The foregoing covenant shall not prevent the Property Owner in any way from bringing any other action, suit, proceeding, inquiry or investigation at law or in equity relating to the following:
(a) a claim that the Special Tax has not been levied in accordance with the Rate and Method;
(b) the application or use of the Special Taxes levied and collected; or (c) the enforcement of the obligations of the City or the Community Facilities District under the Fiscal Agent Agreement or any agreements among the Property Owner and it Relevant Entities, the City and/or the Community Facilities District or to which the Property Owner or its Relevant Entities is a party or beneficiary. (13) The Property Owner has received a copy of the Rate and Method containing the prepayment formula. The Property Owner acknowledges that any prepayment of the Special Taxes may only be made in accordance with the Rate and Method. (14) The Property Owner intends to comply with the provision of the Mello-Roos Community Facilities Act of 1982, as amended, relating to the Notice of Special Tax described in California Government Code Section 53341.5 in connection with the sale of the Property. (15) Based upon its current development plans, including, without limitation, its current budget and subject to economic conditions and risks generally inherent in the development of real property, including, but not limited to, the risks described in the Preliminary Official Statement under the sections “SPECIAL RISK FACTORS” and “OWNERSHIP AND DEVELOPMENT OF PROPERTY WITHIN THE DISTRICT,” the Property Owner anticipates that it will have sufficient funds to develop and sell the Property as described in the Preliminary Official Statement and pay Special Taxes on the Property (to the extent the responsibility of the Property Owner) prior to delinquency.
However, no assurance can be given that sources of financing available to the Property Owner will be sufficient to complete the property development and home construction as currently anticipated and as described in the Preliminary Official Statement. While the Property Owner has made such internal financing available in the past, there can be no assurance whatsoever of its willingness or ability to do so in the future. Neither the Property Owner nor any of its Relevant Entities has any legal obligation of any kind to make any such funds available or to obtain loans. Other than pointing out the willingness of the Property Owner to provide internal financing in the past, the Property Owner has not represented in any way that it will do so in the future. If and to the extent that internal financing and home sales revenues are inadequate to pay the costs to complete the Property Owner’s planned development in the Community Facilities District and other financing by the Property Owner is not put into place, there could be a shortfall in the funds required to complete the proposed development by the Property Owner and portions of the Property may not be developed.
EXHIBIT 3
661
G-7
(16) The Property Owner consents to the issuance of the Bonds. The Property Owner acknowledges and agrees that the proceeds of such Bonds will be used for the acquisition and construction of the improvements described in the Preliminary Official Statement. The Property Owner acknowledges that the costs to acquire and construct such improvements are estimates, and that any increase in costs in excess of the estimated costs relating to improvements will reduce the improvements which may be financed by the City, and neither the City, nor the Community Facilities District has any obligation to provide moneys to pay for any such costs.
(17) If between the date of this Certificate and the Closing Date, any event relating to or affecting such Property Owner, its Relevant Entities, or the ownership, development or sale of the Property shall occur of which the undersigned has actual knowledge and which the undersigned believes would cause the information under the sections of the Preliminary Official Statement indicated in Paragraph 9 hereof (and subject to the limitations and exclusions contained in Section 9 of this Certificate) to contain an untrue statement of a material fact or to omit to state a material fact necessary to make the statements therein, in the light of the circumstances under which they were made, not misleading, Property Owner shall notify the City and the Underwriter and if, in the opinion of counsel to the City or the Underwriter, such event requires the preparation and publication of a supplement or amendment to the Preliminary Official Statement, the Property Owner shall reasonably cooperate with the City in the preparation of an amendment or supplement to the Preliminary Official Statement in form and substance satisfactory to counsel to the City and to the Underwriter.
(18) The Property Owner agrees to deliver a Bring-Down Certificate, dated the Closing Date, in substantially the form attached as Appendix H to the Bond Purchase Agreement. If any event related to or affecting the Property Owner, its Relevant Entities or the ownership, development or sale of the Property occurs, as a result of which it is necessary to modify the form of Bring-Down Certificate, the Property Owner agrees to deliver at the time of issuance of the Bonds a new form of Bring-Down Certificate revised to reflect such event. (19) The Property Owner acknowledges and agrees that:
(i) in connection with the purchase and sale of the Bonds under the Bond Purchase Agreement, and with the discussions, undertakings and procedures leading up to the consummation of the purchase and sale of the Bonds under the Bond Purchase Agreement, the Underwriter is and has been acting solely as principal and is not acting as the agent or fiduciary of the Property Owner;
(ii) the Underwriter has not assumed a fiduciary responsibility in favor of the Property Owner with respect to (a) the offering of the Bonds contemplated hereby or the process leading thereto (whether or not the Underwriter, or any affiliate of the Underwriter, has advised or is currently advising the Property Owner on other matters), or (b) any other obligation to the Property Owner with respect to the offering contemplated by the Bond Purchase Agreement; and
(iii) the Property Owner has consulted its own legal, financial and other advisors to the extent it has deemed appropriate in connection with the offering of the Bonds.
EXHIBIT 3
662
G-8
(20) On behalf of the Property Owner, I have reviewed the contents of this Certificate and consulted with counsel regarding the meaning of its contents. The Property Owner acknowledges and understands that a variety of state and federal laws, including but not limited to the Securities Act of 1933, as amended, and Rule 10b-5 promulgated under the Securities Exchange Act of 1934, as amended, may apply to the Property Owner, and that under some circumstances certification as to the matters set forth in this Certificate, without additional disclosures or other action, may not fully discharge all duties and obligations of the Property Owner under such laws.
[Remainder of Page Intentionally Left Blank; Signature Page Follows]
EXHIBIT 3
663
G-9
The undersigned has executed this Certificate solely in his or her capacity as an authorized officer or representative of Property Owner and he or she will have no personal liability arising from or relating to this Certificate. Any liability arising from or relating to this Certificate may only be asserted against the Property Owner.
[RICHMOND AMERICAN HOMES OF MARYLAND,
INC., a Maryland corporation] [CENTURY COMMUNITIES
OF CALIFORNIA, LLC, a Delaware limited liability
company]
By:___________________________________________
Name:_________________________________________
Title:_________________________________________
EXHIBIT 3
664
H-1
APPENDIX H
$_____________
CITY OF STOCKTON
COMMUNITY FACILITIES DISTRICT NO. 2025-1 (CANNERY PARK EAST)
SPECIAL TAX BONDS
SERIES 2026
BRING-DOWN CERTIFICATE OF
[RICHMOND AMERICAN HOMES OF MARYLAND, INC.] [CENTURY COMMUNITIES OF CALIFORNIA, LLC]
[Closing Date]
City of Stockton
Community Facilities District No. 2025-1 (Cannery Park East) 501 West Weber Avenue, Bldg. 2
Stockton, California 95203
Hilltop Securities Inc.
2533 South Coast Highway 101, Suite 250
Solana Beach, California 92007
Reference is made to the City of Stockton Community Facilities District No. 2025-1 (Cannery Park East) Special Tax Bonds, Series 2026 (the “Bonds”) and to the Bond Purchase Agreement, dated [BPA Date] (the “Bond Purchase Agreement”), entered in connection therewith. This Bring-Down Certificate of [Richmond American Homes of Maryland, Inc.] [Century Communities of California, LLC] (the “Bring-Down Certificate”) is delivered by [Richmond American Homes of Maryland, Inc., a Maryland corporation] [Century Communities of California, LLC, a Delaware limited liability company] (the “ Property Owner”) pursuant to Section 3(E)(22) of the Bond Purchase Agreement.
Capitalized terms used herein and not otherwise defined have the meanings ascribed to them in the Certificate of [Richmond American Homes of Maryland, Inc.] [Century Communities of California, LLC] (the “Certificate”), dated [BPA Date] delivered by the Property Owner in connection with the distribution of the Preliminary Official Statement relating to the Bonds.
The undersigned certifies that he is familiar with the facts herein certified and is authorized and qualified to certify the same as an authorized officer or representative of the Property Owner, and the undersigned, on behalf of the Property Owner, further certifies as follows:
(1) The undersigned has received the final Official Statement relating to the Bonds, dated [BPA Date] (the “Final Official Statement”). Each statement made in the Certificate is affirmed and restated as if made on the date hereof; except that all references therein to the Preliminary Official Statement shall be deemed to be references to the Final Official Statement. (2) To the Actual Knowledge of the Undersigned, no event has occurred since the date of the Preliminary Official Statement that has, in any material way, adversely affected the statements and EXHIBIT 3
665
H-2
information described in Paragraph 9 of the Certificate (and subject to the limitations and exclusions contained in Paragraph 9 of the Certificate) relating to the Property Owner and its Relevant Entities, the Property, the Property Owner’s development and financing plans, and the Property Owner’s contractual arrangements (but excluding any information cited as coming from a source other than the Property Owner), which should be disclosed in the Final Official Statement for the purposes for which it is to be used in order to make such statements and information contained in the Final Official Statement not misleading in any material respect.
(3) For a period of 25 days after the Closing Date, if the undersigned has actual knowledge of any event relating to or affecting the Property Owner, its Relevant Entities, or the ownership development or sale of the Property which could cause the information under the captions of the Final Official Statement indicated in Paragraph 9 of the Certificate (and subject to the limitations and exclusions contained in Paragraph 9 of the Certificate) to contain an untrue statement of a material fact or to omit to state a material fact necessary to make the statements therein, in the light of the circumstances under which they were made, not misleading, the Property Owner shall notify the City and the Underwriter and if, in the opinion of counsel to the City or the Underwriter, such event requires the preparation and publication of a supplement or amendment to the Final Official Statement, the Property Owner shall reasonably cooperate with the City in the preparation of an amendment or supplement to the Final Official Statement in form and substance satisfactory to counsel to the City and to the Underwriter.
