Agenda packet — Lakeport City Council, April 21, 2026 (part 2 of 2)

File with:

City Clerk’s Office
City of Lakeport
City Hall
225 Park Street
Lakeport, CA 95453

CLAIM FOR MONEY OR

DAMAGES AGAINST

THE CITY OF LAKEPORT

RESERVE FOR FILING STAMP
CLAIM NO. _____________
A claim must be presented, as prescribed by the Government Code of the State of California, by the claimant or a person acting on his/her behalf and shall show the following:

If additional space is needed to provide your information, please attach sheets, identifying the paragraph(s) being answered.

1. Name and Post Office address of the Claimant:

Name of Claimant:

Post Office Address:

2. Post Office address to which the person presenting the claim desires notices to be sent:

Name of Addressee: Telephone:

Post Office Address:

3. The date, place and other circumstances of the occurrence or transaction which gave rise to the claim asserted.

Date of Occurrence: Time of Occurrence:

Location:

Circumstances giving rise to this claim:

4. General description of the indebtedness, obligation, injury, damage or loss incurred so far as it may be known at the time of the presentation of the claim.

5. The name or names of the public employee or employees causing the injury, damage, or loss, if known.

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6. If amount claimed totals less than $10,000: The amount claimed if it totals less than ten thousand dollars ($10,000) as of the date of presentation of the claim, including the estimated amount of any prospective injury, damage, or loss, insofar as it may be known at the time of the presentation of the claim, together with the basis of computation of the amount claimed.

Amount Claimed and basis for computation:

If amount claimed exceeds $10,000: If the amount claimed exceeds ten thousand dollars ($10,000), no dollar amount shall be included in the claim. However, it shall indicate whether the claim would be a limited civil case. A limited civil case is one where the recovery sought, exclusive of attorney fees, interest and court costs does not exceed $25,000. An unlimited civil case is one in which the recovery sought is more than $25,000. (See CCP § 86.) Limited Civil Case Unlimited Civil Case

7. Claimant(s) Date(s) of Birth:

8. Name, address and telephone number of any witnesses to the occurrence or transaction which gave rise to the claim asserted:

9. If the claim involves medical treatment for a claimed injury, please provide the name, address and telephone number of any doctors or hospitals providing treatment:

If applicable, please attach any medical bills or reports or similar documents supporting your claim.

10. If the claim relates to an automobile accident:

Claimant(s) Auto Ins. Co.: Telephone:

Address:

Insurance Policy No.:

Insurance Broker/Agent: Telephone:

Address:

Claimant's Veh. Lic. No.: Vehicle Make/Year:

Claimant's Drivers Lic. No.: Expiration:

If applicable, please attach any repair bills, estimates or similar documents supporting your claim.

You are required to provide the information requested above in order to comply with Government Code §910.

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READ CAREFULLY
For all accident claims, place on following diagram name of streets, including North, East, South, and West; indicate place of accident by “X” and by showing house numbers or distances to street corners. If City/Agency Vehicle was involved, designate by letter “A" location of City/Agency Vehicle when you first saw it, and by “B” location of yourself or your vehicle when you first saw City/Agency Vehicle; location of City/Agency vehicle at time of accident by “A-1" and location of yourself or your vehicle at the time of the accident by “B-1" and the point of impact by “X.”
NOTE: If diagrams below do not fit the situation, attach hereto a proper diagram signed by claimant.

Warning: Presentation of a false claim is a felony (Penal Code §72). Pursuant to CCP §1038, the City/Agency may seek to recover all costs of defense in the event an action is filed which is later determined not to have been brought in good faith and with reasonable cause.

Signature: Date:

SIDEWALK

PARKWAY

SIDEWALK
CURB
CURB
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© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 INSERT TAB:

Tab G: POST-SPILL
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© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 City of Lakeport Spill Emergency Response Plan
Post-Spill Assessment G-1: Page 1

SPILL LOCATION
Spill location name:

Address of spill:

NOTIFICATION AND COMMUNICATION PROCEDURES
Were notification procedures adhered to? ☐ Yes ☐ No
Were notification procedures effective? ☐ Yes ☐ No

RESPONSE PROCEDURES
Were response time goals met? ☐ Yes ☐ No
Were safety procedures adhered to? ☐ Yes ☐ No
Were safety procedures effective? ☐ Yes ☐ No
Were initial response procedures adhered to? ☐ Yes ☐ No Were initial response procedures effective? ☐ Yes ☐ No
Were containment procedures adhered to? ☐ Yes ☐ No
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© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 City of Lakeport Spill Emergency Response Plan
Post-Spill Assessment G-1: Page 2
RESPONSE PROCEDURES (continued)
Were containment procedures effective? ☐ Yes ☐ No
Were clean up and recovery procedures adhered to? ☐ Yes ☐ No Were clean up and recovery procedures effective? ☐ Yes ☐ No Were sewer back up procedures adhered to? ☐ Yes ☐ No
Were sewer back up procedures effective? ☐ Yes ☐ No
Were chain of custody procedures adhered to? ☐ Yes ☐ No Was failure analysis investigation performed and documented? ☐ Yes ☐ No

REPORTING AND NOTIFICATION PROCEDURES
Were reporting and notification timeline requirements met? ☐ Yes ☐ No 253 / 352
© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 City of Lakeport Spill Emergency Response Plan
Post-Spill Assessment G-1: Page 3

DOCUMENTATION
Was spill file created? ☐ Yes ☐ No
Was QA/QC performed to ensure field data matched CIWQS data? ☐ Yes ☐ No

RECOMMENDED CHANGES
☐ N/A

ATTENDEES

FACILITATED BY
Date:
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© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 City of Lakeport Spill Emergency Response Plan
Collection System Failure Analysis G-2: Page 1

OFFICE USE ONLY
Incident Report # Prepared By
Spill/Backup Information
Cause
Summary of Historical Spills/Backups/Service Calls/Other Problems Date Cause Date Last Cleaned Crew
Records Reviewed By: Record Review Date:

Summary of CCTV Information
CCTV Inspection Date File Name/Number
CCTV File Reviewed By CCTV Review Date
Observations
Go to Page 2
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© 2004-2023 DKF Solutions Group, LLC. All rights reserved. Licensed to City of Lakeport for City use only. 7-27-23 City of Lakeport Spill Emergency Response Plan
Collection System Failure Analysis G-2: Page 2
Recommendations
✓ Type Specific Actions Who is
Responsible?
Completion
Deadline
Who Will Verify
Completion?
No Changes or
Repairs Required n/a n/a n/a n/a
Added sewer to
preventive
maintenance
program
Adjusted
schedule/method
of preventive
maintenance
Enforcement
action against FOG
source
Plan rehabilitation
or replacement of
sewer
Repaired facilities
or replaced defect
Change(s) to Spill
Response
Procedures
Training
Misc.

Comments/Notes:

Reviewed By: Review Date:
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Appendix 7.A
Grease Trap / Interceptor Inspection Policy
City of Lakeport Municipal Sewer District │ SSMP Revision 5 │ April 2026 Type: ATTACHED
Document follows this cover sheet.
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CITY OF

LAKEPORT

UTILITIES DIVISION
POLICY
Policy Number: U-9
FOG ABATEMENT PROGRAM: GREASE TRAP/INTERCEPTOR

MAINTENANCE AND INSPECTIONS
Date Adopted: January 15, 2010
Date Revised: April 2026
Scope: Applies to all personnel responsible for administering and enforcing the provisions of Lakeport Municipal Code (LMC) Chapter

13.20 (Sewer Use and Pretreatment).

Purpose: Establish guidelines and procedures for the maintenance and inspection of grease traps and interceptors serving any Food Service Establishment (FSE) located within the jurisdictional boundaries of the City of Lakeport. Proper maintenance of grease traps and interceptors helps prevent sanitary sewer overflows (SSOs) and sewer backups resulting from the accumulation of fats, oils, and grease (FOG) in the City's sewer system.

Responsibility: The Utilities Division is primarily responsible for coordinating FOG inspections required by LMC Chapter 13.20. Program success depends on ongoing coordination with the Community Development Department. The Compliance Officer and/or Utilities Director are responsible for future revisions to this policy. The Community Development Director may provide input.

BACKGROUND
City Ordinance No. 872 was adopted in 2008 and established regulations associated with the use of the City's sanitary sewer system, codified in Lakeport Municipal Code (LMC) Chapter 13.20 (Sewer Use and Pretreatment).

The goal of these regulations is to ensure the City's sanitary sewer system is adequately maintained, including inspection and enforcement programs designed to ensure ongoing compliance. This policy accomplishes the following:

1. Establish guidelines and procedures for the maintenance and inspection of grease traps and interceptors maintained by any Food Service Establishment (FSE) in Lakeport.

2. Establish the roles and responsibilities of City staff involved in grease trap and interceptor inspection activities.
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POLICY

1. Inspections shall be conducted by a qualified Utilities Division employee designated by the Utilities Director or Compliance Officer. The Compliance Officer (FOG Inspector Certified) and the Chief Building Official are the preferred inspectors for formal enforcement-related inspections. Other qualified field staff may conduct inspections at the direction of the Compliance Officer or Utilities Director.

2. All FSEs shall maintain and update a maintenance log for their grease trap(s) and/or interceptor(s) and shall make that log available to any inspector from the City or County Environmental Health upon request.

3. If, upon inspection, a grease trap or interceptor is found to be improperly maintained, undersized, incorrectly configured, or deficient in preventing FOG from entering the City's sewer system, the inspector shall provide the Compliance Officer with all relevant information for review.

4. Inspectors shall arrive in an official City vehicle if possible, and shall present a business card or City identification, together with a copy of the FOG education packet or introductory letter, to clearly identify themselves and explain the purpose of the visit.

5. Inspections may be announced or unannounced. The Compliance Officer shall be made aware of any FSE grease trap inspection conducted by City staff.

6. If deemed essential to the FOG program, effluent from grease interceptors or traps may be sampled to determine the amount of FOG being discharged to the sewer system. Samples of equipment effluent best represent the nature of an FSE's discharge.

7. Inspectors shall have the following equipment and materials available during an inspection:

Equipment Paperwork / Materials
GIS map printout or mobile GIS access FSE file and prior inspection report Manhole pick FOG Inspection Checklist (Attachment A)
Depth probe FOG Inspection Report Form (Attachment
B)
Ratchet set List of licensed grease haulers and
recyclers
Pipe wrench BMP materials and current FSE education
packet
Inspection mirror Notice of Violation form (if enforcement action anticipated)
Camera or phone with camera Business card or City identification Steel-toed boots and PPE (gloves, safety
vest, safety glasses)
Sample bottles and sampling equipment
(if sampling anticipated)
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INSPECTION TRIGGERS
CLMSD conducts FOG inspections on a trigger basis rather than a fixed routine schedule, consistent with the FOG Control Program described in the SSMP (Element VII). Circumstances that may initiate an inspection include:

1. Referral from the Lake County Environmental Health Department, including cases where an FSE cannot produce grease disposal receipts at an annual County health inspection.

2. A sanitary sewer overflow (SSO) attributed to FOG in a system segment associated with a known FSE.

3. A written or verbal complaint from a property owner, tenant, or member of the public regarding FOG-related conditions.

4. A new FSE permit application or business license review, inspection may be initiated at the discretion of the Compliance Officer or Utilities Director.

5. Direction of the Compliance Officer or Utilities Director based on system performance data, SSO trends, or other program activity.

PROCEDURE

1. The following activities shall be carried out during each inspection, unless specific justification is documented as to why they were not:
a. Request copies of hauling receipts for all grease handler services completed since the last inspection. b. Inspect grease removal equipment and cleaning logs to determine if the equipment is being operated and maintained properly.
c. Inspect connections to the grease trap or interceptor to ensure that only authorized equipment and fixtures discharge to the device.
d. Check for evidence of illicit dumping such as debris in floor drains, missing or altered log entries, or use of a vegetable sink for washing dishes (vegetable sinks are not typically plumbed to a trap or interceptor). e. Spot check for evidence of BMP implementation: dry-wipe scraper, spill kit, BMP poster, staff training log, drain screens, and grease storage bin.
f. Collect effluent samples for laboratory analysis of FOG concentration if warranted. Document sampling in the inspection report.
g. Determine how waste grease is collected from work stoves, deep fat fryers, and grills, and confirm proper storage.
h. Inspect grease barrels and storage containers to confirm proper storage conditions. i. Discuss hood and vent cleaning methods. If the facility uses a self-cleaning hood, confirm where wash water is discharged.

These activities are presented in detail in Attachment A, FOG Inspection Checklist.

2. After an inspection is performed, the inspector shall complete the FOG Inspection Report Form (Attachment B) before leaving the facility and submit it to the Compliance Officer within twenty-four (24) hours. The Compliance Officer shall make a determination of compliance standing or request additional review no later than thirty (30) days following receipt of the inspection form. An inspection summary letter or copy of the 260 / 352

ATTACHMENT A
UTILITIES DIVISION POLICY U-9
FOG Inspection Checklist
City of Lakeport Municipal Sewer District | Policy U-9 | April 2026 Revision Complete this checklist during each FSE inspection. Check each item as verified. Note any deficiencies in the comments field of the FOG Inspection Report Form (Attachment B). Submit completed checklist with Attachment B to the Compliance Officer within 24 hours.

Tip: Review the prior inspection report (Attachment B) before arrival to identify outstanding items or previous deficiencies that require follow-up.

General Information
• □ Introduce yourself, present City identification, and explain the purpose of the visit. • □ Confirm FSE contact name, title, and current phone number. Update FSE file if changed. • □ Provide a copy of the current CLMSD FOG education packet to the owner, manager, or staff. • □ Confirm whether this is the FSE's first inspection or a follow-up. • □ Note inspection trigger: County EH Referral / FOG-Attributed SSO / Complaint / Permit Application / Director Discretion.

Grease Trap / Interceptor
• □ Identify type of grease removal device(s): grease trap (under-sink), grease interceptor (exterior vault), automatic grease removal device (AGRD), or other.
• □ Record number of units, size (gallons), and location. • □ Inspect overall condition and cleanliness of device(s). • □ Check for foreign objects, fecal matter, or evidence of tampering. • □ Inspect inlet and outlet plumbing for proper configuration and connections. • □ Confirm that only authorized equipment and fixtures discharge to the device. • □ Assess whether device appears adequately sized for the volume of FOG generated. • □ Request grease trap/interceptor maintenance log and verify it is current and complete. • □ Request hauling/cleaning receipts for all services since the last inspection. • □ Verify cleaning frequency is appropriate and consistent with the hauler schedule. • □ If effluent sampling is warranted, collect sample per standard protocol and document.

Grease Storage
• □ Locate grease storage container (tallow bin, barrel, or similar). • □ Confirm container is covered, bermed if outdoors, and not discharging to the sewer or storm drain. • □ Verify grease is stored in a manner that prevents spills, pests, and odors. • □ Confirm method of grease disposal: licensed hauler, recycler, or solid waste (nominal amounts only).

Floor Drains and Drainage
• □ Check for presence of floor drains and confirm drainage connections. • □ Inspect floor mat and equipment cleaning procedures — verify washwater drains to sewer, not storm drain. • □ Inspect hood cleaning procedures: check for caustics or solvents; confirm washwater discharge point. • □ Check for automatic dishwasher — confirm drainage connection to utility sink or curbed facility draining to sewer.
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Sinks, Drains, and Solids
• □ Check for pre-wash sink and confirm it has proper screening. • □ Verify screening devices are in place and in use in all sinks. • □ Discuss limiting use of under-the-sink garbage disposal units to reduce solids to sewer. • □ Verify employees are scraping food and grease from dishes and cookware before washing. • □ Verify employees are wiping excess FOG with paper towels before washing. • □ Confirm food scraps, FOG, and paper towels are discarded in solid waste — not the drain. • □ Confirm grill-cleaning residuals are going to grease storage or solid waste, not the drain.

Equipment Washing Procedures
• □ Identify location of cleaning mat washing (indoors or outdoors). • □ If outdoors, confirm area is covered and bermed and does not drain to the storm system. • □ Confirm mat washwater discharges to grease trap/vault — not the storm drain.

BMP Verification
• □ Check for BMP poster or signage visible to kitchen staff. • □ Check for drain screens on all floor drains and prep sinks. • □ Verify spill kit is present and accessible.
• □ Confirm staff training log is maintained and current. • □ Discuss any BMP deficiencies and provide corrective guidance.

