Applications must be submitted through the online application portal.
The application submittal portal will be available and open for applications beginning October 15, 2024. Personal deliveries will not be accepted. No facsimiles, incomplete applications, application revisions, or walk-in application packages will be accepted.
PLHA Program Guidelines, application forms, and instructions are available on the Department’s PLHA Program website. If you have questions regarding this NOFA, please email the Department at [email protected]. The Department will continue to offer bi-weekly office hours and opportunities for technical assistance to all potential Applicants. To receive information on workshops, office hours, and other program-related updates, please subscribe to the PLHA listserv.
____________________________
*Amended as follows:
• October 15, 2024 (addition of CY 2023 Allocation)
• January 15, 2025 (updated timelines for fire-impacted jurisdictions including deadline to submit CY 2022 funds from February 28, 2025 to April 1, 2025)
• May 12, 2025 (updated 5-Year Estimates in Appendix B for some Non-Entitlement Local Governments. Jurisdictions with an * next to their name have had their 5-Year Estimates updated)
*** PLEASE NOTE ***
All CY 2021 funds unawarded by June 31, 2025 will revert to the Housing Rehabilitation Loan Fund established to be used for the Multifamily Housing Program (Chapter 6.7 commencing with Section 50675) pursuant to Health and Safety Code Section 50470 (b)((2)(B)(ii)(VI) to be made available through a future Multifamily Housing Program Notice of Funding Availability.
To receive an award of CY 2021 funds, Applicants are required to submit an application and demonstrate a fully compliant housing element and submittal of the applicable Annual Progress Report(s) as detailed in Part II, Section F or G by no later than February 28, 2025. Applicants located in Los Angeles and Ventura counties must meet these requirements by April 1, 2025.
Permanent Local Housing Allocation Program
Notice of Funding Availability
CY 2023 Formula Allocation
Gavin Newsom,
Governor State of California
Tomiquia Moss, Secretary
Business, Consumer Services and Housing Agency
Gustavo Velasquez, Director
California Department of Housing and Community Development PLHA Program Website
Email: [email protected]
December 29, 2023
Amended October 15, 2024
Amended January 15, 2025
Amended May 12, 2025
Table of Contents
I. New in this NOFA................................................................................................................ 1 II. Overview and Timeline........................................................................................................ 1 III. Program Requirements .................................................................................................... 2 A. Eligible Applicants ............................................................................................................... 3 B. Eligible Activities.................................................................................................................. 3 C. Allocation of funding and limits............................................................................................ 4 D. Program Administrative, Activity Delivery Costs, and Reimbursement of Costs................. 5 E. Application review ............................................................................................................... 5 F. Threshold requirements for First-Time Applicants ............................................................... 5 G. Threshold requirements for Previous Grantees................................................................... 8 H. Administration and Reporting Requirements ...................................................................... 9 IV. Application Webinar ......................................................................................................... 9 V. Appeals ............................................................................................................................. 10 A. Basis of Appeals................................................................................................................ 10 B. Appeal Process and Deadlines.......................................................................................... 10 C. Decision ............................................................................................................................ 10 VI. Other terms and conditions ............................................................................................ 11 A. Right to modify or suspend................................................................................................ 11 B. Disclosure of application.................................................................................................... 12 C. Conflicts ............................................................................................................................ 12 Appendix A .............................................................................................................................. 13 Appendix B .............................................................................................................................. 19 Appendix C.............................................................................................................................. 24 Appendix D.............................................................................................................................. 25 California Department of Housing and Community Development Page 1 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Notice of Funding Availability
Permanent Local Housing Allocation Program
Local Government Formula Component
CY 2023 Allocation
I. New in this NOFA
A. Affordable Ownership Worker Housing (AOWH) Requirements Pursuant to Health and Safety Code Section 50470(b)(2)(A), twenty percent (20%) of the moneys collected and deposited in the Building Homes and Jobs Trust Fund shall be expended for Affordable Owner-Occupied Workforce Housing (AOWH).
The Department monitors compliance with this requirement both based on allocations adopted in required 5-year plans and any amendments to that plan as well as actual documented expenditures. Based on these indicators, HCD has determined that at the end of the current 5-year period applicable to CY 2019, 2020, 2021, 2022 and 2023 allocations, funds projected to be expended on AOWH are trailing behind the required 20 percent. As such, the Department will, for this final NOFA covered by the 2020-2025 plans, require a set percentage of funds requested to be for AOWH activities.
These requirements are detailed in Section III(B)(1) of this NOFA {Program Overview, Eligible Applicants, Affordable Owner-Occupied Workforce Housing Requirements}.
II. Overview and Timeline
The California Department of Housing and Community Development (Department or HCD) is announcing the release of the calendar year (CY) Allocation Permanent Local Housing Allocation (PLHA) Program’s Local Government Formula Component Notice of Funding Availability (NOFA).
Funding for this NOFA is provided pursuant to Senate Bill 2 (SB 2) (Chapter 364, Statutes of 2017). SB 2 established the Building Homes and Jobs Trust Fund (Fund) and authorizes the Department to allocate 70 percent of moneys collected and deposited in the Fund, beginning in calendar year 2019, to Local governments for eligible housing and homelessness activities. The intent of the bill is to provide a permanent, on- going source of funding to Local governments for housing-related projects and programs that assist in addressing the unmet housing needs of their local communities.
This NOFA represents the fifth CY allocation of moneys deposited in the Fund for the prior CY and includes any remaining unawarded funds not requested by eligible Applicants for prior and available CYs.
Capitalized terms not otherwise defined in this NOFA shall have the meanings set forth in PLHA Guidelines Section 101.
California Department of Housing and Community Development Page 2 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Applicants may apply at any time after the release of the NOFA, however, any Applicant requesting CY 2021 funds (see appendices A and D), must meet all threshold requirements set forth in the PLHA Program Guidelines, Article III, Section 302, including housing element compliance and Annual Progress Report submittal requirements) and submit all required application materials no later than February 28, 2025. Applicants located in Los Angeles and Ventura Counties must meet these requirements by April 1, 2025.
Awards will be made on a rolling basis as they are received, reviewed, and determined to have meet all threshold requirements. If an application is submitted and determined to be incomplete (including housing element compliance and Annual Progress Report submittal), the Applicant will be alerted to the deficiencies that need to be addressed and the application will be rejected. No award will be made until those deficiencies are addressed to the satisfaction of the Department. Once addressed, the Applicant will need to resubmit the entire application package for reconsideration.
Please note that per state statute, any CY 2021 funds unawarded by June 30, 2025 will revert to the Housing Rehabilitation Loan Fund established to be used for the Multifamily Housing Program.
III. Program Requirements
The following is provided as a summary for the allocation of the PLHA formula funds to Local governments and is not to be considered a complete representation of the eligibility, threshold, or other requirements, terms, and conditions. All Applicants should fully review the PLHA Program Guidelines for full requirements.
This 2024 NOFA represents the fifth year of funding under the PLHA program for the Entitlement and Non-Entitlement Local government Formula Component as detailed below:
Revenue
Collection Period
NOFA
Issuance
Allocation Application and Award Deadlines
CY 2019 2020 Reverted to MHP as of 6/30/2023
CY 2020 2021 Reverted to MHP as of 6/30/2024
CY 2021 2022 Must apply for funds by February 28, 2025 (Applicants located in Los Angeles and Ventura counties must
apply by April 1, 2025), and be awarded by June 30, 2025 or funds will revert to MHP
CY 2022 2023 Must apply for funds by February 28, 2026, and be awarded by June 30, 2026, or funds will revert to MHP
CY 2023 2024 Must apply for funds by February 28, 2027, and be awarded by June 30, 2027 or funds will revert to MHP
*Please note, application deadlines for reverting funds may be established in future NOFA amendments California Department of Housing and Community Development Page 3 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
A. Eligible Applicants
An Applicant must be an Entitlement Local government, a Non-Entitlement Local government, or a Local or Regional Housing Trust Fund delegated by the Local government pursuant to the PLHA Guidelines Article III, Section 300.
1. Delegation of Formula Allocation
Per PLHA Guidelines Section 300 (c) and (d), a Local government may delegate to another Local government or Local Housing or Regional Housing Trust Fund to submit an application and administer on its behalf its formula allocation of Program funds, provided that the parties enter into a legally binding agreement and the funds are expended for eligible Activities and consistent with Program requirements. The delegating entity shall be identified in the application. The administering entity shall be responsible for all Program requirements.
Upon delegating its entire formula allocation to another Local government or to a Local or Regional Housing Trust Fund, the Local government that delegated their allocation is no longer involved in the PLHA application or administration of the PLHA grant for the full term of the PLHA Plan, which extends through 2023. The delegated Local government or Trust Fund assumes full responsibility for compliance with statute and for meeting all the Department’s requirements, including any penalties for non-compliance.
A Local government can subgrant a portion of its allocation to another entity, as permitted by PLHA Guidelines Section 302(c)(3). When a Local government subgrants a portion of its allocation to another entity, the Local government remains fully accountable and responsible for compliance with statute and for meeting all of the Department’s requirements, including any penalties for noncompliance.
B. Eligible Activities
PLHA funds allocated to eligible Applicants must be used to carry out one or more of the eligible activities listed in the PLHA Guidelines, Article III, Section 301. All services must be provided within the county containing the Local government recipient.
1. Affordable Owner-Occupied Workforce Housing Requirements a. First time Applicants requesting funds will be required to allocate 40 percent of funds requested to AOWH activities as defined below:
i. AOWH is defined as “owner-occupied housing that is affordable to persons and families of low or moderate income, as that term is defined in HSC California Department of Housing and Community Development Page 4 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Section 50093, except in high-cost areas where moderate income shall include households earning up to 150 percent of AMI.”
ii. Eligible AOWH activities include the following:
Guideline
Activity
Description AOWH Applicability
2 Predevelopment, development,
acquisition, rehabilitation, and
preservation of Affordable rental and
ownership housing, including Accessory
Dwelling Units (ADUs), that meets the
needs of a growing workforce earning
up to 120% AMI, or 150% AMI in highcost areas. ADUs shall be available for occupancy for a term of no less than 30
days.
Only those expenditures
directly related to
ownership housing will
count towards the 20%
requirement. Must be
documented after
expenditure of funds.
3 Matching portions of funds placed into
Local or Regional Housing Trust Funds.
4 Matching portions of funds available
through the Low- and Moderate-Income
Housing Asset Fund pursuant to
subdivision (d) of HSC Section 34176.
7 Accessibility modifications in Lowerincome Owner-occupied housing.All expenditures 8 Efforts to acquire and rehabilitate
foreclosed or vacant homes and
apartments.
Only those expenditures
directly related to
ownership housing will
count towards the 20%
requirement. Must be
documented after
expenditure of funds.
9 Homeownership opportunities,
including, but not limited to, down
payment assistance.
All expenditures
C. Allocation of funding and limits
Appendix A lists the dollar amount of the available PLHA funds by CY allocation.
If a Local government applied for and received a CY allocation, there is a blank in the applicable column(s).
To avoid amending the Standard Agreement each year and to expedite the California Department of Housing and Community Development Page 5 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
disbursement of PLHA funds, the Standard Agreement and the Applicant’s required resolution shall include a five-year estimate of PLHA formula allocations, as stated in Appendix B, as the maximum funding amount. The actual amounts may be lower, and the disbursements will be based on the actual allocation amounts.
D. Program Administrative, Activity Delivery Costs, and Reimbursement of Costs Predevelopment expenses for construction projects funded by PLHA funds and costs to develop and prepare the PLHA application and Plan may be paid from the PLHA funds regardless of when the costs were incurred. Reimbursement of expenses to prepare the PLHA application and Plan are subject to the cap on administrative costs as detailed in the PLHA Program Guidelines. Other costs incurred more than one year prior to commitment by the Local government may not be paid from the PLHA funds.
E. Application review
An Applicant must submit a complete application and other documents consistent with the deadlines stated in this NOFA. Applications submitted in response to this NOFA must meet the threshold requirements set forth in this section and in PLHA Guidelines Section 302.
F. Threshold requirements for First-Time Applicants
First-time Applicants who have not previously received an award under a prior Local government Formula Allocation NOFA must meet the following threshold requirements:
1. Housing Element Compliance.
a. The housing element of the Applicant and any delegates or subgrantees, if applicable, must have an adopted housing element that has been found by the Department to be in substantial compliance with the requirements of Article 10.6 (commencing with section 65580) of Chapter 3 of Division 1 of Title 7 of the Government Code, pursuant to Government Code section 65585 at the time of application. Additional information on verifying compliance with this requirement is outlined in Appendix C.
b. If an Applicant is applying on behalf of multiple jurisdictions or delegating or sub granting to another jurisdiction, the funds may only be awarded for use in a locality with an adopted housing element that has been found by the Department to be in substantial compliance with the requirements of Article
10.6 (commencing with section 65580) of Chapter 3 of Division 1 of Title 7 of the Government Code, pursuant to Government Code section 65585 at the time of application. If the Applicant is not compliant by time of application that will not prevent an award from being made for use in the localities that are determined to be compliant.
California Department of Housing and Community Development Page 6 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
2. Annual Progress Report Submittal.
a. The Applicant must have submitted to the Department the Annual Progress Report (APR) on the housing element for the corresponding calendar year based on the allocations for which the Applicant is applying by the application submittal date as follows:
Allocation Requested: APR Reporting Period:
2021 allocation CY 2021 APR
2022 allocation CY 2022 APR
2023 allocation CY 2023 APR
Additional information on verifying compliance with this requirement is outlined in Appendix C.
3. Application requests an allocation pursuant to Section 200 of the PLHA Guidelines and identifies the eligible activities to be undertaken. Activities must be carried out in the jurisdiction of the Applicant’s Local government. Jointly funded projects may be carried out as described in PLHA Guidelines Section 301(c).
a. For first-time applicants, at least 40% of the funds requested in the application must be allocated to AOWH activities as defined in Section III(B)(1)(a)(2) above.
4. Submission of the application must be authorized by the governing board of the Applicant by resolution, and this resolution must be submitted as part of the application. The resolution should use the five-year estimate of funding, as listed in Appendix B.
a. The resolution shall certify that, if funds are used for the development of an Affordable Rental Housing Development, the Local government shall make the PLHA assistance in the form of a low-interest, deferred loan to the Sponsor of the Project. The loan shall be evidenced through a Promissory Note secured by a Deed of Trust, and a Regulatory Agreement shall restrict occupancy and rents in accordance with the Local government-approved underwriting of the Project for a term of at least 55 years. b. If the Local government proposes to allocate funds for any Activity to another entity, the resolution must certify that the Local government’s selection process shall avoid conflicts of interest and shall be accessible to the public.
See PLHA Guidelines Section 302 (c)(3).
c. If the Local government proposes to use funds for the acquisition, California Department of Housing and Community Development Page 7 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
construction, or rehabilitation of for-sale housing projects, or units within forsale housing projects, the resolution must certify that the grantee shall record a deed restriction against the property that will ensure compliance with one of the requirements stated in PLHA Guidelines Section 302(c)(6)(A),(B) or (C).
5. A Five-year Plan which details the following:
a. The manner in which the allocated funds will be used for eligible Activities. b. A detailed description of the way the Local government will prioritize investments that increase the supply of housing for household with incomes at or below 60 percent of the AMI and a detailed description of how the Plan is consistent with the programs set forth in the Local government’s housing element.
c. Evidence that the Plan was authorized and adopted by resolution by the Local government and that the public had an adequate opportunity to review and comment on the Plan’s contents prior to the Plan resolution adoption.
The Plan must be provided to the public for a public comment period, culminating with a public hearing at which the governing board may approve it. The draft Plan should be published for public review on the Applicant’s website.
d. The resolution adopting the Plan should specifically identify the activities the Local government plans to engage in. The resolution is required to be submitted as part of the application. The resolution must specifically state the eligible activities from the Plan application.
e. The following information is required for each proposed Activity:
i. A detailed description of each Activity, pursuant to Section 301, and the percentage of funding being allocated to it. The description must include a minimum of 40 percent directed to Affordable Owner-Occupied Workforce Housing (AOWH).
ii. The projected number of households to be served at each income level and a comparison to the unmet share of the Regional Housing Needs Allocation at each income level.
iii. A description of major steps/actions and a proposed schedule required for the implementation and completion of the Activity.
iv. The period of affordability for each Activity. Rental Projects are required to have an affordability period of at least 55 years.
f. The Plan shall be for a term of five years, illustrating how the allocations from 2019, 2020, 2021, 2022, and 2023 will be used. Refer to instructions in the California Department of Housing and Community Development Page 8 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
“Plan” tab of the PLHA Application form.
6. If funds are used for acquisition, construction, or rehabilitation of for-sale housing projects or units within for-sale housing projects, then a deed restriction shall be recorded against the property as described in Section 302(c)(6)(A-C).
7. If funds are proposed to be used for development of an Affordable Rental Housing Development, a certification is required that the Local government shall make the PLHA assistance in the form of a low-interest, deferred loan to the Sponsor of the Project. The loan must be evidenced through a Promissory Note secured by a Deed of Trust, and a Regulatory Agreement is required to restrict occupancy and rents in accordance with the Local government’s approved underwriting of the Project for a term of at least 55 years. If any activity in the five-year PLHA Plan consists of loans being made to a homebuyer, homeowner, developer or owner of a project, a Program income reuse plan describing how repaid PLHA loans will be used for eligible activities specified in Section 301 must be included in the application. This reuse plan must also describe how interest earned from PLHA funds deposited in a Local government interestbearing account will be used for eligible PLHA activities.
G. Threshold requirements for Previous Grantees
Applicants which have previously received an award of PLHA funds must meet all threshold requirements as outlined in the PLHA Program Guidelines Section 302.
Specifically, prior grantees requesting a new allocation of funds must demonstrate the following:
1. The housing element compliance status of the Applicant and delegates or subgrantees, if applicable, must have adopted a housing element that has been found by the Department to be in substantial compliance with the requirements of Article 10.6 (commencing with section 65580) of Chapter 3 of Division 1 of Title 7 of the Government Code, pursuant to Government Code section 65585 at the time of application.
2. The Applicant must have submitted to the Department the Annual Progress Report (APR) consistent with the CY allocation being requested as detailed below at the time of application:
Allocation Requested: APR Reporting Period:
2021 allocation CY 2021 APR
2022 allocation CY 2022 APR
2023 allocation CY 2023 APR
3. Applicant must be current on all applicable Annual PLHA required reports at California Department of Housing and Community Development Page 9 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
time of award. Annual PLHA reports are due July 31 of each year reporting on the prior calendar year’s activities, per PLHA Guidelines Section 503.
4. Applicant has met commitment and disbursement requirements for previously awarded funds stated in PLHA Guidelines Section 300(e) and must not have incurred any penalties stated in PLHA Guidelines Section 502.
5. Previous grantees will have already received Department approval for their fiveyear PLHA Plan which must include a list of the activities that the Local government plans to provide using the five years of funding contained in the Standard Agreement. In subsequent funding years, the PLHA Plan continues in force and effect unless the Local government amends their Plan. a. If the Local government is proposing that more than 10 percent of the anticipated funds be allocated to a different activity, the Plan must be formally amended, including discussion and approval at a publicly noticed meeting of the Local government’s governing board, and be submitted to the Department for approval.
b. Any amendment proposing to move more than 10 percent of funds that involve moving funds from an AOWH activity (see Section III(B)(1)(a)(ii) above) may only be moved to another AOWH activity.
c. Unless otherwise approved by the Department, all Applicants amending their plan, with the exception of (b) above, will be required to use 40 percent of each remaining unrequested allocation at the time of amendment for AOWH activities.
H. Administration and Reporting Requirements
All recipients of PLHA funds must meet the administration and reporting requirements set forth in PLHA Program Guidelines, Article III, Sections 500, 501, and 503.
It is the Applicant’s responsibility to ensure that the application is clear, complete, and accurate. The Department may request additional clarifying information and/or inquire as to where in the application specific information is located. However, missing or forgotten application information or documentation may cause the application not to pass threshold.
IV. Application Webinar
Applicants are strongly encouraged to view the PLHA webinar to gain information critical for preparing the application. The PLHA webinar recording is located on the Department’s PLHA webpage. Any questions on the program should be directed to the Program email at [email protected].
California Department of Housing and Community Development Page 10 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
V. Appeals
A. Basis of Appeals
1. Applicants may appeal HCD’s written determination that an application is incomplete, has failed threshold review, or has otherwise been determined to provide insufficient basis for an award (including scoring and tie breaker).
2. At the sole discretion of the Department, the Department’s written determination may include a request for clarifying and/or corrective information.
For purposes of this section, “clarifying information” includes information and/or documentation that resolves ambiguities in any application materials that will inform the Department’s threshold, scoring and feasibility determinations.
3. No Applicant shall have the right to appeal a decision of HCD relating to another Applicant’s application (e.g., eligibility, award).
4. Any request to appeal HCD’s decision regarding an application shall be reviewed for compliance with the Guidelines and this NOFA. All decisions rendered shall be made by the Program Manager or his/her designee. The decision shall be final, binding, and conclusive, and shall constitute the final action of HCD.
5. The appeal process provided herein applies solely to decisions of HCD made pursuant to this NOFA.
B. Appeal Process and Deadlines
1. Process: To file an appeal, Applicants must submit to HCD, by the deadline set forth below, a written appeal which states all relevant facts, arguments, and evidence upon which the appeal is based. Furthermore, the Applicant must provide a detailed reference to the area or areas of the application that provide clarification and substantiation for the basis of the appeal. No new or additional information will be considered if this information would result in a competitive advantage to an Applicant. Once the written appeal is submitted to HCD, no further information or materials will be accepted or considered thereafter.
Appeals are to be submitted to HCD at [email protected] according to the deadline set forth in HCD review letters.
2. Filing Deadline: Appeals must be received by HCD no later than five (5) business days from the date of HCD’s threshold review, or initial score letters, as applicable, representing HCD’s decision made in response to the application.
C. Decision
Any request to appeal HCD’s decision regarding an application shall be reviewed for compliance with the Guidelines and this NOFA. All decisions rendered shall be final, California Department of Housing and Community Development Page 11 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
binding, and conclusive, and shall constitute the final action of HCD.
