In The Know - Stanislaus County

County Profile

Established 1854
Total Land Area of 1,515 square miles
County Population: (as of May 2018)

County Population (as of Dec 2017)

Total Population: 555,624
Millennials (ages 20-34): 115,443 (national avg is 112,389 for area this size)
Retiring Soon (65+): 69,159 (national avg is 82,533 for area this size)
Veterans: 24,057 (national avg is 31,417 for area size)
Violent crimes: 5.78 per 1000 people (national avg is 3.75/1000)
Property crimes: 36.95 per 1000 people (national avg is 24.22/1000)

Employment & Income : (as of April 2018)

Civilian Labor Force
- 239,000
Civilian Employment:
- 223,800
Civilian Unemployment
- 15,300
Unemployment Rate:
- Stan County: 6.4%
- CA: 3.8%
- US: 3.7%
New Jobs:
- +3,400 between Dec 16 and Dec 17
Median Household Income:
- $50.1K ($3.8K below national median of $53.9K)
Local Jobs to Housing Ratio
- 1.31 (# of Jobs in an area/# Occupied Household Units)
Median Wage: $51.6K
Percentage of People Living Below Poverty: 18.2%
Top Five Job Producing Industries:
- Education and Hospitals (Local Government)
- Restaurants and other Eating Places
- Local Government (excluding Education and Hospitals)
- Individual and Family Services
- Support activities for Crop Production

Households

Total Households: 99,364
Median Home Price: $285,700
Housing Units: 180,386
Home Ownership Rate: 56.6%
Rent vs Ownership Occupied Units: Rent: 73,980 vs. Ownership: 96,348
Commuting to Work: 22,705

Age & Ethnicity

Median age: 34
Race Distribution:
- 45.6% Hispanic/Latino
- 42.6% White
- 2.8% Black
- .4% American Indian and Alaska Native
- 5.5% Asian
- .6% Native Hawaiian or Pacific Islander
- .2% Other Race (not Hispanic/Latino)
- 2.4% Two or more races (not Hispanic/Latino)

Education Attainment

24.8 % (85,823) of adults over 25 years old did not graduate high school
27.5% (95,257) possess a high school diploma
7% (24,278) hold an Associate’s Degree (.9% below the national average)
10.9% (37,760) possess a Bachelor’s Degree (7.5% below national average)
5.1% (17,768) hold a Graduate Degree or higher

Real Estate

Commercial Real Estate Vacancy: 0.9% (875 vacant units)
Rental Vacancy: 1.9% (1469 vacant units)

City Profiles

Ceres

Population: 48,326
Jobs: 15,697 (+9.1% from 2012)
Avg. Earnings Per Job: $56.6K ($6.9K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.47 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Support Activities for Crop Production
- Crop Production
- Animal Production
- Beverage Manufacturing

Hughson

Population: 7,738
Jobs: 2,926 (+19.2% from 2012)
Avg. Earnings Per Job: $57.2K ($6.3K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.32 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Veneer, Plywood, and Engineered Wood Product Manufacturing
- Support Activities for Crop Production
- Local Government (excluding Education and Hospitals)
- Other Food Manufacturing

Modesto

Population: 215,692
Jobs: 118,831 (+12.1% from 2012)
Avg. Earnings Per Job: $55.9K ($7.7K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.21 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Restaurants and Other Eating Places
- Individual and Family Services
- General Medical and Surgical Hospitals
- Local Government (excluding Education and Hospitals)

Newman

Population: 11,801
Jobs: 2,655 (+.5% from 2012)
Avg. Earnings Per Job: $55.7K ($7.9K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.28 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Support Activities for Crop Production
- Dairy Product Manufacturing
- Local Government (excluding Education and Hospitals)
- Crop Production

Oakdale

Population: 23,324
Jobs: 10,259 (+3.1% from 2012)
Avg. Earnings Per Job: $56.4K ($7.1K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.13 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Fruit and Vegetable Preserving and Specialty Food Manufacturing
- Restaurants and Other Eating Places
- Education and Hospitals (local government)
- Local Government (excluding Education and Hospitals)
- General Medical and Surgical Hospitals

Patterson

Population: 22,679
Jobs: 11,788 (+14.3% from 2012)
Avg. Earnings Per Job: $47.7K ($15.8K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.54 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Support Activities for Crop Production
- Crop Production
- Warehousing and Storage
- Animal Production
- Education and Hospitals (local government)