Inspection Completion
• □ Complete the FOG Inspection Report Form (Attachment B) before leaving the facility. • □ Advise the FSE owner or manager of any deficiencies noted and the required corrective actions. • □ Issue a Notice of Violation if warranted, consistent with Policy U-6. • □ Submit completed Attachment B to the Compliance Officer within 24 hours of inspection. 263 / 352

ATTACHMENT B
UTILITIES DIVISION POLICY U-9
FOG Inspection Report Form
City of Lakeport Municipal Sewer District | Policy U-9 | April 2026 Revision Complete this form during or immediately after the inspection. Submit to the Compliance Officer within 24 hours. File in FSE compliance record.

Facility and Inspection Information
Facility Name Date
Facility Address Time
Owner /
Authorized Rep.

Inspector
Facility Phone Facility
Email
Inspection Trigger □ County EH Referral □ FOG-Attributed SSO □ Complaint □ Permit Application □ Director Discretion
Inspection Type □ Initial □ Follow-Up □ Complaint Response □ Enforcement Facility Type □ Restaurant
□ Fast Food
□ Grocery/Market
□ Bakery/Deli
□ Coffee/Café
□ Cafeteria
□ Other:

Grease Removal Device
Grease Removal
Device
Type: □ Grease Trap □ Interceptor □ AGRD □ Recycle Bin □ Manual □ None □ Other: ______
Number of Units: ______ Size (gallons): ______
Location: ______________________
Condition: □ Good □ Fair □ Poor □ Deficient — describe below I
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Cleanliness: □ Adequate □ Inadequate Foreign Objects: □ None □ Present Plumbing Condition: □ Good □ Fair □ Poor
Fecal Matter Present: □ No □ Yes
Sizing appears adequate: □ Yes □ No — note in comments
Maintenance Records
Maintenance Records Maintenance log available: □ Yes □ No Hauling receipts provided: □ Yes □ No □ Partial Date of last service:
______________________
Name of cleaning firm / hauler:
____________________________________________
Cleaning on schedule: □ Yes □ No Cleaning frequency:
____________________
Samples collected: □ No □ Yes — describe in comments
BMP, Storage, and Equipment
BMP Verification □ BMP poster visible □ Drain screens in place □ Spill kit present □ Staff training log current □ Dry-wipe practices observed
Garbage Disposal
Unit
□ Present □ Not present Solids disposal method:
________________________
Grease Storage Location: □ Indoors □ Outdoors Covered & Bermed: □ Yes □ No Discharge to sewer: □ No □ Yes
Compliance Determination and Follow-Up
Overall Compliance □ Compliant □ Compliant with Deficiencies □ Non-Compliant NOV Issued □ No □ Yes Correction required by: ______________________ Follow-Up Required □ No □ Yes Follow-up date: ______________________ Education Packet
Provided
□ Yes □ Already on file / FSE confirmed receipt
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Required Actions /
Comments
Inspector Signature Name (printed) and Title
Date of Inspection
Submit completed form to Compliance Officer within 24
hours of inspection. File in FSE record.
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Appendix 7.B
SSO / FOG Incident Map
City of Lakeport Municipal Sewer District │ SSMP Revision 5│ April 2026 Type: ATTACHED
Document follows this cover sheet.
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SSO – 10 YEAR MAP All CATEGORIES (INCLUDING PLSD)
•
•
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• ~
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• • • •
• • • ••
•• .. lakeporl
• ••
•
• •
•
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+
- Loot .11 C Ope,)Slteel!,lep eOOl-to,:o C CARTO
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SSO – 10 YEAR MAP FOG INCIDENTS ONLY
•
t
•
• • Lakeport
•
+
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Appendix 10.A
SSMP Audit Template — 11-Element Standard Format
City of Lakeport Municipal Sewer District │ SSMP Revision 5 │ April 2026 Type: ATTACHED
Document follows this cover sheet.
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CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT

SEWER SYSTEM MANAGEMENT PLAN

TRIENNIAL AUDIT REPORT TEMPLATE
Pursuant to Order WQ 2022-0103-DWQ, Section 5.4
WDID Number 5SSO10896
Audit Period [Start Date] – [End Date]
Report Date [Month DD, YYYY]
Prepared By Jen Baker, Compliance Officer
Approved By Paul Harris, Utilities Director
CIWQS Due Date [6 months after end of audit period]
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1. Acronym Table
► Update this table as needed if your program uses acronyms not listed here.

Acronym Definition
CalOES California Governor's Office of Emergency Services CCTV Closed-Circuit Television
CIWQS California Integrated Water Quality System
CIP Capital Improvement Plan
CIPP Cured-in-Place Pipe
CLMSD City of Lakeport Municipal Sewer District
CWEA California Water Environment Association
DWQ Division of Water Quality
FOG Fats, Oils, and Grease
FSE Food Service Establishment
GIS Geographic Information System
I/I Inflow and Infiltration
KPI Key Performance Indicator
LF Linear Feet
LM Linear Miles
LMC Lakeport Municipal Code
MOU Memorandum of Understanding
NASSCO National Association of Sewer Service Companies
O&M Operations and Maintenance
OERP Overflow Emergency Response Plan
PM Preventive Maintenance
SCADA Supervisory Control and Data Acquisition
SOP Standard Operating Procedure
SSMP Sewer System Management Plan
SSO Sanitary Sewer Overflow
SWRCB State Water Resources Control Board
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Acronym Definition
WDID Waste Discharge Identification Number
WQ Water Quality
WWTP Wastewater Treatment Plant
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2. Executive Summary
► Complete after all element reviews are done. Summarize overall findings in 2–3 paragraphs. [Opening paragraph: Identify the audit period, governing order, and purpose of the audit.] [Middle paragraph: Summarize key strengths and overall compliance posture.] [Closing paragraph: Identify high-priority corrective actions and overall trajectory.] Summary of Element Status
Element Status One-Line Summary
I – Goals [Select status] [Fill in after element review] II – Organization [Select status] [Fill in after element review] III – Legal Authority [Select status] [Fill in after element review] IV – Operations & Maintenance [Select status] [Fill in after element review] V – Design & Performance
Provisions
[Select status] [Fill in after element review]
VI – Overflow Emergency Response
Plan
[Select status] [Fill in after element review]
VII – Sewer Pipe Blockage Control
(FOG)
[Select status] [Fill in after element review]
VIII – System Evaluation & Capacity
Assurance
[Select status] [Fill in after element review]
IX – Monitoring, Measurement &
Program Modifications
[Select status] [Fill in after element review]
X – Program Audits [Select status] [Fill in after element review] XI – Communication Program [Select status] [Fill in after element review] f
f
I
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3. Audit Purpose and Regulatory Background
► This section is largely static. Update dates and any citation changes each cycle.

Regulatory Requirement
This SSMP Audit has been prepared pursuant to State Water Resources Control Board Order WQ 2022-0103-DWQ. Section 5.4 requires each Enrolled Agency to conduct an internal audit of its SSMP at least once every three years.

Purpose of the Audit
• Evaluate the effectiveness of the SSMP in reducing sanitary sewer overflows (SSOs). • Assess the Enrollee's compliance with the General Order. • Identify program elements needing revision or improvement. • Identify necessary modifications to the SSMP to correct deficiencies.

CIWQS Submittal Requirement
Within six (6) months after the end of the required 3-year audit period, the Legally Responsible Official shall submit an audit report into the online CIWQS Sanitary Sewer System Database per the requirements in Section 3.10 of Attachment E1 of the General Order.

Recordkeeping
This SSMP Audit Report will be maintained on file at the City of Lakeport Utilities Department and made available to the State or Regional Water Board upon request.
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4. Audit Methodology
Audit Team Members and Roles
► List all staff who contributed. Note who served as Lead Auditor. The Order requires sewer system operators to be involved.

Name Title Role in Audit
Jen Baker Compliance Officer Lead Auditor – document review, data analysis, report preparation
Paul Harris Utilities Director Oversight; confirmation of operational practices and approvals
[Name] [Title] [Role]
[Name] [Title] [Role]
Data Sources Reviewed
► List every document, system, or data source reviewed. This list becomes Appendix A. • CIWQS (California Integrated Water Quality System) – SSO reports, volumes, causes • OpenGov EAM Operations Management System – work orders, PM records, asset history • Internal Standard Operating Procedures (SOPs)
• Inspection Logs and Maintenance Work Orders
• Compliance Share Drive – SSMP source files, historical revisions, training records • Training Documentation – sign-in sheets, certifications • City Council and Public Communication Archives
• [Sewer Master Plan – year/version]
• [Other – add as applicable]
Document Review Approach
Each SSMP element was reviewed against the requirements of WQ 2022-0103-DWQ, Attachment D, with emphasis on:
• Currentness – does the SSMP reflect existing conditions, organization, and legal authority? • Implementation Evidence – are procedures practiced and documented? • Effectiveness – what do data and performance outcomes (SSO frequency, recovery) show? • Regulatory Alignment – is the element consistent with SWRCB and Regional Board expectations? Field Verification and Staff Interviews
Interview Date(s): [Date(s)]
276 / 352
Participants: [Names and titles]
Topics Discussed: [Brief summary of focus areas]
► Per Order WQ 2022-0103-DWQ, sewer system operators must be involved in completing the audit. Document that operator input was solicited and considered.
[Describe the process used to involve operators: interview, draft review, sign-off, etc.] Summary of Tools Used
• SSO Tracking Spreadsheet – [version/year] – captures spill data by date, cause, volume, recovery, environmental impact • GIS Mapping Layer – SSO locations overlaid with collection system assets • CIWQS Query Export – used to reconcile state-reported spills with internal tracking • OpenGov EAM Asset Management System – work orders, PM records • [Other tools – add as applicable]
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5. System Overview
► Update system statistics from the most current Sewer Master Plan or CIWQS records. Cite your source for each figure.

System Size Snapshot
Audit Period Reference: [Start Date] – [End Date]
System Metric Value Source
Gravity mains (miles) [##] LM [Source]
Force mains (miles) [##] LM (est.) [Source]
Service laterals (#) [##] (approx. ## LM) [Source]
Pump stations (total) [#] [Source]
> 75,000 gpd design capacity [#] [Source]
< 75,000 gpd design capacity [#] [Source]
Manholes (#) [##] [Source]
Aerial/water crossings (#) [#] [Source]
System not readily accessible (%) [#]% [Source]
Annual CCTV (LF) [##,###] LF [Source]
Annual cleaning (lines/laterals) [##] targeted mains/laterals (quarterly)
[Source]
System Changes During the Audit Period
► Summarize capital improvements, operational changes, policy changes, and asset additions/retirements during the audit period.

Renewal & Replacement
[Describe capital projects completed during the audit period.] Operational Changes
[Describe changes to operations, systems, or equipment.] Policy/Ownership Changes
[Describe any changes to lateral ownership policy, ordinances, or service agreements.] Resiliency Improvements
[Describe backup power, SCADA, or other resiliency upgrades.] 278 / 352

6. Summary of SSO Trends
► Pull all data from CIWQS and your internal SSO Tracking Spreadsheet. Cross-check for consistency. All tables below must be populated from verified data before submission.

6.1 Sewer Overflow Performance
Key measures reviewed in this audit include:
• Spill Rate: Number of SSOs per 100 miles of gravity mainlines and force mains per year. • Spills Impacting Surface Waters: Frequency and volume of discharges reaching receiving waters. • Spill Magnitude: Number and size of SSOs by volume range. • Spill Categories: Distribution of spills by SWRCB category (1–4). • Spill Causes: Primary causes of SSOs.
• System Component: Infrastructure type associated with each event.

6.2 Sanitary Sewer Overflow Rate
Total system miles: [## gravity + ## force main + ## public laterals = ## total miles] Total SSOs during audit period: [#]
SSO rate (per 100 miles/year): [#.##] SSOs per 100 miles per year Statewide benchmark (small systems): Typically 3–5 SSOs per 100 miles per year [Narrative: Is the rate above or below benchmark? What factors explain the rate?]

6.3 Spills Impacting Surface Waters
► Complete this table for each audit year. 'Surface Waters' = Category 1 spills reaching a water body.

Year Total Spill Vol.
(gal)
Vol. Recovered Vol. to Surface
Waters
% Recovered % to Surface
Waters
[YYYY]
[YYYY]
[YYYY]
TOTAL
279 / 352

6.4 Number and Size of Sewer Overflows
Spill Size (gallons) Count % of Total
≥ 50,000
10,000–49,999
1,000–9,999
100–999
50–99
< 50
TOTAL 100%

6.5 Spill Categories
Category Definition Count % of Total
Cat. 1 Discharge to surface water or storm drain with potential to reach surface water
Cat. 2 Discharge > 1,000 gal not reaching surface water Cat. 3 Discharge ≤ 1,000 gal not reaching surface water and contained Cat. 4 Private lateral spill (voluntary reporting)
TOTAL 100%

6.6 Causes of Spills
Cause Count % of Total
Root Intrusion
Debris / Grease Blockage
FOG Blockage
Pump Station / Mechanical Failure
Power Failure
280 / 352
Cause Count % of Total
Third-Party / Contractor Damage
Vandalism
Other: [specify]
TOTAL 100%

6.7 System Component
System Component Count % of Total
Gravity Mainline
Public Lower Lateral
Manhole
Pump Station
Force Main
Other: [specify]
TOTAL 100%
281 / 352

7. SSMP Element-by-Element Compliance Review
► Complete each element section in order. Each section has: (a) regulatory requirements checklist, (b) narrative analysis, (c) corrective actions table. Use the three status designations: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required).

Element I – Goals
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section I Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Mission statement that commits the agency to safe, reliable sewer service. • Clear, specific goals for operation and maintenance designed to reduce SSOs. • Goals should reference reduction of SSOs, public health protection, and environmental compliance. • Integration of Sewer Master Plan goals (Element VIII linkage). • A schedule for SSMP updates including internal audit milestones (Attachment D, Section 1.2). • Measurable performance indicators or KPIs tied to goals (best practice).

Narrative Analysis
► Describe what CLMSD actually does. Distinguish between compliant items and deficiencies. Support every statement with evidence. [Summarize current program status and implementation evidence] [Identify specific gaps, informal practices, or documentation deficiencies] [Assess overall effectiveness during the audit period]
Recommended Corrective Actions
► Number each action. Include responsible party and target completion date. # Corrective Action Responsible Party Target Date

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
282 / 352
Element II – Organization
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section II Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Name of the Legally Responsible Official (LRO) — designated through CIWQS enrollment. • Position titles, telephone numbers, and email addresses for management, administrative, and maintenance staff responsible for SSMP elements.
• Organizational chart showing lines of authority.
• Chain of communication for reporting spills, from complaint receipt through external agency notification. • Identification of the person responsible for reporting SSOs to State and Regional Water Boards.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element III – Legal Authority
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section III Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
283 / 352
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Authority to prevent illicit discharges into the sewer system. • Authority to require proper design and construction of sewer connections. • Authority to ensure access for inspection and maintenance. • Authority to limit FOG discharges (grease control).
• Authority to enforce sewer use violations.
• Documentation of legal basis: municipal code sections, ordinances, resolutions, service agreements.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element IV – Operations & Maintenance Program
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section IV Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
284 / 352
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • 4.1 — Up-to-date maps of gravity mains, manholes, pumping facilities, pressure pipes/valves, and applicable stormwater connections.
• 4.2 — Preventive O&M program including scheduled cleaning and increased frequency for known problem areas. • 4.2 — Rehabilitation and replacement plan to identify and prioritize deficiencies with short- and long-term corrective actions.
• 4.3 — Training program providing regular instruction on collection system O&M; contractors appropriately trained. • 4.4 — Inventory of equipment and critical replacement parts.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element V – Design & Performance Provisions
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section V Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • 5.1 — Design and construction standards for new sewer systems and rehabilitation projects (current edition of California Uniform Plumbing Code plus local standards).
• 5.2 — Procedures for inspecting and testing new construction and rehabilitation improvements. 285 / 352
• Reference to applicable local standards (e.g., CLMSD adopted construction standards). • Documentation of inspection authority and triggering conditions for testing.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element VI – Overflow Emergency Response Plan (OERP)
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section VI Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Procedures for proper notification of regulatory agencies (SWRCB, Regional Board, CalOES, County EH, County AQMD) and the public.
• Appropriate response program procedures: detection, assessment, containment, cleanup, and recovery. • Coordination procedures with outside agencies.
• Procedures to ensure staff and contractors are trained on OERP procedures. • Program to contain and minimize impacts of SSOs, including post-incident documentation. • Performance metrics: initial notification time, first responder arrival time, CalOES notification time. • Post-spill assessment and lessons learned process.
• Annual drill schedule and documentation.
286 / 352
Narrative Analysis
► Describe what CLMSD actually does. Distinguish between compliant items and deficiencies. Support every statement with evidence. [Summarize current program status and implementation evidence] [Identify specific gaps, informal practices, or documentation deficiencies] [Assess overall effectiveness during the audit period]
Recommended Corrective Actions
► Number each action. Include responsible party and target completion date. # Corrective Action Responsible Party Target Date

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element VII – Sewer Pipe Blockage Control Program (FOG) Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section VII Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Public education and outreach for proper disposal of FOG. • Authority to inspect grease-producing facilities (FSEs) and enforce FOG ordinance. • Requirements for grease removal devices (grease interceptors/traps) for applicable FSEs. • Inspection schedule and enforcement procedures.
• Mechanism to identify FOG blockage problem areas.
• Source control measures to reduce FOG in the collection system. • Legal authority: current ordinance enabling inspection, compliance, and enforcement. • Coordination mechanism with County Environmental Health (MOU or equivalent).

