City Council and Concurrent Authorities
October 13, 2026

CONSOLIDATED ANNUAL

PERFORMANCE AND

EVALUATION REPORT
2025-2026
SEPTEMBER 2026
Housing, Homelessness, Events, & Parking Department
501 W. Weber Ave, Building 2, 4 Floor th
Stockton, California 95203
DATE:

ATTACHMENT A DRAFT
Table of Contents
CR-05 - Goals and Outcomes ..................................................................................................................................................................................... 2 CR-10 - Racial and Ethnic composition of families assisted..................................................................................................................................... 12 CR-15 - Resources and Investments 91.520(a) ........................................................................................................................................................ 13 CR-20 - Affordable Housing 91.520(b)..................................................................................................................................................................... 19 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ................................................................................................. 21 CR-30 - Public Housing 91.220(h); 91.320(j)............................................................................................................................................................ 25 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ..................................................................................................................................................... 27 CR-40 - Monitoring 91.220 and 91.230.................................................................................................................................................................... 38 CR-45 - CDBG 91.520(c) ........................................................................................................................................................................................... 39 CR-50 - HOME 24 CFR 91.520(d).............................................................................................................................................................................. 40 CR-58 – Section 3 ..................................................................................................................................................................................................... 42 ESG SAGE CAPER ...................................................................................................................................................................................................... 44 PR-26........................................................................................................................................................................................................................ 50

ATTACHMENT A DRAFT
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

The City of Stockton’s Consolidated Annual Performance and Evaluation Report (CAPER) for Fiscal Year (FY) 2025-2026 (referred to hereafter as either Fiscal Year 2025-2026 or Program Year 2025-2026) identifies Federal, State, and local funding sources allocated to the City to address the priorities established in the City’s 2025-2029 Consolidated Plan. The City of Stockton’s FY 2025-2026 grant awards were as follows: Community Development Block Grant (CDBG) award was $3,229,216, HOME Investment Partnerships Program award (HOME) was $1,382,561.08, and the Emergency Solutions Grant (ESG) was $284,821.

The City’s Housing, Homelessness, Events & Parking (HHEP) is the lead agency responsible for the administration and management of programs and projects covered by CDBG, ESG, and HOME program funds (see CR-35 for institutional structure update). Besides administering federal CDBG, ESG, and HOME program funds, the City’s HHEP Department also administers several other state programs including but not limited to Homekey, Homeless Housing Assistance and Prevention Grant (HHAP), Permanent Local Housing Allocation Program (PLHA), Regional Early Action Planning 2.0 (REAP 2.0), and Caltrans Sustainable Transportation Planning in addition to several other federal grant programs such as HOME American Rescue Plan Program (HOME-ARP), and American Rescue Plan Act (ARPA). These funds are used together with CDBG, ESG, and HOME funds to advance the City’s Consolidated Plan goals. Although this CAPER primarily serves to report CDBG, ESG, and HOME program accomplishments, this report will reference the use of these additional vital resources that assist the City’s efforts in addressing its Consolidated Plan community and economic development needs.

The following includes highlights, by category, of City of Stockton’s accomplishments that took place in Program Year 2025-2026:

Affordable Housing:

In terms of affordable housing outcomes, there are two categories of funding under which the City supports/sponsors housing projects: 1) “HUD Sponsored” housing, for which the City used HUD funds to provide financial assistance to local developers for affordable housing development and 2) “Non-HUD Sponsored”, for which the City used non-HUD funds (e.g. State PLHA, HHAP, Homekey, or other non-HUD funds) to financially support affordable housing projects.

ATTACHMENT A DRAFT
HUD Sponsored Housing: This Program Year, the City completed the following HUD Sponsored projects:
• One multifamily affordable housing project (Park Center Apartments – HOME & HOME-ARP funds) adding 50 affordable housing units to the City’s housing stock.
• Four (4) owner-occupied income eligible homeowners to address health and safety repairs. • Five (5) single family residential units acquired for rental housing.

Non-HUD Sponsored Housing: The following non-HUD sponsored housing projects were completed during the Program Year:
• One multi-family affordable housing projects – Satellite Apartments adding 30 affordable housing units to the City’s housing stock.

Although non-HUD sponsored units are not reported to HUD as numeric achievements toward Consolidated Plan outcomes, it is important to highlight the completion of these units as an accomplishment in the community to portray the City’s efforts in creating housing opportunities for lower income households.

Total Housing Units: In PY 2025-2026, a total of 59 HUD sponsored units were completed and an additional 30 units were completed with nonHUD funds for a total of 89.

Public Services:

Utilizing $539,372.15 in CDBG public service funds, the City funded five (5) public services providers to provide the Stockton community with access to groceries and healthy produce, provide housing, wraparound services, housing placement for transition aged youth at risk of homelessness, and literacy skills.

Homeless Services:

Utilizing $263,460 in ESG funding, the City supported a homeless prevention project and youth shelter operations.

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Economic Development:

The City utilized CDBG funds to administer three (3) programs aimed at supporting small businesses and their related networks. These programs included the Commercial Façade Improvement Forgivable Loan Program, the Stocked Full of Produce Grant Program, and the Entrepreneurship Ecosystem Building Grant Program.

The City entered into one agreement for a Commercial Facade Improvement Forgivable Loan in the amount of $100,000, is continuing to work with another applicant whose agreement is in the process of being finalized, has two (2) additional projects that are undergoing final approval processes, and has approved three (3) applications. The City also assisted one (1) local convenience store purchase equipment under the Stocked Full of Produce Grant Program and will enter into 2 two more agreements in the 2026-2027 program year. Lastly, the City issued a Request for Proposals for business support organizations for the Entrepreneurship Ecosystem Building Program and entered into agreements with three (3) business service organizations offering technical assistance, business counseling, workshops, and seminars for microenterprises and startup entrepreneurs. Pursuant to their agreements, the organizations were required to host informational sessions for programs during Stockton Small Business Week.

ATTACHMENT A DRAFT
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Goal Category Source / Amount Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Compliance
Affordable
Housing
Public
Housing
Homeless
NonHomeless
Special Needs
Non-Housing
Community
Development
Program
Compliance
CDBG:
$726,963.91
HOME:
$318,617.68 /
ESG:
$21,362.00
Other NA NA NA NA NA NA NA
Develop and
Rehabilitate
Affordable
Housing
Affordable
Housing
Homeless
CDBG: $ /
HOME:
$8,244,018.34
Rental units
constructed
Household
Housing
Unit
250 50 20% 50 50 100%

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Develop and
Rehabilitate
Affordable
Housing
Affordable
Housing
Homeless
CDBG: $ / HOME:
$
Rental units
rehabilitated
Household
Housing
Unit
155 31 20% 31 31 100%
Develop and
Rehabilitate
Affordable
Housing
Affordable
Housing
Homeless
CDBG: $470,452.76 /
HOME: $
Homeowner Housing
Rehabilitated
Household
Housing
Unit
254 16%54 80%
Develop and
Rehabilitate
Affordable
Housing
Affordable
Housing
Homeless
CDBG: $25,000
/ HOME: $
Units Acquired Other 25 5 20%5 5 100%
Healthy
Neighborhoods
& Residents
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG: $393,118.44
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
125000 55,.098 44.08
% 25000 55,098 220.39
%
Increase Access to
Economic
Opportunity
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG: $7,163.83
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
250 0.00%50 0.00%
Increase Access to
Economic
Opportunity
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG: $0.00 Businesses assisted
Businesses
Assisted
250 12%5 3 60%