(4) [CENTURY COMMUNITIES ONLY: The Property Owner has duly executed and delivered the Property Owner Continuing Disclosure Certificate.]
[Remainder of Page Intentionally Left Blank; Signature Page Follows]
EXHIBIT 3
666
H-3
The undersigned has executed this Bring-Down Certificate solely in his or her capacity as an authorized officer or representative of Property Owner and he or she will have no personal liability arising from or relating to this Bring-Down Certificate. Any liability arising from or relating to this Bring-Down Certificate may only be asserted against the Property Owner.
[RICHMOND AMERICAN HOMES OF MARYLAND,
INC., a Maryland corporation] [CENTURY COMMUNITIES
OF CALIFORNIA, LLC, a Delaware limited liability
company]
By:___________________________________________
Name:_________________________________________
Title:_________________________________________
EXHIBIT 3
667
I-1
APPENDIX I
CITY OF STOCKTON
COMMUNITY FACILITIES DISTRICT NO. 2025-1 (CANNERY PARK EAST)
SPECIAL TAX BONDS
SERIES 2026
CERTIFICATE OF APPRAISER
Integra Realty Resources - Sacramento (the “Appraiser”), Sacramento, California prepared an appraisal of the properties within the City of Stockton Community Facilities District No. 2025-1 (Cannery Park East) (the “Community Facilities District”) with an effective date of ______, 2026 and a Bring Forward Letter dated July 15, 2026 (together, the “Appraisal”). The Appraisal is described and summarized in the Preliminary Official Statement dated [POS Date] (the “Preliminary Official Statement”) and the Official Statement dated [BPA Date] (the “Official Statement”), including as Appendix B thereto, relating to the bonds captioned above.
The Appraiser hereby certifies that, to the best of his knowledge and belief, all information with respect to the Appraisal in the Preliminary Official Statement and in the Official Statement was true and correct as of the date of the Appraisal and that the Appraiser is aware that acts and events may have occurred since the date of the Appraisal which could result in both positive and negative effects on market value; however, an updated Appraisal has not been completed as of this date.
The Appraiser hereby consents to the use of the Appraisal in connection with the distribution and use of the Preliminary Official Statement and Official Statement.
Dated: [Closing Date]
INTEGRA REALTY RESOURCES -
SACRAMENTO
By:
EXHIBIT 3
668
J-1
APPENDIX J
$_____________
CITY OF STOCKTON
COMMUNITY FACILITIES DISTRICT NO. 2025-1 (CANNERY PARK EAST)
SPECIAL TAX BONDS
SERIES 2026
FORM OF ISSUE PRICE CERTIFICATE
The undersigned, on behalf of Hilltop Securities Inc. (“Hilltop”) hereby certifies as set forth below with respect to the sale and issuance of the above-captioned obligations (the “Bonds”).
1 . Sale of the Bonds . As of the date of this certificate, for each Maturity of the Bonds, the first price at which at least 10% of such Maturity was sold to the Public is the respective price listed in Schedule A.
2. Defined Terms.
(a) Issuer means the City of Stockton.
(b) Maturity means Bonds with the same credit and payment terms. Bonds with different maturity dates, or Bonds with the same maturity date but different stated interest rates, are treated as separate maturities.
(c) Public means any person (including an individual, trust, estate, partnership, association, company, or corporation) other than an Underwriter or a related party to an Underwriter.
The term “related party” for purposes of this certificate generally means any two or more persons who have greater than 50 percent common ownership, directly or indirectly. (d) Underwriter means (i) any person that agrees pursuant to a written contract with the Issuer (or with the lead underwriter to form an underwriting syndicate) to participate in the initial sale of the Bonds to the Public, and (ii) any person that agrees pursuant to a written contract directly or indirectly with a person described in clause (i) of this paragraph to participate in the initial sale of the Bonds to the Public (including a member of a selling group or a party to a retail distribution agreement participating in the initial sale of the Bonds to the Public).
The representations set forth in this certificate are limited to factual matters only. Nothing in this certificate represents Hilltop’s interpretation of any laws, including specifically Sections 103 and 148 of the Internal Revenue Code of 1986, as amended, and the Treasury Regulations thereunder. The undersigned understands that the foregoing information will be relied upon by the Issuer with respect to certain of the representations set forth in the Tax Certificate and with respect to compliance with the federal income tax rules affecting the Bonds, and by Jones Hall LLP, in connection with rendering its opinion that the interest on the Bonds is excluded from gross income for federal income tax purposes, the preparation of the Internal Revenue Service Form 8038-G, and other federal income tax advice that it may give to the Issuer from time to time relating to the Bonds.
EXHIBIT 3
669
J-2
HILLTOP SECURITIES INC.
By:_______________________________________
Name:_____________________________________
Dated: [Closing Date]
EXHIBIT 3
670
SCHEDULE
SCHEDULE A
SALE PRICES
(Attached)
EXHIBIT 3
671
City of Stockton
CFD No. 2025-1
(Cannery Park East)
Special Tax Bonds, Series 2026
September 1, 2026
Agenda Item 10.1
672
Background
CFD No. 2019-1 (Cannery Park II) formed in May 2019
Fixed annual special tax of $1,600 per year on
single-family residential units
Total bonded indebtedness of $15 million
Issued two series of bonds
CFD
Boundary
331 Single Family unit
Tax rate range $922 to
$2,386
2% escalation
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The 2026 Bonds
3 Not-To-Exceed Amount $9,000,000
Expected Issuance(1) $7,650,000
Project Fund(1),(2) $6,650,000
Final Maturity Sept. 1, 2056
Total Debt Service(1),(2) $16,280,457
All-In True Interest Cost (“AIC”)(1) 5.34%
Estimated Value-To-Lien(3) 6.14:1
(1) Assumes Interest Rates and
Yields as of July 9, 2026
(2) Assumes Escrow Release by
September 1, 2028 in the
amount of $905,000
(3) Excluding escrow bonds
The sale of the bonds will be as two distinct series: a non-escrow piece and an escrow piece
674
Sources and Uses of Funds 4
Sources of Funds Non-Escrow Escrow Total
Par Amount $6,465,000.00 $1,185,000.00 $7,650,000.00
Net Premium / Discount $117,841.70 $0.00 $117,841.70
Total Sources of Funds $6,582,841.70 $1,185,000.00 $7,767,841.70
Uses of Funds Non-Escrow Escrow Total
Project (Improvement) Fund $5,715,648.30 $955,792.59 $6,671,440.89 Reserve Fund $572,140.90 $107,028.97 $679,169.87
Capitalized Interest $0.00 $122,178.44 $122,178.44
Costs of Issuance $235,000.00 $0.00 $235,000.00
Underwriter’s Discount $60,052.50 $0.00 $60,052.50
Total Uses of Funds $6,582,841.70 $1,185,000.00 $7,767,841.70
675
Estimated Costs of Issuance 5
Role Company Total
Bond Counsel Jones Hall 65,000.00
Disclosure Counsel Jones Hall 45,000.00 Bond / Disclosure Counsel Expenses Jones Hall 1,500.00 Municipal Advisor Del Rio Advisors LLC 42,500.00 Municipal Advisor Expenses Del Rio Advisors LLC 750.00 City Administration Fee City of Stockton 50,750.00 Special Tax Consultant (POS Tables) Willdan 11,140.00 Printing of Official Statement Royce Printing 5,000.00 Fiscal Agent / Fiscal Agent Counsel U.S. Bank, National Association 8,000.00 Rounding Adjustment / Miscellaneous Misc. 5,360.00 Total Estimated Costs $235,000.00
676
Debt Service and Coverage(*)
6 (*) Assumes No Escrow Release 677
Documents & Items for
Consideration
Official Statement (Exhibit 2)
Fiscal Agent Agreement (Exhibit 1)
The Continuing Disclosure Agreement (included as an exhibit to the official statement)
Bond Purchase Agreement (Exhibit 3)
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City of Stockton
Legislation Text
File #: 26-0793, Version: 1
APPROVE BY MOTION THE 3-YEAR ECONOMIC DEVELOPMENT ACTION PLAN: 2026-28
RECOMMENDATION
It is recommended that the City Council approve by motion:
1. The 3-Year Economic Development Action Plan for the City of Stockton; and
2. Authorize the City Manager, or designee, to take necessary and appropriate actions to carry out the purpose and intent of the motion.
Summary
The Economic Development Action Plan encompasses several projects and programs, proposed and planned to be implemented over the three-year period of 2026-2028. The Plan will be periodically revised and updated on an annual basis. The implementation of the Plan is dependent upon several factors, including market conditions, sites available, and Council objectives.
Current market conditions in California - particularly in the San Francisco Bay Area - are not conducive to expansion in several economic sectors, including life sciences, technology, hospitality, and office. Other sectors, such as advanced manufacturing, medical device, aerospace and clean technology offer more opportunities for growth and Stockton’s ability to attract such industries.
Stockton maintains a healthy and robust industrial district and strategically considers annexations to support new and expanding businesses.
As it relates to retail, aside from a few large parcels in South Stockton, the City’s retail market is built out. Opportunities exist to recruit retailers to fill vacant supermarket and big-box locations, such as the former Sears Department store and REI. As it relates to Downtown, there are numerous opportunities to support infill new construction and adaptive reuse of existing buildings. Construction costs for new buildings as well as adaptive reuse of office buildings converted to residential are very costly. Additionally, the current City Council has prioritized economic development in the top tier of its Strategic Planning and Goal Setting. However, a future Council may take a more conservative approach to economic growth. Therefore, for the reasons cited above, it is important to update the Economic Development Action Plan on an annual basis.
