Center
d. Memorial Medical Center.

3. If a STEMI patient does not express a preference the patient should be transported to the closet SRC.

B. The following receiving hospitals are designated or recognized as a Primary Stroke Center (PSC) by the SJCEMSA:

1. Adventist Lodi Memorial Hospital.

2. Dameron Hospital.

3. Doctors Hospital of Manteca.

4. Kaiser Hospital Manteca.

5. San Joaquin General Hospital.

6. 7. Sutter-Tracy Community Hospital.

8. Doctors Medical Center, Modesto.

9. Kaiser Medical Center, Modesto.

10. Memorial Medical Center, Modesto.

C. Active Labor Considerations:

1. Active labor without complications is deemed to be a non-emergent condition. These patients may be taken to the receiving hospital with labor and delivery services (L&D) of their choice, as listed in subparagraph C. 3.

2. Active labor with complications (prolapsed cord, breech presentation) shall be transported to the closest receiving hospital with L&D services.

ATTACHMENT C
924

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY
TITLE: MEDICAL PATIENT DESTINATION EMS Policy No. 5201 Effective: May 1, 2026 Page 3 of 4
Supersedes: November 10, 2025
Approved: ____________ _____________
Medical Director EMS Director

3. The following is a list of receiving hospitals with L&D services in San Joaquin County and in areas immediately adjacent to San Joaquin County:
a. Adventist Lodi Memorial Hospital.
b. San Joaquin General Hospital.
c.
d. Sutter-Tracy Community Hospital.
e. Kaiser Medical Center, Modesto.
f. Doctors Medical Center, Modesto.
g. Memorial Medical Center, Modesto.
h. Kaiser Medical Center, South Sacramento.

D. Non-Emergent Medical Patient Destination Considerations:

1. In a non-emergent situation, as determined by prehospital care personnel on scene or following base hospital consultation, the patient may be transported to the receiving hospital of their choice in San Joaquin County, Stanislaus County, or Sacramento County.

2. If the patient is unable or unwilling to express a choice, defer to the wishes of
In the
absence of such direction, patients should be transported to the closest receiving hospital.

3. Whenever possible ambulance personnel should determine where the patient normally receives medical care and encourage the patient to return to that hospital.

4. Prehospital care personnel should only provide the patient and/or family with the available destination options and should not endorse a receiving facility or otherwise provide their opinion on the qualit y
o
r merits of any receiving hospital.

5. If the patient is a member of a health plan with a preferred hospital, an attempt should be made to transport the patient to a participating or preferred receiving hospital.

6. If the countywide system status management ambulance availability is less than seven (7) ambulances, non-emergent medical destinations may be limited to receiving hospitals in San Joaquin County.

7. Ambulance personnel are not required to contact and should not contact the base hospital for permission to transport a non- emergent patient to a receiving hospital in San Joaquin County, Stanislaus County, or Sacramento County.

ATTACHMENT C
925

SAN JOAQUIN COUNTY

EMERGENCY MEDICAL SERVICES AGENCY
TITLE: MEDICAL PATIENT DESTINATION EMS Policy No. 5201 Effective: May 1, 2026 Page 4 of 4
Supersedes: November 10, 2025
Approved: ____________ _____________
Medical Director EMS Director
E. Ventricular Assist Device (VAD) patients:

1. Unstable patients shall be transported to the nearest STEMI Center.

2. Stable patients with complaints related to their VAD shall be VAD Coordinator is suggested but shall not delay transport.

3. The following receiving hospitals located in Sacramento County, CA., are recognized as VAD Implant Centers by SJCEMSA for purposes of transport from the scene:
a. U.C. Davis Medical Center.
b. Mercy General Hospital Sacramento.
c. Sutter Medical Center Sacramento.

4. VAD patients with non-emergent complaints unrelated to VAD shall and pursuant to
Section III of this policy.

IV. Medical Multi-Casualty Incidents:

A. During an MCI the DCF may expand patient destinations to any receiving hospital within OES Region IV with initial preference being hospitals located in San Joaquin County, Stanislaus County, and Sacramento County.