ATTACHMENT A DRAFT
Provide Services
to Prevent &
Reduce
Homelessness
Affordable
Housing
Homeless
ESG: $215,575.45Homeless Person
Overnight Shelter
Persons
Assisted
125 40 32% 14 40 285.71%
Provide Services
to Prevent &
Reduce
Homelessness
Affordable
Housing
Homeless
ESG: $72,610.79Homelessness
Prevention
Persons
Assisted
225 442 196.44% 45 442 982.22%
Resilient
Infrastructure &
Public Facilities
Non-Housing
Community
Development
CDBG: $712,774
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
1000 465 46.5% 200 465 232.5%
Resilient
Infrastructure &
Public Facilities
Non-Housing
Community
Development
CDBG: $0.00
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
2500 0.00% 500 0.00%
Resilient
Infrastructure &
Public Facilities
Non-Housing
Community
Development
CDBG: $0.00
Brownfield acres
remediated
Acre30 0.00%00 0.00%
Support
Businesses
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG: $0.00
Facade
treatment/business
building rehabilitation
Business 150 0.00%30 0.00%

ATTACHMENT A DRAFT
Support
Businesses
NonHomeless
Special Needs
Non-Housing
Community
Development
CDBG: $15,000 Businesses assisted
Businesses
Assisted
20 1 5% 4 1 25%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

In the five-year Consolidated Plan, the City of Stockton identified six goals to guide the 2025-2026 funding cycles: 1) Develop & Rehabilitate Affordable Housing Units, 2) Provide Services to Prevent & Reduce Homelessness, 3) Resilient Infrastructure & Public Facilities, 4) Healthy Neighborhoods & Residents, 5) Support Businesses, and 6) Increase Access to Economic Opportunity. These six goals guided the disbursement of entitlement funds to several activities that address community needs and priorities.

Goal 1
Improve, preserve, and expand the supply of affordable housing for low-income households:

The City continued partnerships with local affordable housing developers to assist in the development of multifamily housing projects. In program year 2025-2026, one HUD-sponsored multifamily affordable housing project was completed making 50 new affordable units available.

In addition, one non HUD-sponsored multifamily affordable housing project was completed totaling 30 new affordable units available. Besides creating new units, the City's Single Family Housing Repair Program aims to preserve and improve the conditions of low-income households by providing rehabilitation services. During the program year, the City provided assistance to 6 income eligible households. The program helps homeowners address health and safety repairs including but not limited to new roofing, window replacement, HVAC repairs and replacement,

ATTACHMENT A DRAFT
ADA modifications, interior and exterior painting, and termite repair damage.

Goal 2
Provide housing and services for the City’s homeless population, including homelessness prevention:

In 2025-2026, the City addressed this goal by utilizing ESG funds toward homeless shelter operations, homeless prevention, and rapid-rehousing.

Under the ESG program, the City funded the following activities:
• Shelter operations
• Rapid-rehousing and homeless prevention services
Utilizing CDBG public service funding, the City addressed this goal by directing funding towards the following activities:
• Transition aged youth programming to provide young adults aged 18-24 exiting the foster care system with housing, counseling, job readiness skills and job placement, financial literacy, and assistance with pursuing higher education.

Goal 3
Improvements in infrastructure, public facilities, and resources to narrow disparities and mitigate the increased risk of natural disasters.

In 2025-2026, $1,000,000 in CDBG funds were allocated to support the City’s Safe Routes to School project which designed, replaced, and built new sidewalks at four schools serving low-income communities throughout Stockton. The schools identified for the use of these funds were Victory Elementary, Montezuma Elementary, Fillmore Elementary, and Jane Frederick Continuation High School. During the program year, Victory Elementary’s sidewalk improvements have been completed with the remaining three schools slated for completion during the PY 26-27 cycle.

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

In the 2025-2026 Program Year, the City of Stockton supported essential public services by distributing CDBG funding to organizations that delivered vital public services to low/moderate income individuals and households in Stockton. The programs/projects that participated in the impact include the following:
• Bread of Life Food Bank provided 30,0216 persons with access to groceries across 25 partner pantries. • The Emergency Food Bank assisted 24,412 persons with access to groceries at their main food pantry distribution center. • Children's Home of Stockton provided transition age youth services to 37 young adults to further their development and lifelong skills. • Friends Outside assisted 283 justice impacted residents with professional development, life and social skill building, and securing housing.
• Tuleberg Press provided 38 workshops to 348 residents on creative writing such as journalling, papermaking, bookbinding and letterpress printing.
• These services include food assistance, homeless prevention, sheltering, counseling, education, workforce development, and housing placement.

Goal 5
Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, including those that provide economic opportunities for low- and moderate-income persons.

Utilizing CDBG funds, the City supported local businesses through commercial rehabilitation projects that improved properties located in economically disadvantaged and/or blighted areas. These efforts helped to encourage private investment along key commercial corridors, helping revitalize business districts and strengthen neighborhood economies. Additionally, the Stocked Full of Produce program supported small convenience stores in underserved neighborhoods by funding refrigeration and equipment upgrades that enable the sale of fresh, affordable produce. This initiative not only increases access to healthy food options but also strengthens small business operations and sustains local employment opportunities. Collectively, these programs stimulate commercial revitalization, eliminate blight, and expand essential access for residents in low- and moderate-income areas.

ATTACHMENT A DRAFT
Goal 6
Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality.

In 2025-2026, the City utilized CDBG funding to strengthen Stockton’s entrepreneurial ecosystem by investing in local organizations that provide direct technical assistance, business training, and capacity-building for low- and moderate-income entrepreneurs and small businesses. The program seeks to address these gaps by guiding entrepreneurs through business formalization, enhancing digital and operational capacities, improving access to financial resources, and fostering sustainable economic growth through targeted technical support. The organizations that were awarded to complete these objectives were the Uptima Entrepreneur Cooperative, A Tavola Together Foundation, and the San Joaquin Small Business Development Center.

ATTACHMENT A DRAFT
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG HOME
White 18,805 2
Black or African American 6,940 2
Asian 5,387 0
American Indian or American Native 675 0
Native Hawaiian or Other Pacific Islander 1,141 0
Total 26,694 4
Hispanic 18,056 1
Not Hispanic 6,654 3
Describe the clients assisted (including the racial and/or ethnicity of clients assisted with ESG) ESG
American Indian, Alaska Native, or Indigenous 0
Asian or Asian American 2
Black, African American, or African 34
Hispanic/Latina/e/o 17
Middle Eastern or North African 0
Native Hawaiian or Pacific Islander 0
White 11
Multiracial 17
Client doesn't know 0
Client prefers not to answer 0
Data not collected 0
Total 81
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
Because the format of the tables above does not align with how CDBG, HOME, and ESG data is collected in IDIS and ESG data is collected in HMIS, the total counts of people served by racial and ethnic status cannot be fully represented. This table does not capture the same race and ethnicity data as IDIS and HMIS, therefore, the totals in this table will be lower than the total count of clients served in the 2025- 2026 program year.

ATTACHMENT A DRAFT
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $5,556,326 $2,350,472.94
HOME public - federal $1,482,561.08 $8,562,636.02
ESG public - federal $284,821 $309,548.24
Table 3 - Resources Made Available
Narrative
The resources made available include: the annual entitlement, program income, and reprogrammed/ prior year reprogrammed income. The “Amount Expended During Program Year” only includes funds spent on direct services and excludes administration costs.