VI. Other terms and conditions
A. Right to modify or suspend
The Department reserves the right, at its sole discretion, to suspend, amend, or modify the provisions of this NOFA at any time, including, without limitation, the amount of funds available hereunder. If such an action occurs, the Department will notify all interested parties and will post the revisions to the Department’s website.
California Department of Housing and Community Development Page 12 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
B. Disclosure of application
Information provided in the application will become a public record and available for review by the public, pursuant to the California Public Records Act (GC Section 7920.000 et seq.). As such, any materials provided will be disclosed to any person making a request under this Act. The Department cautions Applicants to use discretion in providing information not specifically requested, including, but not limited to, bank account numbers, personal phone numbers, and home addresses.
By providing this information to the Department, the Applicant is waiving any claim of confidentiality and consents to the disclosure of submitted material upon request.
C. Conflicts
In the event of any conflict between the terms of this NOFA and either applicable state or federal law or regulation, the terms of the applicable state or federal law or regulation shall control. Applicants are deemed to have fully read and understand all applicable state and federal laws, and regulations pertaining to PLHA, and understand and agree that the Department shall not be responsible for any errors or omissions in the preparation of this NOFA.
California Department of Housing and Community Development Page 13 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Appendix A
Entitlement and Non-Entitlement Local Government Formula Allocations Calendar Years 2021, 2022, and 2023.
• Please refer to Section II.A. Eligible Applicants for a discussion of the definition of Entitlement and Non- Entitlement Local governments.
• If no funds are noted for CY 2021 or CY 2022, those funds have already been requested and awarded to the eligible Local government.
• Funds identified in RED are at risk of converting to HCD’s Multifamily Housing Program (MHP) and must be requested through an application submitted no later than February 28, 2025.
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Alameda $479,024 $367,156 Alpine County $116,768 $57,959 $43,467 Alameda County $800,595 $613,629 Alturas $128,224 $63,112 $48,072 Alhambra $796,443 $399,179 $305,957 Amador City $112,445 $56,885 $43,138 Aliso Viejo $78,309 Amador County $275,316 $135,904 $89,916 Anaheim $3,686,550 $1,847,709 $1,416,205 American Canyon $97,199 $67,623 Antioch $259,046 Anderson $178,480 $90,221 $70,912
Apple Valley $246,524 $188,952 Angels Camp $128,764 $70,091 $54,467 Bakersfield $2,960,656 $1,483,889 $1,137,350 Arcata $107,399 $76,577 Baldwin Park $320,775 Artesia $213,605 $102,568 $79,866 Bellflower $337,495 Arvin $83,886
Berkeley $849,995 Atwater $139,339 $103,072
Buena Park $242,623 Auburn $203,337 $101,762 $79,866
Burbank $313,549 Avenal $80,022 $64,334
Camarillo $88,939 Benicia $88,637
Carlsbad $233,683 $179,110 Biggs $121,739 $62,038 $46,427 Carson $709,383 $355,545 $272,513 Bishop $67,406 $49,716 Cathedral City $186,101 Blue Lake $117,957 $59,891 $45,513 Cerritos $186,806 $93,627 $71,762 Brawley $86,261
Chico $334,642 $256,491 Butte County $189,136
Chino $426,531 $213,778 $163,854 Calaveras County $130,115 Chino Hills $303,241 $151,985 $116,491 Calexico $284,935 $140,413 $104,899 Chula Vista $696,170 Calimesa $156,324 $78,680 $55,015
Citrus Heights $268,126 $205,509 Calipatria $59,623 $48,620 Clovis City $240,236 Calistoga $73,848 $53,005
California Department of Housing and Community Development Page 14 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Compton $1,316,582 $659,875 $505,771 Capitola $110,351 $80,414 Concord $836,053 $419,032 $321,173 Carmel-by-the-Sea $51,178 Contra Costa County $1,425,991 Chowchilla $88,879 $64,334 Corona $995,498 $498,946 $382,425 Clearlake $107,130 $86,078 Costa Mesa $904,122 $453,148 $347,322 Coalinga $71,095
Cupertino $141,890 $108,754 Colfax $125,522 $63,380 $47,706 Daly City $438,780 $336,310 Colusa $161,187 $81,900 $56,294 Davis $199,046 Colusa County $152,541 $80,558 $59,218
Delano $556,115 $278,726 $213,634 Corcoran $94,784 $67,623 Downey $889,923 $446,031 $341,868 Corning $150,380 $70,896 $59,401 El Cajon $424,070 Crescent City $56,111
El Centro $161,642 Del Norte County $115,988 $78,039
El Monte $726,377 $556,743 Dinuba $113,304 $82,424
Elk Grove $377,026 $288,977 Dixon $194,691 $92,100 $80,597 Encinitas $133,775 $102,534 Dorris $59,354 $44,600
Escondido $1,441,775 $722,621 $553,864 Dos Palos $143,355 $72,238 $54,467 Fairfield $256,861 Dunsmuir $62,307 $47,889
Fontana $644,681 El Centro
(Colonia Only) $102,524
Fountain Valley $123,971 $95,020 El Dorado County $337,874 Fremont $549,661 $421,296 Etna $56,080 $42,919
Fresno $2,239,084 Eureka $346,539 $167,253 $117,690
Fresno County $1,408,829 $1,079,819 Exeter $52,640
Fullerton $1,177,577 $590,205 $452,372 Farmersville $86,463 $64,700 Garden Grove $653,368 Ferndale $121,739 $60,965 $45,148 Gardena $282,801 $216,757 Firebaugh $159,566 $74,922 $56,111 Gilroy $209,401 $160,499 Fort Bragg $75,995 $59,949
Glendale $569,709 Fort Jones $58,281 $44,600
Glendora $85,590 Fortuna $171,995 $83,242 $66,527
Goleta $61,776 Fowler $66,064 $50,630
Hanford $253,302 $194,147 Glenn County $201,716 $98,005 $71,643 Hawthorne $402,674 Grass Valley $117,330 $91,560
Hayward $428,245 Greenfield $80,049
Hemet $264,500 Gridley $143,895 $73,848 $51,543
Hesperia $865,117 $433,599 $332,338 Grover Beach $73,836 Huntington Beach $938,184 $470,220 $360,407 Guadalupe $166,051 $78,680 $55,198 California Department of Housing and Community Development Page 15 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Huntington Park $428,208 Gustine $73,848 $60,497
Indio $299,605 Hidden Hills $124,982 $62,844 $46,975
Inglewood $483,467 Hollister $147,123 $110,381
Irvine $498,055 Holtville $61,770 $45,148
Kern County $3,695,204 $1,852,046 $1,419,530 Humboldt County $207,408 La Habra $333,372 $255,518 Huron $67,138 $50,264
La Mesa $124,064 Imperial $72,922
Laguna Niguel $100,806 Imperial County $311,954 $161,080 $109,102 Lake Elsinore $163,303 Indian Wells $163,889 $78,948 $59,035 Lake Forest $145,261 Industry $110,824 $55,865 $43,138
Lakewood $177,970 Inyo County $109,009 $78,769
Lancaster $595,694 $456,579 Ione $141,734 $70,359 $57,939 Livermore $137,029 Jackson $143,355 $73,311 $51,909
Lodi $288,277 $220,955 King City $60,131
Lompoc $388,324 $194,629 $149,176 Kings County $148,733 $110,016 Long Beach $1,923,146 Lake County $213,687 $152,225
Los Angeles $22,477,835 $17,228,487 Lakeport $77,874 $54,102 Los Angeles County $7,244,444 Lassen County $70,912
Lynwood $1,079,969 $541,283 $414,875 Lemoore $237,381 $130,213 $89,002 Madera $362,050 $277,499 Lincoln $344,377 $164,032 $116,045 Marin County $476,762 Lindsay $65,430
Menifee $165,325 Live Oak $156,324 $77,606 $59,035
Merced $340,842 Livingston $93,442 $67,989
Milpitas $204,545 $156,777 Loomis $147,678 $78,411 $65,248 Mission Viejo $135,808 Los Banos $131,824 $103,620
Modesto $637,206 Loyalton $116,336 $58,012 $43,869
Montebello $208,137 Madera County $241,065 $187,126
Monterey $99,805 $76,497 Mammoth Lakes $74,922 $62,141
Monterey County $426,041 Maricopa $116,336 $58,549 $46,610 Monterey Park $273,366 $209,525 Marina $112,230 $81,510 Moreno Valley $676,672 Mariposa County $87,540
Mountain View $219,939 $168,576 Marysville $66,892
Napa $272,799 $209,091 McFarland $90,758 $65,248
National City $337,079 $258,360 Mendocino County $293,672 $203,608 Newport Beach $111,450 Merced County $335,007 $233,721
California Department of Housing and Community Development Page 16 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Norwalk $389,495 Modoc County $146,597 $68,480 $51,361
Oakland $3,175,817 $2,434,155 Mono County $57,573
Oceanside $426,547 Montague $60,965 $44,600
Ontario $788,724 $604,530 Mount Shasta $74,117 $55,746
Orange $399,168 Napa County $94,849
Orange County $379,360 $1,090,616 $835,919 Nevada City $70,896 $53,919 Oxnard $761,186 Nevada County $281,594 $192,790
Palm Desert $112,562 Orange Cove $70,896 $54,102
Palm Springs $126,316 Orland $143,355 $78,680 $64,517
Palmdale $511,911 Oroville $83,338
Palo Alto $198,460 $152,112 Pacific Grove $99,615 $74,567 Paradise $80,239 $61,500 Palos Verdes Estates $170,914 $87,805 $65,796 Paramount $287,932 Parlier $87,805 $68,354
Pasadena $615,081 Pismo Beach $69,268
Perris City $306,551 Placer County $385,467 $247,060
Petaluma $121,138 Placerville $101,494 $69,268
Pico Rivera $222,734 Plumas County $217,387 $104,983 $76,029 Pittsburg $208,744 Plymouth $116,876 $58,549 $44,783
Placentia $141,124 Point Arena $56,670 $43,101
Pleasanton $129,527 $99,278 Portola $120,659 $62,038 $47,158 Pomona $702,059 Rancho Mirage $103,803
Porterville $293,840 $225,218 Red Bluff $69,085
Rancho Cordova $244,642 $187,510 Rio Dell $141,193 $72,506 $55,563 Rancho Cucamonga $386,189 $296,001 Rio Vista $157,945 $87,537 $61,411 Rancho Santa
Margarita $173,436 $86,926 $66,626 Riverbank $113,572 $79,135 Redding $221,315 San Benito County $112,767 $76,942
Redondo Beach $112,160 $85,966 San Joaquin $128,764 $65,528 $49,716 Redwood City $228,481 San Juan Bautista $63,917 $48,437 Rialto $1,022,495 $512,477 $392,796 San Juan
Capistrano $154,638 $108,371
Riverside $1,390,635 $1,065,874 Sand City $56,885 $43,284 Riverside County $2,625,824 Santa Cruz County $480,214 $332,575 Rocklin $88,469 Scotts Valley $76,211
Rosemead $294,255 $225,536 Shasta County $267,637 $190,232 Roseville $205,908 Shasta Lake $68,354
Sacramento $1,548,793 Sierra County $124,441 $63,649 $51,361 California Department of Housing and Community Development Page 17 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Sacramento County $2,332,543 $1,787,814 Siskiyou County $127,046 $85,384 Salinas $661,584 Solano County $82,789
San Bernardino $1,065,809 Soledad $65,065
San Bernardino
County $2,965,495 $2,272,949 Sonora $76,801 $53,736
San Buenaventura $234,868 South Lake Tahoe $117,142
San Clemente $124,215 Saint Helena $81,364 $63,969
San Diego $3,804,642 Suisun City $257,916 $124,040 $85,165 San Diego County $1,697,409 $1,301,006 Susanville $76,801 $59,583 San Francisco $7,473,904 $5,728,490 Sutter County $111,157 $76,942 San Joaquin County $860,908 Sutter Creek $128,764 $64,991 $52,092 San Jose $3,728,060 $2,857,429 Taft $136,330 $72,775 $58,487 San Leandro $229,953 Tehama $43,467
San Luis Obispo
County $573,308 Tehama County $148,059
San Marcos $209,727 Trinidad $111,256 $55,865 $42,773
San Mateo $224,653 Trinity County $82,607
San Mateo County $1,036,938 $794,777 Truckee $96,126 $68,354 Santa Ana $1,842,273 Tulare County $486,656 $711,731
Santa Barbara $388,447 $297,731 Tulelake $58,549 $45,148 Santa Barbara
County $374,398 Tuolumne County $228,987 $161,727
Santa Clara $411,064 $315,066 Ukiah $100,152 $70,547
Santa Clara County $631,595 $484,096 Vernon $111,472 $55,865 $43,503 Santa Clarita $1,006,200 $504,310 $386,536 Wasco $84,069 Santa Cruz $173,959 Weed $65,528 $48,437
Santa Maria $481,953 Westmorland $117,957 $59,086 $44,234 Santa Monica $469,381 $359,765 Wheatland $123,361 $62,575 $47,158 Santa Rosa $456,230 Williams $135,249 $64,186 $48,437
Santee $229,843 $115,198 $88,295 Willits $69,017 $50,630 Seaside $165,564 $126,899 Willows $138,491 $74,653 $59,766 Simi Valley $190,789 Winters $177,399 $86,195 $59,401
Sonoma County $590,977 Woodlake $75,995 $57,208
South Gate $1,233,796 $618,382 $473,968 Yolo County $395,616 South San Francisco $186,873 $143,232 Yountville $64,722 $53,371 Stanislaus County $1,975,561 $990,157 $758,921 Yreka $79,216 $56,111 Stockton $1,467,196 $1,124,555 Yuba County $188,770
Sunnyvale $456,956 $350,241 No data No data No data No data California Department of Housing and Community Development Page 18 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government CY 2021 CY 2022 CY 2023 Local Government CY 2021 CY 2022 CY 2023 Temecula $179,642 No data No data No data No data
Thousand Oaks $506,368 $253,793 $194,523 No data No data No data No data Torrance $291,992 No data No data No data No data
Tulare $272,990 $209,238 No data No data No data No data Turlock $265,636 $203,601 No data No data No data No data Tustin $253,336 No data No data No data No data
Union City $166,857 No data No data No data No data
Upland $475,232 $238,187 $182,562 No data No data No data No data Vacaville $206,179 $158,029 No data No data No data No data Vallejo $433,249 $332,070 No data No data No data No data Ventura County $737,056 $564,928 No data No data No data No data Victorville $542,468 $415,783 No data No data No data No data Visalia $414,499 No data No data No data No data
Vista $268,670 No data No data No data No data
Walnut Creek $90,972 No data No data No data No data
Watsonville $310,781 $238,203 No data No data No data No data West Covina $664,967 $333,283 $255,450 No data No data No data No data West Sacramento $404,832 $202,903 $155,518 No data No data No data No data Westminster $873,327 $437,714 $335,493 No data No data No data No data Whittier $328,505 $251,788 No data No data No data No data Woodland $163,607 No data No data No data No data
Yorba Linda $69,999 No data No data No data No data
Yuba City $204,445 No data No data No data No data
California Department of Housing and Community Development Page 19 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Appendix B
Five-Year PLHA Allocation Estimate
Entitlement Local Governments Non-Entitlement Local Governments Local Government
Estimated
5-Year Funding Amount Local Government
Estimated
5-Year Funding Amount
Alameda $3,352,590 Alpine County $408,390
Alhambra $2,793,768 Alturas $475,835
Aliso Viejo $715,062 Amador City $395,168
Anaheim $12,931,710 Amador County* $838,620
Antioch $2,365,410 American Canyon $704,612
Apple Valley $1,725,366 Anderson $622,622
Bakersfield $10,385,412 Angels Camp $487,737
Baldwin Park $2,929,068 Arcata $1,056,372
Bellflower $3,081,744 Artesia $814,372
Berkeley $7,761,504 Arvin $831,563
Buena Park $2,215,452 Atwater $949,257
Burbank $2,863,092 Auburn $719,158
Camarillo $812,124 Avenal $627,912
Carlsbad $1,635,492 Benicia $848,754
Carson $2,488,380 Biggs $424,261
Cathedral City $1,699,338 Bishop $502,283
Cerritos $655,278 Blue Lake $409,715
Chico $2,342,088 Brawley $906,940
Chino $1,496,190 Butte County $2,000,572
Chino Hills $1,063,710 Calaveras County* $1,290,091
Chula Vista $6,356,898 Calexico $1,222,996
Citrus Heights $1,876,554 Calimesa $532,699
Clovis City $2,193,654 Calipatria $462,611
Compton $4,618,320 Calistoga $511,540
Concord $2,932,710 Capitola* $672,497
Corona $3,492,018 Carmel-by-the-Sea $491,704
Costa Mesa $3,171,486 Chowchilla $662,295
Cupertino $993,060 Clearlake $875,203
Daly City $3,070,926 Coalinga $618,655
Davis $1,817,544 Colfax $432,196
Delano $1,950,744 Colusa* $520,333
Downey $3,121,674 Colusa County* $511,887
El Cajon $3,872,292 Corcoran $683,453
El Centro $1,475,988 Corning $555,180
Elk Grove $2,638,722 Crescent City $485,092
El Monte $5,083,752 Del Norte County $844,787
California Department of Housing and Community Development Page 20 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government
Estimated
5-Year Funding Amount Local Government
Estimated
5-Year Funding Amount
Encinitas $936,264 Dinuba $889,749
Escondido $5,057,466 Dixon $692,710
Fairfield $2,345,460 Dorris $399,135
Fontana $5,886,732 Dos Palos $496,994
Fountain Valley $867,648 Dunsmuir $432,196
Fremont $3,846,960 El Centro $1,297,051
Fresno $20,445,618 El Dorado County* $2,990,478
Fullerton $4,130,712 Etna $403,103
Gardena $1,979,262 Eureka $1,125,138
Garden Grove $5,966,058 Exeter $586,917
Gilroy $1,465,554 Farmersville $589,562
Glendale $5,202,150 Ferndale $426,906
Glendora $781,548 Firebaugh $572,371
Goleta $564,090 Fort Bragg $641,136
Hanford $1,772,808 Fort Jones $415,004
Hawthorne $3,676,914 Fortuna $651,715
Hayward $3,910,410 Fowler $486,414
Hemet $2,415,216 Glenn County* $642,769
Hesperia $3,034,662 Grass Valley $813,049
Huntington Beach $3,290,970 Greenfield $839,497
Huntington Park $3,910,068 Gridley $555,180
Indio $2,735,772 Grover Beach $727,093
Inglewood $4,414,656 Guadalupe $606,754
Irvine $4,547,862 Gustine* $476,861
Laguna Niguel $920,484 Hidden Hills $428,228
La Habra $2,333,202 Hollister $1,081,498
Lake Forest $1,326,420 Holtville $495,671
Lake Elsinore $1,491,162 Humboldt County $2,066,693
Lakewood $1,625,082 Huron $597,497
La Mesa $1,132,854 Imperial* $570,865
Lancaster $4,169,130 Imperial County $1,043,148
Livermore $1,251,240 Indian Wells $532,699
Lodi $2,017,590 Industry $393,581
Lompoc $1,362,162 Inyo County* $678,463
Long Beach $17,560,704 Ione* $464,086
Los Angeles $157,317,438 Jackson $524,764
Lynwood $3,788,322 King City $805,115
Madera $2,533,914 Kings County $980,995
Menifee $1,509,624 Lake County $1,450,450
Merced $3,112,314 Lakeport* $501,872
Milpitas $1,431,570 Lassen County $612,043
California Department of Housing and Community Development Page 21 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government
Estimated
5-Year Funding Amount Local Government
Estimated
5-Year Funding Amount
Mission Viejo $1,240,098 Lemoore $871,235
Modesto $5,818,482 Lincoln $1,219,029
Montebello $1,900,548 Lindsay $703,289
Monterey $698,514 Live Oak $537,988
Monterey Park $1,913,226 Livingston $653,038
Moreno Valley $6,178,854 Loomis* $496,644
Mountain View $1,539,306 Los Banos $1,129,105
Napa $1,909,260 Loyalton $405,747
National City $2,359,146 Madera County $1,643,522
Newport Beach $1,017,678 Mammoth Lakes* $496,879
Norwalk $3,556,572 Maricopa $400,458
Oakland $22,226,850 Marina $945,290
Oceanside $3,894,906 Mariposa County $770,732
Ontario $5,520,108 Marysville $662,295
Orange $3,644,898 McFarland $676,841
Oxnard $6,950,574 Mendocino County $2,099,753
Palmdale $4,674,384 Merced County* $2,013,889
Palm Desert $1,027,836 Modoc County* $462,983
Palm Springs $1,153,422 Mono County $462,611
Palo Alto $1,388,976 Montague $412,359
Paradise $561,576 Mount Shasta $539,311
Paramount $2,629,182 Napa County $859,334
Pasadena $5,616,456 Nevada City $473,190
Perris City $2,799,192 Nevada County $1,837,916
Petaluma $1,106,142 Orange Cove $608,076
Pico Rivera $2,033,838 Orland $555,180
Pittsburg $1,906,098 Oroville $822,306
Placentia $1,288,644 Pacific Grove $712,546
Pleasanton $906,534 Palos Verdes Estates $580,305
Pomona $6,410,670 Parlier $801,148
Porterville $2,056,524 Pismo Beach* $604,860
Rancho Cordova $1,712,196 Placer County $2,730,542
Rancho Cucamonga $2,702,856 Placerville $664,940
Rancho Santa Margarita $608,376 Plumas County $727,093
Redding $2,020,884 Plymouth $404,425
Redondo Beach $784,980 Point Arena $404,425
Redwood City $2,086,314 Portola $452,032
Rialto $3,586,716 Rancho Mirage* $1,058,183
Riverside $9,732,750 Red Bluff $744,284
Rocklin $807,828 Rio Dell $474,513
Roseville $1,880,196 Riverbank $732,382
California Department of Housing and Community Development Page 22 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government
Estimated
5-Year Funding Amount Local Government
Estimated
5-Year Funding Amount
Sacramento $14,142,402 San Benito County $727,093
Salinas $6,041,082 San Joaquin $471,868
San Bernardino $9,732,162 San Juan Bautista $455,999
San Clemente $1,134,240 San Juan Capistrano $1,418,712
San Diego $34,741,098 Sand City $402,838
San Francisco $52,308,210 Santa Cruz County $3,395,713
San Jose $26,091,876 Scotts Valley $622,622
San Leandro $2,099,760 Shasta County* $1,804,910
San Marcos $1,915,068 Shasta Lake $613,366
San Mateo $2,051,364 Sierra County* $417,457
Santa Ana $16,822,236 Siskiyou County $852,722
Santa Barbara $2,718,654 Solano County* $771,211
Santa Clara $2,876,946 Soledad $725,770
Santa Clarita $3,529,554 Sonora $548,568
Santa Cruz $1,588,464 South Lake Tahoe* $997,262
Santa Maria $4,400,826 Saint Helena $534,021
Santa Monica $3,285,096 Suisun City $928,099
Santa Rosa $4,165,950 Susanville $559,147
Santee $806,244 Sutter County* $698,325
Seaside $1,158,744 Sutter Creek $471,868
Simi Valley $1,742,142 Taft $543,278
South Gate $4,327,920 Tehama $393,581
South San Francisco $1,307,880 Tehama County* $1,281,039 Stockton $10,268,580 Trinidad $396,491
Sunnyvale $3,198,138 Trinity County $729,738
Temecula $1,640,358 Truckee $627,912
Thousand Oaks $1,776,240 Tulare County* $3,717,312
Torrance $2,666,244 Tulelake $411,037
Tulare $1,910,598 Tuolumne County* $1,478,034
Turlock $1,859,124 Ukiah $778,667
Tustin $2,313,270 Vernon $392,259
Union City $1,523,610 Wasco $813,049
Upland $1,667,022 Weed $459,966
Vacaville $1,443,000 Westmorland $436,163
Vallejo $3,032,214 Wheatland $432,196
San Buenaventura $2,144,634 Williams $485,092
Victorville $3,796,620 Willits $553,857
Visalia $3,784,890 Willows $561,792
Vista $2,453,292 Winters* $547,855
Walnut Creek $830,694 Woodlake $539,311
Watsonville $2,175,090 Yolo County* $1,111,411
California Department of Housing and Community Development Page 23 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Entitlement Local Governments Non-Entitlement Local Governments Local Government
Estimated
5-Year Funding Amount Local Government
Estimated
5-Year Funding Amount
West Covina $2,332,578 Yountville $486,414
Westminster $3,063,462 Yreka $612,043
West Sacramento $1,420,074 Yuba County $1,634,265
Whittier $2,299,140
Woodland $1,493,934
Yorba Linda $639,174
Yuba City $1,866,840
Alameda County $5,603,190
Contra Costa County $13,021,068
Fresno County $9,860,088
Kern County $12,962,064
Los Angeles County $66,150,756
Marin County $4,353,426
Monterey County $3,890,280
Orange County $7,632,984
Riverside County $23,977,026
Sacramento County $16,324,956
San Bernardino County $20,754,846
San Diego County $11,879,796
San Joaquin County $7,861,158
San Luis Obispo County $5,235,012
San Mateo County $7,257,300
Santa Barbara County $3,418,722
Santa Clara County $4,420,398
Sonoma County $5,396,358
Stanislaus County $6,929,892
Ventura County $5,158,494
Non-Entitlement Local Governments with an * by their name have had their 5-Year Estimates updated.