Riverbank

Population: 25,244
Jobs: 4,583 (+4.6% from 2012)
Avg. Earnings Per Job: $48.1K ($15.5K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.53 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Restaurants and Other Eating Places
- Local Government (excluding Education and Hospitals)
- Education and Hospitals (local government)
- Department Stores
- Building Material and Supplies Dealers

Turlock

Population: 74,730
Jobs: 31,374 (+9.2% from 2012)
Avg. Earnings Per Job: $50.7K ($12.8K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.28 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Restaurants and Other Eating Places
- Animal Slaughtering and Processing
- Local Government (excluding Education and Hospitals)
- Education and Hospitals (state government)

Waterford

Population: 9,149
Jobs: 2,631 (+10.7% from 2012)
Avg. Earnings Per Job: $55.9K ($7.6K below national average of $63.5K)
- Not the same as Median Wage - this sums all the incomes in an area and divides by number of jobs in that area
Local Jobs to Housing Ratio
- 1.29 (# of Jobs in an area/# Occupied Household Units)
Top five job producing industries
- Education and Hospitals (local government)
- Support Activities for Crop Production
- Crop Production
- Local Government (excluding Education and Hospitals)
- Animal Production

Unincorporated Areas

Population: 116,941

County Budget (as of November 6, 2018)

General Fund Balance

Beginning Fund Balance as of 7/1/18: $204.1 million
Projected Year End Fund Balance: $177.2 million (-13.2%)

Current Adopted Budget (as of November 6, 2018)

Current Adopted Budget (as of March 5, 2019)

Appropriations by Fund Type
- Total: $1.4 billion
- General Fund: $371.6 million (26.7%)
- Special Revenue Funds: $815.4 million (58.5%)
- Capital Projects Funds: $.7 million (.1%)
- Enterprise Funds: $87.9 million (6.3%)
- Internal Service Funds: $117.5 million (8.4%)
Projected Year End Fund Balance by Fund Type
- Total: $421 million
- General Fund: $177.2 million (42.1%)
- Special Revenue Funds: $186.2 million (44.2%)
- Capital Projects Funds: $3.6 million (.9%)
- Enterprise Funds: $38.8 million (9.2%)
- Internal Service Funds: $15.2 million (
Operating Budget by Priority
- Total Expenditures: $1.4 billion
- Supporting Strong and Safe Neighborhoods: $271.1 million (19.5%)
- Supporting Community Health: $628.1 million (45.3%)
- Developing a Healthy Economy: $26.8 million (1.9%)
- Promoting First-Rate Learning: $13.6 million (1.0%)
- Delivering Efficient Public Services: $246.5 million (17.8%)
- Delivering Community Infrastructure: $200.7 million (14.5%)
Discretionary Revenue by Type
- Total: $226.4 million
- Taxes: $159.5 million (70.4%)
- Licenses, Permits & Franchises: $1.1 million (.5%)
- Fines, Forfeitures & Penalties: $2.7 million (1.2%)
- Revenue from Use of Money: $6 million (2.7%)
- Intergovernmental Revenue: $48.2 million (21.3%)
- Charges for Services: $2.5 million (1.1%)
- Other Financing Sources: $6.4 million (2.8%)

Allocated Full Time Staff Positions

4,520

Retirement

Net Employer Contribution Rate: 31.65%
Unfunded liability: $679.9 million
Funding Ratio (Actuarial Value): 74.3%
Assumed rate of return: $7.25%