In addition to the yearly entitlement, the City of Stockton received a total of $236,680.62 in CDBG and $416,069.96 in HOME program income during FY 2025-2026. The City’s Revolving Loan Fund earned $19,837.26 in interest during the fiscal year. A wire transferring that amount back to HUD was completed on September 10, 2026.

Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage
of Allocation
Narrative
Description
City-wide 100 100
Table 4 – Identify the geographic distribution and location of investments Narrative
The City did not identify geographic target areas for distribution of HUD funds. The City makes its programs and resources available citywide. The City had previously amended the Consolidated Plan to adopt and utilize a Slum-Blight Map to qualify projects under the Commercial Façade Improvement Program.

ATTACHMENT A DRAFT
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The City was able to leverage additional resources in several of its projects. Leverage amounts are listed below:
• Affordable Housing: In Program Year 2025-2026, the City of Stockton awarded approximately $13.40 million from several City sources, for affordable housing projects (Edison House (AKA Harding Way), Fairview Terrace, The Brix, Alicia’s Place and Danny Drive), which will result in approximately $ 189.4 million of leveraged funds from other sources to be secured by housing developers. Once developed, the City’s investment will result in the creation of 290 affordable housing units and the preservation of 91 affordable housing units within the next several months/years providing housing opportunities to low income and/or homeless households in Stockton. • HHAP: The City received $42,288,963.07 in HHAP Rounds 1 through 6 grant funding. To date, one third of the funding has gone to increase low-barrier shelter capacity and sustain operations, another third has gone to the development and subsequent operations of permanent housing and lastly to preventative programs to maintain permanent housing for those at risk of being homeless.
• ARPA: In 2021, the City received $78 million through the American Rescue Plan Act (ARPA). Funding was allocated to several categories that align with both the Annual Action Plan and the Consolidated Plan goals. In program year 2025-2026, ARPA funds were used to support shelter operations.
• ECRG: In 2022, the City pursued and was awarded a $5.25 million cleanup grant from the California Department of Toxic Substances Control (DTSC) Equitable Community Revitalization Grant Program (ECRG) for a 9-acre City-owned site along the downtown waterfront. This cleanup work, slated to take place during Program Year 2026-2027, will address goals within the Consolidated Plan, particularly those related to the creation of Affordable Housing units.
• REAP 2.0: In 2025, the City was awarded a $1.8 million grant from the San Joaquin Council of Governments (SJCOG) Regional Early Action Planning 2.0 (REAP 2.0) program.

This grant has allowed the City to pursue infill housing development opportunities and reduce vehicle miles traveled in Downtown Stockton. The City is developing a Downtown Master Plan to address infill housing needs, create environmental clearance strategies, and to identify funding mechanisms. $951 thousand will be deployed in

ATTACHMENT A DRAFT
Program Year 2026-2027 to support affordable housing projects. • Caltrans: In 2023, the City was awarded $450 thousand from the Caltrans Sustainable Transportation Planning Grant. The Plan identified strategies and priority projects to improve mobility, connectivity, safety, economic vitality, and quality of life while supporting equitable access to jobs, housing, transit, and community destinations.

Developed through extensive community and stakeholder engagement, the Plan provides a framework for creating a more connected, vibrant, and resilient downtown. • Publicly Owned Land/Property: The City maintains a website landing page (www.stocktonca.gov/surplus) containing all publicly owned land that has been declared surplus through the California Surplus Land Act process. Interested housing developers, or other interested parties, may inquire with Economic Development staff on available publicly owned land.
• ESG: The City of Stockton requires that ESG subrecipients contribute a 100% match of their ESG award. The City enforced reporting their match contributions during quarterly monitoring activities.

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year $13,555,188

2. Match contributed during current Federal fiscal year1 $29,837,694

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $43,392,882

4. Match liability for current Federal fiscal year2 $171,266

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $43,221,616 Table 5 – Fiscal Year Summary - HOME Match Report
1 Park Center Apts & two DCDC Acquisitions 2 Match liability is based on HOME contributions to projects closed during the PY.

ATTACHMENT A DRAFT
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes,
Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing Total Match
Park Center
Apartments 3/24/2026 $29,603,025.00 N/A N/A N/A N/A N/A $29,603,025.00 3522
Chatsworth
Ct.
6/18/2026 $130,244.00 N/A N/A N/A N/A N/A $130,244.00
5271
Barbados Cir. 6/18/2026 $104,424.87 N/A N/A N/A N/A N/A $104,424.87 Table 6 – Match Contribution for the Federal Fiscal Year HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
beginning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
2,507,978.31 416,069.96 234,087.85 0 2,689,960.42
Table 7 – Program Income

ATTACHMENT A DRAFT
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises
White NonHispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black NonHispanic Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total
Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners
White NonHispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black NonHispanic Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property

ATTACHMENT A DRAFT
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, Not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises
White NonHispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black NonHispanic Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition

ATTACHMENT A DRAFT
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

One-Year
Goal
Actual
(HUD Sponsored)
Actual
(Not HUD-Sponsored)
Number of Homeless households to be
provided affordable housing units
55 55 30
Number of Non-Homeless households to be
provided affordable housing units
5 5 0
Number of Special-Needs households to be
provided affordable housing units
0 0 0
Total 60 60 30
Table 11 – Number of Households
One-Year
Goal
Actual
(HUD Sponsored)
Actual
(Non HUD-Sponsored)
Number of households supported through
Rental Assistance
0 0 0
Number of households supported through
The Production of New Units
50 50 30
Number of households supported through
Rehab of Existing Units
5 5 0
Number of households supported through
Acquisition of Existing Units
5 5 0
Total 60 60 30
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Table 11 and 12 demonstrate the projected and actual numbers served by population and service type.

The figures represented in tables 11 and 12 above correspond to the following projects:

HUD Sponsored Units
• The completion of the Park Center Apartments project resulted in the production of 50 new units for the provision of affordable housing units to homeless or at-risk households. • Four Single Family Rehab projects were completed to maintain affordable housing for nonhomeless households. • Five single family units acquired (existing units)

ATTACHMENT A DRAFT
Non-HUD Sponsored Units
• The completion of the Satellite Apartments project resulted in the production of 31 new units for the provision of affordable housing units for at risk of homeless individuals.

Discuss how these outcomes will impact future annual action plans.

Reflecting on the affordable housing goals and outcomes, the City will take the following actions when developing the next action plan.
• Projects not completed in 2025-2026 will be reported in future action plans and CAPERs once completed.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 5
Low-income 4 1
Moderate-income 0 0
Total 4 6
Table 13 – Number of Households Served
Narrative Information
HOME funds were used to produce new multifamily housing units and for the acquisition of existing single family residential units. CDBG funds were used to rehabilitate single-family housing units. The following is a breakdown of numbers reported on Table 13:

CDBG
• Four Low Income Households: Four households served through the City’s owner-occupied housing rehabilitation program.

HOME
• Five Extremely Low-Income Households: Four households served through the Park Center Apartments3 and one household served through the Chatsworth CT property acquisition • One Low Income Household: One household served through Barbados CIR property acquisition 3 Park Center Apartments consisted of 50 affordable rental units of which four were designated as HOME-assisted units. HUD requires only HOME-assisted units to be reported.