California Department of Housing and Community Development Page 24 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Appendix C
Housing Element and Annual Progress Report (APR) Compliance Status Housing element and Annual Progress Report (APR) compliance is a threshold requirement for PLHA.
The housing element and APR compliance status of the Applicant and delegates or subgrantees, if applicable, must be established prior to submittal of the application.
If an Applicant is applying on behalf of multiple jurisdictions or delegating or sub-granting to another entity, the funds may only be awarded for use in a locality that is compliant with its APR requirements and which has an adopted housing element that has been found by the Department to be in substantial compliance with the requirements of Article 10.6 (commencing with section 65580) of Chapter 3 of Division 1 of Title 7 of the Government Code, pursuant to Government Code section 65585 at the time of award. If the Applicant is not compliant by time of application that will not prevent an award from being made for use in the localities that have been compliant.
Please note, if PLHA awards are made within 120 days of the housing element due date, the Department may refer to the jurisdiction’s compliance from the prior cycle.
To verify current housing element and APR compliance status, please consult the following resources:
Housing Element Compliance: Housing Element Review and Compliance Report | California Department of Housing and Community Development
Annual Progress Report Submittal: Annual Progress Reports - Data Dashboard and Downloads | California Department of Housing and Community Development Please note that PLHA is an over-the-counter (OTC) program, allowing Applicants to apply at any point during the OTC application window. If a jurisdiction is currently out of compliance, that jurisdiction, may still apply and once it reaches compliance with the housing element and APR requirements, it will be eligible to apply for PLHA funds.
However, if a Local government is requesting CY 2021 funds, they must apply no later than February 28, 2025 (April 1, 2025 for Local governments in Los Angeles or Ventura counties), and demonstrate they have met all threshold requirements, including housing element compliance and APR submittal requirements by no later than at the time of application submittal to avoid reversion.
For questions about Housing Element Compliance, please email [email protected]. For inquiries on the status of APR submittal, please email [email protected].
California Department of Housing and Community Development Page 25 Permanent Local Housing Allocation Program – CY 2023 Formula Allocation NOFA (Amended 10/15/24, 1/15/25, 5/12/2025)
Appendix D
Urban County Jurisdictions
The jurisdictions listed below are not eligible to receive a direct allocation of PLHA funds though they can still benefit from the Permanent Local Housing Allocation Program funds based upon an application through their designated Urban County.
An Urban County may apply on the behalf of the Local governments listed below, and the Urban County’s allocation can provide funding for eligible activities within the boundaries of these Local governments, as well as the unincorporated area of the designated Urban County.
If an Urban County is applying on behalf of multiple jurisdictions, the funds may only be awarded for use in localities that are compliant with their APR and housing element requirements as detailed in Appendix C. A locality is compliant with its housing element requirements when it has an adopted housing element that has been found by the Department to be in substantial compliance with the requirements of Article 10.6 (commencing with section 65580) of Chapter 3 of Division 1 of Title 7 of the Government Code, pursuant to Government Code section 65585 at the time of award. If the Urban County is not compliant by time of award that will not prevent an award from being made for use in the localities that are compliant.
Local Government Urban County that can apply on
the jurisdiction’s behalf
Adelanto San Bernardino County
Agoura Hills Los Angeles County
Albany Alameda County
Arcadia Los Angeles County
Arroyo Grande San Luis Obispo County
Atascadero San Luis Obispo County
Atherton San Mateo County
Avalon Los Angeles County
Azusa Los Angeles County
Banning Riverside County
Barstow San Bernardino County
Beaumont Riverside County
Bell Los Angeles County
Bell Gardens Los Angeles County
Belmont San Mateo County
Belvedere Marin County
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Meeting Date: 06/17/2025 Page 1 Agenda Item # VII.D.1
CITY OF LAKEPORT
City Council ☒
City of Lakeport Municipal Sewer District ☒
Lakeport Industrial Development Authority ☐
Municipal Financing Agency of Lakeport ☐
STAFF REPORT
RE: Delinquent Utility User Accounts MEETING DATE: 6/17/2025 SUBMITTED BY: Danielle Dizon, Finance Director
PURPOSE OF REPORT: ☐Information only ☐ Discussion ☒Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:
The City Council is being asked to cause a written report (“Written Report”) to be prepared and filed with the City Clerk containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges, fees, and penalties are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2024 through May 31, 2025.
BACKGROUND/DISCUSSION:
California Health and Safety Code, sections 5473a and sections 13.04.060, 13.20.560, and 8.16.080 of the Lakeport Municipal Code authorize the City to have the delinquent charges collected by means of inclusion on the property tax roll by Lake County. It is advantageous for the City and CLMSD to have delinquent water, sewer and solid waste user charges for the period of June 1, 2024 through May 31, 2025 collected on the tax roll.
To collect on these accounts, the City is required to notify the delinquent account holders via mail and published notice and give them an opportunity to bring their account current.
Utility bills and delinquency notices are mailed monthly. Final notice to delinquent accounts, as of May 31, 2025, will be sent to account holders around June 30th, 2025.
These accounts will be updated as payments are received prior to Council's review at a public hearing on August 5, 2025. Currently, the dollar amount of delinquent accounts is approximately $33,000. The remaining accounts will be sent to the Auditor-Controller.
OPTIONS:
1. Cause a Written Report to be prepared and filed with the City Clerk.
2. Do not cause the preparation of a Written Report but provide direction to staff.
FISCAL IMPACT:
☐ None ☒ $Approximately $33,000 Budgeted Item? ☐Yes ☒ No Budget Adjustment Needed? ☐Yes ☒ No If yes, amount of appropriation increase: $ Affected fund(s): ☒ General Fund ☒ Water OM Fund ☒ Sewer OM Fund ☐ Other:
Meeting Date: 06/17/2025 Page 2 Agenda Item # VII.D.1
Comments:
COUNCIL PRIORITIES:
☐ Priority #1: Public Safety & Crisis Response
☐ Priority #2: Disaster Resiliency
☒ Priority #3: Good Governance & Fiscal Stability
☐ Priority #4: Capital Infrastructure Improvement
☐ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☐ Priority #6: Economic Development
SUGGESTED MOTIONS:
Move to adopt the resolution to cause a written report to be prepared and filed with the City Clerk regarding delinquent water, sewer and solid waste user charges, fees, and penalties for the period of June 1, 2024 through May 31, 2025 and setting a public hearing on the written report prior to collection on the tax roll. ☒ Attachments: 1. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT AND THE
BOARD OF DIRECTORS OF THE CITY OF LAKEPORT MUNICIPAL SEWER
DISTRICT ELECTING TO HAVE DELINQUENT UTILITY CHARGES COLLECTED ON THE TAX ROLL FOR THE PERIOD OF JUNE 1, 2024 THROUGH MAY 31, 2025,
FIXING THE TIME AND PLACE OF A HEARING ON THE WRITTEN REPORT ON
SUCH CHARGES, AND PRESCRIBING NOTICE OF SUCH HEARING
364566.1 1
RESOLUTION NO. ____ (2025)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT AND THE
BOARD OF DIRECTORS OF THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT
ELECTING TO HAVE DELINQUENT UTILITY CHARGES COLLECTED ON THE TAX ROLL FOR THE PERIOD OF JUNE 1, 2024 THROUGH MAY 31, 2025, FIXING THE
TIME AND PLACE OF A HEARING ON THE WRITTEN REPORT ON SUCH
CHARGES, AND PRESCRIBING NOTICE OF SUCH HEARING
WHEREAS, the City of Lakeport (the “City”) and the City of Lakeport Municipal Sewer District (“CLMSD”) provides certain water, sewer, and solid waste services to its residents and occupants;
WHEREAS, pursuant to section 5473 et seq. of the Health and Safety Code, the City Council/Board of Directors may elect to have delinquent water, sewer and solid waste user charges collected on the tax roll in any fiscal year in the same manner, by the same persons, and at the same time as, together with and not separately from, the general taxes of the City in the manner prescribed by those sections of the Health & Safety Code;
WHEREAS, it is advantageous for the City and CLMSD to have delinquent water, sewer and solid waste user charges for the period of June 1, 2024 through May 31, 2025 collected on the tax roll;
WHEREAS, pursuant to section 5473a of the Health & Safety Code and sections
13.04.060, 13.20.560, and 8.16.080 of the Lakeport Municipal Code, the City Council shall cause a written report (“Written Report”) to be prepared and filed with the City Clerk containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges, fees, and penalties are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2024 through May 31, 2025; and
WHEREAS, prior to adopting the Written Report and the charges therein contained, the City Council/Board of Directors must give notice and hold a hearing thereon.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lakeport and the Board of Directors of the City of Lakeport Municipal Sewer District as follows:
1. The City Council/Board of Directors does hereby elect to have delinquent water, sewer and solid waste user charges, fees, and penalties for the period of June 1, 2024 through May 31, 2025 collected on the tax roll, in the same manner, by the same persons, and at the same time as, together with and not separately from, the general taxes of the City.
364566.1 2
2. The City Council/Board of Directors directs the preparation of the Written Report containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2024 through May 31, 2025 and further directs the filing of such Written Report with the City Clerk.
3. On Tuesday, August 5, 2025, at 6:00 p.m., the City Council/Board of Directors shall hold a hearing for the purposes of hearing and considering all objections or protests, if any, to the Written Report filed with the City Clerk, which objections and protests must be lodged before the close of the public hearing.
4. The City Clerk shall cause a notice of the filing of the Written Report and of a time and place of hearing thereon to be published in a newspaper of general circulation printed and published once a week for two consecutive weeks in the City and CLMSD, pursuant to section 6066 of the Government Code prior to the date of said hearing, and shall cause a notice in writing of the filing of the Written Report to be mailed at least 15 days in advance to each person to whom any parcel or parcels of real property described in such report is/are assessed in the last equalized assessment roll available on the date the Written Report was prepared, at the address shown on the assessment roll or as known to the City Clerk.
THIS RESOLUTION was passed and adopted by the City Council of the City of Lakeport at a regular meeting held on the 17th day of June, 2025.
AYES:
NOES:
ABSENT:
ABSTAIN:
___________________________
KIM COSTA, MAYOR &
CHAIRPERSON
ATTEST:
_____________________________
KELLY BUENDIA, Clerk
City of Lakeport & CLMSD
Meeting Date: 06/17/2025 Page 1 Agenda Item # VII.E.1.1
CITY OF LAKEPORT
City Council ☒
City of Lakeport Municipal Sewer District ☐
Lakeport Industrial Development Authority ☐
Municipal Financing Agency of Lakeport ☐
STAFF REPORT
RE: Fiscal Year 2025/26 Budget Workshop MEETING DATE: 06/17/2025 SUBMITTED BY: Danielle Dizon, Finance Director
PURPOSE OF REPORT: ☐Information only ☒ Discussion ☐Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:
The purpose of this workshop is to provide the City Council and public with an overview of the proposed Fiscal Year 2025/26 budget and to receive feedback prior to formal adoption. This workshop will focus on the General Fund, Water Operations & Maintenance, and Sewer Operations & Maintenance funds.
BACKGROUND/DISCUSSION:
This budget workshop is intended to provide the City Council and public with an overview of the proposed Fiscal Year 2025/26 budget in advance of final adoption. The session will highlight key fiscal trends, summarize departmental budget requests, and review the City's major operating funds—General Fund, Water Operations & Maintenance, and Sewer Operations & Maintenance. The workshop provides an important opportunity for Council to ask questions, offer direction, and identify any adjustments prior to the adoption of the Final Budget.
As reflected in the City Manager’s budget message, the FY 2025/26 budget reflects both progress and fiscal challenges. Rising fixed costs—particularly in the areas of insurance and pension obligations—continue to outpace relatively flat revenues. At the same time, the City is advancing key capital projects, maintaining core services, and positioning itself to respond to economic uncertainties while addressing high-priority community needs.
A special meeting of the City Council has been scheduled for Monday, June 30, 2025, to consider adoption of the Final Budget document, incorporating any changes identified through this workshop process.
OPTIONS:
1. Receive the Fiscal Year 2025/26 Budget Workshop presentation and provide direction to staff in preparation for final budget adoption at the special meeting scheduled for June 30, 2025.
2. Take no action.
3. Or alternatively, the Council may provide staff with alternative direction.
FISCAL IMPACT:
☒ None ☐ $ Budgeted Item? ☐Yes ☐ No
Budget Adjustment Needed? ☐Yes ☐ No If yes, amount of appropriation increase: $ Affected fund(s): ☒ General Fund ☒ Water OM Fund ☒ Sewer OM Fund ☒ Other: All Meeting Date: 06/17/2025 Page 2 Agenda Item # VII.E.1.1 Comments: There is no fiscal impact associated with the workshop itself; financial impacts will occur only upon formal adoption of the FY 2025/26 budget by the City Council.
COUNCIL PRIORITIES:
☒ Priority #1: Public Safety & Crisis Response
☒ Priority #2: Disaster Resiliency
☒ Priority #3: Good Governance & Fiscal Stability
☒ Priority #4: Capital Infrastructure Improvement
☒ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☒ Priority #6: Economic Development
SUGGESTED MOTIONS:
Move to receive the Fiscal Year 2025/26 Budget Workshop presentation and direct staff to incorporate Council input in preparation for final budget adoption at the special meeting scheduled for June 30, 2025. ☒ Attachments: 1. FY 2025/26 Budget Overview
2. Revenue & Expenditure Summary
3. City Manager’s Budget Message
4. Department Operating Budgets & Goals
ATTACHMENT 1
FY 2025/26 Budget Overview
2025/26
BUDGET
WORKSHOP
AGENDA
Schedule
The document
The budget approach
Highlights
Analysis
Questions
February
Develop budgetary approach
and document format
March
Planning
Distribute budget instructions
and workbooks to departments
Strategic planning with Council
April
Evaluate Budget Requests
May
Reconcile Budget Requests
Develop CM budget
message and document
draft
June
Budget Workshop
Final revisions
Document finalization
Adoption
THE DOCUMENT
Elements
City Manager’s Budget Message
Summary data
CIP
Fund detail
General
Water
Sewer
Other funds
Departments
Appendices
Items presented by major category
Revenue - Type
Taxes
Charges for service
Grants/subventions
Expenditures – Natural Classification
Salaries and benefits
Operations
Loans/grants
Debt service
Capital outlay
Content:
Funds
Revenue by source
Expenditures by class
Budget and estimated actuals
2 years of projections
Department use
Departments
Overview
Outcomes/accomplishments
Department goals/objectives
Budget detail
How to read:
CM BUDGET
MESSAGE, PG 1
CITY-WIDE
SUMMARY, PG 19
GENERAL FUND
SUMMARY, PG 20
CAPITAL
IMPROVEMENT
PROGRAM, PG 33
CHARTS AND
GRAPHS, PG 38
TRENDS AND
ANALYSIS, PG 41
Collaborative Strategic and
focused to
Council
Priorities
Continued
emphasis on
efficiencies in
operations
(technology)
Service delivery
effectiveness
Investments
prioritized in:
Project
Completion
Overcoming
Challenges
PUBLIC SAFETY & CRISIS RESPONSE
• Attraction, Retention & Training of High-Quality Law Enforcement • Continue to explore various ways to address homelessness, mental health and substance abuse in our community
• Continue to promote community policing strategies
DISASTER RESILIENCY
• Pursue preventive measures to reduce hazard vulnerabilities (Mitigation) • Build capabilities to manage the impacts of hazards. (Preparedness) • Strive to reduce adverse conditions during an emergency. (Response) • Work actively to restore areas affected by a disaster (Recovery)
GOOD GOVERNANCE & FISCAL STABILITY
• Foster fiscal discipline and fiscal stewardship
• Continue to implement processes and technology to streamline to enhance services • Ensure quality and efficient service delivery
• Provide timely information to residents about City activities, services and programs • Increase citizen engagement
• Risk Management
• Promote activities that advance diversity, equity and inclusion in the community
CAPITAL INFRASTRUCTURE IMPROVEMENT
• Properly prioritize capital improvements
• Aggressively pursue various sources of funding
• Continue to develop project readiness
SAFE, SUSTAINABLE & ATTRACTIVE NEIGHBORHOODS
• Pursue wide variety of housing options
• Improve quality of existing housing stock
• Increase access to parks and recreational amenities
• Improve overall community health metrics
• Increase access to parks and recreational amenities
• Promote community events that foster overall quality of life in the community. • Improve access to open space and preserve natural vistas • Promote environmental protective measures while highlighting their economic value
ECONOMIC DEVELOPMENT
• Promote and participate in regional economic development initiatives • Expand and support business retention and attraction efforts • Strive to enhance the historic downtown and lakefront area Total City revenues:
$31.9 Million
Total City expenditures:
$37.5 Million
Personnel - $7.2 million
Operations (Materials, supplies, professional services, etc.) - $7.7 million
Affordable Housing Development - $11.9 million
Debt service – $2.5 million
CIP - $7.2 million
Other - $1 million
ATTACHMENT 2
Revenue & Expenditure Summary
ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET
FUND REVENUES REVENUES REVENUES REVENUES REVENUES
NO. FUND NAME 2021-22 2022-23 2023-24 2024-25 2025-26
110 - GENERAL FUND $ 7,088,630 $ 6,667,732 $ 6,661,549 $ 6,470,535 $ 6,877,400
CAPITAL PROJECTS FUND
130 - GENERAL CAPITAL IMPROVEMENT - 598,771 - - -
DEBT SERVICE FUNDS
140 - DEBT SERVICE FUND 261,589 451,048 455,743 - 459,853
SPECIAL REVENUE FUNDS
202 - PARKLAND DEDICATION FUND - - - - -
203 - 2105 GAS TAX FUND 107,435 237,349 265,632 242,418 330,369 207 - PROP 172 PUBLIC SAFETY TAX 33,812 49,381 44,631 25,761 45,000 209 - LAKEPORT HOUSING PROGRAM FUND 4,001 113,016 1,767 1,270 2,706,111 210 - PLHA NAVIGATION CENTER - - 138,049 (58,872) 160,000 211 - K-9 FUND - - - - 15,000
219 - APC BIKE AND PEDESTRIAN 10TH ST - 2,174 31,903 (34,077) 78,000 228 - DEPARTMENT BOATING AND WATERWAYS BATHROOMS - 159,509 - - - 231 - CDBG 18-MIT-RIP - - - - 1,274,020
232 - ATP PLANNING SIDEWALKS - - 72,169 79,318 55,000
233 - CDBG GRANT 2018DR 2,993 8,786 5,000 (14,290) 9,230,385 234 - CDBG GRANT 2021 2,438 17,953 112,721 359,643 148,000 236 - CDBG GRANT 2020 122,259 26,717 78,148 204,607 480,000 237 - CDBG GRANT 2018 165,573 15,476 - - -
238 - CDBG GRANT 2017 87,042 (3,405) 77,547 - -
239 - CDBG GRANT 2022 - 4,500 19,336 7,100 177,650
240 - HOME PROGRAM INCOME 29,051 22,553 17,228 985 -
241 - CDBG PROGRAM INCOME 89,850 13,963 78,872 353,778 - 401 - TENTH ST DRAINAGE FUND - - - - -
402 - LAKEPORT BLVD IMPRVMNT FUND - - 41,364 (1,280) 77,575 403 - SOUTH MAIN ST IMPRVMNT FUND - - - - -
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - -
410 - ER STORM DAMAGE PROJECTS 850 69,231 34,466 17,435 1,630,000 411 - SAFE ROUTES TO SCHOOLS 104,889 1,313,406 147,040 - - 413 - LAKESIDE PARK FUND 1,413,886 1,657,144 2,467,146 - - 414 - STORM DRAINAGE FUND 336 340 496 2,575 1,000
415 - CITYWIDE HSIPL (SAFETY) - 1,832 71,035 30,957 -
420 - 2017 STORM CAPITAL PROJECT FUND - - 545,101 17,456 - Total special revenue 2,164,415 3,709,925 4,249,651 1,234,784 16,408,110
ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 2,453,780 2,969,654 2,827,289 2,414,865 3,125,000 502 - WATER EXPANSION FUND 43,142 33,814 5,395 140,486 30,000 601 - CLMSD UTILITY M & O FUND 3,067,987 3,274,180 3,391,066 2,866,450 3,375,550 602 - CLMSD EXPANSION FUND 39,610 46,842 46,151 46,155 50,500 606 - CLMSD ASSMNT DIST 2017-1 FUND 238,221 262,110 238,052 160,838 240,108 Total enterprise 5,842,740 6,586,600 6,507,953 5,628,794 6,821,158
INTERNAL SERVICE FUNDS
701 - RISK MANAGEMENT FUND - - - - 892,401
FIDUCIARY FUNDS
705 - RDA OBLIGATION RETIREMENT FUND 1 544,752 556,801 554,827 65,286 496,675 801 - OPEB AGENCY FUND 2 144,597 154,387 152,968 175,336 - Total fiduciary 689,349 711,188 707,795 240,622 496,675 Total $ 16,046,723 $ 18,725,264 $ 18,582,691 $ 13,574,735 $ 31,955,597 1 2 Agency funds do not recognize revenues or expenses but rather additions and deductions. * Does not inlcude transfers in
Fiscal Year 2025-26
Revenue Summary by Fund
This is a private purpose trust fund which does not recognize revenues or expenses but rather additions and deductions.
ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET
FUND EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES NO. FUND NAME 2021-22 2022-23 2023-24 2024-25 2025-26
110 - GENERAL FUND $ 6,786,825 $ 6,459,685 $ 6,603,098 $ 6,169,066 $ 7,523,632
CAPITAL PROJECTS FUND
130 - GENERAL CAPITAL IMPROVEMENT - - 3,005 93,974 125,000
DEBT SERVICE FUNDS
140 - DEBT SERVICE FUND 261,505 451,048 455,231 422,002 459,853
SPECIAL REVENUE FUNDS
202 - PARKLAND DEDICATION FUND - - - - -
203 - 2105 GAS TAX FUND 5,950 35,021 467,316 235,959 590,000 207 - PROP 172 PUBLIC SAFETY TAX 156,841 49,381 44,630 - 45,000 209 - LAKEPORT HOUSING PROGRAM FUND 2,522 132,944 - - 2,706,111 210 - PLHA NAVIGATION CENTER - - 138,049 100,389 -
211 - K-9 FUND 15,743 7,070 7,367 4,832 15,000
219 - APC BIKE AND PEDESTRIAN 10TH ST - 2,174 31,903 50 - 228 - DEPARTMENT BOATING AND WATERWAYS BATHROOMS - 159,508 - - - 231 - CDBG 18-MIT-RIP - - - - 1,274,020
232 - ATP PLANNING SIDEWALKS - 1,076 72,169 132,905 -
233 - CDBG GRANT 2018DR 2,993 8,785 5,000 17,421 9,230,385 234 - CDBG GRANT 2021 2,438 17,953 112,721 382,488 15,000 236 - CDBG GRANT 2020 122,259 26,717 78,147 439,354 480,000 237 - CDBG GRANT 2018 162,573 7,650 13,783 - -
238 - CDBG GRANT 2017 75,413 8,330 - - -
239 - CDBG GRANT 2022 - 4,500 19,336 11,503 173,246
240 - HOME PROGRAM INCOME - 4,738 32,183 3,500 10,000
241 - CDBG PROGRAM INCOME 17,625 - - 105,925 230,000
401 - TENTH ST DRAINAGE FUND - - - - -
402 - LAKEPORT BLVD IMPRVMNT FUND - 69,582 246,371 - 77,575 403 - SOUTH MAIN ST IMPRVMNT FUND - - - - -
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - -
410 - ER STORM DAMAGE PROJECTS - 69,231 34,466 32,719 1,630,000 411 - SAFE ROUTES TO SCHOOLS 104,889 1,461,046 (600) - - 413 - LAKESIDE PARK FUND 608,884 2,396,398 2,467,146 - - 414 - STORM DRAINAGE FUND - 28,710 68,560 6,626 20,000
415 - CITYWIDE HSIPL (SAFETY) - 2,125 71,036 76,769 -
420 - 2017 STORM CAPITAL PROJECT FUND 17,184 10,000 743,137 23,074 - Total special revenue 1,295,314 4,502,939 4,652,720 1,573,514 16,496,337
ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 2,357,691 3,068,546 3,058,972 5,654,961 4,309,882 502 - WATER EXPANSION FUND 14,302 23,271 9,349 152,543 920,000 601 - CLMSD UTILITY M & O FUND 3,229,343 3,833,700 3,575,389 6,149,803 4,820,359 602 - CLMSD EXPANSION FUND 489,377 7,981 5,874 1,060 1,020,000 606 - CLMSD ASSMNT DIST 2017-1 FUND 75,129 67,031 65,104 220,539 244,805 Total enterprise 6,165,842 7,000,529 6,714,688 12,178,906 11,315,046
INTERNAL SERVICE FUNDS
701 - RISK MANAGEMENT FUND - - - 969,729 1,088,229
FIDUCIARY FUNDS
705 - RDA OBLIGATION RETIREMENT FUND 1 282,844 256,462 244,300 429,433 496,675 801 - OPEB AGENCY FUND 2 144,597 154,387 152,968 471,564 - Total fiduciary 427,441 410,849 397,268 900,997 496,675 Total $ 14,936,927 $ 18,825,050 $ 18,826,010 $ 22,308,188 $ 37,504,772 1 2 Agency funds do not recognize revenues or expenses but rather additions and deductions. * Does not inlcude transfers out
Fiscal Year 2025-26
Expenditure Summary by Fund
This is a private purpose trust fund which does not recognize revenues or expenses but rather additions and deductions.
ATTACHMENT 3
City Manager’s Budget Message
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City Manager’s Budget Message
The fiscal year 2025/26 budget represents a pivotal moment for the City of Lakeport—one that balances the achievements of the past year with an honest recognition of the financial pressures that lie ahead. While Lakeport remains fiscally responsible and committed to advancing community priorities, it does so amid growing economic constraints that demand continued vigilance, creativity, and collaboration.
If one central theme defines this year’s budget, it is the rapid acceleration of fixed costs outpacing revenue growth.
In particular, insurance premiums and pension obligations have risen at an unsustainable rate. General liability and property insurance costs have doubled over the past five years, and pension obligation payments, already significantly higher than just one year ago, are expected to double again over the next five years. This escalating cost structure places increasing pressure on the City’s ability to maintain current service levels without new sources of sustainable revenue.
On the revenue side, growth remains largely flat. Although there have been modest recent gains in sales tax revenue—driven by the addition of new retailers like Marshall’s and Tractor Supply, and a strengthening restaurant sector—this core revenue source remains highly volatile. Sales tax makes up two-thirds of Lakeport’s General Fund and approximately 20% of that derives from retail fuel sales, which face long-term threats due to California’s transition away from gas-powered vehicles. Compounding this risk is a broader shift in consumer behavior away from taxable goods toward untaxed services and experiences. These factors present long-range challenges to the stability of Lakeport’s revenue base.
Despite these fiscal headwinds, the City continues to make progress on major infrastructure, public safety, and community engagement initiatives. Several of the City's key goals for FY 2025/26 focus on maintaining momentum in capital project delivery, enhancing law enforcement staffing strategies, and sustaining community engagement and communication.
KEY GOALS FOR FISCAL YEAR 2025/26
• South Lakeport Water Resiliency & Fire Suppression Project: Finalize design, annexation adjustments, and funding strategies—together with the County—to extend a reliable water main and fire-hydrant network along the South Main Street/Soda Bay Road corridor.
• Maintain a Fully Staffed, Community-Focused Police Department: Continue academy sponsorships, leadership development, and the over-hire of a single officer to absorb training-cycle vacancies and ensure consistent patrol coverage.
• Complete 2024 Water & Sewer Main Replacements: Finish the multi-year project now more than halfway done, delivering two miles of new water main and one mile of new sewer main, while coordinating roadway restorations above the upgraded utilities.
• Advance the Pavement Management Program: Execute Fiscal Year 2025/26 street projects—including rehabilitation of corridors impacted by utility work, preparation of micro surfacing bid documents, and development of a five-year neighborhood chip-seal schedule—to extend pavement life cost-effectively. • Expand Public Outreach & Transparency: Implement next-phase actions in the Communications Strategic Plan to increase attendance at Council meetings, publish regular project updates, and provide clear, accessible information across multiple media platforms. • Establish the Lakeport Community Council: Formalize bylaws, secure nonprofit status, and launch a collaborative structure that empowers local civic and nonprofit partners to program events, activate public spaces, and strengthen Lakeport’s sense of place.
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These targeted objectives balance infrastructure renewal, fiscal prudence, and community well-being—positioning Lakeport to navigate economic uncertainty while continuing to make measurable progress on the priorities residents value most.
2024-25 FISCAL YEAR IN REVIEW
As we reflect on the 2024–25 Fiscal Year, the City of Lakeport continues to demonstrate that even small cities can achieve big results through teamwork, innovation, and a deep commitment to community. Guided by the Lakeport City Council’s priorities and supported by a dedicated staff, the City advanced key infrastructure projects, strengthened public safety services, supported community and economic development, and expanded recreational and public engagement efforts. These accomplishments are a testament to what can be achieved when local government works in partnership with its residents and regional partners.
Here are some of the most notable achievements:
Major Infrastructure Upgrades—Water, Sewer, and Streets:
The City completed major components of the $8 million Water and Sewer Main Replacement Project, including improvements on Lakeport Boulevard, Martin Street, and K Street, with additional work planned on Lakeshore Boulevard and Armstrong Street in 2025. These long-term investments will ensure safe and reliable utility services for decades to come. In parallel, pavement rehabilitation efforts continued with the successful repaving of Green, Sayre, and Loch Streets and chip seal treatment of the Del Lago neighborhood. Sidewalk gap closures and ADA upgrades were also completed throughout South Main Street, with future work planned to improve pedestrian crossings and bikeways citywide.
Public Safety—New Leadership and Expanded Community Services:
The Lakeport Police Department underwent a smooth leadership transition with the appointment of a new Chief of Police, supported by the implementation of an internal leadership program and a formal Sergeant training program.
Key programs such as the School Resource Officer, K-9 program, and the Downtown Business Liaison Officer were not only maintained but enhanced through regional partnerships and targeted community policing strategies. Crisis Response operations continued through the City's partnership with the Lake County Family Resource Center, and planning is underway to launch additional co-responder initiatives in the coming fiscal year.
Retail and Economic Revitalization:
Lakeport made substantial progress in revitalizing long-dormant commercial sites. Tractor Supply opened at the former KMART site in May 2024, with Marshall’s opening in November of 2024. The City also worked closely with the new ownership group at Vista Point Shopping Center, partnering on a master planning effort with Lake County Tribal Health and preparing for the demolition of blighted structures to make way for a new medical-retail campus.
Several new small businesses—such as Alley Grill, RSA+ Engineering, and Arti Café—opened this year, bringing renewed energy to the local economy.
Housing Development and Planning Progress:
The City laid significant groundwork for expanding affordable housing. Construction is expected to begin in Summer 2025 on the Parkside Apartments project, bringing 64 units of affordable housing to Lakeport. In addition, two Tribal housing rehabilitation efforts were supported and five short-term rental projects were permitted. On the planning side, the City completed a Navigation Center Feasibility Study, helped establish the Lake County Housing Trust Fund in coordination with regional partners, and advanced the Housing Services Plan and Housing Conditions Survey.
Community Engagement and Public Events:
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The City took important steps to strengthen its community connections. A new Lakeport Community Council is forming with strong volunteer support, and events such as the Memorial Day Celebration and Christmas Tree Lighting were carried out in collaboration with community groups. The City’s downtown and waterfront event venues—particularly Xabatin “Big Water” Park and Silveira Community Center—served as hubs for community gatherings. These facilities hosted a variety of events including movie nights, expos, and meal service programs that supported both recreation and community care.
Strengthening Our Workforce:
Recruitment and retention remained a top priority. The City completed 11 recruitments, resulting in 8 new hires and processing over 130 applications. A strong internal branding campaign was launched, including a new mission and vision statement, social media templates, and a robust photo and video library. A citywide employee communications calendar was also implemented to promote internal engagement. In labor relations, new contracts were finalized with the Lakeport Employees Association and unrepresented management staff.
Recreation and Parks Investments:
Xabatin Park continued to emerge as a centerpiece of the community, drawing families and visitors for recreation and events. Investments in HVAC and electrical improvements at the Silveira Community Center were completed, and CDBG funds were secured for ADA and restroom upgrades to enhance accessibility. The City also supported new recreational programming initiatives through the formation of the Lake County Recreation Agency, which aims to expand youth opportunities and develop long-term regional facilities like a recreation and aquatic center.
Utility Modernization and Systems Upgrades:
Numerous utility system enhancements were made, including the conversion of gas chlorination systems to safer liquid alternatives and the replacement of activated carbon at the surface water treatment plant. Emergency backup generators were installed at key water facilities, and a citywide lead service line inventory was completed in compliance with new regulations. The City also moved forward with design and siting location for the Scotts Creek Well Replacement Project.
Technology and Transparency:
The City continued modernizing operations through implementation of OpenGov online permitting and licensing platforms. This allows residents, businesses, and contractors to conduct permitting, reporting, and payment functions online. Features like electronic plan submittal, “report a concern” portals, and automated procurement workflows have streamlined operations and improved transparency across departments.
Studies, Compliance, and Regional Planning:
The City continued to pursue thoughtful planning to guide future investments. Major studies completed or underway include the Active Transportation Plan, Water and Sewer System Master Plan, Emergency Operations Plan Update, and Local Hazard Mitigation Plan. A new Time and Effort Accounting system was implemented to help track grant compliance and improve cost recovery.
Together, these accomplishments reflect the City of Lakeport’s continued commitment to building a sustainable, vibrant, and inclusive community. Despite the challenges of limited revenue growth, inflationary pressures, and regulatory uncertainty, the City has remained focused on delivering core services while positioning itself for longterm resilience. We thank the City Council, City staff, and community members for their unwavering dedication, and we look forward to continued progress in the year ahead.
BUDGET YEAR 2025/26 FINANCIAL HIGHLIGHTS
[Section to be updated following June 17th Budget Workshop] Consider adding the following charts—
• General Fund Revenue Breakdown Pie Chart
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• General Fund Revenue Bar Chart with Expenditure Line Chart Overlay • Unfunded Liability Escalating Cost Chard
• General Fund Reserve Historical Chart
I am pleased to present a budget for FY 2025/26 that, despite significant financial constraints, maintains a structurally balanced position while continuing to support key Council priorities and community services. However, the outlook is tightening.
The most pressing challenge facing the City of Lakeport is the steep rise in fixed operating costs—particularly in insurance, pensions, and medical benefits—which are climbing at a pace far beyond that of the City’s revenue growth. This year alone, pension obligations have doubled compared to the prior year, and insurance premiums have doubled over the past five years. Forecasts suggest that these obligations will continue to rise sharply, creating increasing fiscal strain over the mid-term horizon.
Sales tax, Lakeport’s largest and most volatile revenue stream, comprises approximately two-thirds of General Fund revenue and remains vulnerable to market conditions and structural shifts in consumer behavior. Although recent quarters have seen slight to moderate growth—due in part to the opening of new big-box retailers and a resurgence in the restaurant sector—long-term projections remain concerning. A growing consumer trend toward untaxed services and California’s transition away from gas-powered vehicles (fuel sales alone account for 20% of total sales tax) threaten this revenue source’s stability.
In response to these pressures, the City continues to maintain strong General Fund reserves. The current reserve level is nearly 100% of annual General Fund expenditures—a testament to years of prudent financial management.
This budget proposes the use of approximately $350,000 in reserve funds to support important one-time capital projects, particularly those tied to grant leverage. However, these expenditures are expected to be backfilled by carryover from FY 2024/25, maintaining the integrity of the reserve position.
The City's aggressive pursuit of grant funding continues to serve as the primary vehicle for delivering large-scale capital improvements. The City is currently administering over $10 million in grants—including CDBG-DR and PLHA funds—associated with the 64-unit Parkside Apartments project. This budget also supports the implementation of $1.2 million in ADA and restroom improvements at the Silveira Community Center, funded through CDBG Mitigation Resiliency grants. Additional planning documents, such as the Active Transportation Plan and Forbes Creek Drainage Study, are being leveraged to apply for competitive state and federal funding opportunities.
Law enforcement remains a core service priority. The FY 2025/26 budget supports the Police Department’s full staffing goal, with continued investment in the academy sponsorship model and the authorization of one additional officer position to mitigate the delayed timeline between cadet hiring and full street-readiness. While this results in a budgeted shortfall on paper, staff does not anticipate actual deficit spending due to expected attrition.
The City’s enterprise funds—water and sewer—are in a more stable position, supported by recent rate adjustments and a $5.9 million bond issuance to address long-term capital needs. The water utility will complete nearly two miles of line replacement along with well and treatment improvements, while the sewer fund will support main replacements and I&I control projects through cash funding.
Looking ahead, the City is committed to maintaining fiscal sustainability by reviewing fee structures, implementing gradual rate increases where needed, and exploring new revenue-generating opportunities such as hotel development and downtown retail enhancement. These proactive strategies are essential to ensure that Lakeport can continue to deliver essential services and invest in infrastructure despite the growing pressure from rising fixed costs.
Though the fiscal landscape remains complex, the FY 2025/26 budget continues to reflect the City’s core values— sound stewardship, community investment, and resilience in the face of economic uncertainty. 5 | Page
FISCAL YEAR 2025/26 PROJECTS AND GOALS
As highlighted in the introduction, increased costs are outpacing revenues, which have remained stagnant for the past few years and are only projected to increase at a minimal rate over the next couple of years. This has limited the City’s ability to include new projects in the current fiscal year budget. Our primary focus for this year, similar to last year, will be on completing previously budgeted capital improvement projects and the aggressive pursuit of available grant funding opportunities to address unfunded needs. Despite the constraints, our commitment to strategic planning remains crucial in ensuring the efficient allocation of limited resources to address capital improvement needs.
The City Council has developed seven (6) key priority areas to further focus monetary and staff resources. These priority areas are outlined more comprehensively on page 14 of this document and are listed here:
• Public Safety and Crisis Response
• Disaster Resiliency
• Good Governance and Fiscal Stability
• Capital Infrastructure Improvement
• Safe, Sustainable & Attractive Neighborhoods
• Economic Development
My job as City Manager is to implement programs, activities, and directives to further progress in these established City Council priority areas. Department heads have tailored their individual goals for this budget year with these priorities in mind and structured their budgets accordingly. Many of the proposed projects scheduled for this year build upon endeavors already begun; all of them aim to address at least one (1), if not several of the City Council priority areas outlined above. A short analysis follows showing how proposed departmental goal’s aim to further each of the stated priority areas.
Public Safety and Crisis Response. The City Council’s adopted objectives for Public Safety and Crisis Response emphasize the continued attraction, retention, and training of high-quality law enforcement professionals; the need to address homelessness, mental health, and substance use concerns through compassionate and effective interventions; and the promotion of evidence-based community policing strategies. The FY 2025/26 goals identified by the City of Lakeport advance these objectives by focusing on personnel development, strategic partnerships, programmatic expansion, and critical equipment investments.
Sustaining Community Policing through Officer Retention and Development At the foundation of Lakeport’s approach to public safety is its strong commitment to community policing.
Maintaining and strengthening the relationships between police officers and the community they serve is essential for building trust, improving public safety outcomes, and ensuring responsive, localized law enforcement. To achieve this, the City will continue to prioritize officer retention and recruitment through flexible hiring practices, including the sponsorship of cadets through academy training.
In parallel, the City is enhancing internal department support systems that promote long-term retention by investing in professional development and leadership growth opportunities. These strategies are designed not only to ensure continuity of service and institutional knowledge within the department but also to foster a work environment that encourages officers to build careers—and roots—within the Lakeport community.
Succession Planning and Leadership Strengthening
In an evolving law enforcement landscape, preparing the next generation of police leadership is vital. This year, the City will explore new approaches to succession planning and leadership development that align closely with the department’s core strategies and community policing philosophy. This includes identifying and cultivating internal talent, implementing mentorship programs, and expanding access to supervisory training. By investing in these 6 | Page
efforts, the City aims to build a resilient and forward-looking department that remains adaptive and communityfocused well into the future.
Advancing Co-Responder Partnerships to Address Crisis Response Recognizing the increasing demand for mental health and crisis response services, the City will continue its development of a co-responder partnership with a behavioral health provider. This collaborative model pairs law enforcement with trained mental health professionals to respond jointly to crisis situations. The goal is to de-escalate encounters, connect individuals to appropriate care, and reduce repeat calls for service related to homelessness, mental illness, and substance use.
In addition to improving crisis response, this partnership will allow officers to better focus on their core public safety responsibilities while ensuring individuals in crisis receive more specialized care. These efforts reflect the City’s broader strategy to promote public safety through a coordinated, compassionate, and health-informed response model.
Strengthening Operational Programs and Community-Based Policing The City will maintain and expand several critical operational programs that support both internal department functions and external community engagement. These include the School Resource Officer program, investigative functions, and the continued implementation of evidence-based community policing initiatives. These efforts not only promote safety in schools and neighborhoods but also reinforce the department’s commitment to working sideby-side with residents to solve problems and build safer, stronger neighborhoods.