DISCUSSION
While some cities prepare 5- and 10- year Economic Development Action Plans, they often become outdated and irrelevant long before the term ends due to changes in the market, sites available, and Council’s objectives. The Office of Economic Development has prepared a 3-year Plan (Attachment A), which is more realistic and flexible.
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File #: 26-0793, Version: 1
This Plan consists of ten (10) components. Each component consists of several individual projects which can be implemented over a short-, medium-, or long-term or require an ongoing commitment, which means the City must continue to plan and implement for the foreseeable future in order to achieve success. It should be noted that some projects may be dropped from further consideration for the reasons cited above and new ones may be added.
Present Situation
Highlights of the 10 Components in the Plan
1. Image Enhancement & Promotion of Community. Establishing a positive image both internally and externally is key toward achieving economic success. Local residents and regional visitors, developers, and investors need to be made aware of the various positive attributes of the city. This is achieved through continual promotion of activities taking place or available, such as: waterfront activities, sporting events at the Adventist Health Arena and Stockton Ballpark, University of Pacific’s new medical school, expansion of St. Joseph’s Hospital, updating the City’s economic development website, and preparation of an electronic quarterly newsletter to share the positive activities taking place across the city.
2. Revenue Enhancements. One of the key elements of economic development is to help foster growth of the City’s tax base to support much-needed city services. Strategically pursuing those types of industries which generate significant revenues is key to fostering a healthy economy and balancing the City’s budget.
3. Attraction & Diversification of Employers in Industrial District. Maintaining a diverse economy with a mix of industries enables the City to withstand changes in the market. For example, both the life science and technology sectors are currently facing adverse conditions due to a variety of reasons.
4. Downtown Development (18-Hour Community; 6 am - Midnight). Several cities across the State of California are seeking to establish what is defined as an “18-Hour Community”; one that functions from 6 am until midnight. While many cities tend to function from a traditional office environment market (7 am - 5 pm), more cities such as Sacramento, Livermore, Pleasanton and Walnut Creek, are creating programs where a mix of residents, entertainment, and industry can flourish. When office uses such as city hall close for the day, entertainment uses such as restaurants, bars and sporting events come to life, offering after work activities for locals and visitors alike.
5. Retail/Restaurant Attraction & Shopping Center Enhancement. Stockton is home to several retail centers across the city. However, there is competition from centers outside the city in Lodi, Lathrop, Manteca, and beyond. When Stockton residents patronize retailers and restaurants in neighboring cities this has an adverse impact on the local retail market and results in “sales tax leakage”, which hurts the local economy and may eventually result in closure of select businesses.
6. Auto Dealerships. Staff will conduct regular business visits with auto dealerships in an effort to retain, expand, and attract more. Auto dealers represent one of the highest sales tax generators in the city.
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File #: 26-0793, Version: 1
7. Partnerships with Educational Institutions & Job Training Agencies. Form partnerships with educational institutions and job training agencies such as San Joaquin County WorkNet Program to create good-paying jobs for local residents.
8. Small Business Development. Coordinate corridor revitalization efforts, establish virtual technical workshops, form partnerships with local Chambers, coordinate preparation of business plans and counseling services with several partner agencies involved in the delivery of technical services to start-ups and existing businesses.
9. Targeted Services. Recruit a full service supermarket to South Stockton, recruit commercial uses to former Kmart and intended Walmart sites in South Stockton, recruit a full service supermarket along the 8-Mile Road Corridor.
10.Incentives & Services. Explore the establishment of an Enhanced Infrastructure Finance District (EIFD) to help finance new construction and renovations to support industry, mixed- use, market rate, affordable housing and infrastructure improvements in select areas of town and downtown; and promote the new Opportunity Zone 2.0 Program.
FINANCIAL SUMMARY
This Economic Development Action Plan has been prepared by internal staff. With Council’s approval, staff will move forward on its implementation. Approval of the Plan will have no fiscal impact on the City’s budget. The $150,000 which Council approved to support an update of the Economic Development Strategic Plan will be utilized for business attraction and marketing efforts; staff attending targeted conferences focused on recruitment of market rate multi-family developers and select industries such as medical device, aerospace and other industries which create good paying jobs.
Attachment A - 3-Year Economic Development Action Plan
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3 YEAR ECONOMIC
DEVELOPMENT ACTION PLAN:
2026-2028
ATTACHMENT A
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TABLE OF CONTENTS............................................................................................2 ACKNOWLEDGEMENTS........................................................................................4 INTRODUCTION ............................................................................................... 5-6 CATEGORIZED TIMELINES......................................................................................7 IMAGE ENHANCEMENT & PROMOTION OF COMMUNITY....................................8-9 REVENUE ENHANCEMENTS...........................................................................10-11 ATTRACTION & DIVERSIFICATION OF EMPLOYERS IN INDUSTRIAL DISTRICT...12-14 DOWNTOWN DEVELOPMENT (18-HOUR COMMUNITY; 6AM-MIDNIGHT)...…...15-16 RETAIL/RESTAURANT ATTRACTION & SHOPPING CENTER ENHANCEMENT.....17-18 AUTO DEALERSHIPS......................................................................................19-20 PARTNERSHIPS WITH EDUCATIONAL INSTITUTIONS & JOB TRAINING.............21-22 SMALL BUSINESS DEVELOPMENT..................................................................23-24 TARGETED SERVICES.....................................................................................25-26 INCENTIVES & SERVICES...............................................................................27-28
T A B L E O F
C O N T E N T S
ATTACHMENT A
2 683
3 ATTACHMENT A
684
ATTACHMENT A
ACKNOWLEDGEMENTS
City Council
Christina Fugazi, Mayor
Jason Lee, Vice Mayor, District 6 Michele Padilla, Councilmember, District 1 Mario Enriquez, Councilmember, District 4 Michael Blower, Councilmember, District 3 Mariela Ponce, Councilmember, District 2 Brando Villapudua, Councilmember, District 5 Council Appointees
Johnny Ford, City Manager
Marci Arredondo, City Attorney
Katherine Roland, City Clerk
William Crew, Deputy City Manager Stanley McFadden, Chief of Police Christine Tien, Deputy City Manager Bryan Carr, Fire Chief Jeff Marasovich, Interim Director of Municipal Utilities Gilbert Garcia, Chief Financial Officer Peni Basalusalu, Director of Public Works Stephanie Ocasio, Director of Community Development Marie Guillory-Jones, Interim Director of Human Resources Ricardo Noguera, Director of Economic Development Tina McCarty, Director of Housing and Homelessness Tony Mannor, Public Information Officer Jamil Niazi, Director of Information Technology Lora Larson, Office of Violence Prevention Audree Jones-Taylor, Interim Deputy City Manager Donte Watson, Director of Community Services Economic Development Team
Jordan Peterson – Deputy Director of Redevelopment Nancy Arroyo – Real Property Agent I Angelina Abella – Economic Development Manager Michael Vargas – Economic Development Analyst Grant Kirkpatrick – Environmental & Sustainability Officer Julisa Villalobos – Economic Development Analyst Veronica Johnson – Office Assistant II
4 ATTACHMENT A
Executive Team
685
ATTACHMENT A
INTRODUCTION
The Economic Development Action Plan encompasses several projects and programs proposed and planned to be carried out over a three-year period (2026-2028). The Plan will be periodically revised and updated on an annual basis. Implementation of the Plan is dependent upon several factors, such as market conditions, site availability, Council objectives, and other considerations. For example, current market conditions across California, and more specifically the San Francisco Bay Area, do not lend themselves well to the expansion of several economic sectors, including life sciences, technology and software, hotels, and office uses. Other sectors, such as advanced manufacturing, medical devices, aerospace, and cleantech, offer greater opportunities for growth and for Stockton to attract these industries.
Stockton maintains a healthy and robust industrial district and strategically considers annexations to support new and expanding businesses. The Industrial District continues to offer opportunities for new and expanding companies to establish operations within the City.
As it relates to retail, aside from a few large parcels in South Stockton, the City’s retail market is largely built out. However, opportunities remain to recruit retailers to fill vacant supermarket and big box locations, such as the former Sears department store and REI. As it relates to Downtown, there are numerous opportunities to support infill development, new construction, and the adaptive reuse of existing buildings. 5 686
ATTACHMENT A
Construction costs for new buildings, as well as adaptive reuse of office buildings converted to residential use, are very high. Combined with relatively low residential rents in the downtown area, these factors make it difficult to support new construction and/or the adaptive reuse of existing buildings without some type of public subsidy. Additionally, infill opportunities are not unlimited across the city. The current City Council is supportive of economic development. However, a future City Council may not be as development- friendly. Therefore, for the reasons cited above, it is important to update the Economic Development Action Plan on an annual basis.
This Plan consists of ten (10) components. Each component includes several individual projects that can be implemented over a short, medium, or long-term, or require an ongoing commitment, meaning the City must continue to plan and implement these initiatives for the foreseeable future to achieve success. It should be noted that some projects may be dropped from further consideration for the reasons cited above, while new ones may be added.
6 687
ATTACHMENT A
CITY OF STOCKTON
3-YEAR ECONOMIC DEVELOPMENT ACTION PLAN (2026-
2028)
Note: This 3-Year Economic Development Action Plan will be reviewed periodically and updated annually. Updates will be affected by several factors, including market conditions, site availability, and City Council objectives.