ATTACHMENT A DRAFT
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Stockton identifies needs and develops strategic solutions to reduce and end homelessness within the framework of the Regional Strategic Action Plan to Reduce and End Homelessness and as guided by the City’s Local Homeless Action Plan, local Point In time (PIT) Count data and other metrics through the local Homeless Management Information System (HMIS).

The San Joaquin Continuum of Care (SJCoC) conducts the County wide PIT Count of unsheltered persons every other year. The most recently completed PIT Count of unsheltered persons conducted in 2026 identified 3,306 individuals in the County live in unsheltered locations. Based on the previous PIT Count conducted in 2024 there was a 4.69% decrease in homelessness across the County. Since 2019, the majority of persons experiencing homelessness in the County have been unsheltered, and the majority (over 70%) of unsheltered individuals are experiencing chronic homelessness. However, in 2026 the unsheltered population decreased to 56%.

Stockton is the largest city in the County and the hub for many available services. As expected, a large percentage counted as homeless (sheltered or unsheltered) through the 2026 PIT Count were located in Stockton (2,496 or 83%). The general trends of homelessness for the County outlined above can be considered a close representation of the picture of homelessness on a single day in January 2024 in Stockton. Key findings in reviewing county-specific data include:
• Four percent of individuals experiencing homelessness in the County were veterans (141 out of 3,306), down 1% from 2024.
• Sixty-seven percent of individuals experiencing homelessness in the County reported the biggest obstacle to obtaining permanent housing was the inability to afford rent. This is up from 54% in 2024.
• Like the County, the State, and the nation, more males experience homelessness in Stockton than females (63% versus 37%).
• Forty-six percent of individuals experiencing homelessness in the County reported having a significant mental illness, and 40% percentage reported having a substance use disorder.

With funding from the City, County, SJCoC, and Managed Care Plan Partners, the SJCoC contracted with Applied Survey Research (ASR) to coordinate the County's 2026 PIT Count of Unsheltered individuals.

Previous PIT Counts have been unfunded; driven by donations and volunteers. The 2024 Count involved a one-day observation census process. The approach included community volunteers, Stockton Police Department, SJCares (County Probation Homeless Outreach), Jan Joaquin County Behavioral Health,

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local homeless service provider organizations and participation of persons with lived experiences. In 2026, the use of drones and alternative terrain vehicles were used to reach those otherwise undetectable. This operation was followed by a separate, two-week extensive in-depth survey period.

This included those being served in shelters along with those being served by homeless service providers. ASR will continue to support targeted outreach efforts to ensure special populations were represented, including youth, families, and persons residing in encampments. School districts for the first time in the County participated in collecting data on households meeting the HUD definition of homelessness. A separate and targeted count of young people experiencing homelessness in the County was also conducted. Together, these efforts should result in a more accurate and standardized methodology, allowing for better comparisons year to year.

Unsheltered Encampment Outreach Study
The survey conducted by ASR after the 2026 PIT Count showed a sustained count among the homelessness African American population: 19% in 2024 and 19% in 2026. While the homelessness among the African American population remained consistent, they continue to be overrepresented among individuals experiencing homelessness in San Joaquin County as African Americans comprise of only 6.9% of San Joaquin County's population. Survey results also showed an increase among homeless males, from 60% in 2024 to 63% in 2026 and a small decrease among homeless women in 2026, 37% compared to 38% in 2024. Survey results provide valuable information on continuous homelessness's challenges throughout the County.

Addressing the emergency shelter and transitional housing needs of homeless persons The PIT Count of sheltered individuals experiencing homelessness is conducted biannually. In 2026, there were 1468 people living in Emergency Shelters and Transitional Housing units in the County. This represents an increase from 27% to 44% of the total homeless population. In Stockton, an estimated 1,250 individuals are unsheltered on any given night, based on 2026 PIT count results. There are approximately 605 emergency shelter beds within the City of Stockton based on HMIS reporting. ESG funds are helpful, however, in the demand for services and permanent supportive.

The City is addressing the emergency shelter and transitional housing needs of homeless persons with State of California HHAP funds and American Rescue Plan Act funds to strengthen and enhance the homeless system of care and to build a Housing First approach.

Over the past three years, the City has contributed State funding to develop a new low-barrier navigation center to be operated by and at St. Mary’s Community Services. The City is also working in partnership with the SJCoC’s Shelter Committee to address concerns with local shelter programs.

Construction of the Navigation Center completed in the beginning of 2026.

In addition, in June 2023, the City and County entered a joint agreement to fund the development of a non-congregate, low-barrier shelter project, the Pathways Neighborhood, located steps from the

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Navigation Center and operated by St. Mary’s Community Services. The project completed in the spring of 2026 and individuals were moved in methodically to allow for staffing and capacity increases.

Together, these two low-barrier shelter projects total 336 beds and have almost double the City’s shelter capacity over current levels. Both projects will be service enriched and emphasize quick connections to permanent housing opportunities, regardless of housing “readiness”.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City is investing in programs designed to prevent low-income individuals and families from becoming homeless and developing solutions to prevent homelessness for those exiting institutions. Specific examples include:
• Homeless individuals discharged from an institutional setting: In partnership with local stakeholders and the County, the City is developing a multi-pronged strategy to address and prevent homelessness for vulnerable populations following discharge from institutional settings.

Working in partnership with the County Health Department, local hospitals, the Medicare managed care health plans for the area, and local community homeless serving agencies. Many local shelters now offer Respite Care for those exiting the hospital. • Federal CDBG and ESG funds are strategically supporting these and other homeless assistance programs, including emergency shelter programs for single adults, families, youth, and victims of domestic violence. CDBG funds are used to reinforce safety-net programs for vulnerable individuals and families who are homeless or at risk of homelessness, including several food assistance programs, a fair housing program, and transition aged youth programming to curb homelessness for the young adult population.
• ESG funding was also allocated to Central Valley Low Income Housing Corporation for their homeless prevention program. Additionally, the City is a recipient of State formula funding under the Local Permanent Housing Allocation and Homekey initiatives in which the City invests in developing affordable housing for low-income and homeless individuals and families. • Affordable Housing Development: The City of Stockton continued to invest State and Federal resources toward affordable housing projects. These projects have a direct impact on the community by providing affordable rental housing to low-income households which helps in avoiding these populations becoming homeless.

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

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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.

Rapid Rehousing, Landlord Incentives and Housing Navigation ESG and HHAP funds will continue to provide significant investments in Rapid Rehousing solutions designed to help individuals and families quickly exit homelessness and return to permanent housing Efforts have been made to reenergize the region's rapid re-housing program by providing incentives to developers and landlords to participate in affordable housing programs currently struggling in a high rental market. The City has begun shifting its approach to these programs. The City has ensured that the Navigation Center at the Emergency Shelter will include Housing Navigation Services and other preventative programming, including extensive case management.

Development of Permanent Housing
The region has prioritized the acquisition and development of affordable housing solutions, including permanent housing projects for individuals experiencing homelessness. Nearly one-third of the City’s HHAP Round 1 and 5 program funds are allocated towards permanent housing for the homeless.