Through these programs, the City continues to emphasize public safety approaches that are proactive, transparent, and rooted in the principles of fairness and equity.
Investing in Equipment and Infrastructure
Reliable tools and updated infrastructure are essential for maintaining officer readiness and operational efficiency.
This fiscal year, the City will initiate a structured replacement cycle for fleet vehicles and essential equipment such as in-car cameras, patrol rifles, and other key gear. This proactive approach ensures that the department’s tools remain modern, functional, and aligned with evolving safety standards.
Beyond supporting day-to-day field operations, these investments also enhance officer safety, improve transparency and accountability, and reinforce the City’s long-term commitment to maintaining a well-equipped police force capable of meeting today’s and tomorrow’s challenges.
Together, the City’s FY 2025/26 goals represent a coordinated and comprehensive effort to further the Council’s public safety priorities. By focusing on people, partnerships, programs, and infrastructure, the City of Lakeport continues to strengthen its public safety foundation and ensure that all residents feel safe, heard, and supported in their community.
Disaster Resiliency. The City Council’s adopted objectives for Disaster Resiliency prioritize reducing hazard vulnerabilities, enhancing preparedness, strengthening emergency response capabilities, and supporting long-term recovery. In Fiscal Year 2025/26, the City of Lakeport will continue advancing these objectives through targeted capital improvements, expanded utility maintenance, and active participation in regional emergency planning efforts.
South Lakeport Regional Water Resiliency and Fire Suppression Project One of the City’s highest disaster mitigation priorities is the continued partnership with the County of Lake on the South Lakeport Regional Water Resiliency and Fire Suppression Program. This multi-phase project seeks to install a critical network of fire hydrants along the South Main Street/Soda Bay Road corridor, extending to the Manning Creek Bridge. These improvements will provide vital fire suppression infrastructure in a historically underserved, 7 | Page
high-risk area. As part of this effort, the City has submitted a revised annexation application to Lake LAFCO that narrows the boundary to properties that have indicated a need and willingness to connect to municipal water— many of which currently depend on small, State Water Board-regulated systems that lack adequate fire flow capacity. The project significantly strengthens the City's mitigation and response capabilities while enhancing overall water reliability for both residents and emergency responders.
Silveira Community Center Resiliency Improvements
To support both emergency response and long-term recovery efforts, the City is advancing the revitalization of the Silveira Community Center. The facility’s adaptable layout and central location make it an ideal neighborhood-level disaster resource center—capable of serving as a staging site, shelter, or emergency coordination hub during largescale incidents. In FY 2025/26, the City will complete an RFP process to secure an operator for the facility and implement critical ADA upgrades to restrooms and building access. These enhancements will ensure the facility is safe, accessible, and operational during emergencies, while establishing a sustainable model that supports yearround community use without increasing financial strain on the City.
Regional Planning and Hazard Mitigation Implementation
Cooperation with regional partners—including the County of Lake and the City of Clearlake—remains essential to improving disaster preparedness and interjurisdictional coordination. In the coming year, Lakeport will continue participating in the development of a Countywide Evacuation Plan and will work to implement priority actions identified in the recently updated Local Hazard Mitigation Plan. These efforts will improve the City’s ability to respond to a variety of hazards, from wildfire to flood events, while securing eligibility for future state and federal funding. The City remains committed to seeking grant support for key infrastructure projects that advance long-term mitigation objectives.
Infrastructure Maintenance and Operational Resilience
A resilient community depends on reliable utilities. In FY 2025/26, the City will continue to streamline preventative maintenance of its core water and wastewater systems. This includes hydrant servicing, valve exercising, and inflow and infiltration (I&I) investigations to reduce system stress and enhance performance during emergency conditions.
Ongoing maintenance of treatment and distribution facilities further safeguards critical services and supports rapid restoration during disaster recovery efforts.
Together, these initiatives reflect Lakeport’s comprehensive and proactive approach to disaster resiliency. Through coordinated planning, facility improvements, and infrastructure investment, the City is building the capacity to withstand, respond to, and recover from future emergencies—creating a safer, more secure community for all residents.
Good Governance & Fiscal Responsibility. The City Council's approved objectives for Good Governance & Fiscal Responsibility emphasize fostering fiscal discipline, streamlining services through technology, ensuring quality and efficient service delivery, and promoting inclusive civic engagement. The FY 25/26 goals reflect a continued commitment to these priorities, focusing on internal operational improvements, strategic communication, transparent financial practices, and the advancement of community partnerships.
Strengthening Transparency and Public Engagement
The City will continue implementing its Communications Strategic Plan with a focus on timely, transparent, and accessible information sharing. Key efforts will include monthly updates on major initiatives and increased public participation in City Council meetings. Staff will also expand use of pre-developed content and automated scheduling tools to increase efficiency and consistency across the City’s digital platforms. These communication efforts support the Council’s goal of keeping residents informed and engaged while strengthening trust in local government.
The City will also continue to support the development of the Lakeport Community Council, a collaborative civic engagement initiative aimed at uniting nonprofits and community groups under a shared vision. By fostering the 8 | Page
continued success of community events like the Memorial Day Celebration and the Xabatin Christmas Tree and Boat Parade, the City will help build community identity and increase resident participation in civic life. FY 25/26 efforts will prioritize formalizing the Community Council as a nonprofit organization and developing bylaws to support longterm sustainability.
Organizational Health, Recruitment, and Retention
Attracting and retaining a high-performing workforce remains a central goal. The City will to support the transition of a new Finance Director and finalize negotiations with the Lakeport Police Officers Association. FY 25/26 will also include the implementation of marketing strategies developed by an outside firm, aimed at highlighting the benefits of working for the City and supporting broader employee recruitment efforts. Internally, the City will expand communication regarding employee achievements and well-being initiatives to promote a culture of appreciation and transparency.
Succession planning will continue to be a core component of long-term organizational stability. Staff will build on prior efforts by investing in leadership development, formalizing department-specific procedures manuals, and maintaining a strong focus on staff training and professional growth. These efforts enhance the City’s ability to deliver consistent and high-quality services, even amid staffing transitions.
Technology and Operational Improvements
A significant operational goal for FY 25/26 is the completion of the City’s conversion to a cloud-based shared network. This system will improve internal efficiencies, enhance staff access to data and documents across departments, and provide operational resiliency during emergency situations. These upgrades will help ensure that the City’s core services remain reliable, secure, and responsive.
Efforts to improve facility operations will also continue. The City will work to secure a third-party operator for the Silveira Community Center, a key community space. FY 25/26 objectives include refining rental and access processes, implementing automated booking systems, and supporting the Center’s role in community programming through administrative and policy development support. These actions reinforce the Council’s commitment to maintaining quality public spaces while ensuring financial and operational sustainability.
Financial Stewardship and Fee Transparency
The City will implement the findings of its comprehensive cost of service study to ensure that City fees are fair, transparent, and reflective of the actual costs associated with service delivery. This effort supports the City’s commitment to fiscal stewardship while maintaining a business-friendly environment that encourages private investment and growth. These efforts will be essential to ensuring that Lakeport remains financially stable while offering high-quality public services.
Together, these goals reflect the City’s comprehensive approach to fiscal responsibility and responsive governance.
By aligning operations, technology, communication, and community engagement efforts, the City of Lakeport continues to build a transparent, inclusive, and resilient municipal organization prepared to meet both current and future challenges.
Capital Infrastructure Improvement. The City Council’s approved objectives for Capital Infrastructure Improvement emphasize the importance of prioritizing key infrastructure projects, aggressively pursuing diverse funding sources, and developing project readiness to ensure long-term community sustainability. The goals set forth for Fiscal Year 2025/26 reflect these objectives through the continuation and expansion of several high-impact capital projects across the City’s water, sewer, transportation, and public safety infrastructure.
Water and Sewer Capital Improvement Project Execution
One of the City’s most significant efforts in recent years—the 2024 Water and Sewer Main Line Replacement Project—will move into its final phases during FY 25/26. With over 50% of construction completed in the previous 9 | Page
fiscal year, the upcoming work will see through the replacement of nearly two miles of aging water main and one mile of sewer main throughout Lakeport. These upgrades are critical to ensuring long-term system reliability and reducing the risk of service interruptions or failures. By strategically pairing infrastructure rehabilitation with surface improvements on key road segments, the City continues to maximize the value of its capital dollars. This $8 million investment reflects a proactive and fiscally disciplined approach to addressing core infrastructure needs.
Additionally, staff will complete the engineering and design work for a new municipal well along the Scotts Creek corridor. This project will replace aging infrastructure and help secure a more resilient potable water supply for the City, especially in the face of persistent drought cycles and regional water system vulnerabilities.
Pavement Management Program Expansion
The City will continue to build upon the foundation of its multi-year Pavement Management Program by executing a robust set of projects during FY 25/26. These include the rehabilitation of Lakeport Boulevard, Martin Street, and Lakeshore Boulevard—arterial corridors that were directly impacted by the utility trenching associated with the 2024 Water and Sewer CIP.
Additionally, design work will be completed for micro surfacing projects on North High Street (Clear Lake Avenue to Lakeshore Boulevard), Charlie Jolin Way, and Parallel Drive (City Limits to Lakeport Boulevard). Micro surfacing is a cost-effective preservation treatment that extends the service life of roadways and minimizes the need for more extensive reconstruction. Finally, the City will complete the planning phase for a five-year neighborhood chip seal program, with implementation set to begin the following fiscal year. This localized focus demonstrates the City’s commitment to preserving neighborhood quality of life and managing long-term pavement condition in a strategic, affordable manner.
Capital Planning and Project Readiness
FY 25/26 will also include significant advancements in the City’s capital project planning and prioritization efforts.
Staff will update the 10-Year Capital Improvement Plan for water and sewer infrastructure, incorporating key recommendations and system needs identified through the recently adopted Master Plans. This update will ensure alignment between long-term planning and annual budgeting, strengthening the City’s ability to develop project readiness and secure state and federal grant funding.
In transportation planning, the City will complete the design phase of the long-anticipated Lakeport Boulevard Extension (Phase I), from South Main Street to Larrecou Lane. This critical project has regional transportation and economic development implications and its advancement through the design phase moves it one step closer to implementation, positioning the City for future construction funding opportunities.
Police Department Equipment and Fleet Modernization
Maintaining reliable and safe public safety infrastructure is a critical component of the City’s capital investment strategy. In FY 25/26, the Lakeport Police Department will complete the first year of a structured replacement cycle for essential fleet and equipment. This includes patrol vehicles, in-car camera systems, patrol rifles, and other mission-critical gear. A systematic approach to replacement planning reduces the long-term cost burden of reactive purchases and ensures that law enforcement personnel have the tools they need to effectively serve the community.
Together, these initiatives represent a strong continuation of the City’s commitment to responsible capital planning, funding diversification, and infrastructure resilience. By advancing shovel-ready projects, prioritizing investments in aging systems, and developing multi-year implementation strategies, the City of Lakeport is working diligently to meet the infrastructure needs of today while preparing for the challenges of tomorrow.
Safe, Sustainable & Attractive Neighborhoods. The City Council’s policy priority area of Safe, Sustainable, and Attractive Neighborhoods focuses on expanding housing options, improving community health and housing quality, 10 | Page
preserving natural spaces, and fostering a sense of place through public engagement, recreation, and environmental stewardship. The City’s FY 25/26 goals actively support these objectives through a variety of initiatives aimed at improving the overall quality of life for Lakeport residents.
Community Identity Through Civic Engagement
The City will continue advancing the development of the Lakeport Community Council—an umbrella nonprofit intended to unite local civic groups, nonprofits, and service clubs around a shared mission of activating public spaces and enhancing community life. Building on the success of events such as the Memorial Day Celebration and the Xabatin Christmas Tree and Boat Parade, the City will assist in forming the legal and organizational structure of this new nonprofit and support the development of bylaws that foster long-term sustainability and shared governance.
This initiative promotes increased civic participation and community-led activation of parks and downtown spaces, fostering a stronger sense of identity, belonging, and collective stewardship.
Expanding Parks and Recreation Programming
As part of a long-term vision to increase access to parks and recreational opportunities, the City will begin development of a Recreation Program Master Plan. This plan will prioritize activating existing park facilities, expanding youth-oriented programming, and identifying sustainable staffing and funding strategies to support longterm program success. In FY 2025/26, efforts will focus on foundational planning and strengthening regional partnerships. The City will continue to work with the Lake County Recreation Agency on the development of a future regional aquatic center and expand its collaboration with the County of Lake Public Services Department to enhance the availability of youth recreational programming within Lakeport. Complementing these efforts is the ongoing refinement of operations at the Silveira Community Center, where the City will work to secure a third-party facility manager and streamline rental and booking systems—ensuring this important public space remains affordable, accessible, and well-utilized by the community.
Investing in Neighborhood Housing and Revitalization
Ensuring safe and affordable housing remains a cornerstone of the City’s commitment to neighborhood livability. In FY 25/26, the City will implement a strategic plan for its Housing Services Program, with a focus on re-establishing an owner-occupied housing rehabilitation program using Community Development Block Grant (CDBG) funds. This effort will improve the quality of the existing housing stock, especially for lower-income households, and support long-term affordability and neighborhood stability. At the same time, the City will continue to support the $35 million Parkside Apartments project through active grant administration, infrastructure support, and inter-agency coordination. Once complete, this 80-unit affordable housing development will significantly increase the supply of safe and modern housing options in Lakeport, meeting a core City Council priority.
Public Health, Safety, and Active Living
The City will continue building on cross-sector partnerships that address homelessness and behavioral health in the community. This includes ongoing development of a co-responder model with a behavioral health provider to improve crisis intervention and homeless outreach. By reducing law enforcement burdens and connecting individuals to services earlier, the City aims to improve community health outcomes and reduce chronic instability in public spaces.
To further support health and sustainability, the City will pursue grant funding to begin implementing priority projects from the recently adopted Active Transportation Plan. These projects will focus on improving pedestrian and bicycle access across neighborhoods, schools, and commercial areas, promoting safe and active transportation options for all residents while reducing vehicle dependency.
Together, these efforts reflect a comprehensive approach to neighborhood sustainability—one that balances physical infrastructure, community identity, housing quality, and social well-being. By leveraging partnerships, focusing on inclusive civic engagement, and maintaining a long-term commitment to improving parks, housing, and public safety, the City of Lakeport continues to cultivate neighborhoods that are not only safe and functional but vibrant and welcoming for all.
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Economic Development. The City Council’s policy priority area of Economic Development emphasizes the importance of participating in regional initiatives, supporting business retention and attraction, and enhancing the historic downtown and lakefront area. The goals for fiscal year 25/26 are aligned with these objectives and reflect a strategic, proactive approach to revitalizing Lakeport’s commercial corridors, enhancing the visitor experience, and supporting long-term economic resilience.
Retail Growth and Commercial Revitalization
Lakeport will continue its strong partnership with The Retail Coach to build on recent momentum in retail growth.
The City will prioritize filling remaining vacancies at the Marshall’s and Tractor Supply complex, support the Lake County Tribal Health Consortium’s revitalization of the Vista Point Shopping Center into a regional medical and commercial hub, and provide targeted market assistance to the Lakeport Hub development. These efforts are complemented by retail retention strategies to ensure that existing businesses remain competitive and resilient.
Together, these initiatives demonstrate Lakeport’s commitment to expanding retail opportunities, reducing commercial vacancies, and strengthening its sales tax base.
Downtown and Waterfront Activation
Increasing pedestrian activity and economic vitality in the downtown and waterfront districts remains a top priority.
The City will pursue several placemaking and marketing strategies to accomplish this goal. Key initiatives include updating and publicizing the City’s vacant commercial property listings, drafting a vacant building registration program and first-floor retail ordinance, and applying for grant funding to install improved wayfinding signage. In parallel, staff will work with community partners to develop design guidelines for the downtown historic district to promote aesthetic cohesion and enhance the district’s appeal as a visitor destination. These strategies are intended to make Lakeport’s commercial core more attractive and navigable for residents, businesses, and tourists alike.
Tourism Development and Hospitality Expansion
Lakeport will continue to strengthen its role in the Lake County Tourism Improvement District (TID) and contribute to collaborative efforts to boost regional tourism. The City will expand marketing efforts designed to increase overnight visitation and lay the groundwork for future hospitality investment. As part of this strategy, Lakeport will continue to explore the development of a waterfront hotel at the Dutch Harbor property (910 North Main Street) while engaging existing waterfront hotel and resort operators to identify reinvestment opportunities. These actions aim to enhance the City’s hospitality offerings and maximize the economic potential of its lakefront location.
Leveraging Regional Planning and Federal Funding Opportunities The recent completion of the Lake County Comprehensive Economic Development Strategy (CEDS) creates new opportunities for Lakeport to pursue federal U.S. Economic Development Administration (EDA) grant funding. The City will work to align key infrastructure and economic development projects—such as a downtown/lakefront Wi-Fi district, improved business tools, and enhanced wayfinding signage—with the CEDS framework to make them more competitive for grant support. These projects are designed to create a more connected, user-friendly, and businessready environment across Lakeport’s commercial zones.
Public-Private Partnerships and Innovation
The City will also continue collaboration with the Clear Lake Environmental Research Center (CLERC) to establish a publicly accessible environmental resource center within the historic Lakeport Carnegie Library Building. This project reflects the City’s focus on adaptive reuse, sustainability, and the role of public-private partnerships in revitalizing historic assets. The center will serve as both an educational destination and a research hub, attracting visitors and reinforcing Lakeport’s commitment to environmental and economic innovation.
Entrepreneurial Support and Local Business Tools
To complement its retail attraction efforts, the City will support local entrepreneurs by developing a franchise business toolkit, helping small business owners explore scalable opportunities. Additionally, the City will assist businesses in identifying emerging retail and service trends, helping them expand operations and adapt to shifting consumer demands. These efforts reflect Lakeport’s commitment to fostering a supportive, business-friendly environment where local enterprise can thrive.
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Through targeted investment in commercial revitalization, tourism development, placemaking, and small business support, the City of Lakeport’s FY 25/26 goals align strongly with the Council’s economic development priorities.
These initiatives are designed to enhance the city’s commercial vitality, attract new investment, and reinforce Lakeport’s identity as a welcoming, dynamic place to do business, shop, and visit.
CAPITAL PROJECTS AND STUDIES
Several of the large scheduled projects for this upcoming year have been discussed in the previous section but many others are also budgeted this year. A comprehensive listing of background projects is listed here:
Capital Projects:
• Martin Street (Main to Bevins) Pavement Rehabilitation Project • Lakeshore Boulevard (Giselman to Lange) Pavement Rehabilitation Project • Silveira Community Center ADA & Restroom Upgrade Project • Forbes Creek Headwall Repair
• Hartley Storm Drain Replacement
• Green Ranch Well Rehabilitation
• Sodium Hypochlorite Upgrade Project (Water & Wastewater Treatment Facilities) • K Street Lake Intake, Martin & C Street Lift Station Permitter Fencing Upgrades • Seventeenth Street Alley Water Main Upsize
• Hydro Vac Trailer
• Leak Detection Device
• Pick Up Truck Purchase (Diesel Utilities Vehicle Replacement) • Wastewater Treatment Plant Floor Replacement
• ATV Replacement for Wastewater Treatment Plant
• Rec Desk Software Purchase
• South Main Street Pavement Rehabilitation Project (Lakeport Boulevard to First Street) [90% Complete] • Water & Sewer Main Replacement (Lakeport Blvd., Martin St. & Lakeshore Blvd.) [90% Complete] In addition to capital improvement projects, the 2025/26 fiscal year budget includes investment in several project studies and other endeavors that are critical to the achievement of the City’s goals and broader quality of life improvement objectives. Many represent the starting point for future capital projects. Some of these projects are noted here:
General Projects/Studies, Engineering and Support for City Council Objectives:
• Lakeport Boulevard (S. Main to Larrecou) Pavement Rehabilitation and Pedestrian Improvement Design • Micro Surfacing Pavement Rehabilitation Project Design and Engineering: High Street (Main Street to Geiselman Street), Charlie Jolin Way, Parallel Drive (Highway 175 to Lakeport Boulevard) • Tenth Street Storm Drain Upgrade & Sidewalk Project Desing & Environmental • Safe Routes to School Project Study Report for Lakeshore Boulevard Sidewalk Project • Water Master Plan Update
• Sewer Master Plan Update
• Water/Sewer Rate Study
• Comprehensive Fee Study
• Housing Program Services Strategic Plan
• General Plan Update
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• Citywide Sidewalk Audit
• Wastewater Treatment Plant Expansion Study
• ADA Update Study
• South Lakeport Regional Water Resiliency & Fire Suppression Project Design • Regional Transportation Plan Update (in conjunction with Lake APC) • Countywide Evacuation Plan (in conjunction with County of Lake) • Local Hazard Mitigation Plan Update [90% Complete]
• Assist non-profit formation for the Lakeport Community Council • Establishment of an operations budget for the Silveira Community Center to facilitate community rental opportunities
• Funding to augment recreational programming by Lake County Public Services and facilitate recreational program offerings in the City of Lakeport
• for recreational programming to augment in the establishment of a non-profit for the Lakeport Community Council
• Enhanced community communications support
• Ordinance Updates: establish a vacant building registry, sidewalk vending, business license modernization, streamline short-term rental process, modify nuisance abatement procedures, and ADU regulation updates.
LOOKING AHEAD
The Fiscal Year 2025/26 budget reflects both the realities of a constrained financial environment and the City of Lakeport’s commitment to moving forward with purpose and focus. While rising fixed costs—particularly pension obligations and insurance premiums—are placing increasing strain on City resources, this budget sustains core services, supports capital investment, and aligns with City Council priorities in a structurally balanced manner.
Though revenue growth remains modest and dependent on a volatile sales tax base, Lakeport continues to leverage its strengths: a fiscally disciplined reserve, a culture of collaboration, and a persistent pursuit of external funding.
The City’s progress on major infrastructure improvements, housing initiatives, community engagement programs, and public safety investments is a direct result of these strategic efforts.