It should also be noted that Economic Development staff may not always serve as the lead in implementing each action item. In some cases, staff may instead play a facilitative or supportive role.
The implementation timelines are categorized as follows:
Short-term: Within 1 year
Medium-term: 1–3 years
Long-term: More than 3 years
Ongoing: Continuous planning and implementation for the foreseeable future. 7 ATTACHMENT A 688
IMAGE ENHANCEMENT &
PROMOTION OF COMMUNITY
Establishing a positive image, both internally and externally, is key to achieving economic success. Local residents, regional visitors, developers, and investors need to be made aware of the City’s many positive attributes. This can be achieved through the continual promotion of activities taking place throughout the city, such as waterfront activities, sporting events at the Arena and Ballpark, the University of the Pacific’s new medical school, the expansion of St. Joseph’s Medical Center and other medical facilities, updates to the City’s Economic Development webpage highlighting current and planned initiatives, and the preparation of a quarterly electronic newsletter to share the positive activities taking place throughout the city. It should also be noted that there is limited local media coverage, from television to print, as Sacramento serves as the primary media market for supporting the Stockton area.
8 ATTACHMENT A 689
ATTACHMENT A
IMAGE ENHANCEMENT &PROMOTION OF COMMUNITY
Promote Downtown Waterfront Activities
(Short-Term & Ongoing)
Adventist Health Arena, Baseball Stadium,
Bob Hope Theatre (Basketball, Baseball,
Hockey, Arena Football & Potentially Soccer).
Few cities in Northern California can boast
to be the home of so many professional sports
teams.
University of the Pacific (Medical School)
(Long Term-4 Years)
Hospital Expansions (St. Joseph’s $800 million
expansion) (Medium-Term)
Parks (Weber Point Events Center)
Repurposing (Ongoing)
Revise Economic Development Website to
reflect all the positives taking place across the
city. (Ongoing)
Create drone videos to promote various
economic segments of the city. (Ongoing)
Establish an electronic Economic
Development Newsletter for the city, to be
distributed on a quarterly basis. (Ongoing)
9 ATTACHMENT A
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ATTACHMENT A
REVENUE ENHANCEMENTS
One of the key elements of economic development is helping to foster the growth of the City’s tax base to support much-needed City services, such as Public Safety and Infrastructure.
Strategically pursuing industries that generate significant revenue is key to fostering a healthy economy and balancing the City’s budget.
10 691
R E V E N U E E N H A N C E M E N T S
D a t a C e n t e r s ( S h o r t & M e d i u m - T e r m ) A u t o M a l l / D e a l e r s h i p s . R e c r u i t m o r e d e a l e r s h i p s t o f i l l v a c a n t s p a c e s a n d f a c i l i t a t e t h e e x p a n s i o n o f e x i s t i n g d e a l e r s h i p s . ( O n g o i n g )
B i g B o x R e t a i l e r s n o t c u r r e n t l y i n t h e m a r k e t a r e a ( I K E A , D a v e & B u s t e r s , E t c . ) ( S h o r t & M e d i u m - T e r m )
P o i n t o f S a l e W a r e h o u s e s ( A m a z o n , W a l m a r t , e t c . ) ( S h o r t & M e d i u m - T e r m ) 11 ATTACHMENT A 692
ATTACHMENT A
ATTRACTION & DIVERSIFICATION OF
EMPLOYERS IN INDUSTRIAL DISTRICT
Maintaining a diverse economy with a mix of industries enables the City to withstand changes in the market. For example, both the life science and technology sectors are currently facing adverse conditions due to a variety of reasons. With respect to the life science market, the sector is overbuilt across the San Francisco Bay Area. With vacancies in new buildings in Berkeley, Emeryville, and the San Mateo Peninsula exceeding 25 percent, there will likely be no new construction over the next five-plus years. As it relates to technology companies and the office market overall, cities such as Oakland, San Jose, Pleasanton, Walnut Creek, and Concord are experiencing office vacancies of approximately 30 percent. As a result, many private owners are pursuing the conversion of office to residential buildings and demolishing Class A & B buildings.
Cities are losing property tax revenue as office buildings values plummet and property tax revenues decline considerably. San Francisco’s office market has experienced a surge in occupancy, thanks in part to the rapid rise of the artificial intelligence (AI) market. 12 693
ATTACHMENT A
Stockton’s office market is primarily comprised of professional office space geared toward healthcare. In fact, St. Joseph’s Medical Center is undergoing an $800 million expansion over the next few years, and the University of the Pacific has recently announced plans to establish a new Medical School. This is great news for the local market and will undoubtedly help propel the local office market.
Stockton’s Industrial market has played a significant role in supporting logistics and warehouse operations over the past few decades and will continue to serve in that capacity for the foreseeable future. The City’s strategic location at the heart of both the San Francisco Bay Area and Central Valley, along with transportation networks such as the Interstate 5 and Highway 99, as well as the growing Port of Stockton and Stockton Metropolitan Airport, will continue to support the attraction of a variety of industrial companies to the City.
However, the City’s Economic Development Team understands that logistics companies require large sites and generally offer fewer jobs per square foot while generating significant truck traffic. As a result, staff are strategically seeking to attract a mix of advanced manufacturing, medical devices, aerospace, and other industries that offer higher-paying jobs and create more employment opportunities per square foot. This approach will continue as staff proactively pursue these industries to locate in Stockton.
13 694
ATTACHMENT A
ATTRACTION & DIVERSIFICATION OF EMPLOYERS IN THE INDUSTRIALDISTRICT Stockton Airport Expansion (includes the recruitmentof additional airlines) (Medium-Term) Recruitment of Medical Device Companies (Short &Medium-Term) Recruitment of Advanced Manufacturing Companies(Short & Medium-Term) Recruitment of Aerospace & Defense Contractors(Short & Medium-Term) Recruitment of Drone Industry Employers (Short &Medium- Term) Recruit Shipbuilding Companies (Short & Medium-Term) 14 ATTACHMENT A 695
ATTACHMENT A
DOWNTOWN DEVELOPMENT
(18-HOUR COMMUNITY; 6 AM – MIDNIGHT)
Several cities across the State of California seek to establish what is defined as an “18-Hour Community”—one that functions from 6:00 a.m. until midnight. While many cities continue to operate as traditional office markets (7:00 a.m. to 5:00 p.m.), cities such as Sacramento, Livermore, Pleasanton, Walnut Creek, Dublin, and Fremont, are creating environments where a mix of residents, entertainment, and industry can flourish after 5:00 p.m. When office uses, such as City Hall, shut down, entertainment venues—including restaurants, bars and sporting events — come to life, offering after-hours activities for locals and visitors alike.
Stockton has the potential to create a similar Downtown environment. With an existing arena, baseball stadium, multi-level parking structure, and hotel all situated along the waterfront, the City has the opportunity to attract developers to build downtown market-rate housing, restaurants, shops, and entertainment venues beyond the sporting events (basketball, baseball, football and hockey). Creating incentives to attract developers to the area will be key.
15 696
ATTACHMENT A
DOWNTOWN DEVELOPMENT (18-HOUR COMMUNITY; 6 AM–MIDNIGHT) Consider establishment of an Enhanced Infrastructure Financing District (EIFD) and amend the Opportunity Zone (2.0) to attract private investment downtown and elsewhere across the city. (Short & Medium-Term)
Promote the attraction of technology employers, medical industries, etc. As well as TOD mixed- use developers on vacant parcels, parking lots, etc. (Short, Medium & Long-Term) Promote 70% market-rate vs. 30% affordable housing downtown (Short & Medium Term) Recruit a full-service supermarket, restaurants, breweries, entertainment uses in the downtown area. (Ongoing)
Develop a strategy to develop the Weber Point site with a mix of uses including recreation (Short & Medium Term)
Develop a strategy to clean up and redevelop a 3-acre City-owned property between arena and baseball stadium (Short & Medium-Term)
Develop strategy to reactivate Historic City Hall and former Wells Fargo Building. (Short, Medium & Long-Term)
Complete and implement Downtown Master Plan (Short, Medium, & Long-Term) Coordinate with downtown property owners & Downtown Stockton who own existing buildings to restore, upgrade, etc. To support downtown living and business development (Short & Medium- Term)
Promote the sale and redevelopment of key downtown privately-owned idle properties (Ongoing) Promote events which serve to draw people downtown from movies downtown to cultural events (Ongoing)
ATTACHMENT A
16 697
ATTACHMENT A
RETAIL/RESTAURANT ATTRACTION &
SHOPPING CENTER ENHANCEMENT
Stockton is home to several retail centers throughout the city. However, there is competition from shopping centers in neighboring communities, including Lodi, Lathrop, and Manteca. When Stockton residents patronize retailers and restaurants outside the city, it has an adverse impact on the local retail market and results in sales tax leakage, which hurts the local economy and may eventually lead to the closure of local businesses. There are several shopping centers across the city that have lost anchor tenants, such as Sears, REI, and former supermarkets. Economic Development staff are working closely with property owners, managers, and their brokers to recruit appropriate tenants to fill these vacancies.
17 698
RETAIL/RESTAURANT ATTRACTION & SHOPPING CENTER ENHANCEMENT Weberstown Mall: Facilitate the recruitment of a
replacement tenant for Sears and coordinate
renovations and recruitment of new tenants. (Short
& Medium-Term)
Trinity Parkway Center: Support full occupancy
following the addition of the new In-N-Out and
Chick-Fil-A, while continuing recruitment efforts
for a full-service supermarket. (Short & Medium-
Term)
8 Mile Rd: Pursue annexations on the north side to
support a future Costco and other commercial
development. (Long-Term)
Other Shopping Centers Throughout the City:
Coordinate recruitment efforts shopping center
upgrades with property owners. (Ongoing)
Miracle Mile: Support the redevelopment of the
theatre site, recruit locally serving retailers, and
coordination with the business association.