The City of Stockton, in partnership with the Housing Authority of the County of San Joaquin and local community partners, has applied for and been awarded funding for five Homekey projects (Town Center Studios, Villa D Flore, Calaveras Quarters, Edison House, and Hunter House) to provide permanent housing for homeless individuals. These projects have or will add up to 232 units of permanent housing in Stockton for homeless individuals and families over the next two to three years. The City’s Homekey projects serve some of the most vulnerable populations, including but not limited to chronically homeless individuals, at-risk families, and transition-age youth.

Our regional partners through the County and the SJCoC have made similar investments, most notably with the opening of Victory Gardens, a permanent housing program for homeless veterans.

Coordinated Entry System
The City and County have made significant investments in maintenance and the continued expansion of the Coordinated Entry System (CES). The CES is intended to provide a fair and effective way for individuals and families experiencing homelessness to access emergency sheltering and housing resources. Working closely with the HMIS Lead Agency, the CES now administrates a by-name list which includes clients originating from nearly every homeless services provider within the CoC. Funding through HHAP has expanded the use and reach of the CES to include sheltering and permanent housing units.

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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Stockton and the Housing Authority of the County of San Joaquin (hereafter referred to as HACSJ or Housing Authority) maintain a strong partnership in relation to the development and provision of decent, safe, and affordable housing within the City of Stockton. The HACSJ is the largest affordable housing property manager of multi-family and single household public housing units for lower income people in San Joaquin County. According to the HACSJ’s 2025-2026 PHA Plan, the HACSJ currently operates 6,192 subsidized housing units composed of the following:
• 911 public housing units
• 5,237 housing choice vouchers
The City of Stockton and the HACSJ maintain a strong partnership in relation to the development and provision of decent, safe, and affordable housing within the City of Stockton.

During Program Year 2025-2026, the City allocated $1.41 million in State HHAP funds to DCDC’s Edison House affordable housing project which will result in the rehabilitation of 31 units of affordable housing.

Additionally, the City allocated $1.61 million to DCDC’s Danny Drive Phase I affordable housing project which will result in the construction of 65 units of affordable housing.

Through the use of Regional Early Action Planning (REAP) funds, the San Joaquin Council of Governments (SJCOG) established a Regional Housing Trust Fund (RHTF). The Don Shalvey Apartments by Visionary Home Builders were awarded $3 million for the construction of 108 new affordable housing units on a former state surplus site in Downtown Stockton.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The HACSJ administers a Family Self Sufficiency (FSS) Program. Under the Housing Authority’s FSS program, public housing residents can participate in the program and receive referral to professional development and financial services to assist with establishing a family escrow savings account. The FSS program allows residents to launch an escrow savings account based on earned income. Contributions can be made to the escrow savings account monthly, if there is an increase in earned income during their participation in the FSS program. FSS participant have utilized the escrow savings account to accomplish homeownership goals, such as credit repair, credit counseling, and down-payment on a home.

The Housing Authority also operates a homeownership voucher program. This program allows existing voucher participants to use their voucher to purchase a home and receive a monthly homeownership subsidy. The Housing Authority will continue to collaborate with the City to provide supportive services for potential homeownership families.

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Actions taken to provide assistance to troubled PHAs
Not applicable. The Housing Authority of San Joaquin County is not designated as “troubled” by HUD.

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CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) California has enacted a number of policies to improve the overall supply of housing throughout the State with specific efforts to increase the inventory of affordable housing. In addition to these State policies, the City of Stockton completed a three-part series of zoning amendments to the general plan and zoning updates through the Land Use Inconsistency (LUI), to assist with removing further development barriers for affordable housing. A number of strategies, action items, and metrics have been identified to achieve this objective, and the first step was to improve the development process to remove barriers to developing affordable housing, to streamline the processes, and make it more widely available.

On July 12, 2022, the Stockton City Council approved the final phase of LUI updates. The update applied to the zoning map, zoning code, and General Plan Land Use Map to ensure consistency with other City documents and policies. The update was intended to strengthen the community vision, improve the clarity of Stockton’s regulations, provide additional development incentives, and establish tools that increase housing supply to meet demand. Some of the updates improve policies around increasing the housing supply and affordable housing, as outlined below:
• Consistency with Stockton updated 2040 General Plan standards: Updates to zoning districts allowing for more mixed use, housing, and higher density. Exemptions from development and land use approval requirements (includes certain fences and walls in residential zoning districts, interior remodeling, repairs and maintenance, utilities, and more). Updates to permit requirements by zoning districts.
• Amendments to comply with State law.
• Improvements to streamline the development review process: Creation of minor design review process for streamlined approvals.
• Affordable Housing and Density Bonus: The State Density Bonus provides up to 35% more density to developers. The Stockton Density Bonus has two tiers that can provide up to an additional 50% or 100% density bonus for eligible developments. • Parking incentives and deviations: Increases the infrastructure for pedestrians and cyclists and includes additional parking deviations and revised parking standards to reduce the required parking for new development that meets certain criteria (thus reducing development costs). • Housing Typology: Clarifications for rooming and boarding houses, transitional and supportive housing, low-barrier navigation centers, and co-living increasing the zoning for allowance. • Accessory Dwelling Units (ADUs)Streamlined process to further the State’s goal to increase housing supply. Include Junior Accessory Dwelling Units (JADU) as required by State law. • Multi-Unit Residential: Creation of multi-unit residential housing typologies, including development standards for cottage courts, fourplexes, triplexes, and duplexes.

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Pro-housing Designation
In April 2023, the City received a Pro-housing Designation from the California Housing and Community Development Department (HCD), Stockton was one of the first jurisdictions within California that earned this designation. This designation was determined by the community's commitment to build more housing and adopting policies whose end goal is to increase housing production to help meet the state's housing production goals, including housing to meet the needs of low-income Californians. The Prohousing Designation will allow the City to receive incentives such as additional points or other preferences in the scoring of competitive funding programs administered by the HCD and allow the City to be eligible for the Pro-housing Incentive Pilot Program with funding to help accelerate the City's affordable housing production.

The Economic Review Committee
The City continues to offer free predevelopment meetings with the Economic Review Committee (ERC), which provides additional guidance and assistance for development in Stockton. Coordinated through the Economic Development Department, the ERC is comprised of high-level staff from each of the permitting departments. The ERC will meet with project managers and review preliminary site plans, providing feedback and project requirements before the project is submitted for site plan/design review and building permits. This allows the project manager to be aware of and address the possible challenges to the project early in the development process. The ERC committee has assisted with numerous affordable housing projects to help developers navigate and understand the regulatory environment and entitlement process in California, meet additional building regulations based on funding sources, and provide additional access to local and state resources.

Housing Element and Related Housing Plans
In July 2024, the City adopted its 2023-2031 6th cycle housing element. In addition to the new housing element, a citywide housing action plan and three supportive neighborhood action plans were adopted by the City in 2024. These action plans expand upon the housing element programs to facilitate equitable housing production, maintain existing housing stock, and provide supportive services to communities that need them.

Affordable Housing Development Public Facilities Fee Exemption Program The City-Wide Affordable Housing Development Public Facilities Fees Exemption Program provides an exemption for certain PFFs for new affordable housing developments located within city limits.