Looking ahead, the City will remain laser-focused on completing previously funded capital projects, improving operational efficiency, and pursuing grant opportunities to meet unfunded needs. Strategic planning across departments will ensure that limited resources are deployed in a way that maximizes long-term impact—supporting safe neighborhoods, economic growth, reliable utilities, and responsive local government.
But our most valuable asset is not found on any balance sheet—it’s the people who make Lakeport work. The successes of the past year, and the possibilities of the one ahead, are grounded in the dedication of our City staff, the leadership of our City Council, and the active participation of our community.
On behalf of City staff, I offer sincere thanks to our residents, business owners, and regional partners for your resilience, trust, and partnership. To the City Council, thank you for your guidance, your support of professional staff, and your shared commitment to a thriving Lakeport. Together, we will continue to build a vibrant, inclusive, and resilient community for all.
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Respectfully Submitted,
Kevin M. Ingram
City Manager
ATTACHMENT 4
Department Operating Budgets & Goals
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LAKEPORT CITY COUNCIL PRIORITY AREAS
PUBLIC SAFETY & CRISIS RESPONSE
Attraction, Retention & Training of High-Quality Law Enforcement Continue to explore various ways to address homelessness, mental health and substance abuse in our community
Continue to promote community policing strategies
DISASTER RESILIENCY
Pursue preventive measures to reduce hazard vulnerabilities (Mitigation) Build capabilities to manage the impacts of hazards. (Preparedness) Strive to reduce adverse conditions during an emergency. (Response) Work actively to restore areas affected by a disaster (Recovery)
GOOD GOVERNANCE & FISCAL STABILITY
Foster fiscal discipline and fiscal stewardship
Continue to implement processes and technology to streamline to enhance services Ensure quality and efficient service delivery
Provide timely information to residents about City activities, services and programs Increase citizen engagement
Risk Management
Promote activities that advance diversity, equity and inclusion in the community
CAPITAL INFRASTRUCTURE IMPROVEMENT
Properly prioritize capital improvements
Aggressively pursue various sources of funding
Continue to develop project readiness
SAFE, SUSTAINABLE & ATTRACTIVE NEIGHBORHOODS
Pursue wide variety of housing options
Improve quality of existing housing stock
Increase access to parks and recreational amenities
Improve overall community health metrics
Promote community events that foster overall quality of life in the community. Improve access to open space and preserve natural vistas Promote environmental protective measures while highlighting their economic value
ECONOMIC DEVELOPMENT
Promote and participate in regional economic development initiatives Expand and support business retention and attraction efforts Strive to enhance the historic downtown and lakefront area City Manager
The City Manager's Office serves as the central administrative hub of the City of Lakeport, providing strategic leadership, operational oversight, and coordination of municipal programs and services.
Core Departmental Functions:
• Day-to-Day Leadership:
o Provides leadership and direction to all City departments o Manages municipal operations under the guidance of the City Council • Policy Implementation:
o Executes City policies, rules, regulations, and laws
o Coordinates municipal programs and services
• Financial Management:
o Manages the City's financial operations
o Accounts for all revenues and expenditures
o Prepares and administers the City's annual budget
• Customer Service:
o Provides exemplary customer service to the community
o Addresses inquiries, concerns, and requests from residents and stakeholders
• Personnel Management:
o Oversees personnel rules and procedures
o Ensures compliance with state and federal laws regarding personnel matters
The City Manager's Office plays a crucial role in ensuring the effective functioning of municipal government, promoting transparency, accountability, and responsiveness to the needs of Lakeport residents and businesses.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Continue to partner with the County of Lake in the design and development of the South Lakeport Regional Water Resiliency and Fire Suppression program seeking to provide a network of fire hydrants along the South Main Street / Soda Bay Road Corridor to Manning Creek Bridge. Project includes a revised annexation application to Lake LAFCO that reduces the area of annexation considered in 2022 and focuses on properties that have indicated a desire to be served by municipal water from the City of Lakeport, including those existing constrained small private water systems regulated by the State Water Board
2. Maintain a strong commitment to community policing within the Lakeport Police Department. Fundamental to this objective is the retention of police officers and the development of strong relationships within the community. Continue and enhance hiring flexibility practices to sustain staffing levels and community recruitment efforts by sponsoring cadets through the academy. Enhance department support systems to promote professional development, leadership growth, and long-term retention, ensuring effective and respected law enforcement services for Lakeport.
3. Completion of Water/Sewer CIP projects: See through the successful completion of the 2024 Water and Sewer main line replacement project (more than 50% complete in FY 24/25), in the replacement of approximately two (2) miles of water main and one (1) mile of sewer main across the City, ensuring improved infrastructure reliability and service delivery to our residents.
4. Continue progress in enhancing the City’s overall Pavement Management Program by executing the designated 2024/25 roadway capital improvement plan including: 1) pavement rehabilitation of Lakeport Boulevard, Martin St. and Lakeshore Blvd. collector roadways associated with the 2024 Water and Sewer main line replacement project; 2) Drafting design specifications and bid documents for microsurfacing project covering North High Street (from Clear Lake Ave. to Lakeshore Blvd.), Charlie Jolin Way and Parallel Drive (from City Limits to Lakeport Blvd.) economically extending the pavement life of these critical roadway segments; and 3) developing a five-year local neighborhood chip seal program for implementation beginning next fiscal year.
5. Continue the implementation of the City’s Communications Strategic Plan to provide timely, transparent, and accessible information about City activities, services, and programs. Focus on increasing public engagement, including boosting attendance at City Council meetings and delivering monthly updates on key projects and initiatives to keep residents informed and involved.
6. Advance the development of the Lakeport Community Council, a civic engagement organization that unites local nonprofits and civic groups to activate community spaces and host events that foster community identity. Build on the success of collaborative events like the Memorial Day Celebration and Xabatin Christmas Tree and Boat Parade. City efforts should focus on establishing an umbrella nonprofit organization and developing bylaws to support a sustainable, multiorganizational collaboration model.
Intermediate-Term Goals 2-4 years
1. Partner with Retail Coach to expand retail opportunities and reduce vacant commercial properties in Lakeport. Prioritize filling remaining vacancies at the Marshall’s/Tractor Supply complex, support Lake County Tribal Health’s revitalization of Vista Point as a regional medical and retail hub and provide market assistance for the Lakeport Hub development. Additionally, continue offering retail growth support to existing businesses.
2. Enhance the City’s capital improvement planning process and establish sustainable funding strategies for completing listed projects, prioritization improvements to the City’s overall pavement index rating.
3. Develop a Recreation Program Master Plan that prioritizes the activation of existing park facilities and the expansion of youth-oriented activities. The plan should include a clear action strategy for establishing sustainable financing and staffing resources to ensure long-term program success. Utilize the Lake County Recreation Agency partnership to identify and expand funding and resource opportunities that support this initiative.
4. Facilitate the revitalization of the Silveira Community Center by completing an RFP process to secure an operator and implementing ADA upgrades to improve restrooms and accessibility. Ensure the center remains an affordable community space for diverse uses while establishing a financially sustainable model that covers operational costs.
Long-Term Goals 5+ years
1. Sustain citywide salary competitiveness and cultivate a culture of ongoing professional development, prioritizing employee well-being to prevent burnout.
Additionally, implement robust succession planning strategies to ensure seamless transitions and continuity of operations across key positions within the organization.
2. Establish a continual and systematic review of revenue sources to ensure the City’s long-term sustainability and viability. This includes actively seeking new revenue opportunities, evaluating existing sources for operational efficiencies, and implementing risk management strategies to minimize financial exposure and revenue losses.
3. Initiate regular meetings with key community organizations and stakeholders, with a focus on fostering collaboration and engagement with underrepresented segments of the Lakeport community, particularly emphasizing outreach to the Big Valley and Scotts Valley Tribal Governments, Lakeport Unified School District, Mendocino College, Lake County Behavioral Health, and Health service providers:
Lake County Tribal Health, Sutter Health and Adventist Health.
4. Continue to support Cal Cities activities aimed at maintenance of local control, pursue reforms to misdemeanor enforcement of retail theft, and defend against the implementation of statewide unfunded mandates.
5. Actively see the implementation of programs, technology and education aimed at improving civic engagement in the community. City Manager
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Legislative
No. 1010
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 107,827 112,646 140,132 98,961 132,188 132,188 137,394 142,826 501 WATER UTILITY M & O FUND 16,098 16,602 19,000 18,131 19,200 19,200 19,956 20,745 601 CLMSD UTILITY M & O FUND 16,098 16,602 19,000 19,422 19,000 19,000 19,748 20,529 Total Resources 140,023 145,850 178,132 136,514 170,388 170,388 177,099 184,100 80,489 82,964 95,000 92,156 98,042 98,042 102,944 108,091 59,533 62,885 83,132 44,358 72,346 72,346 74,155 76,009 Total Expenditures 140,023 145,850 178,132 136,514 170,388 170,388 177,099 184,100 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Legal
No. 1030
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 67,775 94,184 50,000 57,419 57,000 57,000 58,425 59,886 501 WATER UTILITY M & O FUND 26,638 32,358 28,000 33,255 28,000 28,000 28,700 29,418 601 CLMSD UTILITY M & O FUND 27,413 32,283 28,000 31,042 28,000 28,000 28,700 29,418 705 RDA OBLIGATION RETIREMENT FUND 100 60 3,000 261 3,000 3,000 3,075 3,152 Total Resources 121,926 158,885 109,000 121,977 116,000 116,000 118,900 121,873 121,926 158,885 109,000 121,977 116,000 116,000 118,900 121,873 Total Expenditures 121,926 158,885 109,000 121,977 116,000 116,000 118,900 121,873 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Administrative Services Department
The Administrative Services Department plays a crucial role in supporting the goals and addressing the challenges of the City of Lakeport. The Department’s mission is to provide consistent and timely guidance and direction to management, City Council, and employees in all Human Resources, City Clerk and Risk Management functions. We are committed to fostering a work environment characterized by fair treatment, open communication, personal accountability, trust, and mutual respect.
Core Departmental Operations:
• Benefits Administration
• Employee Evaluations and Discipline
• Sick Leave Management
• Recruitment and Retention Initiatives
• Employee Onboarding and Training Programs
• Labor Relations Management
• Risk Management and Compliance
• Collaboration with CIRA (City Insurance Risk Authority) • Litigation Avoidance Strategies
• Safety Programs and Training Initiatives
Additionally, the Administrative Services Department oversees the following functions:
• City Clerk Operations, including Records Management and Public Records Act Requests
• Election Administration
• Preparation of Meeting Minutes and Agendas
• FPPC (Fair Political Practices Commission) Filings
• Rental Management Responsibilities
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Employee Attraction & Retention - Oversee an employee recruitment and retention marketing project including creation of Vision and Mission Statements for the City as an employer and development of social media templates to enhance employer branding. Successfully completed labor negotiations with the LEA, securing a threeyear agreement and the Management group, securing a four-year agreement. (City Manager IT-4, LT-1) / (NT-1, 6 & IT-2)
2. Employee Attraction & Retention - Celebrated retirements and facilitated the hiring of a new Police Chief, Compliance Officer, and Finance Specialist. Ongoing support for succession planning, leadership development, and procedural documentation. (City Manager NT-1, LT-1) / NT-1 & IT-2)
3. Employee Attraction & Retention - The City invested in employee retention with creative, cost-effective initiatives. From Valentine's char-'cute'-erie boards and onboarding swag bags to a festive appreciation party with awards and a benefits fair packed with games, we fostered a culture of recognition. A strategic management offsite strengthened leadership, while Bamboo HR enhanced communication—ensuring employees feel valued, engaged, and supported, all while maintaining fiscal responsibility. (City Manager LT-1) / (NT-1 & 2)
4. Risk Management - Developed an Employee Well Being policy and subsequently awarded a $7500 grant for employee wellness initiatives. Implemented a Return to Work policy. Conducted Supervisor Workers’ Compensation Training. Began a legal update of employee job descriptions, including an analysis of essential job functions for ADA compliance, driver's license requirements, and worksite location details.
Began legal update of Personnel rules began incorporating new legislation. Continued active participation in CIRA. (City Manager LT-1) / (LT-2)
5. Events, Parks & City Facilities - After completion of the HVAC and electrical project, administered the re-opening of the Silveira Community Center available on weekdays from 8AM to 5PM. Continue the refinement of administrative processes. Began discussions regarding outside facilities management of the Center. (City Manager NT5) / (NT-5)
6. Elections - Successfully completed the 2024 City Council elections with a higher-thanusual participation rate for the four open seats, including six candidates and one writin candidate to assist and process. (NT-5)
7. Transparency and Communications - As a part of the Employee Recruitment and Retention marketing project, developed a graphics style guide (fonts, colors) with marketing training provided to use for city communications needs. Additionally, built a photo and video library. Participated in preliminary website redesign efforts, including cleanup of excess pages and documents in preparation for a future conversion. (City Manager LT-1) / (NT-1 & 2)
8. Administrative Services Statistics (to date): (NT-1) ~78 Event or Facility applications processed, an increase of 30%. ~88 Active contracts & insurance certificates managed.
~20 New contracts and insurance certificates processed. ~229 Social media posts processed.
~102 News posts to website.
~83 Public records requests processed, including certified payroll, an increase of 39% ~136 Employment applications processed, a decrease of 28% ~11 Distinct recruitments conducted including interviews and testing ~8 Employees onboarded, with 10 background investigations initiated.
Administrative Services
Accomplishments
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Employee Attraction & Retention – Hire a Finance Director and complete negotiations with Lakeport Police Officers Association. Complete and implement marketing strategies developed by outside firm. Improve internal and external communication of employee accomplishments and well-being initiatives. Continue to support citywide succession planning efforts including training, leadership development, procedures manuals and recruitment.
2. Employee Attraction & Retention – Begin implementation of Wellness Committee initiatives utilizing CIRA grant funding including but not limited to securing a Blue Zone Employer Designation and supporting a Workplace Morale & Events Committee aimed at fostering teamwork and boost employee morale.
3. Transparency & Communications - Develop a social media post library for future use and calendar the posts. Develop other efficiencies by adding routine posts for upcoming Council Agendas and monthly CM Messaging
4. Risk Management – Continue response to risk audit findings including beginning the ADA Self-Evaluation and Transition Plan update. Begin a draft of Title VI Limited English Proficiency (LEP) program. Complete the legal update of employee job descriptions. Continue refinement and streamlining of the employee evaluation process
5. Events, Parks & City Facilities – Secure an outside facilities manager for the Silveira Community Center (SCC). Continue refinement of SCC processes, including automated booking opportunities. Provide administrative support for development of a Community Council.
Intermediate-Term Goals 2-4 years
1. Records Management – Conduct Citywide training on records management & schedule free the files days. Digitize records in offsite storage including plans and permits.
2. Employee Attraction & Retention – Further develop internal and external communication of employee accomplishments and well-being initiatives. Update city recruitment pages including. Update police and create a general recruitment video
3. Employee Attraction & Retention – Continue implementation of Wellness Committee initiatives utilizing Blue resources. Further develop the function of the Workplace Morale & Events Committee
4. Transparency & Communications - Participate/Administer a web-site re-design
5. Risk Management – Complete and implement a Title VI LEP programFind solutions for agenda management.
Long-Term Goals 5+ years
1. Develop a comprehensive Administrative Services succession plan, including software options such as agenda management software.evelop Administrative Services succession plan.
2. Upgrade to a more robust HR software platform.
Administrative Services
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Administration
No. 1020
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 379,089 377,757 457,797 325,101 454,535 454,535 461,509 481,904 501 WATER UTILITY M & O FUND 111,759 123,174 151,569 118,875 149,226 149,226 151,515 158,212 601 CLMSD UTILITY M & O FUND 117,297 123,174 152,159 118,875 149,680 149,680 151,976 158,693 705 RDA OBLIGATION RETIREMENT FUND 54,987 54,240 57,362 53,383 57,362 57,362 58,242 60,816 Total Resources 663,132 678,345 818,887 616,234 810,803 810,803 823,243 859,625 554,962 542,416 573,608 534,175 601,946 601,946 632,043 663,645 108,171 120,767 219,167 65,449 186,536 186,536 191,199 195,979 - 15,161 26,111 16,608 22,321 22,321 - -
Total Expenditures 663,132 678,345 818,887 616,234 810,803 810,803 823,243 859,625 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Community Development Department
The City of Lakeport Community Development Department serves as a vital hub for various municipal functions, encompassing Planning, Building Inspection, Code Enforcement, and Business Licensing. Beyond these primary responsibilities, the Community Development Department collaborates with other city departments on a range of initiatives, including Economic Development, Park Planning, Utility and Infrastructure Planning, Sewer and Water Administration, Storm Water Management, and more.
Core Departmental Operations:
• Planning:
o Long-Range Planning
o Permit Processing
• Building:
o Permit Issuance
o Plan Check
o Inspection
• Inter-Agency Communications
• Stakeholder Collaboration
• Code Enforcement
• Business Licensing
• Housing Oversight
• Stormwater Management
• Permit Compliance and Environmental Review
The Community Development Department plays a pivotal role in shaping the growth and development of Lakeport, ensuring compliance with regulations, fostering economic vitality, and enhancing the quality of life for residents and businesses alike.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Housing Services Program Development – Secured stakeholder groups for the OwnerOccupied Rehabilitation, Homebuyer, and Mobile Home Replacement Programs and held successful kickoff meetings. Began crafting program policies and procedures with the City’s housing consultant. (City Manager IT-1) / (NT-1)
2. NeighborWorks Training – Staff attended training in Pittsburgh, PA, to enhance grant compliance and improve housing program implementation. (NT-1)
3. OPENGOV Permitting Software Implementation – Launched a new system to improve public access and engagement in code enforcement, allowing real-time complaints, tracking, and case resolution. (NT-2)
4. Active Transportation Plan – Resumed progress after an administrative delay, held community workshops, and engaged the public at National Night Out. The plan is set for final review and adoption in summer 2025. (City Manager IT-1) / (NT-4)
5. Parkside Housing Development – Assisted developers in securing $35 million in tax credits, reviewed improvement plans, and prepared the project for City Council review. (
6. Disney Watersports Project – Completed Tentative Parcel Map and Initial Study, advancing collaboration on improvement plans and permitting.
7. MS4 Stormwater Compliance – Maintained full compliance with state water quality regulations and actively participated in Clean Water Management Council meetings.
8. Housing Legislation Update – Provided detailed analysis of recent California housing laws to the Planning Commission and City Council. (City Manager LT-2) / (NT-3)
9. Planning Commission Oversight – Managed meetings, approved four new Short-Term Rentals, and addressed sidewalk vending and rental regulations. (NT-5)
10. Weed Abatement Program – Conducted 268 inspections, issued 121 notices, and ensured compliance with vegetation management. (NT-2)
11. Big Valley Tribal Cemetery Transfer – Facilitated land transfer for the development of a tribal cemetery. (City Manager IT-3)
12. New Business Openings – Supported the establishment of Tractor Supply and Marshalls, assisting with permitting and inspections. (City Manager IT-3) / (ED, IT-1)
13. Tribal Health Campus Development – Assisted Tribal Health in obtaining permits for a master-planned healthcare campus, including demolition approvals. (City Manager IT2) / (ED, IT-5)
14. Building Department Activity: Residential: Rehabilitated 15 units at Big Valley and 7 at Scott’s Valley, approved five new single-family homes and a duplex conversion.
Commercial: Oversaw new developments and remodels at Marshalls, Tractor Supply, Safeway, and Starbucks. Community Projects: Supported improvements at Xabatin Park, Community Center, and Carnegie Library. (City Manager IT-2)
15. Citywide Fee Study – Partnering with Wildan Financial to ensure updated cost recovery and fee structures. (City Manager IT-1)
16. Business Walk Program & Digital Survey – Engaged businesses through in-person visits and an expanded digital survey option. (ED, IT-5)
17. Fully Staffed Department – Achieved full staffing for the first time in years, improving operational efficiency. (LT-1)
18. Housing & General Plan Updates – Submitted state-mandated Housing Element and General Plan annual reports. (NT-3)
19. CV 2/3 Grant – Unsheltered Meals Program – Prepared and distributed 400 meals to local shelters with support from Kiwanis and community volunteers. (City Manager NT-4)
20. CDBG Grant Management – Took over administration after staff transitions, ensuring compliance and oversight. (CM IT-1)
21. Collaborated with the Couty and the City of Clearlake to establish the Lake County Regional Housing Trust Fund, maximizing shared resources to more effectively address regional housing needs. (NT-1)
22. Department Statistics (as of 2/28/25) Building Permits: 177 processed, generating $246,734 in revenue with an $11.5M total construction value. Business Licenses: 508 processed, generating $36,413 in revenue. Code Enforcement: Resolved 61 cases.
Land Use Permits: Processed 20 applications, with 9 completed and 11 in progress.