(Ongoing)
Yosemite Village: Support corridor enhancements
through the attraction of artists and culturally
oriented businesses. (Ongoing)
181818
ATTACHMENT A
18 699
ATTACHMENT A
AUTO DEALERS
Many people may not be aware that auto dealers, on average, represent one of the largest sales tax generators for cities. They have minimal impact on public safety and other City services, yet generate significant revenues for municipalities. For this reason, cities should consider procuring vehicles for police, public works, code enforcement, and other fleet operations from local dealerships because the City receives 1 percent of the total sales generated. For example, if the City purchases a fleet of trucks totaling $5 million from a local dealership, it stands to receive approximately $50,000 in sales tax revenue.
Stockton is home to more than a dozen auto dealerships. This Action Plan calls for Economic Development staff to begin regularly meeting with new car dealers (including CarMax) to discuss business rentention, expansion opportunities, and future investment. 19 700
ATTACHMENT A
AUTO DEALERSHIPS
Conduct regular business visits with auto dealers in an effort to retain, expand, andattract additional dealerships, one of the City’s largest tax generators. (Ongoing) 20 701
ATTACHMENT A
PARTNERSHIPS WITH EDUCATIONAL INSTITUTIONS
& JOB TRAINING AGENCIES
The City relies on its County, educational, and non-profit partners to lead job training and workforce placement efforts with private and public employers. Most recently, Walmart.com sought to fill more than 1,000 jobs. Economic development staff connected the company with the County’s WorkNet Department to assist with recruitment and workplace placement.
The effort was highly successful. Delta College and job training agencies throughout the city and San Joaquin County are often called upon when new and expanding industries are seeking to hire qualified workers.
21 702
PARTNERSHIPS WITH EDUCATIONAL INSTITUTIONS & JOB TRAINING AGENCIES
Form partnerships with educational institutions and job training agencies, such asCounty’s WorkNet Program, to help create good-paying jobs for local residents. (Ongoing) Connect new and expanding industries with job training agencies and educationalinstitutions to support the placement of local workers. (Ongoing) 22 ATTACHMENT A
22 703
ATTACHMENT A
SMALL BUSINESS DEVELOPMENT
Similar to its job training partners, the City’s Economic Development Team relies on partnerships with governmental and nonprofit organizations to support new and expanding entrepreneurs. These partners include iHUB San Joaquin, Huddle CoWork, the Small Business Development Center (SBDC), the University of the Pacific’s Small Business Program, the U.S. Small Business Administration (SBA), and other organizations.
23 704
SMALL BUSINESS
DEVELOPMENT
Miracle Mile Commercial Corridor
Revitalization (Short & Medium-Term)
Establish Virtual Technical Workshops
(Ongoing)
Form Partnerships with Local Chambers of
Commerce (Ongoing)
Business Planning & Counseling (University of
the Pacific, SCORE, etc.) (Ongoing)
Promote Small Business Financing Programs
(SBA and other financing resources)
(Ongoing)
Coordinate on the expansion of opportunites
for local entrepreneurs. (Ongoing)
Façade Loan Program: Continue promoting
the program’s use in Downtown and along
eligible commercial corridors (Short &
Medium-Term)
Promote use of SizeUp by local businesses
(Ongoing)
24 ATTACHMENT A
705
ATTACHMENT A
TARGETED SERVICES
The City offers a variety of economic development services to support new and expanding industries, as well as the revitalization of underutilized and vacant properties, such as the former Kmart store. The Economic Development Team coordinates Economic Review Committee (ERC) meetings with other City departments, developers, and businesses to identify key planning and permitting issues before formal plans are submitted. Staff also provides ERC meetings and pre- lease or pre-purchase building walkthroughs at no cost to businesses. In addition, staff assists businesses in identifying suitable locations and provides demographic and technical data to support site selection and investment decisions within the City. 25 706
TARGETED SERVICES
Recruit a full-service supermarket to South Stockton. (Short & Medium-Term) Recruit commercial uses for the former Kmart site and the property owned by Walmart and Vestar in South Stockton. (Short & Medium-Term)
Recruit a full-service supermarket along the 8-Mile Road Corridor. (Short & Medium-Term)
ATTACHMENT A
26 707
ATTACHMENT A
INCENTIVES & SERVICES
The City offers several progressive incentive programs to support new and expanding businesses and development. Some programs focus on impact fee deferments, while others provide assistance for façade and building improvements.
27 708
INCENTIVES & SERVICES
Explore the establishment of an EnhancedInfrastructure Financing District (EIFD) to help financenew construction, renovations, industry, mixed-usedevelopment, market-rate and affordable housing, andinfrastructure improvements in targeted areas of thecity, including downtown. (Ongoing) Pursue an extension of Opportunity Zone 2.0 andpromote regionally to developers and investors.(Ongoing)Promote the Office and Industrial Sales Tax RebateProgram. (Ongoing) Promote the Short-Term Non-Residential PublicFacilities Mitigation Fee Deferral Program.(Ongoing) Provide Site Selection Assistance. (Ongoing) Provide Retail Recruitment Services. (Ongoing) Implement a Business Retention & ExpansionProgram within the Industrial District. (Ongoing) Support the continued development and growth ofthe Port of Stockton. (Ongoing) Support the continued development and growth ofthe Stockton Metropolitan Airport. (Ongoing) Examine the potential redevelopment of SanJoaquin County Fairgrounds. (Medium & Long Term)
ATTACHMENT A
28 709
STOCKTON CITY COUNCIL MEETING
SEPTEMBER 1, 2026
Agenda Item 10.2
710
COMPONENTS OF THE
ECONOMIC DEVELOPMENT ACTION PLAN
Plan will be periodically
reviewed & updated on an
annual basis.
Changes to Plan dependent on
several factors: market
conditions, sites availability,
financing & interest rates,
Council objectives, etc.
Economic Development staff
often don’t always play lead;
but facilitate or play a
supportive role.
Short-Term (1 Year), Medium-
Term (1-3 Years), Long-Term (3
or More Years) and Ongoing
which means the City must
continue to plan and
implement for the foreseeable
future.
REGULAR UPDATES FACTORS FOR CHANGE ROLE OF STAFF IMPLEMENTATION
TIMELINE
711
IMAGE ENHANCEMENT
& PROMOTION OF
COMMUNITY
• Promote Downtown Waterfront Activities
(Short-Term)
• Adventist Health Arena, Baseball Stadium, Hockey,
and Arena Football. No city in Northern California
can boast to be home to so many professional sports
teams (Short-Term)
• University of Pacific Medical School (Long-Term)
• St. Joseph’s Hospital Expansion (Medium)
• Revise Economic Development Website to reflect all
the positives taking place across the city (Ongoing)
• Create drone videos to promote various economic
segments of city (Ongoing)
• Establish an electronic Economic Development
Newsletter (Short-Term)
712
REVENUE
ENHANCEMENTS
1 Point of Sale
Warehouses
(Amazon,
Walmart,
etc.) (Short &
Medium)
2 Big Box
Retailers not
in market
area (IKEA,
Dave &
Buster’s,
etc.) (Short &
Medium)
3 Data Centers
(Short and
Medium-
term)
4 Auto Mall/
Dealerships.
Recruit more
dealerships
(Ongoing)
713
ATTRACTION & DIVERSIFICATION
OF EMPLOYERS IN
INDUSTRIAL DISTRICT
• Stockton Airport Expansion (Medium)
• Recruitment and Expansion of
Medical Device Companies (Ongoing)
• Recruitment of Advanced
Manufacturing Companies (Ongoing)
• Recruitment of Aerospace & Defense
Contractors (Ongoing)
• Recruitment of Drone Industry
Employers (Ongoing)
714
DOWNTOWN
DEVELOPMENT
(18-HOUR COMMUNITY)
Explore Establishment of an EIFD and amend Opportunity Zone 2.0 to attract private investments downtown and elsewhere across city (Short-Term)
Promote 70% market rate versus 30% affordable housing (Short & Medium)
Recruit full-service supermarket, restaurants, breweries & entertainment uses (Short & Medium)
Devise strategy to develop Weber Point site with mix of uses (Short & Medium Term)
Strategy to clean up and dispose 3-acre city-owned property between arena and stadium (Short & Medium Term)
Devise Strategy to sell Historic City Hall & Former Wells Fargo Bldg. (Short, Medium & Long-Range)
Coordinate with property owners to restore, upgrade, etc. to support Downtown living and business development
(Short Medium & Long)
Complete and implement Downtown Master Plan
(Short, Medium & Long)
715
RETAIL/RESTAURANT
ATTRACTION & SHOPPING
CENTER ENHANCEMENT
• Weberstown Mall: Facilitate recruitment of replacement for Sears (Short & Medium)
• Trinity Power Center: fully leased with new In & Out and Chick-Fil-A under construction. Plus, recruitment of a full-service supermarket (Short & Medium Term)
• Other Shopping Centers across town (recruitment and center upgrades coordinated with owners) (Ongoing)
• Miracle Mile: redevelopment of former theater, recruitment of locally serving retailers and coordination with merchant's association (Ongoing)
• Yosemite Village: Support revitalization and enhancement (Ongoing) 716
PARTNERSHIPS WITH
EDUCATIONAL INSTITUTIONS
& JOB TRAINING AGENCIES
• Form partnerships with educational
institutions and job training agencies
to create good paying jobs for
residents (Ongoing)
• Connect new and expanding industry
with job training and educational
institutions to place local workers
(Ongoing)
717
TARGETED
SERVICES
• Recruit full-service supermarket to
South Stockton (Short & Medium)
• Recruit commercial uses to former
Kmart and Walmart sites in South
Stockton (Short & Medium)
• Recruit a full-service supermarket
along Eight-Mile Road Corridor
(Short & Medium)
718
INCENTIVES & SERVICES
Explore the establishment of an Enhanced Infrastructure Financing District (EIFD) to help finance new construction, renovations, industry, mixed-use development, market-rate and affordable housing, and infrastructure improvements in targeted areas of the city, including downtown. (Ongoing)
• Pursue an extension of Opportunity Zone 2.0 and promote regionally to developers and investors. (Ongoing)
• Promote the Sales Tax Rebate Program. (Ongoing)
• Promote the Short-Term Non-Residential Public Facilities Mitigation Fee Deferral Program. (Ongoing)
• Provide Site Selection Assistance. (Ongoing)
• Provide Retail Recruitment Services. (Ongoing)
• Implement a Business Retention & Expansion Program within the Industrial District. (Ongoing)
• Support the continued development and growth of the Port of Stockton. (Ongoing)
• Support the continued development and growth of the Stockton Metropolitan Airport. (Ongoing)
• Examine the potential redevelopment of San Joaquin County Fairgrounds. (Medium & Long Term)
719
RECOMMENDATION
Approve the 3-Year Economic
Development Action Plan for the
City of Stockton.