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Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City of Stockton is committed to reducing barriers for people experiencing homelessness to access the critical services they need. As part of the City’s overall strategy to address homelessness and affordable housing, the City sought to partner with organizations whose projects directly reduced barriers for homeless people to gain access to essential services. Through the City’s NOFA process, several organizations received funding for projects and programs directly aimed at addressing obstacles to meet underserved needs for the city’s most vulnerable populations. Subrecipient organizations funded by the City which took direct action to tackle obstacles to meeting underserved needs include:

In partnership with the City of Stockton, the following organizations are taking actions to address obstacles to meet underserved needs:
• In 2025-2026, the City of Stockton partnered with Project Sentinel, a HUD certified housing counseling agency, to provide fair housing counseling, discrimination investigation, trainings to community-based organizations, and tenant/landlord education services. The fair housing services provided by Project Sentinel will address unmet service needs by increasing access to fair housing education, counseling, complaint intake, and advocacy for residents who may otherwise face barriers to understanding or exercising their fair housing rights. • In 2025–2026, the City further expanded Project Sentinel’s scope of services, with HHAP funding, to include tenant-landlord dispute resolution, addressing an unmet need within the community. The expanded services provide comprehensive counseling, dispute conciliation, and mediation services designed to resolve housing-related disputes, prevent unnecessary evictions, and reduce the risk of housing instability and homelessness. • Central Valley Low Income Housing Corporation (CVLIHC) is utilizing ESG funding to provide homeless prevention services and direct intervention on behalf of households who are at risk of becoming homeless.
• PREVAIL CA is utilizing ESG funding to provide shelter, housing and supportive services to homeless youth and their children.
• Housing Authority of San Joaquin utilized state HHAP funding to implement a Landlord Incentive Program aimed at expanding rental opportunities for Housing Choice Vouchers in order to prevent homelessness by maintaining families in permanent housing. • Family Resource Center used state HHAP funding to operate Coordinated Entry System to streamline the process of finding housing for those who are homeless or at risk of homelessness, with the intent of housing the most vulnerable individuals first. They also provided a Rental Assistance program to assist local residence in jeopardy of losing their housing to remain in their permanent housing.
• Children’s Home of Stockton utilized CDBG & state HHAP funding to operate a transition aged youth program. The aim of transition aged youth programs is to curb and prevent homelessness from the beginning. Given their circumstances, young adults transitioning out of the foster care system are extremely vulnerable to experiencing homelessness. By assisting in funding these programs, these young adults are provided with housing assistance, counseling, and assistance

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with educational and career goals with the desired outcome of transitioning them into permanent housing.
• Amelia Ann Adams Whole Life Center provided the Housing Justice Program through HHAP funding. This program met both residences and landlord where they were with housing challenges. Rental assistance was provided for those in eviction jeopardy and that qualified and provided available units through their landlord incentives.

Recognizing the need to build capacity in local nonprofits, especially for those that serve underserved communities, the City invested in a four-year nonprofit capacity building program funded through ARPA and administered by United Way. This innovative approach, the Nonprofit Capacity Building Program, offers a master class in effective and efficient business practices tailored to nonprofits, to assist the City in responding to community need. In 2024, the City approved a fourth year of funding. To date, over 60 nonprofits have graduated the program, from four cohorts, all with a strategic plan, increased business capacity, and new-found support system and lifelong resources through the United Way of San Joaquin.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The actions described in the Lead Based Paint Hazards section of the Consolidated Plan were carried out as needed during PY 2025-2026.

The City of Stockton becomes involved in lead-based paint hazard evaluation and reduction as a result of its implementation and operation of all Federally funded projects available to the residents of Stockton. This includes projects funded with CDBG and HOME. Housing units that were recommended to be rehabilitated were inspected and if necessary, tested for lead-based paint hazards. Based on the test results, any identified hazards are remediated prior to unit occupancy. Included in the City’s HOME Policies and Procedures, it is the developer’s and/or property owner’s duty to distribute the “Renovate Right” Brochure entitled “Protect Your Family from Lead in Your Home” to the tenants and receive a signed acknowledgement form that the reading material was distributed. In the instance of a singlefamily rehabilitation project, a City employee distributes the material to the homeowner and collect a signed receipt that the material was received.

The City has complied with all Federal requirements related to prevention of lead-based paint poisoning as provided in the Residential Lead-Based Pain Hazard Act of 1992, also commonly referred to as Title X, Housing and Community Development Act of 1992.

In recent years, the City of Stockton updated its Environmental Review Policy & Procedure to ensure all HUD-funded projects are evaluated for environmental impacts and adequate mitigation measures are put in place and appropriately tracked, if required.

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Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City’s Consolidated Plan included an Antipoverty Strategy. The activities in the City’s Antipoverty Strategy can be classified under two categories: Economic Development and Supportive Service Programs. The Consolidated Plan recognized that for households to transition from unemployment or low-income positions to median income positions, there needs to be vocational training, resource management, and life skill training. The Plan also recognized that while households are obtaining the training, the families will continue to need assistance in meeting their basic needs.

Consistent with the City’s Antipoverty Strategy, the City funded the following programs/projects:
• Two programs that provided food assistance to homeless and/or low-income individuals. • Homelessness prevention, landlord incentives, and re-housing activities which provide shortterm assistance aimed at keeping households in their homes or in obtaining housing quickly and increasing self-sufficiency
• One transition-aged youth program. This program included youth shelter, workforce development, housing placement, counseling, and preparation for higher education. • 31 new units of affordable housing were produced through partnering with local non-profit developers.
• The Single-Family Repair Program assisted in preserving 4 units of affordable housing for lowincome households by addressing healthy and safety repairs to keep these single-family homes habitable.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) During Fiscal Year 2025–2026, the City underwent an organizational restructuring that resulted in name of the department being changed to Housing, Homelessness, Events & Parking (HHEP) Department.

While the department’s name have changed, many staff responsible for administering the City’s HUD programs remain the same, providing continuity in program administration and institutional knowledge.

The HHEP Department is the lead agency responsible for the development of the Consolidated Plan and Annual Action Plan. The HHEP Department is also the primary agency responsible for the administration and management of programs and projects covered by these Plans.

During the 2025-2026 Program Year the City:
• Worked with housing developers to expand the availability of affordable housing. • Conducted Economic Review Committee (ERC) meetings with housing developers to streamline the process of new developments and rehabilitations.
• Continued efforts to update the grants management policies and procedures both in Housing and Homelessness to minimize the City’s risk when making funding investments with local partners.

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• Continued to provide workshops and training to vendors and program applicants. • Continued to implement streamlined reporting and invoicing system for subrecipients. • Continued to update email lists to keep residents, business owners, and non-profits up to date on funding opportunities.
• Continued to participate in the San Joaquin County Continuum of Care meetings. • Continued implementation of the Housing Element and adopted a Housing Action Plan and Neighborhood Action Plans.
• Continued to work with affordable housing developers to ensure that their developments include the facilities to provide the services needed for the residents. • Uploaded handouts and program guidelines to the City’s website and utilized the City’s social media platforms to keep the public informed.
• The City’s Community Development Department (CDD) continued implementation of the Community Virtual Development Assistant Platform, which allows residents and investors to see zoning and allowable uses on an interactive map and anticipated permits, licenses, and resources for specific parcels.
• Worked collaboratively with the County and CoC to update the regional plan to address homelessness, adopt shared goals and have jointly applied for and received more than $40 million in funding.
• Alongside Family Resource & Referral Center (FRRC), continued efforts to expand the CoC’s Coordinated Entry System (CES). The CES is designed to efficiently match people experiencing homelessness to available housing, shelter, and services. Through a coordinated partnership between all organizations and agencies serving the homeless in the community, CES identifies and prioritizes those who are most in need of assistance and provides crucial information that helps communities strategically allocate resources and identify gaps in service. • Adopted a Language Access Plan that outlines the procedures City staff are taking to assure that Limited English Proficiency community members can access HUD resources. • Updated the Citizen Participation Plan to integrate the Language Access Plan requirements and to better streamline the public participation and plan approval process. • Updated the Section 3 Plan to comply with HUD’s updated policies. The goal of the Section 3 Plan is to ensure that jobs and economic opportunities generated by HUD funded construction projects, to the greatest extent feasible (and consistent with existing Federal State, and local laws and regulations) are provided to low-income persons.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City is an active partner with the San Joaquin County Continuum of Care (SJCoC), attending meetings regularly and the Homeless Initiatives Manager has joined the Board. The City continues to participate in numerous committees including Strategic Planning, Data and HMIS. The City leverages the SJCoC platform to facilitate coordination between housing and social services agencies and is committing State and Federal funding to strengthen and enhance local system capacity in the areas of

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Coordinated Entry and in effective use of data to set, analyze and work towards the successful accomplishment of local performance measures.