Measure L Projects

Details

Public Works continues to deliver Measure L as demonstrated by expenditures are at 143% funds expended versus received as of September 2018
Summer 2017 Public Works resurfaced more than 100 miles of county roads with Measure L funding two projects
- Salida Slurry ~30 miles at a total cost of $1.7 million, with $1.5 million coming from Measure L
- Rural Chip Seal Project ~85 miles at a total cost of $1.5 million, with $700,000 from Measure L
Spring 2018 Public Works started construction on two signal projects partially funded by measure L (county program share)
- Geer / Whitmore (total cost = $2.2 million, with $600,000 from Measure L)
- Geer / Santa Fe (total cost = $3.1 million, with $600,000 from Measure L)
Summer 2018 Public Works will resurfaced more than 115 miles of county roads with measure L
- SB1 roadway reconstruct - Bentley, Warnerville - 9 miles total - $4 million - SB1
- Urban Slurry Resurfacing - Hickman, Empire, portion of West Modesto, portion of North Modesto - 15 miles total - $2.5 million, with $2 million of Measure L
- Rural Chip Resurfacing - PW Crew - 93 miles - $1.7 million, with $1 million of Measure L
- Salida Curb Ramp Project - $400,000, with $300,000 Measure L
Summer 2019 we will start construction on two signal projects partially funded by measure L (county program share)
- Carpenter / Whitmore (total cost = $3 million, with $500,000 from Measure L)
- Crows Landing / Grayson (total cost = $1.8 million, with $500,000 from Measure L)
Fall 2019 - Crows Landing Bridge Replacement over the San Joaquin will kick off construction with measure L match - $30 million with $1.5 measure L

SB 1

Details

SB1 Overview
- Gas Tax increases took affect November 1, 2017
- New vehicle registration fees began January 1, 2018.
- Fees on zero-emission vehicles will take effect July 1, 2020.
- SB1 will raise a projected $5.24 billion annually
Resurfacing Miles Per Year
- 2016 - 12.59 miles, No Measure L, low point in our revenues
- 2017 - 114.91 miles, Measure L partial year
- 2018 - 93 miles chip + 45 miles of resurfacing / reconstruction, Measure L full year + SB1 partial
- 2019 - 125 miles chip + 55 miles of resurfacing / reconstruction
- 2020 - 125 miles chip + 70 miles of resurfacing / reconstruction, First full year of SB1
Restriping Miles per Year
- 2014 - Striped 742 miles
- 2015 - Striped 878 miles
- 2016 - Striped 562 miles
- 2017 - Striped 651 miles
- 2018+ - 750 miles

2018 Projects

Overview
- Total projects: 3
- Total Cost: $ 7.5 million
District 1
- Overview
  - Total projects: 1
  - Total Cost: $4.4 million
- Projects
  - Warnerville Road and Bentley Road Reconstruct
    - Description: 9 miles of pavement rehabilitation, shoulder improvements, and pavement striping.
    - Estimated Cost: $4.4 million.
    - Completion: end of 2018
District 4
- Overview
  - Total projects: 2
  - Total Cost: $3.1 million
- Projects
  - 9^th Street Pavement Rehabilitation between Tuolumne River Bridge to Pecos Avenue
    - Description: 0.8 mile of pavement rehabilitation, ADA ramps, medians and new bike lane striping.
    - Estimated Cost: $1.8 million.
    - Completion: end of summer 2019
  - Crows Landing Road Reconstruction between SR99 and 7th Street
    - Description: Pavement rehabilitation, construction of a two way left turn lane, five foot shoulders for bikes.
    - Estimated Cost: $1.3 million
    - Completion: end of summer 2019