Authorize the City Manager, or
designee, to take necessary and
appropriate actions to carry out
the purpose and intent of the
motion.
720
Economic
Development
Department
QUESTIONS
721
City of Stockton
Legislation Text
File #: 26-0944, Version: 1
OPTIC 30-DAY ORGANIZATIONAL ASSESSMENT, COMMUNICATIONS INVENTORY, AND
IMPROVEMENT PLAN
RECOMMENDATION
It is recommended that Council receive an informational report on OPTIC's organizational assessment, citywide communications inventory, and the measurable improvement plan (Attachments A-C). OPTIC will return at 60 days and 90 days with measured progress against the plan presented here. No Council action is required.
Summary
In June 2026, the City Council asked the City Manager's Office for an assessment of OPTIC and a plan. This report and the accompanying presentation are the first of three reports delivering that assessment and plan. Reports 2 and 3 follow at 60 and 90 days.
The Public Information Officer performed a structured organizational assessment over the 30-day assessment period of July 2 through August 3, 2026, using two recognized public-sector methods, produced a citywide communications inventory with 13 recommendations, and delivered measurable operational results. The central finding of the assessment is that no system existed to measure whether City communications delivered value. This plan builds that system, meaning a baseline, department performance indicators, and a public dashboard.
DISCUSSION
Background
Operating under the supervision of the Public Information Officer, OPTIC is the City's Office of Public Transparency, Information, and Communication. It implements the City's strategic communications, media relations, public engagement, website and digital services, and performance reporting. Its charge is to fulfill the City's obligation to the public's right to know, meaning open, accurate, and accessible City information, including its function in the Emergency Operations Center, establishing alerts and warnings to the public, and participation in the Joint Information System under SEMS and NIMS.
The current assessment measured the office against these obligations and established a baseline. It applied the Baldrige Excellence Framework, the federal standard for organizational performance administered by the National Institute of Standards and Technology, together with the 3CMA municipal communications audit method used by public-sector communications professionals.
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File #: 26-0944, Version: 1
Central Finding
No system existed to measure whether communications delivered value. There was no baseline, no performance indicators by department, and no public dashboard. Every item in the improvement plan below is either a result already delivered or a component of the measurement system being built.
Reporting Periods Used in This Report
Three distinct periods are referenced. They are stated separately so each figure can be traced to its source.
· Assessment period. July 2 through August 3, 2026. The 30 days referenced throughout this report and in the accompanying presentation. Operational results, including the broadcast, accessibility remediation, work plans, and the assessment itself, occurred within this period. · Analytics period. January 1 through August 26, 2026, compared with January 1 through August 26, 2025. Social media performance is reported on this calendar-year-to-date basis because platform comparison requires matched periods. Website analytics reflect the trailing 12 months.
· Status as of filing. Coordinator network progress is reported as of the date of this report rather than as of the close of the assessment period, so the Council receives current standing.
Present Situation
Assessment Period Results
· Accessibility. Raised the City website's ADA accessibility score from 41 to 95 out of 100, addressing a Title II legal exposure. Quarterly audits will hold the standard. · Broadcast. The July 7, 2026 meeting was the first Council meeting held at the new City Hall.
Following that meeting, the City Manager assigned the Public Information Officer responsibility for leading the broadcast effort and ensuring the next Council meeting aired without failure.
That objective was met. The July 21, 2026 meeting aired on schedule and PEG compliant, carried simultaneously across three independent channels. · Media responsiveness. Established a standard of acknowledging 90 percent of media inquiries within one business day and stood up a Media Inquiry Tracker that timestamps and logs every inquiry against that standard. Performance is 100 percent: every inquiry logged against the standard was acknowledged within one business day. · Reach and engagement. Social media performance from January 1 through August 26, 2026, measured against the same period in 2025: impressions up 44.1 percent to 3,424,673; engagements up 36.2 percent to 136,777; video views up 662.9 percent to 536,492; published posts up 183 percent to 1,599; net audience growth up 123.8 percent to 3,493; post link clicks up 50.9 percent to 1,624; total audience up 17.5 percent to 30,624. All reach is organic. The City purchased no paid promotion during the period. Source: Sprout Social, City of Stockton profiles.
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· Citywide coordinator network. Reviewed 15 City departments and offices and mapped 13 into a communications coordinator network, each with a named point of contact. The City Attorney's Office is excluded as a separate Charter office that does not communicate with the public, and the Police Department is excluded because it maintains its own public information team and operates outside OPTIC's scope. Director-level meetings are held, booked, or covered by City Manager designation in 10 of the 13. Remaining scheduling is coordinated through the Deputy City Managers.
· Data-driven website plan. Used 12 months of website analytics to direct the City website redesign based on demonstrated demand. The homepage draws 72 percent of all views, and residents arrive for tasks: Animal Services 142,000 views, Jobs 114,000, Pay a bill 101,000, Police 86,000. The same analysis surfaced a broken-link condition inherited from the prior website and never previously measured. The website error page drew 72,871 views over 12 months, the fifth most-visited page on the site and about 1 in 40 pageviews. Correction is underway with a measurable target.
· Rigorous assessment. Reviewed 100 percent of City website pages and all communications channels, evaluated every OPTIC function, and produced 13 recommendations, each with a measurable target.
· Team. Completed individual work plans with key performance indicators for 100 percent of the communications staff reporting to the Public Information Officer, four of four. These are the three OPTIC positions and the City's government access broadcast engineer. · Earned media. Earned coverage without paid placement, including features in Her Magazine and San Joaquin Magazine and a pending PBS Viewpoint segment, worked from a maintained 13-category media database.
Performance Scorecard
The following measures answer the Council's request for metrics and outcome data.
Measure Result (30-Day) Target/Standard
Website ADA accessibility
score
41 to 95 out of 100 Maintain 95 or
higher
Council Chamber broadcast
July 21 meeting
Delivered, PEG compliant, three
channels
Aired on schedule
Media inquiries
acknowledged within one
business day
100 percent 90 percent within
1 business day
Social media engagement,
year over year
Up 36.2 percent 10 percent over
baseline
Website error-page traffic
surfaced by analytics
72,871 views, about 1 in 40 Measurable
reduction
Communications staff with
work plans and KPIs
100 percent (4 of 4) 100% of staff
reporting to the
PIO
Departments with a director
-level meeting held,
booked, or covered by
designation
10 of 13 13 of 13
City website pages
reviewed, plus 12 months of
analytics
100 percent Full population
Measured
recommendations
produced, each with a
target
13 10 or more
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Measure Result (30-Day) Target/Standard
Website ADA accessibility
score
41 to 95 out of 100 Maintain 95 or
higher
Council Chamber broadcast
July 21 meeting
Delivered, PEG compliant, three
channels
Aired on schedule
Media inquiries
acknowledged within one
business day
100 percent 90 percent within
1 business day
Social media engagement,
year over year
Up 36.2 percent 10 percent over
baseline
Website error-page traffic
surfaced by analytics
72,871 views, about 1 in 40 Measurable
reduction
Communications staff with
work plans and KPIs
100 percent (4 of 4) 100% of staff
reporting to the
PIO
Departments with a director
-level meeting held,
booked, or covered by
designation
10 of 13 13 of 13
City website pages
reviewed, plus 12 months of
analytics
100 percent Full population
Measured
recommendations
produced, each with a
target
13 10 or more
Improvement Roadmap
60 Days
· Performance management framework with 3 to 5 performance indicators per department, with the first department’s indicators reported.
· Standardized media response protocol holding the 90 percent acknowledgment standard within one business day.
· Citywide communications and public engagement strategy adopted · Coordinator network operating across all 13 in-scope departments. 90 Days
· Public performance dashboard live, and open to any resident. · Website redesign underway on an analytics-driven information architecture, with error page traffic down.
· Accessibility score held at 95 or higher, verified by quarterly audit. · Citywide brand and presentation standards and a crisis communications framework in place.