Key areas of focus include supporting the ongoing build out and implementation of the Coordinated Entry System and expansion of the Homeless Management Information System. The City is committed to supporting the continued success of the SJCoC and is:
• The City continues to allocate portions of the State’s HHAP grant toward the successful operations and growth of the CES and the HMIS.
• Investing in local capacity building for Stockton homeless service providers on the use of the CES, including the ability to share person-level data amongst homeless service providers such that intake efficiency is increased and redundancy amongst services will decrease. • Incorporating participation in the CES into contract agreements for new affordable housing developments to ensure that housing created through state and federal allocations are utilizing the CES to make housing placements.

The City also continues to have an active role in promoting a Housing First approach and is working in partnership with a technical service provider to frame a service rich understanding of Housing First (Housing First, not Housing Only).

The City continues to work in close partnership with the local Housing Authority (HASJC) and nonprofit housing developers to expand affordable and permanent supportive housing opportunities, with the most recent completed project being Park Center.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City's 2023-2031 Housing Element, required by California state law, provides a comprehensive analysis of housing needs and barriers to affordable housing development. The Housing Element's Assessment of Fair Housing (AFH) component follows the federal Affirmatively Furthering Fair Housing (AFFH) framework, ensuring a commitment for the City of Stockton to take active steps to promote fair housing.

1. Use the Consolidated Plan and AI as mechanisms to increase awareness and participation in fair housing issues. The City should utilize the Consolidated Plan and AI adoption and implementation processes to raise community awareness of the identified barriers to fair housing choice. Hearings and public meetings associated with the planning and implementation should be advertised in the media and members of the public should be invited to participate and provide substantive input.

While this goal is applicable to the period in which the AI and Consolidated Plan is released for public comment, the City holds public meetings and hearings when planning and implementing new plans such as the Annual Action Plan and CAPER. Staff promotes public meetings and hearings through various

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means including but not limited to social media posts and the City’s website. The City meets this action by closely following Citizen Participation Plan requirements.

2. Periodically monitor progress toward implementation of the AI recommendations. City staff should utilize the existing Consolidated Plan reporting process to consistently monitor and track the progress made toward implementation. This could also include an annual report on the actions taken by area fair housing service providers, including an inventory of the services provided, the number of clients served, the results of fair housing testing, and a breakdown of fair housing cases by type, including evaluation of key client characteristics.

The City uses the annual CAPER to report on the progress and efforts to address the Analysis of Impediments identified in the 2025-2029 Consolidated plan. Each year the CAPER includes fair housing provider accomplishments.

3. Maintain links on appropriate pages of the City’s website that direct visitors to housing services and resources, fair housing information, and consumer information. Ensure that information regarding the housing services provided by the City and its partners, including SJFH, is available at designated locations throughout the community, including but not limited to City offices, public libraries, community and civic centers, and other public facilities, particularly those public offices frequented by members of vulnerable populations, such as the elderly, disabled, minorities, and lowincome households.

The City maintains a housing website that directs visitors to City housing services and resources. The City provides information regarding housing services provided by the City and its partners throughout the year during community events, city offices, and community facilities throughout the City.

4. Conduct annual trainings, seminars, and information sessions with key City staff who administer and oversee housing programs and code enforcement activities to ensure that these staff are able to accurately provide guidance and referrals with regard to fair housing and landlord-tenant issues.

During the 2025-2026 program year, the City of Stockton procured a new fair housing service provider.

As part of the launch of services by its new fair housing provider, City staff will update the website, pass out handouts as well and train staff on providing referrals to the new service provider. In addition, the provider will hold a series of education and outreach services through trainings and workshops within the community.

In June 2025, the City held its annual Contract Workshop for the upcoming 2025-2026 ESG and CDBG public service subrecipients. To reiterate the importance of AFFH, the City provided further technical assistance to future subrecipients on the practice of affirmatively furthering fair housing which is also incorporated through the City’s monitoring process throughout the program year.

In June of 2026, Council provided a Town Hall Meeting open to the public to hear and address issues in

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the Community. The contracted Fair Housing provider was asked to participate, present information, and stay to answer questions. At least two more large events are planned for late 2026 to engage the public and conduct outreach to the community.

5.. To the extent possible with limited funding, support SJFH in expanding access to its services by increasing the number of hours the office is open and the number of hours that the phones are answered.

During the 2025-2026 program year, the City of Stockton procured a new fair housing service provider.

The City selected a new vendor, called Project Sentinel, to provide fair housing services to the community. Project Sentinel will be the fair housing provider for the Stockton area providing fair housing counseling, discrimination investigation, trainings to community-based organizations, and public education workshops for tenants and landlords. The City also allocated HHAP funding to Project Sentinel to expand their services to Tenant Landlord Resolution which resulted in keep 7 residents in their homes, who had originally been targeted by predatory landlord practices.

6. Continue to support and, where possible, expand programs that provide credit counseling, homebuyer counseling and education, and education on tenant rights and responsibilities for households entering or re-entering the rental market, such as formerly homeless households and those entering the homeownership market. This may include providing support to SJFH, as well as other agencies and organizations, including providing funding to continue and expand existing city programs.

The City annually makes public service funds available. Public service providers have the opportunity to competitively apply for CDBG funds via the City's annual public service NOFA to provide these services.

In addition, the City’s new fair housing provider provides homebuyer counseling and will make these services available to Stockton residents.

7. Collaborate with other local jurisdictions to explore additional funding sources that may be leveraged to develop and maintain a program for comprehensive fair housing testing. This should include a dialogue intended to identify the most appropriate provider of these services (e.g., SJFH), as well as to determine ways in which each jurisdiction can contribute, so as to preserve and expand the capacity of organization that administers the testing program.

The City’s new fair housing provider will provide comprehensive fair housing services including fair housing discrimination investigation, fair housing audits and testing, fair housing enforcement including education, outreach, mediation, and information and referral.

8. Maintain and intensify code enforcement efforts focused on identifying substandard housing units and ensure, to the extent practicable given available resources, supplemental funding for lowerincome households necessary to facilitate prompt and satisfactory remediation of identified issues and avoid displacement. Efforts should be coordinated with other appropriate code and law enforcement

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activities, as well as the provision of assorted supportive and fair housing services.

The City holds weekly cross departmental meetings to address substandard buildings, including housing.