Narrative Analysis
► Describe what CLMSD actually does. Distinguish between compliant items and deficiencies. Support every statement with evidence. 287 / 352
[Summarize current program status and implementation evidence] [Identify specific gaps, informal practices, or documentation deficiencies] [Assess overall effectiveness during the audit period]
Recommended Corrective Actions
► Number each action. Include responsible party and target completion date. # Corrective Action Responsible Party Target Date

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element VIII – System Evaluation, Capacity Assurance & Capital Improvements Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section VIII Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • 8.1 — Condition assessment: annual scope (% of system), prioritization criteria including proximity to sensitive waters, inspection methods, climate vulnerability assessment.
• 8.2 — Capacity assessment: identification of hydraulic deficiencies, design criteria, analysis of dry-weather and wetweather peak flows, I/I evaluation. • 8.3 — Prioritization of corrective action based on condition and capacity findings, considering consequence of potential spills.
• 8.4 — Capital Improvement Plan (CIP) with project schedules, completion dates, funding sources, and coordination between O&M and engineering staff.
• Reference to current (adopted) Sewer Master Plan.

Narrative Analysis
► Describe what CLMSD actually does. Distinguish between compliant items and deficiencies. Support every statement with evidence. [Summarize current program status and implementation evidence] [Identify specific gaps, informal practices, or documentation deficiencies] [Assess overall effectiveness during the audit period]
288 / 352
Recommended Corrective Actions
► Number each action. Include responsible party and target completion date. # Corrective Action Responsible Party Target Date

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element IX – Monitoring, Measurement & Program Modifications Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section IX Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Program to accurately and consistently monitor and measure the effectiveness of the SSMP. • Maintain relevant information to establish and prioritize appropriate Plan activities, including audit findings. • Monitor implementation and measure the effectiveness of each Plan element. • Assess success of preventive O&M activities.
• Update procedures based on monitoring and performance evaluations. • Identify and illustrate SSO trends in frequency, location, and volume. • SSMP Change Log: document all significant revisions to the plan.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
Element X – Program Audits
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section X Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • SSMP audit procedures appropriate to the size and performance of the system (per Attachment D, Section 10). • Internal audit conducted at least once every three years (Section 5.4). • Audit covers implementation and effectiveness of the SSMP in preventing spills. • Audit evaluates compliance with the General Order.
• Audit identifies SSMP deficiencies and recommends modifications. • Sewer system operators involved in completing the audit (Section 5.4). • Audit report submitted to CIWQS within 6 months of end of audit period (Section 3.10, Attachment E1). • Audit report includes: findings, recommended corrective actions, statement of operator input, and schedule to address deficiencies.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY] 290 / 352
# Corrective Action Responsible Party Target Date

3. [Add more rows as needed]
Element XI – Communication Program
Regulatory Cite WQ 2022-0103-DWQ, Attachment D, Section XI Compliance Status [Select: Compliant | Compliant with Deficiencies | Non-Compliant (Action Required)]
Documents Reviewed [List all source documents reviewed for this element] Staff Interviewed [Name, Title — date of interview]
Regulatory Requirements
► Verify ALL sub-requirements below are addressed in your narrative. • Procedures to communicate with the public about: (a) spills and discharges resulting in closures or entry into drinking water sources; and (b) development, implementation, and update of the SSMP including public input opportunities. • Procedures to communicate with owners/operators of systems that connect into the Enrollee's system (satellite systems) about O&M, capital improvement activities.
• Identification of communication channels: website, social media, public notices, press releases. • Mechanism for receiving and responding to public feedback on the SSMP. • Outreach schedule or communication calendar.

1. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

2. [Describe specific corrective action] [Name/Title] [Q#/YYYY]

3. [Add more rows as needed]
291 / 352

8. Audit Findings Summary
► Complete this table after all element sections are done. It is the primary summary document for the CIWQS upload.

Element Compliance Status Summary of Findings Corrective Actions Proposed I – Goals [Status] [Key finding from narrative] [High-level corrective action] II – Organization [Status] [Key finding from narrative] [High-level corrective action] III – Legal
Authority
[Status] [Key finding from narrative] [High-level corrective action] IV – Operations &
Maintenance
[Status] [Key finding from narrative] [High-level corrective action] V – Design &
Performance
Provisions
[Status] [Key finding from narrative] [High-level corrective action] VI – Overflow
Emergency
Response Plan
[Status] [Key finding from narrative] [High-level corrective action] VII – Sewer Pipe
Blockage Control
[Status] [Key finding from narrative] [High-level corrective action] VIII – System
Evaluation &
Capacity
[Status] [Key finding from narrative] [High-level corrective action] IX – Monitoring,
Measurement &
Modifications
[Status] [Key finding from narrative] [High-level corrective action] X – Program
Audits
[Status] [Key finding from narrative] [High-level corrective action] XI –
Communication
Program
[Status] [Key finding from narrative] [High-level corrective action] I
I
292 / 352

9. Corrective Action Plan
► List ALL corrective actions from the element sections. Assign responsible party, target date, and priority. This table drives your SSMP Revision planning.

Element Task / Corrective Action Responsible Party Target Date Priority I [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] II [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] III [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] IV [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] V [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] VI [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] VII [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] VIII [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] IX [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] X [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] XI [Corrective action description] [Name/Title] [Q#/YYYY] [High/Med/Low] ► Add rows for all corrective actions. Multiple rows per element are expected. Copy the row pattern above. 293 / 352

10. Appendix A – Documents and Tools Referenced
► List every document and tool reviewed during the audit. Update this list each cycle.

Regulatory Documents
• State Water Resources Control Board Order WQ 2022-0103-DWQ • California Integrated Water Quality System (CIWQS)
• California Uniform Plumbing Code (CCR Title 24, Part 5) CLMSD Planning Documents
• City of Lakeport SSMP – [current version, date]
• Sewer System Master Plan – [year, consultant]
• [Prior Sewer Master Plan – year, if referenced]
Legal and Policy Documents
• Lakeport Municipal Code (LMC) Chapter 13.20
• Ordinance No. [###] ([year])
• Resolution No. [####] ([year])
• Utility Department Policies [list applicable]
• Mutual Aid Agreement with [agency] – [date]
Operational Records
• CIWQS SSO Query Export (Excel Format)
• SSO Tracking Spreadsheet ([year/version])
• GIS Mapping Layer – Current Collection System
• OpenGov EAM Asset Management System – work orders and PM records • Inspection Logs and Maintenance Work Orders
• City O&M Logs
Emergency Response Documents
• City of Lakeport Overflow Emergency Response Plan (OERP) – [effective date] • Hazardous Materials Incident Response Plan
• Field Staff Spill Report Form
294 / 352
Training and HR Records
• Staff Training Documentation – sign-in sheets, certifications • Contractor Compliance Agreements
Communication and Public Records
• City of Lakeport Website
• City Council and Public Communication Archives
• [FOG Educational Materials – version/date]
Data and Analysis Tools
• SSO Trend Spreadsheet – [version]
• Grease Interceptor Sizing Calculator – [version]
• [Other tools used during audit]
295 / 352
Appendix 10.B
2022–2025 SSMP Audit Report — October 2025
City of Lakeport Municipal Sewer District │ SSMP Revision 5 │ April 2026 Type: ATTACHED
Document follows this cover sheet. Approved by Utilities Director Paul Harris, October 2025. 296 / 352
WDID # 5SSO10896
Prepared by: Jen Baker, Compliance Officer
October 23, 2025
Approved by: Paul Harris, Utilities Director
City of Lakeport
SSMP Audit Report for
Reporting Period:

May 2, 2022 – May 2, 2025
297 / 352
Table of Contents
Acronym Table.................................................................................................................. 3 Executive Summary .......................................................................................................... 4 Audit Purpose and Regulatory Background ........................................................................ 6 Audit Methodology ........................................................................................................... 7 System Overview ............................................................................................................ 10 Summary of SSO Trends .................................................................................................. 13

6.1 Sewer Overflow Performance .............................................................................. 13

6.2 Sanitary Sewer Overflow Rate ............................................................................. 14

6.3 Spills Impacting Surface Waters ......................................................................... 15

6.4 Number and Size of Sewer Overflows .................................................................. 15

6.5 Spill Categories .................................................................................................. 16

6.6 Causes of Spills ................................................................................................. 17

6.7 System Components .......................................................................................... 18 SSMP Element-by-Element Compliance Review .............................................................. 18

7.1 Element I – Goals ............................................................................................... 18

7.2 Element II – Organization .................................................................................... 19

7.3 Element III – Legal Authority ................................................................................ 20

7.4 Element IV – Operations and Maintenance .......................................................... 21

7.5 Element V – Design and Performance Provisio...................................................... 24

7.6 Element VI – Overflow Emergency Response Plan ................................................ 25

7.7 Element VII – Sewer Pipe Blockage Control Program ............................................ 26

7.8 Element VIII – System Evaluation and Capacity Assurance Plan...................………. 27

7.9 Element IX – Monitoring, Measurement, and Program Modifications ..................... 29

7.10 Element X – Program Audits .............................................................................. 30

7.11 Element XI – Communication Program ............................................................... 31 Audit Findings Summary ................................................................................................. 33 Corrective Action Plan .................................................................................................... 36 Appendix A – SSMP Audit Documents and Tools Referenced .............................................40 298 / 352

1. Acronym Table – Lakeport SSMP Audit
Acronym Definition / Meaning
CalOES California Governor’s Office of Emergency Services CCR California Code of Regulations
CCTV Closed-Circuit Television
CIWQS California Integrated Water Quality System
CIP Capital Improvement Plan
CIPP Cured-in-Place Pipe
CLMSD City of Lakeport Municipal Sewer District
CWEA California Water Environment Association
DWQ Division of Water Quality
EPA Environmental Protection Agency
FOG Fats, Oils, and Grease
FSE Food Service Establishment
GIS Geographic Information System
gpd Gallons per Day
I/I Inflow and Infiltration
IT Information Technology Department
KPI Key Performance Indicator
LACOSAN Lake County Sanitation District
LF Linear Feet
LM Linear Miles
LMC Lakeport Municipal Code
MOU Memorandum of Understanding
MTS Manual Transfer Switch
NASSCO National Association of Sewer Service Companies
O&M Operations and Maintenance
OERP Overflow Emergency Response Plan
PM Preventive Maintenance
PPE Personal Protective Equipment
PVC Polyvinyl Chloride
SCADA Supervisory Control and Data Acquisition
SOP Standard Operating Procedure.

SSMP Sewer System Management Plan
SSO Sanitary Sewer Overflow.

SWRCB State Water Resources Control Board
299 / 352
Acronym Definition / Meaning
VPN Virtual Private Network
WDR Waste Discharge Requirements
WDID Waste Discharge Identification Number
WQ Water Quality
WWTP Wastewater Treatment Plant

2. Executive Summary
The City of Lakeport conducted a comprehensive audit of its Sewer System Management Plan (SSMP) for the reporting period May 2, 2022 – May 2, 2025, in accordance with the State Water Resources Control Board (SWRCB) Order WQ 2022-0103-DWQ.

The purpose of this triennial audit is to evaluate the effectiveness of the SSMP in reducing sanitary sewer overflows (SSOs), assess compliance with regulatory requirements, and identify opportunities for improvement across all eleven SSMP elements.

Overview of Findings
The audit found that the City continues to demonstrate progress toward a structured, data-driven SSMP program despite persistent resource and staffing constraints.

Key strengths include strong regulatory awareness, recent modernization of compliance documentation, active SSO tracking improvements, and the initiation of several critical updates, such as the Sewer Master Plan and FOG Program redevelopment, and the Operations and Maintenance (O&M) framework.

The City’s Utilities Department shows high operational awareness and a commitment to continuous improvement, as evidenced by field interviews and proactive program and administrative tools development. However, several program elements remain non-compliant or compliant with deficiencies, largely due to legacy documentation gaps, staffing limitations, informal practices, or procedural standardization. Each deficiency is accompanied by clear corrective actions and target completion dates to ensure full compliance by the next audit cycle.

Summary of Element Status
Goals (Element I): Non-Compliant (Action Required) – The 2008 Sewer Master Plan is outdated, and no quantifiable KPIs currently measure goal attainment.

Organization (Element II): Compliant – Roles and responsibilities are clearly defined and updated, though a recurring review cadence should be formalized.

Legal Authority (Element III): Compliant – Core authority under Lakeport Municipal Code Chapter 13.20 remains adequate; updates to enforcement provisions are recommended. 300 / 352
Operations and Maintenance (Element IV): Compliant with Deficiencies – Core programs for mapping, preventive maintenance, inspection, and lift station O&M are active and generally effective. However, formal documentation is inconsistent, especially for GIS update logging, manhole inspection frequency, CCTV data integration, and critical parts inventory. Staff interviews confirm strong institutional knowledge but highlight the need to transition informal practices into standardized, verifiable procedures.

Design and Performance Provisions (Element V): Compliant – Standards are current; documentation and outreach on private lateral inspections should be expanded.

Overflow Emergency Response Plan (Element VI): Compliant with Deficiencies – A robust response framework exists, but performance metrics, drills, and post-incident documentation need standardization.

Sewer Pipe Blockage Control Program (Element VII): Non-Compliant (Action Required) – The program remains largely inactive but is undergoing redevelopment, including ordinance updates and inspection program design.

System Evaluation & Capacity Assurance (Element VIII): Non-Compliant (Action Required) – The 2008 Master Plan is obsolete; however, a full replacement is in progress with an expected draft by October 2025.

Monitoring, Measurement & Program Modifications (Element IX): Non-Compliant (Action Required) – Data collection and trend analysis have improved through a new SSO tracking tool but require formal integration into SSMP performance reporting.

Program Audits (Element X): Non-Compliant (Action Required) – No prior triennial audits were on record; this report restores compliance and provides a foundation for future cycles.

Communication Program (Element XI): Compliant with Deficiencies – Public communication is active but lacks standardized processes for feedback, outreach scheduling, and web content management.

Key Corrective Priorities
The audit identifies the following high-priority corrective actions:

1. Finalize and adopt the updated Sewer Master Plan to restore capacity planning compliance and support Element I and VIII goals.

2. Standardize Operations & Maintenance documentation, including GIS edit logs, quarterly hotspot lists, manhole inspection records, CCTV integration, and critical spare part tracking.

3. Activate and formalize the FOG Control Program, including ordinance revision, inspection scheduling, and County Environmental Health MOU coordination.

4. Institutionalize data tracking and performance measurement through consistent use of the new SSO spreadsheet, change log, and quarterly review cycles. 301 / 352

5. Conduct recurring OERP drills and develop performance metrics for SSO response and recovery efficiency.

6. Establish a standardized SSMP audit and communication framework with routine updates and documented public engagement.

Overall Assessment
The City of Lakeport’s SSMP demonstrates a maturing compliance framework that continues to evolve toward full regulatory alignment. Despite limited staffing and competing program demands, the Utilities Department exhibits strong institutional knowledge and an evident commitment to system reliability, public health protection, and environmental compliance.

By completing the recommended actions, particularly those tied to Elements I, IV, VII, and VIII, the City is well-positioned to achieve full compliance and operational efficiency by the next triennial audit in 2028.

3. Audit Purpose and Regulatory Background
This Sewer System Management Plan (SSMP) Audit has been prepared pursuant to the requirements of the State Water Resources Control Board Order WQ 2022-0103-DWQ (Sanitary Sewer Systems General Order). Section 5.4 – SSMP Audits requires each Enrolled Agency to conduct an internal audit of its SSMP at least once every three years.