One Strategy, Six Working Parts
The 13 recommendations operate as a single strategy: a Communications Program holding the operating standards and the measurement; a Media Relations Plan covering protocol, spokesperson roles, and the one-business-day standard; a Social Media Strategy covering content, channels, and growth; a Public Outreach Framework covering audiences and methods; a Crisis Communications framework; and Branding and Marketing standards for one clear City voice.
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FINANCIAL SUMMARY
This is an informational item with no fiscal impact. The assessment and inventory were completed within OPTIC's existing adopted budget and staffing. No new appropriation is requested.
Attachment A - Organizational Assessment Report
Attachment B - Communications Inventory and Recommendations Attachment C - Staff Development and Work Plan Summary
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OPTIC Organizational Assessment Report
Prepared by: Tony Mannor, Public Information Officer
Date: July 27, 2026. Review period: July 2 to July 27, 2026.
Framework and Standards
This assessment is built to two nationally recognized standards. It is organized around the Baldrige Excellence Framework (NIST) Criteria for Performance Excellence, government and nonprofit version (Leadership, Strategy, Constituents, Measurement and Analysis, Workforce, Operations, and Results), and it applies the 3CMA (City-County Communications and Marketing Association) communications- audit method, including 3CMA guidance to measure communications by impact and outcomes (reach, engagement, experience, and opinion), not workload alone. Section 3 is a structured communications audit; the consolidated gap analysis and improvement plan are provided in the companion Communications Inventory and Recommendations.
1. Executive Summary
Over the first 30 days, OPTIC completed a full assessment of the City's communications operation: its functions, tools, staffing, and interdepartmental relationships. The office is fundamentally sound and, in several areas, performing above expectation, most visibly in accessibility compliance, earned media, and the on-time delivery of the Council Chamber audiovisual and broadcast go-live under difficult conditions. The two clearest gaps are (1) the absence of a formal performance-measurement framework, which is the concern Council raised directly, and (2) website content accuracy in department-owned sections. Both are addressable and form the backbone of the 60 and 90-day plans.
A recurring theme in the findings: several of the most visible problems (Council Chamber infrastructure, stale department web content, inconsistent director engagement) originate outside OPTIC's direct control, and OPTIC is now the office coordinating the fix and documenting the path forward. In line with these standards, the report separates output measures (volume and reach), which OPTIC can already show, from outcome measures (changes in awareness, behavior, and opinion), which the 60-day performance-management work is built to capture.
2. Methodology
● Requested communications meetings with all Department Directors and designated City Manager's Office staff. Status as of this report (tracked live on the Department Coordinator Network board):
○ Met at director level: Community Development (Director Ocasio, 7/23) and the City Clerk (Roland), Community Services (Director Watson). Stockton Fire Department (Chief Carr), IT (Director Jamil Niazi)
○ Reschedule pending: Public Works (Director Basalusalu), Economic Development (Director McCarty routed to a coordinator).
○ Request sent, awaiting a date: Municipal Utilities, Office of Violence Prevention, Human Resources, Ecological Sustainability, and Administrative Services. ○ Covered per City Manager: the City Manager's Office, via DCM Crew and Christine Tien.
○ Excluded (documented): City Attorney's Office and Police (own PIO). ● Evaluated all OPTIC functions: strategic communications, media relations, social media, website management, Ask Stockton, and performance management.
ATTACHMENT A
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● Reviewed supporting materials: the FY25-26 Communications Plan, website analytics (Sprout Social), the media contact database, the Council Chamber AV third-party IT operations report, and OPTIC's own production and tracking systems.
3. Function-by-Function Evaluation
3.1 Strategic Communications
Current state: Active and responsive, but historically run without a written, measurable strategy.
Strengths: strong output and executive communication (cross-department AV status updates positively received by leadership and Public Works). Deficiencies: no documented citywide communications strategy or engagement framework yet. Recommendation: build the Citywide Communications and Public Engagement Strategy (60-day).
3.2 Media Relations
Current state: Standardized this period. Built a Media Inquiry Tracker that auto-timestamps every inquiry and measures against a 90-percent-acknowledged-within-1-business-day standard; established the Policy 13.01.030.01 response process (City Manager notification plus Council summary). Strengths:
fast turnaround; a comprehensive media contact database; consistent earned media. Deficiencies: the process is new and needs a full measurement period to prove the rate. Recommendation: sustain the tracker; formalize the Media Response Protocol (60-day).
Draft status: this assessment currently covers Sections 1 through 3.2. The remaining function evaluations (social media, website management, Ask Stockton, and performance management) and the appendix are pending. The consolidated gap analysis and recommendations are provided in the companion Communications Inventory and Recommendations.
ATTACHMENT A
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Communications Inventory and Recommendations
Prepared by: Tony Mannor, Public Information Officer, City Manager's Office Assessment period: July 2 through August 3, 2026
Attachment: 2 of 4 to the OPTIC Organizational Assessment, Communications Inventory, and Improvement Plan, Report 1 of 3
Scope and Method
Inventoried the City's communications assets and practices across website and digital, social media, media relations, department coordination, presentations and brand, Council Chamber broadcast, digital services (Ask Stockton and GoGov), language access, crisis communications, and performance measurement.
The inventory produced 13 recommendations. Each carries a finding, a recommendation, and a measurable target. Items identified after the inventory closed are listed separately in the Addendum at the end of this document, so the count of 13 reported to the Council remains fixed.
Recommendations
1. Website accessibility (ADA and Title II).
Finding. The baseline audit scored 41 out of 100, a Title II exposure.
Recommendation. S ustain the 95 out of 100 achieved, run quarterly audits, and build ac
cessibility acceptance criteria into every new page and the Revize redesign.
Target. M aintain 95 or higher, zero critical errors.
2. Website content accuracy and document access.
Finding. O utdated pages and hard- to-find public documents. Community Development migrated roughly 250 MB of documents to the web ahead of the Planning Commission.
Recommendation. M aintain a standing corrections log, assign a departmental owner per page, and set a review cadence.
Target. 80 pe rcent or more of outdated content fixed or removed.
3. Website redesign governance (Revize).
Finding. The Council is pushing for a redesign, and scope has not been governed.
Recommendation. S cope the redesign around information architecture, search, mobile, and ac
cessibility by default, with a governance model. A SharePoint document-library approach can move PDFs off the content management system and reduce migration scope and cost.
Target. R edesign scope and governance model documented and approved.
4. Standardized media response.
Finding. The re was no consistent intake, tracking, or service standard. Routing was handled c
ase by case.
Recommendation. I nstitutionalize the Media Inquiry Tracker, a one-business-day acknowledgment standard, crime-related routing to the Police Department, and Policy
13.01.030.01 City Manager and Council notification.
Target. 90 pe
rcent acknowledged within one business day.
5. Media database and earned media.
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Finding. A strength. OPTIC maintains a media contact database of 13 categories covering television, radio, local, regional and national print, community, schools, financial, special publications, blogs, elected officials, and agencies. Proactive placement is working, with features in Her Magazine and San Joaquin Magazine and a pending PBS Viewpoint story.
Recommendation. Keep the database current and centralized, and formalize monthly earned-media logging and a pitch calendar.
Target. Earned-media wins logged monthly.
6. Department coordinator network.
Finding. The network is being reestablished. Named coordinators are confirmed for Community Development, Community Services, Economic Development, Municipal Utilities, the Office of Violence Prevention, and Ecological Sustainability. The remaining departments are in progress.
Recommendation. Finish the roster, set lead-time norms and a shared content calendar, and hold a cross-department information-sharing meeting.
Target. A named coordinator in every public-facing department; 80 percent or more positive director feedback.
7. Social media discipline.
Finding. Platforms are inventoried, but calendar compliance and engagement tracking are inconsistent.
Recommendation. Operate one content calendar with 95 percent compliance, per-platform key performance indicators, and a bilingual posting standard.
Target. Engagement up 10 percent over baseline.
8. Presentation and brand standards.
Finding. There is no citywide standard for presentations delivered to the Council.
Recommendation. Adopt the Presentation Standards and Brand Manual and template citywide, and require submit-ahead review for Council decks.
Target. 100 percent of Council decks meet the standard.
9. Council Chamber broadcast reliability.
Finding. Third-party control-system and integration risk was present at go-live.
Recommendation. Maintain documented run sheets, redundancy and contingency, a vendor escalation protocol, and a maintenance calendar so statutory broadcast is never missed.
Target. Zero OPTIC-caused PEG failures.
10. Digital-services data quality (GoGov and Ask Stockton).
Finding. Only about 13 percent of Ask Stockton requests carried council-district data, and departments need subscription-based public notice delivery.
Recommendation. Implement district auto-population and council-district reporting, and stand up Ask Stockton notification subscriptions for departments.
Target. Reliable district reporting; subscription service live.
11. Language access.
Finding. Spanish-language content is produced case by case rather than to a standard.
ATTACHMENT B
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Recommendation. Adopt a language-access standard for priority public information, notices, and video.
Target. Standard adopted and applied to priority content.
12. Crisis communications readiness.
Finding. There is no current framework or toolkit.
Recommendation. Develop a Crisis Communications Framework and toolkit, run a tabletop exercise, and define spokesperson and cross-department protocols.
Target. Framework adopted; one exercise completed.
13. Performance measurement and transparency.
Finding. There are no communications key performance indicators and no dashboard. This is the central finding of the assessment.
Recommendation. Establish 3 to 5 key performance indicators per department, an executive communications dashboard, and quarterly reporting.
Target. Dashboard live; baselines set.