V. Receiving Hospital Facility Status:

A. Patients shall not be transported to a receiving hospital with a facilit y
status of internal disaster/closed.

B.
is unavailable or limited, patients requiring such specialty care services should be advised and given the option of transport to similar receiving hospital with specialty care services.

C. Specialty Care Services:

1. Trauma Center.

2. Primary Stroke Center.

3. STEMI Receiving Center.

4. Labor and delivery services.

ATTACHMENT C
926
Hospital Patient Offload Performance (APOT)
Stockton City Council Meeting
August 18, 2026
Agenda Item 10.5
Presented by
Lonnie Gutierrez
Division Chief, EMS Division | Stockton Fire Department Executive Director | CENCAL Fire & EMS Authority
And Medical Patient Destination
1 927
What is APOT?
Ambulance Patient Offload Time measures the transfer from EMS care to hospital care. 911 Call
Response
Patient Care
Transport
Hospital Arrival
APOT
Transfer of Care
Back in Service
Local standard
25 minutes
SJCEMSA Policy 4985 requires
hospitals to accept transfer of
care promptly, but not later
than 25 minutes after arrival.

APOD occurs when APOT
exceeds the standard
established by the Local EMS
Agency.

Faster transfers return
ambulances to the 9-1-1
system sooner.

Stockton Fire Department • CENCAL Fire & EMS Authority 2 2 928
Why APOT Matters
APOT is not just a hospital metric - it directly affects ambulance availability.

Ambulance
Availability
Ambulances remain
committed until the
hospital assumes patient
care.

Response
Reliability
Longer transfer times
reduce the number of
available units in the
system.

Public
Safety
Efficient transfers improve
readiness for the next 9-1-
1 emergency.

Every minute saved returning an ambulance to service strengthens emergency response for the community.

Stockton Fire Department • CENCAL Fire & EMS Authority 3 3 929
Stockton Fire Department • CENCAL Fire & EMS Authority 4 4 930
5 931
Goal: improve ambulance
availability while
maintaining patient care.

Source: SJCEMSA 2025 Annual Report - Ambulance Patient Offload Delays; SJCEMSA Policy 4985.

Stockton Fire Department • CENCAL Fire & EMS Authority 5 6 932
Moving Forward
The current collaborative process remains the right framework for continued improvement.

Partnership
Continue working with
SJCEMSA, hospitals, AMR,
CENCAL and regional fire
agencies.

Performance Monitoring
Use weekly APOT
reporting and quarterly
advisory meetings to
review trends.

Public Safety
Return ambulances to
service faster for the next
9-1-1 emergency.

Ambulance Patient Offload Time is not solely a hospital performance measure - it is a shared public safety responsibility.

Stockton Fire Department • CENCAL Fire & EMS Authority 6 7 933
City of Stockton
Legislation Text
File #: 26-0921, Version: 1

FIRE PROTECTION SERVICES AT THE PORT OF STOCKTON - NEXT STEPS

RECOMMENDATION
It is recommended that the City Council receive this informational report regarding proposed collaborative next steps with the Port of Stockton to evaluate fire protection services, strengthen coordination, and work jointly toward a sustainable long-term approach to providing emergency services at the Port.

Summary
The Stockton Fire Department provides fire protection and emergency response services to the Port of Stockton. The Port is an independent special district located within the geographic boundaries of the City of Stockton and is governed by its own Board of Commissioners.

The City and Port share an important interest in maintaining a safe, secure, and economically vibrant Port that contributes to the Stockton community and regional economy. As Port operations have grown in scale and complexity, the nature of emergency response needs at the Port has also evolved.

The City currently provides fire protection and emergency response services to the Port without a formal service agreement governing those services. The April 15, 2025 City Council presentation identified an opportunity for the City and Port to work collaboratively to better understand the operational, resource, and financial considerations associated with providing fire protection services at the Port.

The purpose of this report is to outline a collaborative process through which the City and Port can jointly examine these issues, share information, identify opportunities for improved coordination, and explore potential approaches that support both the Port's continued success and the City's ability to provide effective emergency services.