The purpose of the audit is to:
• Evaluate the effectiveness of the SSMP in reducing sanitary sewer overflows (SSOs). • Assess the Enrollee’s compliance with the General Order. • Identify program elements needing revision or improvement.

A written audit report must be prepared and submitted to CIWQS within 6 months of the close of the audit period.

SSMP Effectiveness Evaluation
This triennial audit (May 2022 – May 2025) evaluated the overall effectiveness of the City of Lakeport’s SSMP in minimizing SSOs, ensuring prompt response and reporting, and maintaining compliance with State Water Board Order WQ 2022-0103-DWQ.

The audit found that the SSMP remains generally effective in achieving its goals and continues to serve as an active management framework guiding operations, maintenance, and regulatory reporting. Ongoing improvements to the FOG Program, Capacity Evaluation Plan, and data tracking systems are expected to further strengthen SSMP performance and ensure full alignment with current regulatory expectations.

Triennial Audit Requirement
302 / 352
The triennial audit is a core compliance obligation designed to ensure that the SSMP remains accurate and actionable. Each audit covers the period since the last audit and must be kept on file for State or Regional Water Board review.

This cycle complements, but is distinct from, the six-year SSMP update requirement under Section

5.5 of the General Order.

Connection to CIWQS Reporting and Performance Measures
The California Integrated Water Quality System (CIWQS) provides the data backbone for SSMP audits. Spill volumes, causes, and response actions reported in CIWQS form the quantitative basis for performance analysis.

The audit process, therefore, functions as a regulatory feedback loop:
• SSO Reporting in CIWQS → creates the dataset of incidents and performance indicators. • SSMP Audit (every 3 years) → evaluates program effectiveness based on CIWQS and local data. • SSMP Update (every 6 years) → incorporates audit findings, ensuring continuous program improvement.

Recordkeeping and Availability
In accordance with Order WQ 2022-0103-DWQ, this SSMP Audit Report will be maintained on file at the City of Lakeport Utilities Department. A copy will be made available to the State Water Resources Control Board or the Regional Water Quality Control Board upon request.

4. Audit Methodology
Audit Team Members and Roles
The SSMP Audit was conducted internally by the City of Lakeport Utilities Department, led by the Compliance Officer with support from Public Works, Utilities, and administrative staff. • Jen Baker – Compliance Officer: Lead auditor; responsible for document review, data analysis, audit findings, and report preparation.
• Paul Harris– Utilities Director: Oversight and confirmation of operational practices, maintenance procedures, and resource allocations.
• Mel Olea – GIS Technician: Data support, spatial verification of SSO incidents, and mapping integration for trend analysis.
• Dylan Teverbaugh, Underground Supervisor, Mark Fetzer, Water/Wastewater Supervisor, and Forrest Stogner, Utilities Superintendent: Provided field-level insight into maintenance practices, response procedures, and preventive cleaning schedules.

The audit was reviewed by the Utilities Director (Paul Harris) for technical accuracy and management concurrence before submittal.
303 / 352
Data Sources Used
The following sources were reviewed to evaluate the City’s SSMP implementation and effectiveness for the audit period May 2, 2022 – May 2, 2025:
• CIWQS (California Integrated Water Quality System) – SSO reports, volumes, and causes used to verify data accuracy and compliance with statewide reporting timelines. • OpenGov EAM Operations Management System – Work orders, asset maintenance history, and preventive maintenance records.
• Internal Standard Operating Procedures (SOPs) – Field response procedures, documentation templates, and training materials.
• Inspection Logs and Maintenance Work Orders – Quarterly line cleaning records, CCTV logs, and work order logs.
• Compliance Share Drive (City Network) – SSMP source files, historical revisions, training sign-in sheets, and prior updates.
• Training Documentation – Annual spill response and safety training records. • City Council and Public Communication Archives – Documentation of public engagement and outreach activities related to the SSMP.
• 2008 Sewer Master Plan, and 2025 Draft Sewer Master Plan.

Document Review Approach
Each SSMP element was reviewed against the requirements of WQ 2022-0103-DWQ Section D.13, with emphasis on:

1. Currentness – ensuring the SSMP reflects existing conditions, organization, and legal authority.

2. Implementation Evidence – verifying whether procedures are practiced and documented.

3. Effectiveness – assessing data and performance outcomes such as SSO frequency and recovery percentages.

4. Regulatory Alignment – confirming consistency with both SWRCB and Regional Water Board expectations.

Supporting records (maintenance logs, SOPs, and training materials) were compared against the narrative descriptions in the SSMP to determine practical alignment between written policies and field implementation.

Field Verification and Staff Interviews
While comprehensive field inspections were not part of this audit due to time and staffing constraints, the Compliance Officer conducted informal interviews with field personnel and supervisors to confirm day-to-day operational practices supporting SSMP Element IV.

Interviews were held on October 20, 2025, with the Utilities Director, Utilities Superintendent, 304 / 352
Utilities Underground Supervisor, and Water/Wastewater Supervisor. Additional clarifications regarding GIS data management and mapping edits were obtained through informal discussions with the City’s GIS Technician.

Verification included discussion of:

Preventive Maintenance Practices: Quarterly cleaning of established “hot spot” mains and condition-based cleaning of other lines, with work orders documented in OpenGov EAM.

Inspection and Asset Data Management: CCTV inspections performed reactively and for inspections are stored on the shared drive; GIS maps are maintained by the Utilities Department and updated verbally or by marked-up map sheets pending formal edit tracking.

Lift Station Operations: Tier 1/2/3 preventive maintenance rotation performed monthly, including alarm checks, flow verification, and site housekeeping.

Training and Field Awareness: Staff exhibit strong operational knowledge, though documentation and frequency of SSO/SSMP training remain areas for improvement.

Equipment Readiness: All major equipment (Vactor, CCTV, generators) remains available and serviceable, though spare parts inventory is informal and should transition to a standardized tracking system.

While direct field verification was deferred, interview responses and document review collectively validated that core O&M practices are in place and functioning.

A follow-up field verification effort is recommended in the next audit cycle to confirm progress on GIS edit logging, manhole inspection cadence, and critical spare parts documentation.

Operator Review and Input: In accordance with the coordination requirements under State Water Board Order WQ 2022-0103-DWQ, a summary of the SSMP Audit findings was distributed to wastewater operators for review and input prior to finalization. The Operator’s Executive Summary provided an accessible overview of audit results, and operators were invited to provide feedback or corrections to ensure field practices were accurately represented. This process confirms that operator perspectives were considered in the preparation of the final audit report and satisfies the regulatory requirement for operator involvement in the SSMP audit process.

Summary of Tools Used
To support data analysis and visual reporting, the following tools were utilized:
• SSO Trend Spreadsheet (2025 Edition) – Developed internally to capture spill data by date, cause, volume, recovery rate, and environmental impact. • GIS Mapping Layer – Used to spatially display SSO locations and overlay with collection system assets for pattern recognition.
305 / 352
• CIWQS Query Export (Excel Format) – Used to reconcile state-reported spills with internal tracking logs.
• OpenGov EAM Asset Management System: Used to review work orders for cleaning, inspections, and lift station preventive maintenance activities. • Staff Interviews and Supporting Documentation: Provided qualitative verification of program practices described in Element IV and corroborated maintenance record accuracy.

5. System Overview
The City of Lakeport owns and operates the municipal sanitary sewer collection system serving the incorporated city and immediately adjacent service areas. Wastewater is conveyed to the City’s treatment facilities via gravity mains and force mains with multiple pump stations.

The Utilities Department manages the collection system; the Compliance Officer oversees program certification and reporting.

System Size Snapshot
Audit Period Reference: May 1, 2022 – May 1, 2025
• The gravity sewer system spans 30.23 linear miles, with the predominant installation eras being jointly the 1940–1959 (24%) and 1920–1939 (24%) periods. The system is made up of a variety of materials, including vitrified clay, orangeburg, asbestos-concrete, plastic, and PVC. • Force mains: Present in system; total length not aggregated but includes multiple active segments (estimated at ~4 linear miles per CIWQS 2024). • Service laterals: Approximately 1,805 service laterals within the system. Historical rehabilitation (1993–1994) replaced 3,100 linear feet of 3–4" laterals within the right-of-way. • Pump stations: 8 total publicly operated sewage lift stations, all of which exceed 75,000 gallons per day design flow capacity.
• Manholes: Approximately 568 total manholes within the collection system.

Aerial/water crossings: 1 identified crossing.
• System accessibility: 2.13% of the system is not readily accessible for maintenance. • Annual O&M (typical recent year): Approximately 44,000 linear feet of larger-diameter pipelines CCTV inspected (2018–2025 cumulative) and an average of 23 specific sewer lines and laterals maintained/cleaned on a quarterly cleaning rotation. 306 / 352
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307 / 352
System Metric Value Source
Gravity mains (miles) 30.23 LM
Sewer Master Plan
2025
Force mains (miles) 4 LM (est.) CIWQS 2024
Service laterals (#) 1,805 (Approx 10 LM) City Records
Pump stations (total) 8
Sewer Master Plan
2025
>75k gpd 8
Sewer Master Plan
2025
<75k gpd 0
Sewer Master Plan
2025
Manholes (#) 568
Sewer Master Plan
2025
Aerial/water crossings (#) 1 CIWQS 2024
2024 cleaning (LF) Quarterly cleaning average of 23 targeted mains and laterals City O&M Logs
2024 CCTV (LF) 44,000 LF (2018–2025 cumulative) Sewer Master Plan 2025
System Changes During the Audit Period
Renewal & Replacement: The 2024 Water and Sewer Main Replacement Project included the replacement of 2,760 linear feet of sewer main line and 27 service laterals. Based on CCTV condition assessments, 1,307 linear feet are recommended for complete replacement and 4,482 linear feet for trenchless rehabilitation.

Operational Changes: Quarterly cleaning program continued with designated hotspots; SCADA control system upgraded in 2024, including a new server and VPN for remote access.

Asset Additions/Retirements: Routine minor asset adjustments and infrastructure improvements; no significant retirements reported.

Policy/Ownership: Service lateral ownership policy remains under internal confirmation; no changes reported during the audit period.

Resiliency: Lift stations without dedicated generators have been equipped with Manual Transfer Switches (MTSs) for portable generator connection. The SCADA system was modernized for enhanced remote access. A conversion of the WWTP chlorine gas system to a sodium hypochlorite feed system is currently under construction, anticipated for completion by late 2025. 308 / 352

6. Summary of SSO Trends

6.1 Sewer Overflow Performance
The City of Lakeport’s Sewer System Management Plan (SSMP) effectiveness is evaluated in part through its sanitary sewer overflow (SSO) performance. Key measures include:
• Spill Rate: Number of SSOs per 100 miles of gravity mainlines and force mains per year. • Spills Impacting Surface Waters: Frequency and volume of discharges reaching receiving waters. • Spill Magnitude: Number and size of SSOs by volume range. • Spill Categories: Distribution of spills by State Water Resources Control Board (SWRCB) category (1–4).
• Spill Causes: Primary causes of SSOs.
• System Component: Infrastructure type associated with each event (e.g., mainline, lateral, manhole, pump station).

This analysis is based on SSO data reported to CIWQS and maintained by the City of Lakeport from May 1, 2022, through May 1, 2025, with long-term trend context from 2015 to 2025.

Chart 6 A – Ten Year Summary of SSOs by Category

6.2 Sanitary Sewer Overflow Rate
The City of Lakeport operates and maintains approximately 44 miles of sewer pipelines (30 miles of gravity, 4 miles of force mains, and 10 miles of public laterals).

During the period reviewed (May 1, 2022 – May 1, 2025), the City reported nine (9) SSOs, averaging 6.38 SSOs per 100 miles per year. This spill rate is above the statewide median for small collection systems, which typically ranges between 3–5 SSOs per 100 miles per year. The higher rate is attributable to recurring root intrusion and public lateral failures.

TEN 'lfAR SUMMARY OF SSOs 8\' CATEGORY
■ I ■ ■ I ,.,. :ltJJ• 2!>1 .... 2ba """" m1 = , .. , I0.2C .'.OJ' CATEGORY1 ANYSS□ 10 WATER CATTGORY 2 • WDD GI\L R > DID NOT R£"-CH WA'tEA ■ CA f£GORY J • >5D GAL llut <10D0 GAL OID 1 RE:ACII WAUR ■ CAtEG ll'I 4 ••500•~ DID NOT REACH WAlER 309 / 352

6.3 Spills Impacting Surface Waters
One of Lakeport’s SSOs reached Forbes Creek during this period, primarily through a storm drain connection. Table 6B summarizes the reported spill volumes.

Table 6 B: Percent of Sewer Overflow Volume Reaching Surface Waters (5/1/2022 – 5/1/2025) Year
Total Spill
Volume
(gallons)
Volume
Recovered
Volume to
Surface
Waters
%
Recovered
% to Surface
Waters
2022 20 20 0 100% 0%
2023 140 140 0 100% 0%
2024 1,604 1,604 0 100% 0%
2025 19 12 5 63.16% 26.32%
Chart 6 C: Category 1 SSOs – 10 Year Summary of Spill, Capture, and to Surface Water Volumes CATEGORY 1 SSOs - 10 YR SUMMARY OF SPILL, CAPTURED, AND TO SURFACE WATER VOLUMES 2000
1800
1600
1400
1200
1000
800
600
400
200
20 S
tllllllllal! 4 4 0 25 S 20 12 7 s
0 2015 2017 2018 2019 2025
■ Total Spill Volume (Gallons) Gallons Captured (Gallons] Gallons to Draln/Waterbody 310 / 352
Chart 6 D: Ten Year Summary of Total SSO Volumes – Spilled, Captured, and to Surface Water Findings:

The largest spill during this audit period was in July 2024 (1,600 gallons), which did not reach surface water. The only spill during this audit period reaching surface water was in January 2025 (12 gallons total, 5 gallons to Forbes Creek).

From 2022 to 2024, no spill volumes reached surface waters. However, in 2025, the District experienced a single documented discharge of 5 gallons to surface waters, marking an isolated but notable event.

Recovery rates averaged approximately 99.58% for the period, indicating generally effective containment practices, although a portion of the 2025 Category 1 spill remained unrecovered.

6.4 Number and Size of Sewer Overflows
Table 6 E categorizes Lakeport SSOs by volume for the period from May 1, 2022, to May 1, 2025.

Table 6 E: Number and Size of Spills (5/1/2022 – 5/1/2025) Spill Size (gallons) Count % of Total
≥50,000 0 0%
10,000–49,999 0 0%
1,000–9,999 1 11%
100–999 1 11%
50–99 0 0%
<50 7 78%
Total 9 100%
Findings:
2000
1800
1600
1400
1200
1000
soo
600
200
0 2015
TEN YEAR SUMMARY OF TOTAL 5S0 VOLUMES - SPILLED, CAPTURED, AND TO SURFACE WATER 2016 2017 2018 2019 2020 2021 2022 2023 2024 202S
■ Gallons Spilled ■ Gallons Captured Gallons to Drain/Water 311 / 352
The overwhelming majority (78%) of SSOs were small spills (<50 gallons), reflecting effective maintenance and rapid response practices.

Only one spill exceeded 1,000 gallons (the 2024 Larrecou Lane pump station failure at 1,600 gallons), which was promptly contained and recovered in full.

No high-volume (>50,000 gallons) SSOs were reported during the audit period, and no chronic spill locations were identified.

Overall, the data indicate that while infrequent moderate events can occur, the City’s collection system operations successfully limit the scale and impact of most overflows.

6.5 Spill Categories
Following the 2022 General Order WQ 2022-0103-DWQ, SSOs are classified into four categories. The table summarizes Lakeport’s distribution for the period from May 1, 2022, to May 1, 2025.

Chart 6 F: SSO Categories (5/2/2022 – 5/2/2025)
Audit Period - SSOs by Category
■ Category 1 = Any volume reaching surface water or drainage to surface water Category 2::;; ~1,000 gallons, not reaching surface water Category 3"' 50-999 gallons, not reaching surface water ■ Category 4 e:: <50 gallons, not reaching surface water 312 / 352

6.6 Causes of Spills
Chart 6 G: Causes of SSOs (5/1/2022 – 5/1/2025)
Findings:

During the audit period, the City of Lakeport reported a total of nine (9) SSOs.

The leading causes were root intrusion (33%), debris accumulation (22%), and FOG blockages (22%).

Less frequent but notable causes included a pump station power failure in July 2024 and a construction-related (third-party) damage event in January 2025.