Addendum: Items Identified After the Inventory Closed
The following items were identified after the inventory closed on August 6, 2026. They are tracked and reported here for completeness. They are not counted among the 13 recommendations.
A1. Citywide staff email access for the Public Information Officer.
Finding. The Public Information Officer previously held the ability to send citywide staff email. That access was removed before the current PIO's arrival. The capability is required for the role's duties as a member of the Emergency Operations Center command team and as lead for internal communications.
Recommendation. Restore the capability so time-sensitive public and staff notices, such as building system outages that Facilities or Public Works need distributed, can be sent quickly.
A2. Council Chamber broadcast distribution, interim and permanent.
Finding. The wireless feed to internal displays is a temporary measure, confirmed by Information Technology, with an enterprise solution pending.
Recommendation. Run two tracks. Maintain interim reliability for each scheduled Council meeting, and scope a permanent enterprise distribution covering the multi-floor feed, control- system programming, and ADA broadcast equipment. Information Technology is reviewing existing cabling to reduce scope.
A3. ADA assistive-listening and captioning ownership.
Finding. Assistive-listening equipment and closed captioning had no clear owner. Assistive listening is now scoped into the enterprise proposal. Captioning runs on the GovTV end.
Recommendation. Assign ownership in writing and verify function before each Council meeting.
A4. Website broken links and error-page traffic.
Finding. A 12-month analytics review covering July 2025 through August 2026 found the site's error page is the fifth most-viewed page on the entire site, with 72,871 views and
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35,842 users, roughly 1 in 40 pageviews. The condition was inherited with the site and had never been measured.
Recommendation. Continue identifying and correcting the broken links and redirects feeding it as part of the website redesign and the content-governance program.
Target. Measurable reduction in error-page traffic.
A5. Analytics-driven information architecture and tagging.
Finding. The 12-month review shows the website is task-driven. The homepage is about 72 percent of views, and grouped by task the top destinations are transactions: Animal Services about 142,000 views, Jobs about 114,000, Pay a bill about 101,000, Police services about 86,000, Council and transparency about 79,000, and Business and permits about 45,000.
Recommendation. Structure the redesign around these task clusters rather than the organizational chart, consolidate duplicate entry points into one hub per task, preserve or redirect high-traffic URLs because organic search is the primary entry point, and standardize analytics tagging in a single template to close the roughly 6 percent of sessions currently landing as unset. An Information Architecture Blueprint has been produced from the data.
Methodology Note: Data-Driven Content and Design
OPTIC uses two continuous data sources to direct content creation and website structure.
Website analytics show what residents seek and where they drop off. Social media engagement data shows which topics and formats earn attention. Content and information-architecture decisions follow demonstrated demand rather than assumption, and are reviewed monthly.
ATTACHMENT B
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Staff Development and Work-Plan Summary
Prepared by: Tony Mannor, Public Information Officer, City Manager's Office Assessment period: July 2 through August 3, 2026
1. Summary of Completion
All four one-on-one meetings and all four individual work plans are complete. • One-on-one meetings held with 100 percent of the communications staff reporting to the P
ublic Information Officer, four of four.
• An individual work plan developed for each, four of four, with SMART goals, measures of success, key performance indicators, development goals, and identified resource needs. • A recurring team meeting and reporting cadence established, including the reinstated c
ommunications team meetings requested by staff.
• A standing quarterly review cadence set, with the next formal review in October 2026.
A reusable one-on -one and work-plan template was created first, so the process is repeatable.
2. Meetings Held
• Louie Ambriz. Communications Lead and Senior Video Producer. Held July 16, 2026. • Ernestina Rodriguez. Video Production Specialist. Held July 16, 2026. • Marianne Castillo. Communications Specialist, Website Content and Social Media. Held J
uly 16, 2026.
• Thom Holbrook. Government Access Broadcast Engineer. Held July 20, 2026.
The first three positions listed are the three positions that make up OPTIC. The Government A
ccess Broadcast Engineer reports to the Public Information Officer and supports Council Chamber broadcast operations.
Each meeting followed the same structure: workload and capacity check-in, recent accomplishments, blockers and support needs, 30-day priorities, two-way feedback, professional growth interests, and action items with owners and target dates.
3. Capacity
The team reports adequate capacity for assigned work. The constraint identified during the period was the absence of a system to track incoming work and make the pipeline visible. That finding corroborates the central finding of the assessment, and building the tracking and measurement system is addressed in Recommendation 13 of the Communications Inventory and Recommendations.
ATTACHMENT C
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OPTIC · REPORT 1 OF 3
Evaluation and Plan
City Council Meeting
September 1, 2026
Agenda Item 10.3
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THE REQUEST
In June, the Council asked for an assessment
and a plan for OPTIC.
OPTIC is the City's Office of Public Transparency, Information and Communication. Its charge is to fulfil the City’s obligation to the public's right to know. This is the first of three reports. Tonight covers the assessment and the plan. The 60- and 90-day reports show measured progress toward that goal.
WHAT THAT CHARGE INVOLVES
California Public
Records Act
Brown Act open meetings ADA and web accessibility
Records retention Language access Emergency public
information
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METHOD
How We Assessed
City of Stockton · OPTIC Evaluation and Plan · September 2026 Baldrige Excellence Framework
The federal standard for organizational
performance, administered by NIST.
3CMA Communications Audit
The municipal communications
profession's own audit method.
100% of pages
The full City website was reviewed,
plus 12 months of analytics.
Every function
Every OPTIC function and every
communications channel evaluated.
13 findings
Each paired with a recommendation and a
measurable target.
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THE CORE FINDING
City of Stockton · OPTIC Evaluation and Plan · September 2026 There was no system to measure whether
communications delivered value.
No baseline. No performance indicators by department. No public dashboard. Building that system is the spine of this plan. We are establishing a baseline, department metrics, and a public dashboard.
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BOTTOM LINE
What We Delivered in 30 Days
City of Stockton · OPTIC Evaluation and Plan · September 2026 41 to 95 out of 100
Accessibility
City website ADA score
raised. Title II legal exposure
addressed.
July 21 on schedule
Broadcast
Council meeting aired PEG-
compliant across three
independent channels
100% vs a 90% standard
Media Inquiries
Every inquiry is
acknowledged and logged
within one day.
100% of the team
Work Plans
Individual work plans with
KPIs completed.
+662.9% year over year
Video Views
536,492 views across the
City's social platforms.
10 of 13 departments
Citywide Network
Director meetings held,
booked, or excluded.
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REACH AND ENGAGEMENT
The Numbers Behind the Growth
City of Stockton · OPTIC Evaluation and Plan · September 2026 Social media performance, January 1 through August 26, 2026, compared with the same period in 2025.
▲ 44.1%
Impressions
3,424,673 this year
▲ 36.2%
Engagements
136,777 this year
▲
662.9%
Video views
536,492 this year
▲
183%
Published posts
1,599 this year
▲ 123.8%
Net audience growth
3,493 net new
▲
50.9%
Post link clicks
1,624 this year
“A 41% increase of followers is a really good sign over the past year… look, you're doing great!” Mirella Manilla – Meta Partner Manager | Government, Politics, Advocacy, and Compliance Source: Sprout Social, City of Stockton profiles. 739
REACH ACROSS THE CITY
A Citywide Communications Coordinator Network
City of Stockton · OPTIC Evaluation and Plan · September 2026 10 of 13
Director-level meetings held, booked, or
covered by City Manager designation.
13 departments
Fifteen departments and offices
were reviewed, each with a named
communications point of contact.
Held 8 Meetings
Community Development, Fire, Community
Services, City Clerk, Environment & Sustainability,
IT, Municipal Utilities, OVP
Booked 1 Meeting
Human Resources
In progress 3 remaining
Public Works, Administrative Services,
Economic Development
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FINDINGS
What the Data Found
City of Stockton · OPTIC Evaluation and Plan · September 2026 72,871
Views of the website error page
The 5th most-visited page on the site,
about 1 in 40 pageviews. An inherited
condition, now being corrected.
72%
Of all site views land on the homepage.
Residents arrive with a task. That is the
blueprint for the City website redesign.
Real demand: what residents come for
Top task destinations, 12-month views
Animal Services 142K
Jobs 114K
Pay a bill 101K
Police 86K
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THE PLAN
13 Recommendations, Each Measured
City of Stockton · OPTIC Evaluation and Plan · September 2026 1 Performance framework
3 to 5 KPIs per department and
a public performance dashboard.
60-day
2 Media protocol
Acknowledge 90 percent of
inquiries within one business day.
60-day
3 Website
Task-based redesign built from the
analytics, with a drop in error-page traffic.
90-day
4 Standards
Hold a score of 95 or higher with quarterly
audits, brand standards, and a crisis
communications framework.
Ongoing
One strategy, six parts
Communications Program
Operating standards and measurement.
Media Relations Plan
Protocol, spokespeople, 1-day standard.
Social Media Strategy
Content, channels, and growth.
Public Outreach Framework
Audiences and methods.
Crisis Communications
Accuracy when it matters.
Branding and Marketing
Citywide standards for one voice.
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Recommendation
ACTION
Return to Council at 60 and 90 days,
with measured progress against this plan.
ACCOUNTABILITY
This office measures its work and reports it
in the open, including a public performance
dashboard.
ONE PLAN, THREE REPORTS
Today
Evaluation and plan. Baseline set,
measurement system & standards adopted.
60 days
System live. First department KPIs reported.
Media and accessibility standards holding.
90 days
Results. Public dashboard live. Website
redesign underway, error-page traffic down.
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City of Stockton
Legislation Text
File #: 26-0971, Version: 1
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RECOMMENDATION
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