DISCUSSION
Background
The Port of Stockton is an important economic asset to the City and region. Its industrial and maritime operations also present unique emergency response considerations for the Stockton Fire Department, including hazardous materials, industrial incidents, maritime emergencies, and large- scale fires.

Historically, the City began providing fire protection services to the Port based largely on proximity City of Stockton Printed on 8/14/2026Page 1 of 4
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File #: 26-0921, Version: 1
and the need to provide timely emergency response. Over time, Port operations have expanded and become more complex, creating an opportunity for the City and Port to revisit how emergency services are coordinated and supported. There is currently no formal service agreement between the City and Port addressing the provision of fire protection services. Previous discussions have not resulted in a formal agreement.

Rather than approaching the issue solely as a question of cost or payment, the City believes that the most productive path forward is a collaborative process with the Port that recognizes the mutual interests of both organizations and the need to be prepared for any type of necessary emergency response.

Present Situation
A Collaborative Approach
The City and Port have a shared interest in ensuring that emergency response capabilities at the Port are effective, reliable, and sustainable.

The Port's continued economic success benefits the broader Stockton community, while the City's ability to provide appropriate emergency response services benefits Port employees, businesses, customers, visitors, and surrounding communities.

For these reasons, staff recommends that the next phase of work be approached as a joint effort between the City and Port, rather than as a unilateral City initiative.

The goal should be to develop a common understanding of current conditions and future needs and then work together to identify solutions that are operationally effective, financially sustainable, and mutually beneficial.

Establish a City-Port Working Group
Staff recommends establishing a joint City-Port working group to provide an ongoing forum for collaboration and problem-solving.

The working group could include representatives from:
· Stockton Fire Department;
· City Manager's Office;
· City Attorney's Office;
· City Finance/Administrative Services;
· Port of Stockton; and
· Other subject-matter experts or stakeholders identified jointly by the City and Port.

The working group's role would be to:
· Establish a shared understanding of the current service arrangement; · Exchange relevant operational and financial information; · Identify current and anticipated emergency response needs; City of Stockton Printed on 8/14/2026Page 2 of 4
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File #: 26-0921, Version: 1
· Discuss opportunities to improve coordination;
· Identify areas where additional information or analysis is needed; and · Develop potential approaches for consideration by the City Council and Port Commission.

The working group would provide a collaborative forum and would not supersede the respective authorities of the City Council or Port Commission.

This approach builds directly upon the recommendation in the original presentation to establish a stakeholder task force.

Shared Objectives
The City-Port collaborative process should be guided by several shared objectives:
· Public Safety. Maintain effective emergency response capabilities for the Port and the broader Stockton community.
· Economic Vitality. Support the continued success and growth of the Port as an important economic asset to Stockton and the region.
· Operational Effectiveness. Ensure that emergency response resources, staffing, equipment, and training are appropriately aligned with the risks and needs associated with Port operations.
· Financial Sustainability. Develop an approach that is financially sustainable and recognizes the resources required to maintain appropriate emergency response capabilities. · Partnership. Strengthen communication, coordination, and trust between the City and Port. · Long-Term Planning. Establish a framework that can adapt as Port operations, emergency response needs, and available resources change over time.

City Council and Port Commission Role
The proposed process is intended to support continued dialogue between the City Council and Port Commission while allowing staff from both organizations to work through the operational and technical details.

Staff anticipates that the City-Port working group would provide periodic updates to the City Council and Port Commission as the collaborative process progresses.

Following completion of the initial assessment and discussions, staff would return to the City Council with information regarding:
· Current and anticipated emergency response needs;
· Resource and operational considerations;
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File #: 26-0921, Version: 1
· Potential funding and grant opportunities;
· Feedback and perspectives developed through the City-Port process; · Potential service or partnership models; and
· Recommendations, if appropriate, for further consideration.

Any formal agreement or other action requiring approval by the City Council would be presented for Council consideration at a future meeting.

FINANCIAL SUMMARY
There is no direct financial impact associated with receiving this informational report.