Lakeport’s SSO frequency averaged 6.38 per 100 miles per year, which exceeds the statewide benchmark for small collection systems (typically 3–5 SSOs per 100 miles/year).

However, the majority of incidents were minor (<50 gallons, 78%) and effectively contained, with only one Category 1 spill reaching Forbes Creek in January 2025.

These trends indicate a generally well-managed system with localized maintenance needs. The data highlights ongoing challenges with root intrusion and FOG-related blockages, emphasizing the need for continued CCTV inspection, targeted root control, and strengthened FOG education and enforcement programs to reduce recurrence.

Audit Period - SSOs by Cause
■ Root Intrusion Debris
■ FOG ■ Pump Station Failures
Construction Diversion Failure
313 / 352

6.7 System Component
Chart 6 H: Audit Period SSOs by System Component
Findings: Most SSOs occurred in public lower laterals, followed by gravity mainlines, manholes, and pump-station assets.

This pattern aligns with the City’s known maintenance priorities and supports continued focus on lateral inspections, power redundancy, and targeted rehabilitation.

7. SSMP Element-by-Element Compliance Review

7.1 Element I – Goals
Regulatory Requirement: The Sewer System Management Plan (SSMP) must include a mission statement and a set of clear goals for the operation and maintenance of the wastewater collection system. The goals should be designed to reduce sanitary sewer overflows (SSOs) and prevent public health and environmental hazards.

Audit Finding: Non-Compliant (Action Required) - Foundational Goals in Progress.

Evidence and Records Reviewed: City of Lakeport Municipal Sewer District (CLMSD) SSMP document (May 2024 revision), 2008 Sewer System Master Plan, and verbal confirmation of contracted 2025 Sewer Master Plan Update. (Draft expected mid-October) Narrative Analysis and Effectiveness: The SSMP’s mission statement appropriately commits the CLMSD to providing safe, reliable sewer service and includes eight supporting goals that collectively guide the City’s operations and maintenance efforts. Historically, the most critical of AUDIT PERIOD -SSOs BY SYSTEM COMPONENT
Lower Lateral - Public, S, 56%
Lowe1r Lateral - Public ■ Gravity Mainline Pump Station - Power Failure ■ Manhole Property Line Clean-Out 314 / 352
these goals, ongoing implementation of the Sewer System Master Plan, has been unfulfilled, as the existing Master Plan (2008) is long outdated and the previously stated 2020 update target was not met.

However, during this audit period, the City initiated a full Master Plan update, and the consultantdelivered a draft 2025 Draft Sewer Master Plan. This plan is underinternal review as of mid-October 2025. This represents a significant advancement toward restoring capacity planning compliance and aligning the City’s infrastructure management with current system conditions, growth trends, and regulatory expectations.

While the update demonstrates renewed momentum, the lack of a finalized and adopted plan at the time of this audit means that measurable performance indicators and goal tracking systems are still not fully in place. The City has not yet established a consistent framework to assess progress toward SSMP objectives such as I/I reduction, asset renewal, or system reliability.

Overall, this element shows substantial improvement in progress and intent, but full compliance will be achieved only after the updated Master Plan is adopted and integrated into measurable goal tracking within the SSMP.

Recommended Corrective Actions:

1. Finalize and Adopt the 2025 Sewer Master Plan: Complete internal review and City adoption to restore compliance with foundational SSMP goals and capacity planning requirements.

2. Establish Performance Metrics: Following adoption, develop data-driven key performance indicators (KPIs) tied to SSMP goals, e.g., I/I reduction, SSO frequency, and asset rehabilitation progress.

3. Formalize Goal Tracking and Reporting: Implement a system to annually review and document progress toward each SSMP goal, using measurable data from maintenance, inspection, and capital improvement programs.

7.2 Element II – Organization
Regulatory Requirement: The SSMP must clearly identify the agency's responsible or authorized representative, provide names and contact information for key management and maintenance personnel, and establish a clear chain of communication for responding to and reporting SSOs.

Audit Finding: Compliant.

Evidence and Records Reviewed: CLMSD SSMP document (May 2024 revision), supporting documents including the District Organization Chart (SSMP Figure 2.A), CLMSD Contact List (SSMP Figure 2.B, updated 5/1/2024), and the SSO Reporting and Response Chain of Communication (SSMP Figure 2.C).

Narrative Analysis and Effectiveness: The CLMSD's SSMP demonstrates a high degree of followthrough in this foundational element. It clearly defines the roles, responsibilities, and lines of authority for key staff, from the Board of Directors down to the Wastewater Facilities Supervisor.

The designation of the CLMSD Director as the authorized representative is clearly stated, and the authority to certify reports is appropriately delegated to the Utilities Director and Compliance Officer, meeting all regulatory requirements.
315 / 352
The primary performance indicator for this element is the currency and accuracy of the organizational documents. The referenced contact list was updated on May 1, 2024, just prior to this audit, which is a strong indicator that the agency is actively maintaining this information. This proactive approach ensures that personnel responding to and reporting SSOs have the correct and most current information available, directly contributing to the effectiveness of the agency's overall response plan.

Recommended Corrective Actions:

1. Incorporate Formal Review Process: While the contact information appears current, a formal, documented process for reviewing and updating the organizational chart and contact lists should be established. This process should occur at a regular, pre-defined interval (e.g., quarterly) to proactively prevent outdated information from being published.

2. SSMP Training Verification: The audit should confirm that all key personnel, particularly new hires, have received documented training on the official SSO reporting and response chain of communication to ensure the documented process is followed in practice.

7.3 Element III – Legal Authority
Regulatory Requirement: The SSMP must demonstrate, through sanitary sewer use ordinances, service agreements, or other legally binding procedures, that it possesses the necessary legal authority to prevent illicit discharges, require proper design and construction of sewer connections, ensure access for maintenance and inspection, limit FOG discharges, and enforce violations of its sewer ordinances.

Audit Finding: Compliant.

Evidence and Records Reviewed: Lakeport Municipal Code (LMC) Chapter 13.20, Sewer Use and Pretreatment regulations; Resolution No. 2315 (2008); Utilities Department Policies U-3, U-4, and U-6; and Mutual Aid Agreement with LACOSAN.

Narrative Analysis and Effectiveness: The City of Lakeport Municipal Sewer District (CLMSD) has a robust legal framework in place to support its SSMP. The Lakeport Municipal Code, specifically Chapter 13.20, provides the necessary authority to fulfill all five requirements of the SWRCB's Organization element. The code grants the agency the authority to prevent illicit discharges, including Inflow/Infiltration (I/I), and to ensure proper design and construction of new sewer infrastructure through the adoption of the California Plumbing Code and specific construction standards.

Furthermore, LMC Section 13.20.340 clearly provides CLMSD personnel with the legal right of entry to private property for inspections and maintenance, which is a critical component for ensuring the integrity of the system and controlling illicit discharges. The SSMP also cites a comprehensive list of enforcement mechanisms, including fines and civil action, which allows the agency to effectively enforce violations.

The primary strength of this element is the clear and well-documented legal basis for the agency’s actions. The supporting documents, particularly the LMC and the resolution, demonstrate that the agency has established the necessary legal authority to manage its sewer system effectively. 316 / 352
Recommended Corrective Actions:

1. Review and Update Fines and Enforcement Mechanisms: The referenced FOG Fines Resolution (No. 2315) and Sewer Use Ordinance (No. 872) were both enacted in 2008. These documents should be reviewed to ensure the fines and enforcement mechanisms remain relevant and sufficiently punitive to deter non-compliance in the current economic climate.

2. Formalize Industrial User Program: While the CLMSD has permit authority to regulate industrial users, it has not exercised this authority. The agency should consider formalizing this program and developing clear procedures for enforcement to proactively manage potential high-risk industrial discharges.

7.4 Element IV – Operations & Maintenance Program
Regulatory Requirement: The SSMP must include:
(a) Maintenance of up-to-date collection system maps showing all gravity mains, manholes, pumping facilities, pressure pipes/valves, and applicable stormwater connections. (b) A preventive operations and maintenance program, performed by staff and contractors, including scheduled cleaning and increased frequency for known problem areas (c) A rehabilitation and replacement plan to identify and prioritize system deficiencies and implement both short- and long-term corrective actions. (d) A training program to provide regular instruction on collection system operations and maintenance, with requirements that contractors be appropriately trained. (e) An inventory of equipment and critical replacement parts.

Audit Finding: Compliant with Deficiencies - Core O&M practices are in place and effective; however, several supporting procedures are informal, undocumented, or lack consistent implementation, specifically mapping edit logs, manhole inspection cadence, CCTV data integration, and critical spare part tracking.

Evidence and Records Reviewed: SSMP Element IV narrative (2024 revision); Sewer Master Plan 2008, draft Sewer Master Plan 2025 update; quarterly hot-spot cleaning work orders and completion logs; and CCTV inspection summaries maintained by the Utilities Department.

Supporting evidence was also obtained through staff interviews conducted on October 20, 2025, with the Utilities Director, Utilities Superintendent, Utilities Underground Supervisor, and Water/Wastewater Supervisor. Additional clarifications regarding GIS data maintenance and mapping edits were provided through informal consultation with the City’s GIS Technician.

Narrative Analysis and Effectiveness:

Mapping (4.1): The City maintains an Esri-based GIS map of its wastewater collection system, including mains, manholes, lift stations, and known stormwater connections. Updates are typically provided verbally or through marked-up map sheets that are later incorporated by the GIS lead. 317 / 352
Printed map books exist but vary in currency, and an offline version for field use has not yet been developed. While GIS and OpenGov EAM are conceptually linked, updates and approvals are not formalized.

Overall, the GIS system is functionally accurate and reliable for daily operations but lacks documented version control and consistent verification of field edits.

Preventive Operations and Maintenance (4.2): The collection system totals approximately 44 miles (30 miles gravity, 4 miles force main, and 10 miles public laterals). Known root and FOG trouble spots are cleaned quarterly, while other areas are serviced on a condition-based schedule.

Work is planned and tracked in OpenGov EAM, with cleaning records used to identify recurring issues and refine maintenance frequencies.

During the audit period, the City demonstrated effective containment and cleanup of small SSOs, suggesting that routine maintenance practices are generally effective. However, work order closure notes and asset-specific documentation are inconsistent.

Inspection Program (4.3): Closed-circuit television (CCTV) inspection is used primarily in response to identified issues or as part of rehabilitation projects. Inspections follow NASSCO standards, but reports are stored on a shared drive and not systematically attached to asset records in OpenGov EAM. Manhole inspections are recognized as a current gap, with a target of approximately 100 manholes per year (over five years) to complete system-wide coverage.

Lift stations follow a rotating Tier 1–3 preventive maintenance program, with Tier 1 inspections occurring monthly and more detailed Tier 2 and 3 inspections addressing electrical and mechanical performance. Odor control is being upgraded through activated carbon and chemical feed systems.

Rehabilitation & Replacement (4.4): Rehabilitation and replacement decisions are driven by CCTV findings, SSO history, and observed field conditions. Repair options include point repairs, cured-in-place pipe (CIPP) lining, sliplining, or full replacement. Recent improvements include the 2024 Martin Street sewer upgrades.

While immediate repair response is effective, prioritization of long-term rehabilitation remains informal. During this audit period the City relied on the 2008 Sewer System Master Plan, which is outdated and does not reflect the current system condition or growth. A formal, risk-based prioritization framework is not yet in place.

Training (4.5): Wastewater personnel are expected to maintain certifications consistent with California Code of Regulations requirements. The SSMP notes Grade I certification as the minimum standard, and the treatment facility requires a Grade II Chief Operator. Regular staff meetings include safety, equipment, and SSO response training. Contractor awareness of SSO procedures is maintained through contract language, but formal training documentation is not available.

Equipment & Critical Spares (4.6): The City maintains essential equipment including Vactor and CCTV trucks, portable generators, and bypass pumps. Smaller tools and PPE are stored in service vehicles for field access, while larger assets are housed at the Corporation Yard. Spare parts 318 / 352
management remains informal, inventory is visually monitored, and replacements are ordered as needed through vendor accounts.

Although no shortages or critical delays were reported during the audit period, the absence of a documented critical spares list and tracking system limits the City’s ability to verify readiness during an emergency.

The City of Lakeport’s Operations and Maintenance Program provides a sound operational foundation and demonstrates effective day-to-day performance, particularly in preventive maintenance and lift station operations. However, the program remains dependent on institutional knowledge rather than documented systems. Strengthening recordkeeping and risk-based planning will move the City from reactive management toward a fully data-driven, resilient asset management program, consistent with the intent of Element IV.

Recommended Corrective Actions:

1. Mapping Controls: Implement a one-page Map Edit Log (date, asset ID, change, source, staff, approver) and adopt a quarterly GIS update cadence (w/ named approver).

Produce an offline Emergency Map Pack (PDF tiles for high-risk areas/pump stations) for field tablets/phones.

2. Preventative Maintenance Standardization: Publish the Quarterly Hot-Spot List in OpenGov EAM with asset IDs, reasons - roots/FOG/aged asset, and due dates; require work order closure notes (what was found, footage cleaned).

3. Inspection Program: Use simple NASSCO-based forms/templates; store CCTV/manhole PDFs and links directly on asset records in OpenGov EAM. Track manhole program at ~100 manholes per year with a small dashboard showing inspected/defects/repaired.

4. Lift Station Preventative Maintenance Adherence: Keep the weekly presence goal, if tiers are bundled, add a brief exception note to the work order. Log monthly flow checks and electrician findings (amps) together.

5. Risk-Based Rehab: Each year, rank rehab projects by likelihood × consequence using NASSCO grades, SSO history, I/I indicators, proximity to water bodies/critical facilities, and pavement constraints; publish a 12-month CIP watchlist. Update legacy items (remove “no longer needed”).

6. Training Matrix & Records: Create a training matrix (roles × courses × frequency), document annual SSO Response and Confined Space refreshers, and set a goal to achieve ≥2 CWEA Collection Grade I within 24 months; file contractor SSO reporting handout/sign-backs with each project and copies to internal safety coordinator.

7. Critical Spares & Readiness: Build a critical spares list per lift station/pump model with defined reorder points; record quarterly inventory counts in OpenGov EAM. Include visual verification (attach photo/PDF). Add a quarterly standby pump start/swap check where feasible and document results.
319 / 352

7.5 Element V – Design & Performance Provisions
Regulatory Requirement: The SSMP must identify design and construction standards for new sanitary sewer systems and rehabilitation projects, as well as the procedures for inspecting and testing these improvements.

Audit Finding: Compliant.

Evidence and Records Reviewed: CLMSD SSMP document, California Uniform Plumbing Code (CCR Title 24, Part 5), CLMSD adopted Sewer System Design and Construction Standards (Appendix 5), Lakeport Municipal Code (LMC) Sections 13.20.190 and 13.20.320.F.

Narrative Analysis and Effectiveness: The City of Lakeport Municipal Sewer District (CLMSD) has a well-defined and multi-layered framework for its Design and Performance Provisions. The SSMP and its supporting documents demonstrate a clear commitment to maintaining and improving the sewer system in accordance with established standards.

The agency's legal authority is established through the adoption of the California Uniform Plumbing Code and additional, more detailed design and construction standards. This framework ensures that all new construction, rehabilitation, and improvements, including those performed by private contractors, are held to a consistent and high standard. The LMC further reinforces this by requiring all connections and modifications to be reviewed and approved by CLMSD as a condition of the building permit. This provides a crucial point of control to prevent future issues.

The inspection and testing procedures are also well-documented. The use of smoke testing and CCTV inspections for public lines and the requirement for private sewer laterals to be inspected and tested upon specific "triggering events" is an effective way to identify and prevent Inflow and Infiltration (I/I) and other potential problems before they lead to SSOs. While hydrostatic testing is rare, the combination of visual inspections, CCTV, and smoke testing provides a robust and proactive program to verify that all new and rehabilitated infrastructure is performing as intended.

Recommended Corrective Actions:

1. Standardize Inspection and Testing Procedures: While various inspection methods are mentioned, formalizing the specific circumstances under which each method (e.g., CCTV, smoke testing, dye testing) is used would add clarity. A documented Standard Operating Procedure (SOP) for new construction and rehabilitation inspections would ensure consistency across all projects.

2. Enhance Public Outreach on Lateral Inspections: To maximize the effectiveness of the private lateral inspection program, consider enhancing public outreach to inform property owners about the "triggering events" and the importance of compliance. This can help prevent surprises and ensure the agency is capturing as many deficiencies as possible.