Community Development
Accomplishments
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Implementation of a strategic plan for the development of the City's Housing Services Program
2. Provide project land use & permitting support for large-scale developments with significant city impact
3. Modernize various local ordinances to align with new state laws and/or create improved organizational efficiencies
Intermediate-Term Goals 2-4 years
1. Comprehensive update of the Zoning Ordinance with specific emphasis on reviewing the sign ordinance and inclusing of greater uses creating a more economically sustainable and vibrant downtown
2. Evaluate and support potential annexation of the South Main Street area within the City's sphere of influence
3. Implementation of the City's Housing Services Program Long-Term Goals 5+ years
1. Ongoing succession planning and continued employee training/certification
2. Focus on long-term enhancements to economic vitality of City Community Development
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept.Community Development: Planning
No. 1050
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 378,932 320,404 413,907 283,264 514,012 514,012 532,723 552,922 501 WATER UTILITY M & O FUND 16,882 20,676 25,446 21,917 27,900 27,900 28,916 30,012 601 CLMSD UTILITY M & O FUND 16,882 20,676 25,446 21,917 27,900 27,900 28,916 30,012 Total Resources 412,696 361,756 464,799 327,098 569,812 569,812 590,554 612,946 190,003 220,876 258,485 234,492 290,615 290,615 305,146 320,403 222,440 138,608 202,564 92,315 278,447 278,447 285,408 292,543 254 2,270 3,750 290 750 750 - -
Total Expenditures 412,696 361,756 464,799 327,098 569,812 569,812 590,554 612,946 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept.Community Development: Building
No. 1051
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 301,903 348,715 418,328 298,677 428,184 428,184 447,242 467,194 501 WATER UTILITY M & O FUND 31,587 31,115 32,581 32,691 36,815 36,815 38,454 40,169 601 CLMSD UTILITY M & O FUND 31,630 31,164 32,581 32,884 36,815 36,815 38,454 40,169 Total Resources 365,120 410,994 483,490 364,252 501,814 501,814 524,149 547,532 287,388 311,560 374,248 326,734 391,581 391,581 411,160 431,718 77,732 91,501 106,242 37,519 110,233 110,233 112,989 115,814 - 7,933 3,000 - - - - -
Total Expenditures 365,120 410,994 483,490 364,252 501,814 501,814 524,149 547,532 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept.Community Development: Housing
No. 1053
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 209 LAKEPORT HOUSING PROGRAM FUND 115,963 - - - 2,706,111 2,706,111 27,061,110 108,244,440 210 PLHA NAVIGATION CENTER - 138,049 319,000 17,081 - - - - 233 CDBG GRANT 2018DR 3,500 5,000 100,000 17,421 8,626,685 9,230,385 92,303,850 369,215,400 238 CDBG GRANT 2017 - - - - - - - -
239 CDBG GRANT 2022 4,500 19,336 208,650 11,503 173,246 173,246 1,732,460 6,929,840 240 HOME PROGRAM INCOME - 10,500 10,000 3,500 10,000 10,000 100,000 400,000 Total Resources 124,836 172,885 637,650 49,505 11,516,042 12,119,742 121,197,420 484,789,680 124,836 172,885 637,650 49,506 11,516,042 12,119,742 121,197,420 484,789,680 Total Expenditures 124,836 172,885 637,650 49,505 11,516,042 12,119,742 121,197,420 484,789,680 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Economic Development Division
The City of Lakeport stands as a vital economic hub within Lake County, serving as the county seat and housing a significant portion of the region's businesses and services.
With a thriving downtown area and a diverse range of industries, Lakeport is a key player in the county's economic landscape.
Core Departmental Operations:
• Implementation of Economic Development Strategic Plan three core goals:
1. Promoting and participating in regional economic development initiatives.
2. Expanding and supporting business retention and attraction efforts.
3. Enhancing the historic downtown and lakefront area.
• Facilitation of the Lakeport Economic Development Advisory Committee (LEDAC):
LEDAC is an advocate for strong and positive Lakeport business community and is a conduit between the City leadership and the community for communicating and implementing the goals, activities and progress of Lakeport’s economic and business programs.
• City & Community Resource Maximization:
o Maximizing the effectiveness of available City and community resources to drive economic development initiatives forward.
o Integration of recommendations and implementation measure from various city and regional studies and plans to formulate a comprehensive approach to economic development.
• Regional Economic Development Partnerships: Maintain representation on various regional committees and initiatives, including but not limited to: Lake County Economic Development Corporation (Lake EDC), Lake County Tourism Improvement District (Lake TID), and Blue-Ribbon Committee for the Rehabilitation of Clear Lake.
The Economic Development Division plays a pivotal role in revitalizing and growing the local economy, fostering partnerships, and implementing strategies to ensure Lakeport's continued economic success. Through strategic planning and collaborative efforts, the division strives to create a vibrant and sustainable economic future for the city and its residents.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Hotel Feasibility Study Update – Completed the update of the Dutch Harbor Hotel Feasibility Study and working with Retail Coach on the attraction of new waterfront hotel. (NT-2)
2. Attracted New Retail Investment – Successfully facilitated the opening of Tractor Supply Company and Marshall’s within the former Kmart building, revitalizing a key commercial space in Lakeport. (City Manager IT-2) / (IT-1)
3. Expanded Regional Economic Development Opportunities – Partnered with Lake EDC, the County of Lake, and the City of Clearlake to complete the Lake County Comprehensive Economic Development Strategy (CEDS), securing eligibility for federal economic development funding through the U.S. Economic Development Administration (EDA). (City Manager IT-1) / (IT-2)
4. Advanced Vista Point Revitalization – Continued collaboration with Lake County Tribal Health to develop a commercial space master plan for transforming the old Vista Point Shopping Center into a vibrant medical and retail hub. (City Manager IT-2) / (IT-1)
5. Enhanced Business Engagement Through Business Walk Program – Completed the annual Business Walk Program, including the transition to a user-friendly electronic survey format. This initiative strengthens connections between the business community and City services, while providing valuable insights to the City Council on local economic trends and challenges. (IT-5)
6. Supported Development of the New Lakeport Courthouse – Worked closely with the California Judicial Council to coordinate infrastructure and roadway improvements for the new Lakeport Courthouse on Lakeport Blvd. Engineering staff reviewed and approved final intersection improvement plans at Lakeport Blvd. and Larrecou Ln. (City Manager IT-1)
7. Secured Small Business Development Resources – Partnered with Lake EDC to successfully secure funding through the U.S. Small Business Administration (SBA) for a satellite Small Business Development Center (SBDC) office in Lake County, set to launch in FY 25/26. (City Manager IT-1) / (IT-2)
8. Strengthened Regional Economic Development Collaboration – Maintained active participation in key regional economic development efforts, including the Lake County Economic Development Corporation (Lake EDC), Lake County Tourism Improvement District (TID), Blue Ribbon Committee for the Rehabilitation of Clear Lake, Mendocino College Lake Center Friends, and Sutter Lakeside Health Community Advisory Committee. (City Manager IT-3) / (IT-2)
9. Modernized Business Licensing Process – Successfully implemented the OpenGov electronic business license module, providing businesses with an easier, more efficient way to apply for and renew business licenses online.
Economic Development
Accomplishments
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Increase foot traffic in downtown and waterfront districts through enhanced placemaking strategies and destination marketing. Key initiatives include updating the vacant commercial building listing, developing a vacant building registration and first-floor retail ordinance, and pursuing grant funding for wayfinding signage improvements. Additionally, work with the community to develop design guidelines for the historic downtown to enhance its appeal and attract more visitors.
2. Strengthen the Lake County Tourism Improvement District (TID) by expanding marketing efforts and increasing overall visitation to the region, laying the foundation for future hospitality investment. As part of this effort, continue exploring the development of a waterfront hotel at Dutch Harbor (910 North Main Street) while also collaborating with existing waterfront hotels and resorts to enhance and revitalize tourist lodging facilities.
3. Leverage the completed Lake County Comprehensive Economic Development Strategy (CEDS) to apply for U.S. Economic Development Administration (EDA) grants that fund key City projects. Priorities include a downtown and lakefront Wi-Fi district, improved wayfinding signage, and enhanced business and financial tools to support local businesses.
4. Collaborate with the Clear Lake Environmental Research Center (CLERC) to establish a publicly accessible environmental resource center within the historic Lakeport Carnegie Library Building.
5. Build on recent retail growth successes by accelerating efforts to attract new retailers and fill existing commercial vacancies while momentum is strong. Focus on the revitalization of vacant commercial spaces throughout the City and support local entrepreneurs by developing a franchise toolkit to streamline entry into established business models. Additionally, assist local businesses in identifying new retail opportunities to expand their operations and further strengthen the City’s economic vitality.
Intermediate-Term Goals 2-4 years
1. Engage an economist consulting firm to develop and finalize the Lakeport Economic Development Strategic Plan, providing data-driven insights and assistance in prioritizing economic development activities to drive meaningful progress.
2. Expand business expertise and capability in Lakeport by strengthening the partnership with the Lake County Economic Development Corporation (Lake EDC) to establish a full-service Small Business Development Center (SBDC) office in Lake County. This initiative will focus on business model development, financial skills training, and growth planning to support local entrepreneurs and businesses.
3. Promote the development of greater arts through the development of an Arts and Cultural Master Plan, and support of other community arts organizations.
4. Update City Economic Development Website incorporating best practices from other municipal and regional economic development agencies.
5. Enhance the City’s annual business walk program by conducting 200 unique business visits, fostering stronger connections between the City and local businesses. This initiative aims to gather valuable feedback, address concerns, and support the growth and success of our business community.
Long-Term Goals 5+ years
1. Prioritize the extension of the waterfront promenade to further beautify and activate the waterfront area, attracting visitors and enhancing the overall tourism experience.
2. Consider the development of a commercial center revitalization plan to assist struggling local shopping and business park centers.
3. Continued implementation of the Lakeport Lakefront Revitalization Plan and the Lakeport Economic Development Strategic Plan, including the identification of partners and funding sources to assist in realizing adopted community visions for the waterfront and downtown areas.
4. Identify funding for the creation of a full-time Economic Development Coordinator.
Economic Development
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Economic Development
No. 1054
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 83,214 81,894 151,500 67,822 121,500 121,500 124,538 127,651 233 CDBG GRANT 2018DR 5,285 - - - - - - -
234 CDBG GRANT 2021 17,953 42,721 500,000 32,488 15,000 15,000 15,375 15,759 236 CDBG GRANT 2020 454 - - - - - - -
237 CDBG GRANT 2018 7,650 - - - - - - -
238 CDBG GRANT 2017 8,330 - - - - - - -
241 CDBG PROGRAM INCOME - - - - - - - -
Total Resources 122,886 124,615 651,500 183,618 136,500 136,500 139,913 143,410 122,886 124,615 236,500 183,617 136,500 136,500 139,913 143,410 Grants/Loans - - 415,000 - - - - -
Total Expenditures 122,886 124,615 651,500 183,618 136,500 136,500 139,913 143,410 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Finance Department
The Finance Department of the City of Lakeport operates with a commitment to excellence, integrity, and dedication, providing essential financial services to support the city's operations and meet the needs of its citizens.
Core Departmental Operations:
• Financial Management:
o Budget preparation and oversight
o Financial reporting and analysis
o Payroll processing
o Accounts payable and receivable management
o Utility billing administration
• Customer Service:
o Providing assistance and support to citizens and city departments o Ensuring timely and accurate financial information
• Tax and Revenue Administration:
o Tax reporting and compliance
o Grant management and reporting
o Debt management and reporting
o Investment management
• Banking and Loan Servicing:
o Managing city accounts and investments
o Administering loans and servicing debt
• Information Technology Support:
o Hardware and software management
o Network administration
o Cybersecurity measures
The Finance Department plays a vital role in maintaining the fiscal health of the city and upholding transparency and accountability in financial matters. Through its diverse range of services, the department contributes to the overall efficiency and effectiveness of city operations.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Led a citywide review of existing user fees for services, conducting a comprehensive analysis to compare fees with actual costs. This effort contributed to the development and finalization of a comprehensive User Fee Study to support accurate cost recovery and financial sustainability. (City Manager IT-1) / (NT-3)
2. Implemented time and effort accounting provisions into the City's timesheet reporting software to improve financial reporting, enhance tracking capabilities, and establish a streamlined mechanism for recovering grant administration costs. (City Manager IT-1) / (IT-4)
3. Oversaw the restructuring of the City’s Solid Waste Franchise Agreement, modernizing the rate structure to reflect the complexities of trash hauling. These updates ensure reliable service for Lakeport residents at a competitive market rate, supporting both long-term service sustainability and cost efficiency. (NT-5)
4. The Finance Department played a critical role in advancing funding for two key affordable housing projects, securing Low-Income Housing Tax Credits for Parkside Apartments and HOME grant funding for the Bevins Street Senior Apartments.
5. Coordinated financial and administrative support to expedite the installation of a fire suppression water service for the Pier 1900 community, develop funding strategies for the Lakeport Boulevard pedestrian and road improvement project, and assist in the purchase and implementation of new body-word cameras in the police department.
Cross-trained multiple staff members in water, sewer and trash service account administration and billing procedures to improve overall department efficiency and resiliency. (City Manager LT-1)
6. Represented the Redwood Division on the CallCities Revenue and Taxation policy committee. (City Manager LT-2)
7. Prepared Annual Comprehensive Financial Report (ACFR) with no audit findings.
8. Received CSMFO Operating Budget Excellence Award for the City 2023-24 Budget.
9. Completion of the Navigation Center Feasibility Center including the prioritization of local programs and costs for site development and operations. (City Manager NT-4) Finance and Information Technology
Accomplishments
Public Safety & Crisis
ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Recruit, hire, and develop a Finance Director who brings a Chief Financial Officer (CFO) mindset, focusing on strategic financial leadership, long-term fiscal sustainability, and cross-departmental collaboration.
2. Facilitate a utilities rate study and Proposition 218 process to ensure rates are fair, sustainable, and aligned with service level needs, while maintaining cost-to-service balance and protecting residents from unnecessary financial burdens.
3. Implement the City's comprehensive cost of service study for city-wide fees to ensure that fees are fair, transparent, and aligned with service levels, while maintaining appropriate cost-to-service ratios and supporting a business-friendly environment that makes Lakeport an easy and welcoming place to invest and grow.
4. Complete the City's conversion to a cloud-based shared network to enhance efficiency across departments, improve overall data accessibility, and ensure continuity of operations even in emergency situations.
5. Develop a comprehensive grant management and monitoring database to ensure efficient oversight, tracking, and administration of all City grants. This database will improve overall funding compliance, resource allocation, and strategic financial planning across housing, economic development, and other key initiatives.
Intermediate-Term Goals 2-4 years
1. Improve CIP budget process and develop long-term CIP financing strategy.
2. Focus on staff cross training, professional development and sucession planning.
3. Continuously evaluate use of technology to enhance City services. Long-Term Goals 5+ years
1. Continuously seek revenue sources to improve budget position.
2. Develop a robust and effective IT department that supports City's growth and success. Finance and Information Technology
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Finance & IT
No. 1041
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 361,893 389,047 417,664 359,300 428,032 428,032 371,743 386,868 501 WATER UTILITY M & O FUND 249,551 290,681 331,850 311,182 345,455 345,455 300,026 312,232 601 CLMSD UTILITY M & O FUND 246,247 288,720 325,750 307,112 339,355 339,355 294,728 306,719 606 CLMSD ASSMNT DIST 2017-1 FUND 9,617 12,673 15,000 7,853 15,000 15,000 13,027 13,557 705 RDA OBLIGATION RETIREMENT FUND 42,731 42,285 48,866 34,568 51,500 51,500 44,727 46,547 Total Resources 910,039 1,023,406 1,139,130 1,020,015 1,179,342 1,179,342 1,024,251 1,065,924 547,797 560,490 620,717 598,563 612,035 612,035 642,637 674,769 343,659 330,223 349,713 269,728 372,307 372,307 381,615 391,155 18,583 132,693 168,700 151,723 195,000 195,000 - -
Total Expenditures 910,039 1,023,406 1,139,130 1,020,015 1,179,342 1,179,342 1,024,251 1,065,924 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Police Department
The Lakeport Police Department is committed to ensuring the safety and security of the City of Lakeport's residents, workers, and visitors. Upholding professional standards and best practices, the department provides high-quality law enforcement services while safeguarding the rights of all individuals.
Core Departmental Operations:
• Visible Police Patrol: Ensuring the presence of law enforcement throughout the community to deter crime and maintain public safety.
• Investigation of Crimes: Conducting thorough investigations to apprehend offenders and bring them to justice.
• Response to Community Calls for Service/Assistance: Providing timely and effective responses to emergencies and requests for assistance from community members.
• Maintaining Records and Evidence: Properly managing and preserving records and evidence to support legal proceedings.
• Community Service: Engaging with the community through outreach programs and initiatives to build trust and foster positive relationships. • Policy Training/Updates: Staying abreast of legal mandates and updates to ensure compliance with laws and regulations.
• Training: Providing ongoing training to officers to enhance skills and knowledge in law enforcement practices.
• Animal Control: Managing animal-related issues and ensuring public safety in collaboration with relevant agencies.
• Emergency Operations: Coordinating response efforts during emergencies to mitigate risks and protect the community.
• Special Programs: Implementing specialized initiatives such as K-9 units, School Resource Officers (SROs), Downtown Officers, Special Weapons and Tactics (SWAT) teams, and more to address specific needs and challenges.
The Lakeport Police Department remains dedicated to its mission of serving and protecting the community, utilizing a comprehensive range of services and programs to ensure public safety and uphold the law. Through proactive policing strategies and community engagement, the department strives to create a secure and thriving environment for all.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Successfully completed the transition to a new Chief of Police, ensuring continuity of leadership and department operations. (City Manager NT-1) / (NT-1)
2. Upon assuming the role, the new Police Chief leveraged internal expertise by appointing Reserve Officer Gerry Gonzalez as Interim Lieutenant, ensuring seamless leadership transition and uninterrupted departmental operations. (City Manager NT1) / (NT-1)
3. Invested in internal leadership development by preparing a current Sergeant for promotion to Lieutenant, positioning the department for a smooth transition once the opportunity arises. (City Manager NT-1) / (NT-1, LT-1 & 2)
4. A more formal Sergeant Training Program was adopted and initiated to develop 2 internal line officers to prepare for Sergeant testing process early in fiscal year 25-26. (City Manager NT-1) / (NT-1, LT-1 & 2)
5. Shield Suite software use has broadened to become a robust internal accountability tool and well-documented Sergeant's Log of Performance, leaving only the Early Intervention capability as the remaining implementation piece. (NT-2 & IT-2)
6. USDA Grant Funding was secured to purchase two Ram 1500, quad-cab, 4x4 trucks, which were upfitted with radio, lighting, towing, recovery, and other utility accessories to have multi-deployment capabilities to better position the department for utilitarian response. (City Manager IT-1) / (IT-1)
7. When staffing allowed, assigned personnel to the Central Business District Corridor in a non-traditional role, focusing on the intersection of the homeless community and local commerce through engagement and resource referrals. (City Manager NT-4) / (NT-2 & IT-3)
8. Continued the Community Crisis Responder partnership with LFRC, engaging with the unhoused, behaviorally unhealthy, and justice involved extending of services and referrals to other appropriate partners. (City Manager NT-4) / (NT-2 & IT-3)
9. Continued the relationship with allied agencies to best develop newly appointed Detective to position the department to properly investigate major crimes. (NT-3)
10. Established continuity in the provision of School Resource Officer services with the same officer for multiple years to our school campuses to collaborate for safest learning environment. (NT-3 & IT-2)
11. Established continuity in the hiring, training, and retention process for a full-time Records Clerk, resulting in a successful promotion to permanent employment status. (City Manager LT-1) / (LT-1)
12. Partnered with allied agencies to provide a strong and reassuring law enforcement presence during the annual 4th of July Celebration, fostering community engagement and ensuring a safe, family-friendly environment. (IT-2)
13. Collaborated with other Governmental, Commercial, and Community Stakeholders to host the annual National Night Out event. (IT-2)
14. Hosted 2 National Prescription Drug Take Back days collecting more than 205 Pounds of prescription medication for community safety
15. Internally engaged staff with 5 department-wide meetings to enhance communications, collaboration, and culture with a focus on effective and efficient team development. (City Manager NT-1) / (NT-1, 2 & IT-2)
16. Augmented Volunteer staffing with one additional, Cahterine Prather (NT-3)
17. Purchased Radar Speed & Messaging Trailer through grant funding and certified several patrol officers in radar speed enforcement standards. (IT-4) Police
Accomplishments
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Explore innovative approaches to strengthen succession planning and leadership development, ensuring alignment with key policing strategies.
2. Continue developing a collaborative co-responder partnership with a behavioral health provider to improve crisis intervention, enhance homeless outreach, and reduce the impact of mental health crises on the community and its resources.
3. Maintain and expand special programs within operations, including the School Resource Officer program, investigations, and additional evidence-based community policing initiatives.
4. Initiate a structured replacement cycle for fleet and equipment, including vehicles, in car cameras, patrol rifles, and other essential gear. Intermediate-Term Goals 2-4 years
1. Develop a public safety camera system for parks and key public spaces to enhance law enforcement capabilities and community security.
2. Develop and implement a strategy to enhance the efficiency of evidence and property management, including purging, reorganization, and auditing processes.
3. Review the feasibility and potential enhancements of a collaborative Law Enforcement-Behavioral Health Navigation Hub to improve crisis response and support services.
4. Continual evaluation of replacement strategies for key Administrative positions. Long-Term Goals 5+ years
1. Review of succession planning best practices to best focus on effectiveness.
2. Refresh hiring and retention strategies to better align with changes in policing.
2. Complete equipment and Fleet replacement cycle, including vehicles, car cameras, patrol rifles and other essential police equipment. Police
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Police
No. 2010
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 2,288,728 2,684,275 2,888,230 2,009,566 2,956,871 2,956,871 3,072,384 3,206,099 211 K-9 FUND 7,070 7,367 15,000 4,832 15,000 15,000 15,586 16,264 Total Resources 2,295,798 2,691,642 2,903,230 2,014,398 2,971,871 2,971,871 3,087,970 3,222,363 1,696,575 1,792,460 2,103,131 1,762,660 2,178,830 2,178,830 2,287,772 2,402,160 575,211 701,395 734,599 214,752 780,681 780,681 800,198 820,203 24,011 197,787 65,500 36,985 12,360 12,360 - -
Total Expenditures 2,295,798 2,691,642 2,903,230 2,014,398 2,971,871 2,971,871 3,087,970 3,222,363 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Public Works Department
The Lakeport Public Works Department is dedicated to enhancing the quality of life for the incorporated Lakeport community through the maintenance and improvement of infrastructure and public facilities.
General Public Works Operations:
• Pavement Maintenance/Markings: Conducting routine inspections and maintenance of city streets to ensure safe and efficient transportation. • Street Sweeping: Implementing regular street sweeping schedules to keep roadways clean and free of debris.
• Sign Repair/Inspection: Regularly inspecting and repairing street signs to maintain traffic safety and compliance with regulations. • Tree Work: Performing necessary tree maintenance and removal to ensure public safety and enhance the aesthetic value of our community. • Drainage System Maintenance: Maintaining and cleaning stormwater drainage systems to prevent flooding and protect public infrastructure. • Emergency Management: Developing and implementing emergency response plans to address natural disasters and other emergencies effectively. • Reporting: Providing regular reports on departmental activities and progress towards goals to city management and stakeholders.
Engineering Operations:
• Identify Funding: Seeking and securing funding opportunities for infrastructure projects through grants, partnerships, and other sources. • Develop Project Plans/Schedules/Budget: Creating comprehensive project plans, schedules, and budgets for infrastructure improvements. • Bid Packaging: Preparing bid packages and soliciting bids from qualified contractors for construction projects.