2019 Projects

Overview
- Total Projects: 19
- Total Cost: $31.1 million
District 1
- Total Projects:4
- Total Cost: $3.3 million
- Projects
  - Tim Bell Road - Roadway Project
    - Description: Existing Dirt Road to get double chip seal from Claribel Road to Warnerville Rd
    - Estimated Cost: $500,000
    - Completion: Fall 2019
  - Cooperstown Road - Roadway Project
    - Description: Existing gravel road to get a double chip seal from Willms Road to Fisher Road.
    - Estimated Cost: $290,000
    - Completion: Summer 2019
  - Albers Road - Pavement Rehab (C - limits)
    - Description: 2 ¾ miles from Claribel Road to Oakdale City Limits
    - Estimated Cost: $1 million
    - Completion: Fall 2019
  - J59 - Pavement Rehab (132- Tuolumne line)
    - Description: Pavement Rehabilitation from SR 132 to Tuolumne County line
    - Estimated Cost: $1.5M
    - Completion: Summer 2019
    - D1 & D2
District 2
- Total Projects: 6
- Total Cost: $7.5 million
- Projects
  - Keyes Rd over TID Canal Bridge Replacement
    - Description: Replace existing bridge over T.I.D Ceres Main Canal
    - Estimated Cost: $1 million
    - Completion: Winter 2020
  - Quincy Road Bridge Replacement
    - Description: Replace existing bridge over T.I.D upper lateral number 3
    - Estimated Cost: $1 million
    - Completion: Winter 2020
  - Faith Home Road – Pavement Rehab (Levine to County limit)
    - Description: 3 ½ miles of pavement rehab from Levine Road to Merced County line
    - Estimated Cost: $1.2 Million
    - Completion: Summer2019
  - Bradbury Road – Pavement Rehab (County limit to Crows Landing)
    - Description: 8 miles of pavement rehab including a microsurface layer with AC overlay from Crows Landing Road to Merced County Line
    - Estimated Cost: $2.8 million
    - Completion: Fall 2019
  - Monte Vista Road Pavement Rehab
    - Description: 1 ¼ miles of pavement rehab including a microsurface from the City of Turlock to Lester Road
    - Estimated Cost: $535,000
    - Completion: Fall 2019
  - Santa Fe Ave Widening Project
    - Description: Road widening at Santa Fe Ave and Geer Road
    - Estimated Cost: $1 million
    - Completion: Fall 2019
  - J59 – Pavement Rehab (132- Tuolumne line)
    - Description: Pavement Rehabilitation from SR 132 to Tuolumne County line.
    - Estimated Cost: $1.5M
    - Completion: Fall 2019
    - Primarily in D1; accounted for in D1 project and cost allocation but listed as a project under D2 since a small portion of the project is in D2.
District 3
- Total Projects: 2
- Total Cost: $1.6 million
- Projects
  - Paradise Road – Pavement Rehab (C – C)
    - Description: 1 mile of pavement rehab over various locations on Paradise Rd
    - Estimated Cost: $500,000 (part of City Project)
    - Completion: Fall 2019
  - Sisk Road – Pavement Rehab (Green Leaf – Kiernan)
    - Description: ¾ miles of pavement rehab from Green Leaf to Kiernan Ave
    - Estimated Cost: $1.1 million
    - Completion: Fall 2019
District 4
- Total Projects: 4
- Total Cost: $7.4 million
- Projects
  - Mitchell Road – Pavement Rehab (132-river)
    - Description: 2 miles of road rehab from SR 132 to Tuolumne Bridge, ADA ramps, medians and new bike lane striping
    - Estimated Cost: $3.5 million
    - Completion: 2019
  - Tenaya Drive – Pavement Rehab (limits to Riverside)
    - Description: 1 ¼ miles of pavement rehabilitation from Modesto City limits to South Riverside Dr.
    - Estimated Cost: $1,620,000
    - Completion: Fall 2019
  - Garner Road – Pavement Rehab (132 to Leckron)
    - Description: 1 mile of microsurface rehabilitation from SR132 to Leckron Road
    - Estimated Cost: $750,000
    - Completion: Fall 2019
  - 7th Street Widening Project
    - Description: 1 mile of road widening and rehab from Morgan Road to Pecos Ave
    - Estimated Cost: $1.5 million
    - Completion: Fall 2019
District 5
- Total Projects: 3
- Total Cost: $8.1 million
- Projects
  - Crows Landing Road – Profile Raise (Catfish Camp to 1200’ west)
    - Description: ¼ mile raise of existing profile grade 3 feet from Catfish Camp to 1,200 feet West
    - Estimated Cost: $475,000
    - Completion: Fall 2019
  - Eastin Road Low Water Crossing Elimination (Bridge / Culvert over Orestimba)
    - Description: Install new bridge and reconstruct new roadway
    - Estimated Cost: $6.5 million
    - Completion: Winter 2020 or 2021
  - Crows Landing Road – Pavement Rehab (H – W)
    - Description: 1 mile of pavement rehab from Hatch Rd to Whitmore Ave
    - Estimated Cost: $1.1 million
    - Completion: Fall 2019