7.6 Element VI – Overflow Emergency Response Plan
Regulatory Requirement: The SSMP must include an up-to-date Overflow Emergency Response Plan (OERP) that identifies measures to protect public health and the environment. The plan must include procedures for proper notification, an appropriate response program, coordination with outside agencies, procedures to ensure that staff and contractors are trained, and a program to contain and minimize the impacts of SSOs.
320 / 352
Audit Finding: Compliant with Deficiencies.

Evidence and Records Reviewed: City of Lakeport Overflow Emergency Response Plan (OERP) (effective August 3, 2023), Hazardous Materials Incident Response Plan, an informal Field Staff Spill Report form, staff training sign-in sheets, records of informal post-spill after-action meetings, and the 2025 SSO Tracking Spreadsheet.

Narrative Analysis and Effectiveness: The City maintains a comprehensive Overflow Emergency Response Plan (OERP) that clearly defines procedures for detection, response, containment, cleanup, and notification during sanitary sewer overflows (SSOs). The plan establishes a 24-hour emergency contact system, delineates the chain of command for internal and external notifications, and provides detailed response guidance for field personnel. The Field Staff Spill Report form remains a practical tool for documenting key data in the field during an active response.

The City’s internally developed SSO Tracking Spreadsheet (2025 Edition) has become a valuable tool for maintaining spill response data and tracking trends across multiple metrics, including spill cause, volume, recovery, location, environmental impact, and responsible system component.

This represents a significant improvement in data consistency and analytical capability compared to prior years.

However, a gap remains in documenting real-time response performance metrics, specifically:

The initial notification timestamp, Operator arrival time, and CalOES reporting time.

These three parameters are essential for assessing response timeliness and compliance with state reporting requirements. While the OERP requires such data, it is not yet fully captured in the current tracking framework.

Training for all personnel involved in spill response was conducted in 2023, with attendance documented via sign-in sheets. Refresher training and a full-scale OERP drill are scheduled for early 2026, which will help restore the City’s annual training cadence and reinforce staff familiarity with updated procedures.

The City’s OERP framework is well-developed and operationally sound. Staff demonstrate clear understanding of response expectations, and documentation practices have significantly improved through the SSO Tracking Spreadsheet. To reach full compliance, the City should expand the spreadsheet to capture real-time response intervals, formalize drill documentation, and implement a consistent post-incident review system.

Recommended Corrective Actions:

1. Integrate Time-Based Metrics: Expand the SSO Tracking Spreadsheet to include fields for (a) initial notification time, (b) first responder arrival time, and (c) CalOES notification time to establish quantifiable performance benchmarks.

2. Formalize Drill Schedule and Documentation: Establish a formal schedule for annual overflow response drills. Each drill should be documented with a summary of the scenario, a 321 / 352
list of participants, and a formal review of lessons learned to ensure the response procedures remain effective.

3. Formalize Post-Spill Assessments: Create a process for the formal review of all post-spill assessments by management. Findings and corrective actions should be compiled in a central database or log and used to update training materials, refine procedures, and inform capital improvement planning.

4. Continuous Improvement Integration: Incorporate the enhanced response metrics and postspill review data into future SSMP audits to demonstrate continuous improvement and response efficiency.

7.7 Element VII – Sewer Pipe Blockage Control Program
Regulatory Requirement: The SSMP must include a FOG control program that addresses public education, FOG disposal, legal authority, requirements for grease removal devices, inspection and enforcement authority, identification of FOG blockage areas, and source control measures.

Audit Finding: Non-Compliant (Action Required), with Significant Progress on Corrective Actions.

Evidence and Records Reviewed: Lakeport Municipal Code (LMC) Chapter 13.20.600, Ordinance No. 872 (2008), FOG Informational/Educational Documents (last updated in 2009), the SSO incident map (SSMP Appendix 7.D), a list of FOG program variance policies, a newly created calculation spreadsheet for grease interceptor capacity, a revised permit application, development of new public educational materials, and a verbal confirmation of a developing Memorandum of Understanding (MOU) with the County Environmental Health Department.

Narrative Analysis and Effectiveness: The City of Lakeport Municipal Sewer District (CLMSD) retains sufficient legal authority under LMC Chapter 13.20 to regulate fats, oils, and grease (FOG) discharges. This authority, established through Ordinance No. 872 (2008), meets the SWRCB’s baseline requirement for enforcement and provides a clear framework for inspection and penalty authority. However, the implementing regulations and supporting program materials are outdated and no longer reflect current operational practices. While Element III (Legal Authority) was found compliant because the City possesses adequate enabling authority, Element VII remains noncompliant because that authority has not yet been modernized or actively enforced through an operational program.

The City’s FOG Program is largely inactive due to aging documents and limited staff capacity.

Educational materials last revised in 2009 are obsolete, and no active inspection schedule exists.

Nevertheless, significant progress has been made during the audit period to restore program functionality: a new permit application and grease-interceptor sizing calculator have been developed to support future enforcement; a draft MOU with County Environmental Health will trigger FOG inspections when food service establishments (FSEs) cannot produce grease disposal receipts at their annual health inspections; and new bilingual educational materials are being prepared for distribution. Additionally, the Compliance Officer is pursuing FOG Inspector Certification to enable in-house inspection and enforcement authority. 322 / 352
Collectively, these actions demonstrate meaningful progress toward restoring a fully compliant FOG Program. Once the ordinance update and MOU implementation are complete, the City will have both the legal and operational capacity to enforce FOG controls and reduce recurring blockages.

Recommended Corrective Actions:

1. Prioritize Legal Revisions:Continue to prioritize the comprehensive revision of the FOG ordinance as part of the broader update to LMC Chapter 13.20. The new ordinance must be legally defensible and support all recent programmatic improvements.

2. Complete Inspector Certification: Ensure the Compliance Officer completes the FOG inspector certification class to provide the necessary expertise for program enforcement.

3. Formalize and Implement New Triggers: Finalize and formalize the MOU with the County Environmental Health Department and implement the new internal inspection triggers.

4. Launch Updated Educational Materials: Complete and launch the full package of updated FOG educational materials and a formal distribution plan.

5. Formalize and Implement Inspection and Enforcement: Once the legal authority is updated and the new inspection system is fully in place, formalize a regular inspection and enforcement schedule to ensure the program is actively managed and documented.

7.8 Element VIII – System Evaluation & Capacity Assurance Plan Regulatory Requirement: Under the SWRCB Statewide General Waste Discharge Requirements (WQ 2022-0103-DWQ), each Enrollee must evaluate the capacity of their sanitary sewer system and prepare and implement a Capital Improvement Plan (CIP) to provide hydraulic capacity for existing and future conditions. The SSMP must include:

1. Evaluation of hydraulic deficiencies.

2. Establishment or confirmation of appropriate design criteria.

3. Development of capacity enhancement measures; and

4. A schedule for implementing the capital improvements.

Audit Finding: Non-Compliant (Action Required) – Master Plan Under Active Update Evidence and Records Reviewed: CLMSD SSMP (May 2024 Revision); City of Lakeport Master Sewer Plan (2008); Appendix 4.B of SSMP; SSMP Appendix 8.A and 8.B; Verbal confirmation of active Master Plan update with consulting firm (2025).

Narrative Analysis and Effectiveness:

CLMSD currently relies on the 2008 Master Sewer Plan to satisfy this element’s planning and evaluation requirements. The plan includes an analysis of hydraulic capacity and Capital Improvement Plan (CIP) recommendations based on projected flows and development conditions as of 2006–2008. However, the plan is now significantly outdated and based on assumptions no 323 / 352
longer reflective of current conditions. Furthermore, the SSMP explicitly stated that the plan would be updated prior to 2020, a milestone that has not been met.

Despite this lapse, the District has recently engaged a consulting firm to develop a new Master Sewer Plan, which will include updated flow monitoring, hydraulic modeling, and an updated CIP.

At the time of this audit, a draft of the updated Master Plan is expected to be received for review mid-October. Once finalized and adopted, this will bring CLMSD back into compliance with the current SSMP requirements under Element 8.

The audit finds this element temporarily non-compliant due to the lack of an updated and adopted system evaluation and capacity assurance document. However, the active progress toward completing this deliverable is duly noted and positively acknowledged.

Recommended Corrective Actions:

1. Finalize and Adopt Updated Master Sewer Plan: Complete review of the draft document upon receipt. Ensure that it meets the requirements of Element 8, including updated design criteria, capacity modeling, and I/I evaluations.

2. Extract and Publish Capital Improvement Plan (CIP): Use the finalized Master Plan to develop a clear, prioritized CIP that addresses identified deficiencies. The CIP should include project descriptions, costs, prioritization logic, and proposed funding sources.

3. Incorporate into SSMP and City Budget: Update the SSMP to reference the new plan and its associated CIP. Ensure consistency with budget planning and future SSMP audits.

4. Track Implementation and Progress: Develop an internal mechanism for tracking project completion, funding status, and capacity impacts. Link this schedule to future SSMP reviews and public reporting as applicable.

7.9 Element IX – Monitoring, Measurement, & Program Modifications Regulatory Requirement: The SSMP must include a program to accurately and consistently monitor and measure the effectiveness of the SSMP. The program should maintain relevant information, assess the success of preventive maintenance, and update program elements based on performance evaluations. The program must also identify and illustrate SSO trends in frequency, location, and volume.

Audit Finding: Non-Compliant (Action Required), with Significant Progress on Corrective Actions.

Evidence and Records Reviewed: The SSMP document references the use of electronic asset and operations management software (OpenGov EAM), a GIS data layer for SSO incidents, and an SSO Trends table. The document also mentions a Change Log Form and a process for SSMP revisions.

The audit also reviewed a newly created SSO tracking spreadsheet that collects detailed spill data. 324 / 352
Narrative Analysis and Effectiveness: The agency’s monitoring and measurement program is non-compliant with the requirements of the State Water Resources Control Board. While the SSMP document states that the agency uses electronic tools such as OpenGov EAM and a GIS data layer to track maintenance and SSO incidents, the SSO Trends table, which is the primary tool for demonstrating programmatic effectiveness, contains data only through 2017 and has several incomplete fields.

However, the agency has already taken a significant and proactive step toward correcting this deficiency by creating a new SSO tracking spreadsheet. This tool collects critical information for each spill, including date, time, location, length, amount, cause, and after-actions, with a column to link to the full spill report. This new system directly addresses the core issue of a lack of current data and serves as the foundation for a compliant monitoring program. While the official SSMP document has not yet been updated with this information, the creation of this spreadsheet demonstrates a strong, forward-looking commitment to rectifying the program's deficiencies.

Recommended Corrective Actions:

1. Immediate Data Compilation and Entry: As an immediate priority, populate the new SSO tracking spreadsheet with all available historical data from 2018 to the present.

2. Update and Integrate SSO Trend Data: Once the spreadsheet is populated, use the data to create a new, complete SSO Trends table and integrate it into the SSMP document.

3. Formalize a Data Review and Update Cycle: Formalize a process for regularly (e.g., quarterly or annually) reviewing and updating the SSO data. This process should ensure that the SSMP remains a living document that accurately reflects the agency's current performance.

4. Integrate Data into Program Decisions: Use the updated data to actively inform all SSMP elements. For example, SSO trends and performance evaluations should be used to directly guide changes in the preventive maintenance program, capital improvement priorities, and FOG control program.

5. Enforce Use of the Change Log: Ensure that the SSMP Change Log is consistently used and maintained to track all minor and significant revisions to the document.

7.10 Element X – Program Audits
Regulatory Requirement: The SSMP must be audited at least every three years, per the State Water Resources Control Board’s Waste Discharge Requirements (WDR) Order No. WQ 2022-0103-DWQ. The audit must evaluate the effectiveness of the SSMP, determine compliance with the WDR, identify necessary program improvements, and include a report that is kept on file and made available to the public upon request.

Audit Finding: Non-Compliant (Action Required), No Previous Audit Records on File.

Evidence and Records Reviewed: CLMSD SSMP (May 2024 revision), internal City shared drive, Compliance folder, prior SSMP versions (2013, 2020), CIWQS SSO Reporting System. No formal 325 / 352
audit reports or supporting documentation from previous triennial cycles were located at the time of review.

Narrative Analysis and Effectiveness: The Program Audit element is designed to serve as a feedback loop, ensuring the SSMP remains a living, effective document. While the current SSMP describes the requirement for biennial audits under the older WDR, there is no evidence that a triennial audit has been conducted or documented since the adoption of the SSMP. No audit reports, supporting files, or corrective action logs were found on the City’s shared drive or within the appendices of the SSMP.

This lack of documentation creates a gap in compliance and weakens the City’s ability to demonstrate the effectiveness of its SSMP implementation to regulators or the public. However, the current Compliance Officer is preparing a full retrospective audit for the period May 2022–May 2025 to bring the City into compliance with the current WDR.

Recommended Corrective Actions:

1. Reconstruct and Document Prior Audits: Work with management to locate any existing audit materials or staff notes from previous years. Where full reports cannot be located, prepare a retrospective audit summary using available data (CIWQS reports, maintenance logs, or SSMP update notes) to demonstrate good-faith compliance.

2. Adopt a Standard Audit Template: Develop a standardized SSMP audit template mirroring the SSMP’s 11 elements. This template should be used every three years regardless of whether the SSMP is also being updated, ensuring consistent documentation of findings and corrective actions.

3. Synchronize Audit and SSMP Updates: Align the triennial audit cycle with the six-year SSMP update schedule so that audit findings feed directly into future updates and CIP planning.

7.11 Element XI – Communication Program
Regulatory Requirement: The SSMP must include a communication program that provides the public with the opportunity to offer input as the SSMP is developed and implemented. The program should outline how the agency communicates with the public about SSMP content, sewer system performance, and spill prevention measures.

Audit Finding: Compliant with Deficiencies - Active Communication Channels Identified; Standardization and Feedback Mechanism Lacking.

Evidence and Records Reviewed: CLMSD SSMP (May 2024 revision), City of Lakeport website, active Facebook pages for Public Works, City Hall, and Police Department, recent public notices (e.g., EPA Lead Line Survey, smoke testing), internal documentation from the Compliance folder on the City’s shared server.

Narrative Analysis and Effectiveness The City of Lakeport maintains several public-facing communication platforms, including a well-structured city website and active Facebook pages for the City, Public Works, and Police Department. These platforms are used to share a variety of 326 / 352
announcements, such as construction alerts, smoke testing notices, winterizing tips, and educational reminders about proper disposal practices. Press releases are also issued for major infrastructure projects and regulatory notices.

While evidence of these communication efforts exists, the SSMP does not yet describe these tools or explain how they are used to meet the SSMP’s requirement for ongoing public engagement.

Additionally, the current program lacks a standardized outreach schedule or formal structure to ensure consistent messaging and ongoing opportunities for public input as the SSMP evolves.

Internally, training records and program documentation were previously stored on the retired “My Safety Officer” server but are now housed in the City’s shared Compliance folder. This update has improved internal accessibility and document retention practices but does not directly affect the public communication element of the SSMP.

There is currently no documented procedure in place for collecting or responding to public feedback on the SSMP. While public comment opportunities could be offered via the City website or social media channels, no system is outlined in the plan to manage those submissions or incorporate public input into program implementation.

Recommended Corrective Actions

1. Formalize Public Input Opportunities: Establish a process for collecting public feedback when SSMP updates are posted, such as a dedicated email address or web-based submission form.

Include this information in any SSMP public review announcements.

2. Describe Existing Communication Tools in the SSMP: Update the SSMP to include descriptions of the City’s website, Facebook pages, and press release practices, specifying how each platform supports public education and sewer-related awareness.

3. Develop a Communication Calendar or Strategy: Create a basic outreach plan or calendar to guide the timing and content of public education campaigns (e.g., quarterly outreach tied to FOG, inflow/infiltration, or system capacity education). This ensures consistent messaging and builds public awareness over time.

4. Document and Review Public Feedback: Assign a staff lead to collect, track, and review comments submitted during public SSMP reviews. This supports transparency, accountability, and improved responsiveness.

5. Audit Legacy Web Content: Review all publicly posted materials related to the sewer system and SSMP. Identify and archive any outdated, contradictory, or redundant information. Establish version control for future updates to ensure accurate and compliant public-facing content. 327 / 352

8. Audit Findings Summary
Element Compliance
Status Summary of Findings Corrective Actions Proposed
I – Goals
Non-Compliant
(Action
Required)
The 2008 Sewer Master
Plan is outdated; no
quantifiable KPIs are in
place. A 2025 Master Plan
draft was initiated and is
under internal review
(mid-Oct 2025), but has
not yet been adopted or
integrated into goal
tracking.