• Contracts & Agreements: Negotiating and executing contracts and agreements with vendors, consultants, and contractors for project implementation. • Inspection/Monitoring/Labor Compliance: Overseeing project construction, conducting inspections, and ensuring compliance with labor regulations and project specifications.
• Project Closeout: Managing project closeout activities, including final inspections, documentation, and contractor payments.
• Grant Management: Administering grant funds effectively, ensuring compliance with grant requirements, and submitting timely reports to funding agencies. • Record Keeping: Maintaining accurate records and documentation for all engineering projects, contracts, and agreements.
Parks Operations:
• Routine Grounds Maintenance: Performing routine maintenance of parks and public spaces, including mowing, trimming, and landscaping. • Trash: Implementing effective waste management strategies to keep parks clean and litter-free.
• Amenity Maintenance: Maintaining park amenities such as playgrounds, benches, and picnic areas to ensure safe and enjoyable experiences for visitors. • Inspections: Conducting regular inspections of park facilities to identify maintenance needs and address safety concerns promptly. • Janitorial: Providing janitorial services to keep restrooms and facilities clean and sanitary for park users.
The Public Works Department remains committed to its mission of maintaining and enhancing the city's infrastructure and public spaces, ensuring the safety and well-being of Lakeport residents and visitors alike.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Sidewalk Safety Program: Implemented a maintenance program to enhance pedestrian safety. (NT-4)
2. Del Lago Pavement Improvement: Completed chip seal to improve roadway conditions. (City Manager NT-2)
3. Street Upgrades: Green, Sayre, and Loch pavement improvements, including sidewalk and ADA upgrades. (City Manager NT-2) / (NT-2)
4. South Main Improvements: On track for completion of pavement rehabilitation from Lakeport Blvd. to First St. Project to include installation of three pedestrian activated crossing features. Installation of new sidewalk in previous unimproved areas completed. (City Manager NT-2) / (NT-3)
5. Sign Replacement Project: Upgraded citywide traffic signs to enhance road safety. (LT1)
6. Community Center Upgrades: Modernized HVAC and electrical systems to allow better use of the building by the community. (City Manager IT-1)
7. Xabatin Park Events: Successfully hosted major community events within new park, drawing significant community attendance. (City Manager NT-5)
8. Emergency Repair Project: Advanced through design and permitting, with progress on Right-of-Way Acquisition for both the Forbes Creek Bridge and Hartley Culvert Emergency Repair projects. (NT-1)
9. Emergency Operations Plan (EOP) & Local Hazard Mitigation Plan (LHMP) Updates:
EOP final draft now in public comment phase; LHMP has been submitted to State OES for review. (LT-3)
10. Lakeport Blvd. Improvements: Initiated design phase for roadway and pedestrian enhancements for segment between South Main St. and Larrecou Ln. Construction expected in FY 26-27. (City Manager NT-2) / (IT-5)
11. Courthouse Pedestrian Improvements: Ensured inclusion of critical pedestrian and safety features at Lakeport Blvd. and Larrecou Ln., aligned with new courthouse construction. (NT-5)
12. Active Transportation Plan (ATP): Made significant progress on the completion of this pedestrian and roadway network improvement plan. Scheduled to be completed and adopted by City Council in Summer 2025. (NT-4)
13. Martin St. and Lakeshore Blvd. Paving: Strategically planning roadway improvements linked to the ongoing water/sewer main replacement project. Construction planned for FY 25-26. (City Manager NT-2) / (IT-3)
14. AARP Safety Island Grant: Applied for grant funding to add a pedestrian safety island associated with the crossing of North Main near Xabatin Park. (City Manager IT-1) / (LT1)
15. Community Center ADA & Restroom Upgrades: Secured funding through the CDBG-Mit RIP program to complete ADA and restroom upgrades at the Silveira Community Center. (City Manager IT-1)
16. Tenth Street Sidewalk Project: Closing a 100' sidewalk gap as part of the 11th Street Corridor Project, added bike and pedestrian path between Manzanita and Pool Streets, and installed pedestrian activated crossing light on High St. crossing Eleventh St. (LT-1) / (CDD, IT-2)
17. OpenGOV Procurement: Successful implementation of procurement software module within the City's OpenGOV platform allowing for online project bidding and procurement. (NT-6)
Public Works
Accomplishments
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Begin the construction phase of the two Emergency Repair Projects; Hartley St. Culvert and Forbes Creek Headwall on Main St.
2. Complete the South Main Street Paving Rehabiliation project from Lakeport Blvd. to First Street.
3. Complete paving associated with the Water & Sewer Main Replacement Project, including Martin St., Lakeport Blvd. and Lakseshore Blvd.
4. Finalize the Active Transportation Plan to improve pedestrian and bicycle infrastructure.
5. Complete Design Phase of Lakeport Blvd. Phase I
6. Surface Treatment of High St., Parrallel Dr., & Charlie Jolin Way Intermediate-Term Goals 2-4 years
1. Submit an ATP grant application for the Lakeshore to Hartley SFRS project to improve multi-modal connectivity.
2. Ensure Fleet CARB Compliance for sustainability (including acquiring a street sweeper and bucket truck).
3. Complete Lakeport Blvd Phase 1 Project to enhance transportation infrastructure.
4. Continue assessing and improving disaster preparedness efforts.
5. Silveira Community Center, ADA upgrades to improve restrooms and accessibility.
6. Advance bike and pedestrian improvements outlined in Active Transportation Plan.
Long-Term Goals 5+ years
1. Apply for additional funding opportunities for projects identified in these plans.
2. Work closely with the Lake Area Planning Commission to secure state and federal funding for large long-term circulation projects (including Eleveth Street corridor improvements and Bevins/Lakeport Roundabout).
3. Fund additional drainage rehabilitation to protect city infrastructure.
4. Maintain an ongoing assessment of disaster preparedness and mitigation strategies. Public Works
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Public Works: Admin and Compliance
No. 3010
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 129,953 131,764 137,787 115,903 140,112 140,112 147,003 154,237 501 WATER UTILITY M & O FUND 116,382 128,085 216,871 174,555 216,871 216,871 227,538 238,734 601 CLMSD UTILITY M & O FUND 116,380 127,971 216,871 174,552 216,871 216,871 227,538 238,734 Total Resources 362,715 387,820 571,529 465,010 573,854 573,854 602,079 631,704 347,110 371,045 554,216 465,009 555,156 555,156 582,914 612,059 15,603 16,776 17,313 - 18,698 18,698 19,165 19,645
Total Expenditures 362,715 387,820 571,529 465,010 573,854 573,854 602,079 631,704 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Engineering
No. 1052
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 152,518 145,061 172,845 140,385 189,118 189,118 195,795 204,124 501 WATER UTILITY M & O FUND 45,800 67,014 70,987 70,210 74,000 74,000 76,612 79,872 601 CLMSD UTILITY M & O FUND 46,925 65,702 70,987 70,209 74,000 74,000 76,612 79,872 Total Resources 245,243 277,777 314,819 280,804 337,118 337,118 349,020 363,868 170,850 201,115 212,770 222,430 233,242 233,242 244,904 257,149 71,498 72,423 99,749 58,373 101,576 101,576 104,115 106,718 2,895 4,240 2,300 - 2,300 2,300 - -
Total Expenditures 245,243 277,777 314,819 280,804 337,118 337,118 349,020 363,868 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Public Works: Roads & Infrastructure
No. 3020
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 978,892 563,293 564,955 465,065 776,066 776,066 544,707 560,126 130 GENERAL CAPITAL IMPROVEMENT - 3,005 1,200,000 93,974 125,000 125,000 87,735 90,219 203 HUTA FUND 35,021 467,316 550,007 235,959 590,000 590,000 414,110 425,833 219 APC BIKE AND PEDESTRIAN 10TH ST 2,174 31,903 80,000 50 - - - - 232 ATP PLANNING SIDEWALKS 1,076 72,169 200,000 132,905 - - - - 402 LAKEPORT BLVD IMPRVMNT FUND 69,582 246,371 - - 77,575 77,575 54,449 55,990 410 ER STORM DAMAGE PROJECTS 69,231 34,466 140,000 32,719 1,630,000 1,630,000 1,144,068 1,176,453 411 SAFE ROUTES TO SCHOOL FUND 1,461,046 (600) - - - - - - 414 STORM DRAINAGE FUND 28,710 68,560 20,000 6,626 20,000 20,000 14,038 14,435 415 CITY WIDE STRIPING-HSIP (SAFETY) 2,125 71,036 260,000 76,769 - - - - 501 WATER UTILITY M & O FUND - - - - - - - -
601 CLMSD UTILITY M & O FUND - - - - - - - -
Total Resources 2,647,857 1,557,519 3,014,962 1,044,067 3,218,641 3,218,641 2,259,107 2,323,055 266,177 281,300 285,407 292,433 284,596 284,596 298,826 313,767 248,703 346,555 602,543 297,504 1,912,469 1,912,469 1,960,281 2,009,288 Debt service - - - - - - - -
2,132,976 929,665 2,127,012 454,131 1,021,576 1,021,576 - - Total Expenditures 2,647,856 1,557,520 3,014,962 1,044,067 3,218,641 3,218,641 2,259,107 2,323,055 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Public Works: Parks, Buildings & Grounds
No. 3030
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 483,517 584,722 416,617 310,308 504,162 504,162 104,135 107,794 228 DEPARTMENT BOATING AND WATERWAYS B 158,635 - - - - - - - 231 CDBG 18-MIT-RIP - - - - 1,274,020 1,274,020 263,150 272,397 232 ATP PLANNING SIDEWALKS - - - - - - - -
233 CDBG GRANT 2018DR - - - - - - - -
234 CDBG GRANT 2021 - - - - - - - -
235 HOME 2016 - - - - - - - -
236 CDBG GRANT 2020 26,263 78,147 480,000 439,354 480,000 480,000 99,144 102,628 413 LAKESIDE PARK GRANT FUND 2,396,398 2,467,146 - - - - - - 501 WATER UTILITY M & O FUND 312 - - - - - - -
601 CLMSD UTILITY M & O FUND 312 - - - - - - -
Total Resources 3,065,437 3,130,015 896,617 749,662 2,258,182 2,258,182 466,429 482,819 98,722 131,003 159,881 152,643 180,159 180,159 189,167 198,625 1,915,698 1,826,846 203,230 138,366 270,500 270,500 277,263 284,194 1,051,016 1,172,167 533,506 458,653 1,807,523 1,807,523 - - Total Expenditures 3,065,437 3,130,015 896,617 749,662 2,258,182 2,258,182 466,429 482,819 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Utilities Department
The Lakeport Utilities Department is committed to enhancing the quality of life for the incorporated Lakeport community through the provision of essential services and the maintenance of vital infrastructure.
Department Divisions:
Water: Ensures the safety and quality of drinking water provided to Lakeport's water customers through continuous monitoring and adherence to strict quality standards.
Sewer: Responsible for the safe collection, treatment, and disposal of sewage (wastewater) generated by residential, commercial, and industrial customers within the City of Lakeport. Operates in compliance with state and county health and safety regulations to safeguard public health and the environment.
Underground Utility Construction: Installs and maintains water and sewer systems within the city, including emergency repairs, scheduled maintenance, and the management of water distribution and collection system deficiencies.
Core Operations:
• Water and Sewer Operations & Maintenance
• Regulatory Compliance and Environmental Protection
• Safety Training and Workplace Safety Programs
• Asset Management and Capital Improvement Programs
• Rate Setting and Resiliency Planning
• Staff Development and Training Initiatives
The Utilities Department remains dedicated to its mission of ensuring reliable and sustainable utility services while prioritizing the health, safety, and well-being of the Lakeport community.
Public Safety &
Crisis ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development 2024-2025
1. Completed design and awarded an $8.1 million dollar contract to Ghilotti Construction for the replacement of approximately 5,000 feet of sewer main and 9,000 feet of water main. Construction is at about 50% with full completion anticipated in August of this year. (City Manager NT-3) / (NT-1)
2. MC Engineering is at 99% design for the WWTP Sodium Hypochlorite System. This project will likely go out to bid for construction in April and estimate completion to be November of this year. (City Manager IT-1) / (NT-1)
3. Dudek Engineering is at 60% design of our new groundwater well at our Green Ranch site. We anticipate drilling 3 test wells in May or June of this year. (City Manager NT3) / (NT-1)
4. Pace Engineering is currently compiling the data necessary to update our Master Plans for both water and sewer. Both of these should be completed in July of this year. (City ) / ( )
5. Updating our infrastructure into ESRI and Cartegraph is ongoing. We are in the process of entering the current pipeline work as it progresses. (NT-2)
6. We were able to secure software that streamlines SOP generation. We have updated our required procedures for regulatory compliance and have begun work on routine operations. (NT-3)
7. Continued focus on I&I with increased data analysis, TV inspection and documentation of deficiencies for planned repairs or replacement. A training is scheduled in May 2025 on smoke testing the is being conducted by CRWA. (NT-4)
8. Completed our Lead Service Line Inventory of the entire distribution system as required by October 16th of last year.
9. Conducted a successful reorganization of the utilities department to maximize cross training and improved efficiency. (City Manager LT-1) / (LT-2)
10. Currently updating our Cross Connection Control Program as required by recent regulation to better protect against backflow incidents. (LT-2)
11. Replaced the media in two of the four GAC contactors at the Surface Water Plant. (LT2)
12. Installed 3 back-up generators at water facilities through a Cal OES grant. (LT-2) Utilities
Accomplishments
Public Safety & Crisis
ResponseDisaster ResiliencyGood Governance & Fiscal StabilityCapital Infrastructure ImprovementSafe, Sustainable & Attractive NeighborhoodsEconomic Development Near Term 2025-2026
1. Completion of projects in accordance with our CIP. These projects include the 2024 water and sewer pipeline project, development of a new well, and sodium hypochlorite conversions at all treatment facilities.
2. Update Water and Sewer 10 year CIP by incorporating elements contained within the newly updated Master Plans.
3. Further streamline required maintenance of all utility functions related to water distribution, sewer collection, and treatment facilities. This includes I&I investigation, hydrant maintenance, valve exercising, and overall facility maintenance.
4. Conduct a rate study and implement the 218 process as needed to sustain fiscal stability of enterprise funds.
Intermediate-Term Goals 2-4 years
1. Update all chapters of Title 13 in the Municipal Code
2. Continue to pursue grant funding opportunities related to utility infrastructure improvements.
3. Obtain California Water Environment Association (CWEA) certifications for collection system operators.
Long-Term Goals 5+ years
1. Resiliency planning for long term sustainability.
2. Long range infrastructure improvement plan.
Utilities
Goals
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Public Works: Water O&M
No. 3060
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 501 WATER UTILITY M & O FUND 1,326,385 1,858,949 7,410,284 4,217,056 2,585,961 2,585,961 1,146,792 1,190,863 502 WATER EXPANSION FUND 23,055 9,348 530,000 152,543 920,000 920,000 407,991 423,670 Total Resources 1,349,656 1,868,297 7,940,284 4,369,599 3,505,961 3,505,961 1,554,783 1,614,534 634,073 625,356 680,483 634,709 795,463 795,463 835,236 876,998 571,757 659,082 626,297 384,915 701,997 701,997 719,547 737,536 143,826 583,859 6,633,504 3,349,975 2,008,501 2,008,501 - - Total Expenditures 1,349,656 1,868,297 7,940,284 4,369,599 3,505,961 3,505,961 1,554,783 1,614,534 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
CITY OF LAKEPORT
RECOMMENDED BUDGET
FY 2025/2026
Dept. Public Works: Sewer O&M
No. 3070
2022-23 2023-24 2024-25 2024-25 2025-26 2025-26 2026-27 2027-28 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 601 CLMSD UTILITY M & O FUND 1,595,306 2,705,445 5,484,585 4,693,693 3,163,064 3,163,064 1,605,357 1,661,111 602 CLMSD EXPANSION FUND 7,981 5,874 720,000 1,060 1,020,000 1,020,000 517,683 535,662 Total Resources 1,604,197 2,711,319 6,204,585 4,694,753 4,183,064 4,183,064 2,123,040 2,196,773 637,593 724,882 681,983 629,705 786,963 786,963 826,311 867,627 842,412 988,117 905,601 891,930 1,265,101 1,265,101 1,296,729 1,329,147 124,192 998,320 4,617,001 3,173,117 2,131,000 2,131,000 - - Total Expenditures 1,604,197 2,711,319 6,204,585 4,694,753 4,183,064 4,183,064 2,123,040 2,196,773 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2025-26
Department Detail
DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Meeting Date: 06/17/2025 Page 1 Agenda Item # VII.E.1.2 401315.1
CITY OF LAKEPORT
City Council
City of Lakeport Municipal Sewer District
Lakeport Redevelopment Successor Agency
Lakeport Industrial Development Agency
Municipal Financing Agency of Lakeport
STAFF REPORT
RE: Review the Position Summary from the 2025-2026 Proposed Budget
MEETING DATE: 6/17/2025
SUBMITTED BY: Kelly Buendia, Administrative Services Director PURPOSE OF REPORT: Information only Discussion Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:
The City Council is asked to receive a report on the Position Summary included in the proposed 2025-26 budget and provide direction to staff, if any.
BACKGROUND/DISCUSSION:
As a matter of practice, staff presents the City Council with recommended staffing annually in the budget in the Position Summary. When changes are anticipated from year to year, those changes are included in the Position Summary and associated funds are included in departmental operational costs.
In alignment with the City's goals for succession planning, talent retention, and efficient delivery of services, staff is recommending the promotion of two employees into higher-level roles to reflect expanded responsibilities and leadership capacity. These recommended changes are reflected in the Position Summary but do not require changes to the classification system nor do they reflect an overall change in staffing levels.
However, the Council will note that there is a reduction of .5 staff from Finance, which represented overstaffing for ½ a year due to a retirement. There is also a change from Assistant City Manager to Finance Director, following a transition in staffing.
Planning Services Manager:
The first recommended change is the promotion of an Associate Planner to the position of Planning Services Manager. The Planning Services Manager assumes full supervisory authority, manages complex development projects, and leads long-range planning efforts, including General Plan updates. This role requires a broader scope of responsibility, policy-level decision-making, and interdepartmental coordination beyond the duties of an Associate Planner.
Parks Maintenance Foreman:
The second recommended change this year is the promotion of a Parks Leadworker to the position of Parks Maintenance Foreman. The Parks Foreman takes on full supervisory duties, including performance evaluations and budget input, and oversees both city crews and contractors. This role expands beyond the task-focused direction of a Leadworker to include operational planning, administrative oversight, and project coordination at a higher level.
Meeting Date: 06/17/2025 Page 2 Agenda Item # VII.E.1.2 401315.1
OPTIONS:
1. The City Council could provide directions to alter the proposed Position Summary.
2. The City Council could offer no other direction and accept the proposed Position Summary, which would then be adopted in the budget.
FISCAL IMPACT:
☐ None ☒ included in proposed budget Budgeted Item? ☒Yes ☐ No Budget Adjustment Needed? ☐Yes ☒ No If yes, amount of appropriation increase: $ Affected fund(s): ☒ General Fund ☒ Water OM Fund ☒ Sewer OM Fund ☒ Other:
Comments: The Council approves staffing costs through the budget process.
COUNCIL PRIORITIES:
☒ Priority #1: Public Safety & Crisis Response
☒ Priority #2: Disaster Resiliency
☒ Priority #3: Good Governance & Fiscal Stability
☒ Priority #4: Capital Infrastructure Improvement
☒ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☒ Priority #6: Economic Development
SUGGESTED MOTIONS:
None
☒ Attachments: 1. Recommended Position Summary 2025-26 FY City of Lakeport
Fiscal Year 2024-25
Position Summary
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26
Classification Title FTE FTE FTE FTE Change FTE
Admin Services Director/ City Clerk 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 2.00 2.00 2.00 2.00
Administrative Specialist 2.00 1.00 2.00 2.00 2.00
Assistant City Manager/ Finance Director 1.00 1.00 1.00 1.00 (1.00) - Assistant/Associate Planner 1.00 1.00 1.00 1.00 (1.00) - Building Inspector - - - - -
Extra Help Building Inspector - - - 0.50 0.50
Chief Building Official 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Community Development Technician 1.00 1.00 - - -
Compliance Officer 1.00 1.00 1.50 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Electrical Mechanic Technician 1.00 1.00 1.50 1.00 1.00 Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
Finance Director - - - - 1.00 1.00
Financial Services Specialist 3.00 3.00 3.50 3.50 (0.50) 3.00 GIS/Asset Manager 1.00 1.00 1.00 1.00 1.00
Government Accountant 1.00 1.00 1.00 1.00 1.00
Maintenance Worker 7.00 7.00 7.00 6.00 6.00
Parks Maintenance Foreman - - - - 1.00 1.00
Parks Leadworker - 1.00 1.00 1.00 (1.00) -
Parks Maintenance Worker 2.00 2.00 2.00 2.00 2.00
Planning Services Manager 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant /Captain 1.00 1.00 1.00 1.00 1.00
Police Flexible Classifications 11.00 11.00 11.00 11.00 Police Officer 7.00 - - - -
Police Officer (School Resource Officer) 1.00 - - - -
Police Part-time Help - - - - -
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00
Police Records and Evidence Clerk 1.00 1.00 1.00 1.00 1.00 Police Sergeant 3.00 - - - -
Projects Coordinator 1.00 2.00 2.00 2.00 2.00
Extra Help Projects Coordinator - - - 0.50 0.50
Public Works Director 0.50 1.00 1.00 1.00 1.00
Public Works Extra Help 0.75 - - - -
Public Works Foreman - - - - -
Public Works Superintendent 2.00 1.00 1.00 1.00 1.00
Utilities Operator 4.00 4.00 4.00 4.00 4.00
Utilities Director - 1.00 1.00 1.00 1.00
Utilities Superintendent 1.00 - - 1.00 1.00
Utilities Supervisor - - - 2.00 2.00
Wastewater Facilities Supervisor 1.00 1.00 1.00 - -
Water Supervisor 1.00 1.00 1.00 - -
Total FTE 54.25 55.00 56.50 56.50 (0.50) 56.00