The initial collaborative effort is anticipated to primarily utilize existing City staff resources. The City and Port may jointly identify opportunities for outside funding or grant resources to support future studies, equipment, training, facilities, or other emergency response needs.

Any future financial commitment resulting from a proposed service agreement, joint investment, facility improvement, or other action would be brought forward for appropriate consideration and authorization.

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CITY COUNCIL STAFF REPORT
Fire Protection Services
at the Port of Stockton
Collaborative Next Steps
Receive and file the informational report and support a joint City–Port process to evaluate fire protection services, strengthen coordination, and develop a sustainable long-term approach.

CITY OF STOCKTON • PORT OF STOCKTON 1
City Council Meeting
August 18, 2026
Agenda Item 10.6
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One unified working group creates a stronger path forward A joint effort gives both organizations one forum to build understanding, exchange information, and solve problems together.

CITY OF

STOCKTON

UNIFIED

WORKING GROUP

PORT OF

STOCKTON
The strength of one table
• Shared understanding of current conditions
• Operational and financial information exchange
• Identification of present and future response needs
• Better coordination and joint problem-solving
• Potential approaches for Council and Port Commission consideration CITY OF STOCKTON • PORT OF STOCKTON 2 939
Shared objectives keep the partnership focused
The City–Port process is guided by four outcomes that benefit the Port and the broader Stockton community. 01 PUBLIC SAFETY
Maintain effective emergency response capabilities for the Port and the broader Stockton community.
02 ECONOMIC VITALITY
Support the Port’s continued success and growth as an
important economic asset to Stockton and the region.
03 OPERATIONAL EFFECTIVENESS
Align emergency response resources, staffing, equipment, and training with Port risks and needs.
04 FINANCIAL SUSTAINABILITY
Develop a sustainable approach that recognizes the resources required for appropriate emergency response capabilities.

CITY OF STOCKTON • PORT OF STOCKTON 3 940
CITY–PORT COLLABORATIVE NEXT STEPS
Questions
A unified working group. Shared objectives. A sustainable path forward.

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City of Stockton
Legislation Text
File #: 26-0828, Version: 1

CONFERENCE WITH LABOR NEGOTIATOR
Agency Designated Representative: City Manager Johnny Ford; Deputy City Manager Will Crew; Deputy City Manager Christine Tien; Interim City Attorney Donald Larkin; Chief Financial Officer Gilbert Garcia, Admin Budget Officer John al-Amin; Interim Director of Human Resources Marie Guillory-Jones; Supervising HR Analyst Labor Jasmine Pantoja; Police Chief McFadden; Assistant Chief Scott Graviette; Fire Chief Carr; and Legal Counsel, Che Johnson and Michael Jarvis of Liebert Cassidy Whitmore
Employee Organizations: Unrepresented Units, Stockton City Employees’ Association, Operating Engineer’s Local 3, Mid-Management/Supervisory Level Unit, Unrepresented Management/Confidential, Law Department, Stockton Police Management Association, Stockton Firefighters Local 456 International Association of Firefighters, Stockton Fire Management, Stockton Police Officers’ Association (SPOA)
This Closed Session is authorized pursuant to section 54957.6(a) of the Government Code.

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City of Stockton
Legislation Text
File #: 26-0920, Version: 1

CONFERENCE WITH LEGAL COUNSEL - SIGNIFICANT EXPOSURE TO LITIGATION Number of Cases: One
The City is in receipt of information concerning facts and circumstances that might result in litigation against the City which are known to a potential plaintiff and that pertain to potential employment- related claims by the potential plaintiff against the City.

This Closed Session is authorized pursuant to section 54956.9, subd. (d)(2), (e)(2) of the Government Code.

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City of Stockton
Legislation Text
File #: 26-0932, Version: 1

PUBLIC EMPLOYEE / PUBLIC EMPLOYEE APPOINTMENT
Title: Acting City Clerk
This Closed Session is authorized pursuant to Government Code section 54957(b).

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City of Stockton
Legislation Text
File #: 26-0888, Version: 1

COUNCIL COMMITTEE/BOARD AND COMMISSION MINUTES

RECOMMENDATION
Information item only. No action required.

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