Finalize and adopt the 2025 Master
Plan; implement measurable KPI
tracking (I/I, SSO frequency, asset
renewal); formalize annual goal
review and reporting.

II – Organization Compliant
Org chart and contact list
current (5/1/2024). Chain
of communication
documented. No recurring
review cadence; need
verification of SSMP/OERP
chain-of-communication
training for new hires.

Establish quarterly reviews of org
chart/contact lists; verify and
document SSMP/OERP
communication training for all
responsible roles.

III – Legal Authority Compliant
Core authority in LMC Ch.

13.20 is adequate (illicit
discharge control, design
standards, right of entry,
enforcement).

Fines/resolution dates
(2008) may be outdated;
industrial user controls
have not been formalized.

Update fines/enforcement
schedule to current conditions;
formalize industrial user program
procedures and enforcement
pathways.

IV – Operations &
Maintenance
Program
Compliant with
Deficiencies
Core O&M programs are
active (mapping,
preventive cleaning, liftstation PM).

Documentation is
inconsistent: no formal
GIS edit log/version
control; manhole
inspection cadence not
standardized; CCTV
results not linked to asset
records; critical spares
tracked informally. The
program relies on
institutional knowledge.

Implement GIS Map Edit Log and
quarterly update cadence; publish
quarterly hot-spot list with closure
notes; attach CCTV/manhole
reports to assets; track
approximately 100 manholes per
year; maintain Tier 1–3 lift-station
PM notes; adopt risk-based rehab
ranking; create training matrix;
formalize critical spares list with
reorder points and quarterly
counts.
328 / 352
Element Compliance
Status Summary of Findings Corrective Actions Proposed
V- Design and
Performance
Provisions
Compliant
Standards current
(California Plumbing Code
plus CLMSD standards).

Inspection/testing
methods referenced, but
triggers for
CCTV/smoke/dye use not
fully standardized;
outreach on private-lateral
“trigger events” could
improve.

Publish SOP defining when to use
CCTV/smoke/dye; expand public
outreach on private-lateral triggers
and responsibilities. Expand public
outreach/education.

VI- Overflow
Emergency
Response Plan
(OERP)
Compliant with
Deficiencies
OERP (8/3/2023) is
comprehensive. New SSO
Tracking Spreadsheet
(2025) captures
causes/volumes/recovery
but does not log initial
notification time, first
responder arrival, or
CalOES notification time.

Drill cadence and afteraction documentation are
inconsistent.

Expand tracker to include timebased metrics; set annual drill schedule with documentation;
formalize post-incident reviews;
include metrics in future audits.

VII – Sewer Pipe
Blockage Control
Program
Non-Compliant
(Action
Required)
Enabling authority exists
(LMC Ch. 13.20), but the
program is largely inactive
(outdated materials; no
routine
inspections/enforcement).

Progress underway: new
permit application, sizing
calculator, draft County
Environmental Health
MOU triggers, bilingual
education in
development; inspector
certification in progress.

Prioritize ordinance updates;
finalize County Environmental
Health MOU and internal triggers;
complete inspector certification;
publish education kit; implement
routine inspection and
enforcement schedule.

VIII- System
Evaluation &
Capacity Assurance
Non-Compliant
(Action
Required)
Capacity planning relies
on the 2008 Master Plan;
assumptions are
outdated. Master Plan
update is active; draft
expected mid-Oct 2025,
but not adopted.

Finalize and adopt updated Master
Plan with modeling and design
criteria; extract prioritized, funded
CIP; integrate into SSMP and
budget; track delivery and capacity
outcomes.
329 / 352
Element Compliance
Status Summary of Findings Corrective Actions Proposed
IX – Monitoring,
Measurement &
Program
Modifications
Non-Compliant
(Action
Required)
Legacy SSO trends table
stale (to 2017). New SSO
Tracking Spreadsheet
created, but needs
historical backfill and
formal integration into
SSMP performance
reporting and decisionmaking.

Backfill 2018–present data;
generate updated trends and insert
into SSMP; formalize
quarterly/annual data refresh; use
metrics to drive PM, CIP, and FOG
priorities; enforce SSMP changelog use.

X – Program Audits
Non-Compliant
(Action
Required)
No prior triennial audit
reports on file. This audit
(May 2022–May 2025) reestablishes compliance
going forward.

Reconstruct prior cycles where
feasible (CIWQS, work orders,
SSMP notes); adopt standard 11-
element audit template; calendar
triennial audits and align with 6-
year SSMP updates
XI – Communication
Program
Compliant with
Deficiencies
Active channels (City
website, Facebook pages,
press releases) are used
but not described in the
SSMP; no formal outreach
calendar; no defined
public feedback
intake/response process
for SSMP.

Add communication tool
descriptions to SSMP; publish
SSMP feedback email/web form
and process; create annual
outreach calendar (for example,
FOG/I/I/storm prep); track and
review public comments; audit
legacy web content and implement
version control.
330 / 352

9. Corrective Action Plan
Task Name Responsible Party Target
Date
Priority
Level
Follow-Up Needed?
Finalize and adopt the 2025
Sewer Master Plan
Utilities Director;
Consulting Engineer Dec 2025 High
Yes – Council
adoption; update
SSMP Element VIII
upon approval
Establish SSMP performance
metrics (KPIs) tied to goals (I/I,
SSO rate, rehab progress)
Compliance Officer;
Utilities Director Q1 2026 High
Yes – Insert KPI set
into SSMP and
annual reporting
Implement annual goal tracking
and reporting process
Compliance Officer;
Utilities Director
Q2 2026
(onward) High
Yes – Document
results each year
and file in SSMP
Change Log
Create a formal annual review
of org chart and contact lists Compliance Officer Q1 2026 (onward) Medium Yes – Record
quarterly review in
SSMP Change Log
Verify SSMP/OERP chain-ofcommunication training for key staff and new hires
Compliance Officer Q1 2026 Medium
Yes – Maintain
training sign-ins in
Compliance folder
Review and update
fines/enforcement (Ord. 872;
Res. 2315)
City Attorney; Finance;
Compliance Officer Q2 2026 Medium
Yes – Council action
to adopt revised
schedule
Formalize industrial user
program procedures and
enforcement pathways
Utilities Director;
Compliance Officer Q3 2026 Medium
Yes – Add
procedures to SSMP
Element III
Implement GIS Map Edit Log
and quarterly GIS update
cadence (with approver)
GIS Technician;
Utilities Director Q1 2026 Medium Yes – Archive logs
each quarter
Publish quarterly Hot-Spot List
in OpenGov EAM; require workorder closure notes
Underground Supervisor;
Public Works Admin Q1 2026 Medium Yes – Spot-check
closures monthly
Attach CCTV/manhole PDFs to
asset records; track ~100
manholes/year
Underground Supervisor;
GIS Technician
Q2 2026
(start) Medium Yes – Quarterly dashboard review
Document lift-station tier PM
notes, monthly flow checks,
electrician readings
Utilities Superintendent;
Underground Supervisor Q1 2026 Medium Yes – Monthly PM
roll-up

I I I I
331 / 352
Task Name Responsible Party Target
Date
Priority
Level
Follow-Up Needed?
Stand up risk-based rehab
prioritization (likelihood ×
consequence) and 12-month
watchlist
Utilities Director;
Consulting Engineer Q2 2026 Medium
Yes – Annual refresh
aligned to budget
cycle
Create training matrix (roles ×
courses × frequency);
document annual
SSO/Confined Space refreshers
Compliance Officer Q2 2026 Medium
Yes – File matrix and
sign-ins; review
annually
Build a critical spares list per
station/pump model; set
reorder points; quarterly counts
Compliance Officer;
Underground Supervisor Q2 2026 Medium
Yes – Attach
inventory
photos/PDFs;
quarterly verification
Standardize inspection/testing
SOPs (CCTV/smoke/dye) and
when to use each
Utilities Director;
Underground Supervisor;
Compliance Officer
Q3 2026 Medium Yes – create an
annual SOP review
Enhance public outreach on
private lateral inspection
triggers
Compliance Officer Q2 2026 Medium
Yes – Track outreach
artifacts and
schedule
Add time-based response
metrics to SSO Tracking Sheet
(dispatch, arrival, CalOES)
Compliance Officer Q1 2026 Medium
Yes – Include
metrics in future
audits
Establish annual OERP drill
schedule and documentation
package
Compliance Officer;
Utilities Director
Q2 2026
(start) Medium
Yes – File scenario,
roster, and lessons
learned
Create post-spill assessment
form and central log;
management review protocol
Compliance Officer Q1 2026 Medium
Yes – Quarterly
review and updates
to training/CIP
Prioritize and draft FOG
ordinance revisions (LMC Ch.

13.20)
Compliance Officer; City
Attorney; Community
Development
Department
Q2 2026 High
Yes – Council action;
incorporate into
SSMP
Complete FOG Inspector
certification Compliance Officer Dec 2025 High No – File certificate in training records Execute MOU with County
Environmental Health for
inspection triggers
Compliance Officer;
Environmental Health
Dept
Q1 2026 High
Yes – File executed
MOU in Compliance
folder
Publish updated bilingual FOG
education kit and distribution
plan
Compliance Officer Q2 2026 High Yes – Track
distribution to FSEs

I I I I
332 / 352
Task Name Responsible Party Target
Date
Priority
Level
Follow-Up Needed?
Stand up standardized FOG
inspection and enforcement
schedule
Compliance Officer;
Underground Supervisor Q3 2026 High
Yes – Inspection log
and enforcement
tracking
Extract prioritized CIP from the
adopted Master Plan with
costs/funding
Consulting Engineer;
Utilities Director;
Finance
Q1 2026 High
Yes – Incorporate
into budget and
SSMP
Integrate new Master Plan/CIP
into SSMP; align to budget
Compliance Officer;
Utilities Director Q2 2026 High
Yes – Crossreference in
Elements I and VIII
Create internal tracker for CIP
delivery and capacity outcomes
Utilities Director;
Compliance Officer
Q2 2026
(onward) High
Yes – Quarterly
update and audit
readiness
Populate SSO Tracking Sheet
with 2018–present data Compliance Officer Dec 2025 High Yes – Spot-check
variances and
resolve
Generate updated SSO trends
tables/figures and insert into
SSMP
Compliance Officer Q1 2026 High
Yes – Maintain
update history in
Change Log
Formalize quarterly and annual
data review cycle
Compliance Officer;
Utilities Director
Q1 2026
(onward) High Yes – Calendar recurring reviews
Use SSO metrics to drive PM,
CIP, and FOG decisions
Utilities Director;
Compliance Officer
Q2 2026
(onward) High Yes – Create dashboard
Enforce use of SSMP Change
Log for all revisions
Compliance Officer;
Utilities Director
Immediate
and
ongoing
High Yes – Audit the log
annually
Reconstruct prior audit records
where possible (2013–2020) Compliance Officer Q2 2026 High Yes – Archive
summary in
appendix
Adopt standardized SSMP audit
template (11 elements)
Compliance Officer;
Utilities Director Oct 2025 High No – Use in all future cycles Calendar triennial audits and
sync to 6-year SSMP updates Compliance Officer
Ongoing
(next due
2028)
High
Yes – Add to
compliance
calendar
Add descriptions of website,
Facebook, and press-release
practices to SSMP
Compliance Officer Q1 2026 Medium Yes – Verify against
live site
Create public feedback intake
(email or web form) and
procedure
Compliance Officer; IT
Dept Q2 2026 Medium Yes – Test and document workflow

I I I I
333 / 352
Task Name Responsible Party Target
Date
Priority
Level
Follow-Up Needed?
Develop annual
communication calendar (FOG,
I/I, storm prep)
Compliance Officer;
Utilities Director
Q1 2026
(onward) Medium Yes – Review eachfiscal year
Track, review, and respond to
SSMP public comments Compliance Officer Q2 2026 (onward) Medium Yes – Maintaincomment log Audit and archive outdated
SSMP-related web content; set
version control
Compliance Officer; IT
Dept Q1 2026 Medium Yes – Keep versionlog current

I I I I
334 / 352

10. Appendix A
SSMP Audit Documents and Tools Referenced
• 2008 Sewer Master Plan (SMP)
• 2025 Draft Sewer Master Plan
• 2025 SSO Tracking Spreadsheet
• California Integrated Water Quality System (CIWQS) Query Export (Excel Format)
• California Uniform Plumbing Code (CCR Title 24 Part 5) • OpenGov EAM Assett Management System
• City Council and Public Communication Archives
• City Network Shared Drive (Compliance & Utility Folders) • City O&M Logs
• City of Lakeport Municipal Sewer District Contact List (SSMP Figure 2.B updated 5/1/24)
• City of Lakeport Overflow Emergency Response Plan (OERP) • City of Lakeport Utility Department SOPs U-3, U-4, and U-6 • City of Lakeport Website
• CLMSD adopted Sewer System Design and Construction Standards • CLMSD SSMP (May 2024 revision)
• FOG Informational/Educational Documents
• FOG program variance policies
• GIS Mapping Layer - Current System
• Hazardous Materials Incident Response Plan
• Field Staff Spill Report form
• Inspection logs and Maintenance Work Orders
• Lakeport Municipal Code (LMC) Chapter 13.20
• Mutual Aid Agreement with LACOSAN
• Ordinance number 872 (2008)
• Revised FOG Permit application
• Historical SSO reports
• Resolution Number 2315 (2008)
• SSMP – City of Lakeport current version
• State Water Resources Control Board Order WQ 2022-0103-DWQ • Staff Training Documentation (SI Sheets, Training Info/presentations 335 / 352
Appendix 10.C
Element Status Summary — Revision 5 Corrective Action Program Log City of Lakeport Municipal Sewer District │ SSMP Revision 5 │ April 2026 Type: ATTACHED
In development. Insert completed Appendix 10.C document upon completion. 336 / 352
Appendix 10.C
Element Status Summary — Corrective Action Program
Log
City of Lakeport Municipal Sewer District | SSMP Revision 5 | April 2026 Purpose and Use of This Document
This document is Appendix 10.C of the City of Lakeport Municipal Sewer District (CLMSD) Sewer System Management Plan, Revision 5. It serves as the Corrective Action Program (CAP) Log, translating findings and recommended corrective actions from the 2022–2025 Triennial SSMP Audit (October 2025) into tracked, element-by-element commitments.

Each row in the log below corresponds to a numbered corrective action from the audit report. The SSMP Rev 5 Response column describes the specific action taken or committed in this revision. Status designations are:

Complete Action fully implemented in SSMP Revision 5.

In Progress Action underway; committed with a specific target date.

Deferred Action formally deferred to a future cycle with noted reason.

This log is a living document. Entries are updated as actions are completed between formal SSMP revision cycles. All updates are also recorded in the SSMP Change Log (Appendix 10.D).

Summary by Element
El. Element Name Audit Finding # CAs Status Summary
I Goals Non-Compliant 3 1 Complete, 2 In Progress
II Organization Compliant 2 1 Complete, 1 In Progress
III Legal Authority Compliant 2 2 In Progress
IV Operations & Maintenance Compliant w/
Deficiencies
7 0 Complete, 6 In Progress, 1 Deferred
V Design & Performance Compliant 2 1 Complete, 1 In Progress VI OERP Compliant w/
Deficiencies
4 1 Complete, 3 In Progress
VII FOG Control Program Non-Compliant 5 1 Complete, 3 In Progress, 1 Deferred VIII Capacity Assurance Non-Compliant 4 3 Complete, 1 In Progress IX Monitoring &
Measurement
Non-Compliant 5 4 Complete, 1 In Progress
X Program Audits Non-Compliant 3 3 Complete
XI Communication Program Compliant w/
Deficiencies
5 3 Complete, 2 In Progress
337 / 352
Corrective Action Detail by Element
Element I — Goals Audit Finding: Non-Compliant (Action Required) # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
I-1 Finalize and adopt the
2025 Sewer Master Plan
to restore compliance
with foundational SSMP
goals and capacity
planning requirements.
2025 Sewer Master Plan
Update (PACE Engineering)
adopted by City Council
February 2026. Integrated
into Element I goals and
Element VIII.

Utilities Director /
City Engineer
Feb 2026 Complete
I-2 Develop data-driven
KPIs tied to SSMP goals
(I/I reduction, SSO
frequency, asset
rehabilitation progress).

KPI framework established in
Element I. Metrics tied to
SSO frequency, I/I reduction,
asset renewal rate, and PM
completion. Annual review
cadence committed.

Compliance
Officer
Apr 2026 Complete
I-3 Implement a system to
annually review and
document progress
toward each SSMP goal
using measurable data.