Focus on Prevention

Homelessness

Point in Time Counts
- County: 1661
- Modesto: 1221
- Turlock: 248
- Patterson: 60
- Oakdale: 52
- Ceres: 35
- Salida: 19
- Newman: 8
- Riverbank: 6
- Hughson: 5
- Empire: 4
- Keyes: 3
- Denair: 0
- Hickman: 0
- Waterford: 0
Community System of Care (CSOC)
- The new Community System of Care (CSOC) Leadership Structure was formed. The new 25-member CSOC provides overall guidance for the Homelessness Community System of Care, working across multiple sectors to sustain the vision, energy, and commitment to think and act in new innovative ways to reduce and prevent homelessness.
- Partnered with the City of Modesto assume the role of administrative support (collaborative applicant) for the homeless this community system of Care application process for homeless funding.
- Convened Access Center Vision Planning Process with over 100 community stakeholder that developed a vision for a community access center and temporary low-barrier shelter .
- The vision was adopted by the Board of Supervisors in February 2018. In addition to long-term vision, the Board approved moving forward with developing a temporary emergency low-barrier shelter. Planning us under way to open the shelter in summer 2018.
- Worked with Adam Gray’s office to secure $2.5 million in funding to operate temporary low barrier emergency shelter.
- Worked with private sector partners to secure $1 million for the site development of a low barrier shelter.
Initial Outreach and Engagement Center (IOEC)
- The Initial Outreach and Engagement Center (IOEC) opened in August 2017 at 825 12th Street in Modesto. The IOEC provides a physical entry point that centralizes connections to housing and necessary supports, provides assessments and referrals, and helps navigate a wide-range of homelessness services available throughout the county. Focus on Prevention partners were able to leverage the County’s initial investment in the IOEC and secure approximately $1.4 million in additional grant funding for new Outreach Workers.
- The Superior Courts received $593,089 to establish a Homeless Court Program, providing people experiencing homelessness the opportunity to resolve legal barriers that may hinder their ability to reestablish themselves into society.
- Turning Point HAT received $200,000 from a Memorial Medical Center and Sutter Gould Medical Foundation grant to establish a new program providing housing assessments, housing navigation, and homelessness housing and supportive services referrals.
- Golden Valley Health Centers received $156,000 from a Memorial Medical Center and Sutter Gould Medical Foundation grant to integrate a new Street Nurse Program.
- CSA received $440,662 in State of California funding to integrate a Housing Specialists and Disability Income Advocate to the IOEC to provide necessary access to social services, and act as a personal advocate for obtaining permanent housing and permanent disability-based income.
Community, Assessment, Response, and Engagement (CARE)
- Issues of Concern
  - Homelessness is an issue that is immensely disconcerting in Stanislaus County. In the last few years, community-wide efforts, such as Focus on Prevention, have mobilized multi-sector partners to address homelessness and have moved our community in a positive direction to make a real difference by aligning efforts and creating a renewed focus to work together to solve this problem.
  - However, through these planning efforts it has also become quite evident that for a small sub-population of a few hundred individuals who are homeless and their substance use disorders, severe mental illness, and other health risks impede their ability or awareness to benefit from any of these new services and supports. For some, their mental illness has become so severe that they lack insight that they even have a problem.
  - The systems that currently exist to serve this population are many: aging, emergency medical service, fire, health, hospital, law enforcement, legal, medical, mental health, social services, and veteran’s services. These systems, however, are not designed to serve individuals that are not seeking help and given that these individuals are not seeking help, they often come into contact with these services through an emergency or crisis.
  - These crisis systems do not have a joint, cross-agency strategy to serve the population when they come into contact with the population. This lack of coordination and strategy leads these individuals to cycle through law enforcement, mental health, and emergency rooms, as well as frequent and inhabit neighborhoods and parks.
- County Response
  - Stanislaus County and the City of Modesto designed a pilot program: Community, Assessment, Response, and Engagement (CARE). This pilot program seeks to integrate and streamline services through engagement, support services, and criminal justice interventions to address the priority population—individuals who are causing the most significant distress in our community and for themselves, and who are not connected or engaged in services.
  - CARE is designed specifically to address these issues by implementing the Multidisciplinary Team (MDT) Model. The MDT will commit to the following:
  - Create a daily outreach and engagement team for coordinated efforts to connect with these individuals
  - Establish a weekly multidisciplinary, intervention team with system representatives to coordinate services and monitor the person, not the problem
  - Prioritize the pathways into services/supports and criminal justice interventions if necessary
  - Convene a bimonthly leadership group meeting with management representatives to ensure accountability
  - The CARE MDT model will prioritize this population and use its integrated methods to provide services/supports, criminal justice interventions, and ensure accountability.
  - Because CARE is a pilot, trial initiative, there are many questions left to be answered, some of which involve cost, resource allocation, effectiveness, and community impact, but CARE will be transparent in its endeavor to track, resolve, and report on concerns, impediments, progress, and outcomes.