The Collaboration on Risk Properties (CRP) meetings have representatives from Code Enforcement, Building, Fire, economic development and the attorney's office. The goal is to assist property owners in coming into compliance with building and life safety. If that course of action is not possible then staff create action plans to address the properties. The City also maintains the Single-Family Housing Repair Program which aims to preserve and improve the conditions of low-income households by providing rehabilitation services to address health and safety repairs.

9. Maintain and expand support necessary for fair housing service providers to conduct fair housing trainings, workshops, and information sessions for residents, property managers and landlords, providing appropriate translation services where possible and necessary. In the upcoming program year, the City’s new fair housing provider, Project Sentinel provide quarterly educational workshops to tenants and landlords and provide trainings to staff of community-based organizations.

10. Work with financial institutions to encourage marketing of financial services to all segments of the community. For example, lenders in the subprime market were effective in utilizing community resources, local cultural brokers, and affinity group marketing strategies, which indicates that lenders operating in the prime market may also benefit from similar marketing approaches, which can improve access to financing for lower-income and minority populations.

Visionary Home Builders (VHB), a local City partner, provides clients with homebuyer education workshops, financial capabilities education, and financial literacy workshops. To organize these events, Visionary Home Builders partners with financial institutions to increase accessibility of financial services to low-income and minority populations.

Throughout the year, the City collaborates with local chambers of commerce whose membership includes financial institutions. Through this collaboration, the City seeks partnerships to encourage financial institutions marketing of financial services to lower-income populations.

11. Leverage the ongoing comprehensive amendment process to address potential barriers to affordable and fair housing, including those identified in the Housing Element. This may also include policies intended to encourage additional affordable housing development in areas of high opportunity, such as moderate- and above moderate-income neighborhoods, though policies should not be crafted in such a way as to discourage affordable housing in any location area otherwise deemed appropriate for residential uses.

The City continued to work with its housing partners to find affordable housing development opportunities throughout the city.

12. Pursue a comprehensive update of the City's development impact fees, including the Capital

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Facilities Fees and Community Development Department fees to ensure that the fees charged are commensurate with the impact and sufficient to offset departmental costs.

The Community Development Department (CDD) published the results of the 2024-2025 fee study.

Currently, the City has a Non-Residential Fee Deferral Program to stimulate economic development within the City of Stockton and assist developers with upfront development fees. In addition, the City waives Public Facility Fees for all affordable housing projects and all housing projects in the downtown area.

13. Continue to comply with applicable anti-discrimination requirements, including, but not limited to, all applicable federal regulations associated with the use of CPD grant funds under the CDBG, HOME, and ESG programs.

The City maintains compliance with antidiscrimination requirements and passes off those same fair housing and antidiscrimination requirements to subrecipients by including language in the contracts that enforce antidiscrimination and fair housing practices. The City monitors and enforces antidiscrimination compliance via its ongoing monitoring of subrecipients and housing partners.

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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City uses several types of monitoring to ensure compliance with the various funding regulations, including annual certification of residency letters, formal site visit monitoring, phone calls and emails throughout the life of a project, quarterly reports, and reviewing performance reports and organization’s audits before and after funding. Throughout the program year, the City assesses program compliance through review of quarterly reports, quarterly invoicing, and continuous correspondence via phone, email, and virtual meetings.

For CDBG and ESG public service contracts, the City collected quarterly reports and invoices. The quarterly reports detail both the accomplishments and challenges our subrecipients are facing during the program year. The City requires that each invoice submitted not only details the transaction ledgers but includes all receipts and relevant backup documentation. This method allows the City to evaluate that each cost reimbursed is allowable, necessary, and reasonable. Moreover, by requiring invoices to be submitted in tandem with reporting, the City is able to monitor that deliverables are being met and are in line with the expenditures charged to the HUD program.

The City also conducts a minimum of one on-site monitoring visit of CDBG and ESG subrecipients. During PY 2025-2026, the City’s monitoring focused on 2024-2025 subrecipient monitoring compliance.

For the City’s Housing Rehabilitation Program monitoring, all single-family borrowers receive annual questionnaires to verify occupancy.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The City adheres to its Citizen Participation Plan (CPP) in providing for and encouraging public participation in the development, administration, and disbursement of its Federal funding. Public outreach is conducted to ensure that minorities, non-English-speaking persons, low- and moderateincome persons, persons with disabilities, and advocates for seniors, business stakeholders, homeless persons, populations for whom the programs are designed to serve, are aware of how to provide feedback.

Consistent with the City’s Citizen Participation Plan, the draft CAPER is made available for a 15-day public comment period. During the public comment period, the City hosts a public hearing to review and hear public comments on the 2025-2026 CAPER.

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CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

During the 2025-2026 program year, the City of Stockton did not make any changes to the program objectives outlined in the 2025-2026 Annual Action Plan.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
The City does not have open BEDI grants.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not Applicable

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CR-50 - HOME 24 CFR 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

Following monitoring exemptions provided in response to COVID-19, the City continued planning a monitoring schedule and gathering materials to conduct a series of past-due inspections dating back to late 2019. With the COVID monitoring pause and staff turnover during 2019 to 2022, the City’s rental housing monitoring efforts were paused In PY 2024-2025, the City was appointed a technical assistance consultant, ICF, to assist in updating its HOME rental housing monitoring policy. In 2025, the City continued to work with ICF to develop a rental housing monitoring policy. The City expects to resume HOME monitoring activities in the next several months.

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
In compliance with the Affirmative Marketing requirements, the City requires owners of HOME assisted rental projects to advertise for tenants according to affirmative marketing requirements. The City also requires affordable housing partners to provide information and reference information regarding Affirmative Marketing, Federal Fair Housing, tenant rights, assisted housing, and correction of substandard conditions in tenant-occupied dwellings.

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics During this program year, the City received $416,069.96 in HOME program income. Program income received will be committed to future HOME projects. The City drew HOME program income (PI) funds in the amount of $234,087.85 in PY 2025-2026.

Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City of Stockton seeks to continuously improve its programs and infrastructure to serve the community as best as possible through local, state, and federal partnerships. In addition to federal HUD funding, the City has utilized state funding such as Permanent Local Housing Allocation (PLHA) program funds and Homeless Housing, Assistance Prevention (HHAP) program funds to foster the production of

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affordable housing units. In recent years, PLHA funds have been used to support several affordable rental housing projects.

Moreover, when feasible, the City continues to partner with affordable housing developers to apply for state of California grant funds to leverage HUD funds for the production of affordable housing units for vulnerable populations.

The City of Stockton’s efforts to foster and maintain affordable housing earned the City a Pro-housing Designation from the California Housing and Community Development Department (HCD) in April 2023.

This designation was determined by the community's commitment to build more housing and adopting policies whose end goal is to increase housing production to help meet the State's goal of 2.5 million new homes over the next eight years, with at least one million serving the needs of low-income Californians. The Pro-housing Designation allows the City to receive incentives such as additional points or other preferences in the scoring of competitive funding programs administered by the HCD. Due to the Pro-housing Designation, the City has been awarded a new funding source called the Pro-housing Incentive Pilot (PIP) Program which the City intends to use towards the production of new affordable housing units.

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CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships).

Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for, or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

Other.

Table 15 – Qualitative Efforts - Number of Activities by Program

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Narrative
Not Applicable

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ESG SAGE CAPER

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PR-26

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