Quarterly and annual
performance review cycle
formalized in Element IX.

Goal progress documented
through KPI tracking.

Compliance
Officer
Ongoing In Progress
Element II — Organization Audit Finding: Compliant
# Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
II-1 Establish a formal,
documented process for
reviewing and updating
organizational chart and
contact lists at a regular
interval (e.g., quarterly).

Quarterly contact list review
by Compliance Officer
formalized in Section 2.3.

Contact list updated April
2026.

Compliance
Officer
Apr 2026 Complete
II-2 Confirm that all key
personnel have received
documented training on
the SSO reporting and
response chain of
communication.

Training matrix in
development (Section 4.7).

Annual SSO response
training committed.

Documentation of completion
to be recorded in training
matrix.

Utilities Director Q4 2026 In Progress
Element III — Legal Authority Audit Finding: Compliant
# Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
III-1 Review and update FOG
Fines Resolution (No.
2315) and Sewer Use
Ordinance (No. 872) to
ensure fines and
enforcement
Noted in Element III. LMC
Chapter 13.20 revision is a
program improvement target
coordinated with FOG
program rebuild.

Utilities Director /
City Attorney
2027 In Progress
338 / 352
mechanisms remain
relevant.

III-2 Formalize industrial user
program and develop
clear procedures for
enforcement to manage
potential high-risk
industrial discharges.

Nondomestic user survey
planned Q4 2026. Industrial
user permitting program
pathway established for Q2
2027.

Compliance
Officer
Q2 2027 In Progress
Element IV — Operations & Maintenance Audit Finding: Compliant with Deficiencies # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
IV-1 Implement a one-page
GIS Map Edit Log (date,
asset ID, change,
source, staff, approver)
and adopt a quarterly
GIS update cadence.

Produce an offline
Emergency Map Pack
for field use.

GIS Map Edit Log
implemented; field staff
submit requests to
Compliance Officer who logs
and forwards to Utilities
Director for GIS vendor
submission. Emergency Map
Pack in development.

Compliance
Officer
Q4 2026 In Progress
IV-2 Publish the quarterly
priority cleaning list in
EAM with asset IDs and
reason codes; require
work order closure notes
documenting findings
and footage cleaned.

Quarterly Priority Cleaning
Program described in Section

4.3. Location list maintained
in EAM; work orders tracked
in Cartegraph.

Utilities
Superintendent
Ongoing In Progress
IV-3 Implement NASSCObased inspection forms;
link CCTV and manhole
records directly to asset
records in EAM. Track
manhole program at
~100 manholes/year.

CCTV records organization
onto portable hard drives by
year — in development.

Manhole inspection program
not yet implemented;
equipment procurement
required. Target
implementation Q4 2026.

Utilities
Underground
Supervisor
Q4 2026 In Progress
IV-4 Maintain lift station PM
tier documentation; log
flow checks and
electrician findings
together in EAM work
orders.

Tier 1–3 PM program active.

Tier 1 (alarm test) and Tier 2
(flows/pump run) documented
on hardcopy forms.

Electrical/amp readings on
annual cadence. Long-term
goal: full migration to EAM
records.

Water/Wastewater
Supervisor
Ongoing In Progress
IV-5 Implement risk-based
rehabilitation
prioritization framework
ranking projects by
likelihood ×
consequence using
NASSCO grades, SSO
history, and other
factors.

Risk-based prioritization
framework deferred pending
CCTV-to-asset-record
integration. Target Q1 2027.

Compliance
Officer / City
Engineer
Q1 2027 Deferred
339 / 352
IV-6 Create training matrix
(roles × courses ×
frequency); document
annual SSO response
and confined space
refreshers; goal of ≥2
CWEA Collection Grade
I within 24 months; file
contractor SSO reporting
sign-backs.

Training matrix in
development. Annual SSO
response training committed.

Goal of ≥2 staff achieving
CWEA Collection System
Maintenance Grade I within
24 months of SSMP
adoption; funding earmarked.

Utilities Director Q4 2027 In Progress
IV-7 Build a critical spares list
per lift station/pump
model with defined
reorder points; record
quarterly inventory
counts in EAM; add
quarterly standby pump
start/swap check.

Critical Spares Program in
development. List being
developed per lift station and
pump model. Quarterly
inventory counts to be
recorded in EAM.

Utilities
Superintendent
Q4 2026 In Progress
Element V — Design & Performance Provisions Audit Finding: Compliant # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
V-1 Formalize a Standard
Operating Procedure
(SOP) for new
construction and
rehabilitation inspections
specifying which
inspection method is
used under which
circumstances.

Inspection method table
formalized in Section 5.3,
documenting application and
authority for smoke testing,
CCTV, visual inspection, dye
testing, and hydrostatic
pressure testing.

Compliance
Officer
Apr 2026 Complete
V-2 Enhance public outreach
to inform property
owners about lateral
inspection triggering
events and compliance
requirements.

Lateral certificate program
fact sheet at permit counter
noted in Section 5.4. Public
outreach on lateral program
is an ongoing improvement
target.

Building Official /
Compliance
Officer
Ongoing In Progress
Element VI — Overflow Emergency Response Plan (OERP) Audit Finding: Compliant with Deficiencies # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
VI-1 Expand SSO Tracking
Spreadsheet to include
initial notification time,
first responder arrival
time, and CalOES
notification time.

Time-based response fields
added to SSO Tracking
Spreadsheet (Appendix 9.A).

Fields capture notification
time, arrival time, and
CalOES reporting time.

Compliance
Officer
Apr 2026 Complete
VI-2 Establish a formal
schedule for annual
overflow response drills
with documented
scenario, participants,
and lessons learned.

Annual OERP drill committed
in Section 6.4.

Documentation requirements
established.

Utilities Director Annual In Progress
340 / 352
VI-3 Create a formal postspill assessment
process; compile
findings and corrective
actions in a central log to
update training and
inform capital planning.

Post-incident review process
formalized in Section 6.5.

After-action review required
for all Category 1 and 2
SSOs.

Compliance
Officer
Ongoing In Progress
VI-4 Incorporate enhanced
response metrics and
post-spill review data
into future SSMP audits
to demonstrate
continuous
improvement.

Response metrics integrated
into Element IX monitoring
framework and linked to next
triennial audit cycle (2025–
2028).

Compliance
Officer
Nov 2028 In Progress
Element VII — FOG Control Program Audit Finding: Non-Compliant (Action Required) # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
VII1Prioritize comprehensive
revision of the FOG
ordinance (LMC Chapter

13.20) to ensure it is
legally defensible and
supports all
programmatic
improvements.

FOG ordinance revision is a
program improvement target
coordinated with overall LMC
Chapter 13.20 update. No
firm adoption date committed
due to capacity constraints.

Utilities Director /
City Attorney
2027 In Progress
VII2Ensure the Compliance
Officer completes FOG
inspector certification to
provide enforcement
expertise.

FOG Inspector Certification
completed. Certificate on file
in Compliance Department
training records.

Compliance
Officer
Complete Complete
VII3Finalize and implement
MOU with County
Environmental Health
Department for
coordinated FOG
inspection triggers.

County EH MOU deferred to
2027 due to staff capacity
constraints on both sides.

Noted in Section 7.4.

Compliance
Officer
2027 Deferred
VII4Complete and launch full
package of updated
FOG educational
materials with a formal
distribution plan.

English-language FSE
education package complete
(Appendix 7.A). Spanish
translation target Q4 2026.

Residential fact sheet target
Q3 2026. Website update Q4
2026.

Compliance
Officer
Q4 2026 In Progress
VII5Formalize a regular FOG
inspection and
enforcement schedule
once legal authority is
updated.

Trigger-based FSE inspection
approach documented in
Section 7.3. Routine
inspection schedule to be
formalized following
ordinance update.

Compliance
Officer
2027 In Progress
Element VIII — System Evaluation & Capacity Assurance Audit Finding: Non-Compliant (Action Required)
341 / 352
# Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
VIII1Finalize and adopt the
updated Master Sewer
Plan including updated
design criteria, capacity
modeling, and I/I
evaluations.
2025 Sewer Master Plan
Update (PACE Engineering)
adopted by City Council
February 2026.

City Engineer Feb 2026 Complete
VIII2Extract and publish a
prioritized CIP from the
finalized Master Plan
including project
descriptions, costs,
prioritization logic, and
funding sources.

CIP incorporated from 2025
SMPU into Element VIII.

Near-term rehabilitation
priorities and project
descriptions documented in
Section 4.6.

City Engineer /
Utilities Director
Feb 2026 Complete
VIII3Update the SSMP to
reference the new
Master Plan and ensure
consistency with budget
planning and future
audits.
2025 SMPU integrated
throughout SSMP Revision 5
/5, including Elements I, IV,
VIII, and IX.

Compliance
Officer
Apr 2026 Complete
VIII4Develop an internal
mechanism for tracking
project completion,
funding status, and
capacity impacts linked
to future SSMP reviews.

CIP tracking linked to annual
performance review cycle in
Element IX. Project
completion to be documented
in Appendix 10.D change log.

City Engineer /
Compliance
Officer
Ongoing In Progress
Element IX — Monitoring, Measurement & Program Modifications Audit Finding: Non-Compliant (Action Required)
# Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
IX-1 Populate the SSO
tracking spreadsheet
with all available
historical data from 2018
to the present.

SSO Tracking Spreadsheet
backfilled from 2018 to
present. Historical data
compiled and entered.

Compliance
Officer
Apr 2026 Complete
IX-2 Use populated
spreadsheet data to
create a new, complete
SSO Trends table and
integrate it into the
SSMP.

Updated SSO Trends table
(Table 9.1) integrated into
Element IX based on 2018–
2025 tracking data.

Compliance
Officer
Apr 2026 Complete
IX-3 Formalize a
quarterly/annual process
for reviewing and
updating SSO data to
keep the SSMP current.

Quarterly and annual
performance review cycle
formalized in Section 9.2.

Review triggers and
documentation requirements
established.

Compliance
Officer
Apr 2026 Complete
IX-4 Use updated data to
actively inform all SSMP
elements, including PM
KPI framework in Element I
links SSO trend data to PM,
FOG, and CIP decisions.

Annual review process
Compliance
Officer
Ongoing In Progress
342 / 352
program, CIP priorities,
and FOG control.
connects performance data to
program modifications.

IX-5 Ensure the SSMP
Change Log is
consistently used and
maintained to track all
revisions.

SSMP Change Log
formalized as Appendix 10.D.

Living document with defined
reason codes and approval
requirements.

Compliance
Officer
Apr 2026 Complete
Element X — Program Audits Audit Finding: Non-Compliant (Action Required) # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
X-1 Reconstruct and
document prior audit
cycles; where reports
cannot be located,
prepare a retrospective
audit summary using
available data.
2022–2025 Triennial SSMP
Audit completed October
2025. Full retrospective audit
prepared by Compliance
Officer. Report on file and
included as Appendix 10.B.

Compliance
Officer
Oct 2025 Complete
X-2 Develop a standardized
SSMP audit template
mirroring the SSMP's 11
elements for consistent
use every three years.

Standardized 11-element
audit template developed and
adopted. Template included
as Appendix 10.A.

Compliance
Officer
Oct 2025 Complete
X-3 Align the triennial audit
cycle with the six-year
SSMP update schedule
so audit findings feed
directly into future
updates.

Audit and SSMP update
cycles synchronized. Next
triennial audit due November
2028; next SSMP update
(Revision 6) estimated 2032.

Compliance
Officer
Nov 2028 Complete
Element XI — Communication Program Audit Finding: Compliant with Deficiencies # Audit Corrective
Action SSMP Rev 5 Response Responsible Party
Target
Date Status
XI-1 Establish a process for
collecting public
feedback when SSMP
updates are posted
(e.g., dedicated email or
web form).

Public input process
established in Section 11.3.

Public comment channel
documented and included in
SSMP public availability
notice.

Compliance
Officer
Apr 2026 Complete
XI-2 Update the SSMP to
describe the City's
website, Facebook
pages, and press
release practices as
public education and
awareness tools.

Communication tools
described in Section 11.2.

Website, City and Public
Works Facebook pages,
billing inserts, and press
releases documented.

Compliance
Officer
Apr 2026 Complete
XI-3 Create a basic outreach
plan or communication
calendar to guide timing
and content of public
education campaigns.

Annual communication
calendar created as a
standalone working
document (Appendix 11.A).

Quarterly billing insert
schedule and monthly social
media schedule established.

Compliance
Officer
Apr 2026 Complete
343 / 352
XI-4 Assign a staff lead to
collect, track, and review
comments submitted
during public SSMP
reviews.

Compliance Officer
designated as staff lead for
public feedback intake and
response tracking. Process
documented in Section 11.3.

Compliance
Officer
Ongoing In Progress
XI-5 Review all publicly
posted sewer/SSMP
materials; archive
outdated content and
establish version control
for future updates.

Website content review and
update scheduled for Q4
2026 as part of FOG program
website update and SSMP
public posting.

Compliance
Officer
Q4 2026 In Progress
344 / 352
Appendix 10.D
SSMP Change Log
City of Lakeport Municipal Sewer District │ SSMP Revision 5 │ April 2026 Type: ATTACHED
Document follows this cover sheet. Living document — updated as changes occur. 345 / 352
Appendix 10.D
SSMP Change Log
City of Lakeport Municipal Sewer District
WDID No. 5SSO10896 │ Living Document — Updated in Place Purpose and Use of This Document
This document is Appendix 10.D of the City of Lakeport Municipal Sewer District (CLMSD) Sewer System Management Plan, Revision 5. It serves as the official change log for the SSMP and is a living document, updated in place whenever substantive changes are made between formal revision cycles.

This log fulfills the corrective action identified in the 2022–2025 Triennial SSMP Audit (Element X), requiring consistent use and maintenance of an SSMP change log to track all revisions to the document.

This document is organized into four sections:
• Section 1 — Revision Summary: High-level table of all formal SSMP revisions. • Section 2 — Prior Revision Detail (Rev 1–3): Line-by-line record of changes made in Revisions 1 through 3. • Section 3 — Revision 5 Change Record: Element-by-element summary of all substantive changes made during the 2026 comprehensive update.
• Section 4 — Post-Certification Change Log: Standing table for recording all changes made after April 2026 CIWQS certification. This is the active working section of this document.

Instructions: Record every substantive change to the SSMP in Section 4 at the time it is made, including language corrections, program updates, appendix replacements, and cross-reference fixes. Author initials and Utilities Director approval are required for all entries. At the next formal revision cycle, Section 4 entries become the source record for the new revision's change documentation.

Section 1 — Revision Summary
346 / 352
The table below summarizes all recorded SSMP revisions. A formal revision is a certified update submitted to CIWQS.

Rev Date Description Author Status
1 May 2010 Original SSMP adoption. Baseline document prepared by City of Lakeport Utilities Department.
2 March 2018 Updates include modifications to the district's SSO emergency response plan, monitoring and reporting
program, and contact info updates
3 December
2022
Administrative update. Contact information, appendices, and hyperlinks revised. No substantive program
changes.

AB Final
4 May 2024 Administrative update. Contact list, org chart, and appendices updated. No substantive program changes.

AB Final
5 April 2026 Comprehensive update. Revised to comply with Order WQ 2022-0103-DWQ. Incorporates 2022–2025 Triennial
Audit findings and corrective actions. Integrates adopted 2025 Sewer Master Plan Update. Full narrative rewrite of all eleven elements. See Section 3 for detailed change
record.

JB Final
Section 2 — Prior Revision Detail (Revisions 1–4)
The entries below reflect the complete revision history as documented in the SSMP prior to Revision 5. Revisions 2,3 and 4 consisted entirely of administrative and contact updates. No substantive program changes were made between the 2018 adoption of revision 2 and the 2026 comprehensive update.

Date Section / Item Description of Change Author Rev
12/21/2022 Element 2 — Organization; Figure 2.B —
CLMSD Contact List; Appendix 2.A — Staff
Directory; Table 0.1 — SSMP Update
Schedule; Figure 6.A — CLMSD
Notification Procedures; Appendix 5 —
Sewer System Design Standards;
Appendix 6.A — SSO Investigation and
Reporting Forms; Appendix 6.B —
Hazardous Materials Incident Response
Plan; Appendix 6.C — Sanitary Sewer
Overflow (SSO) Emergency Response Plan
{updated Appendix A — Cleaning
Declination Form + CLMSD Contact List}
Administrative update.

Contact list, staff
directory, update
schedule, notification
procedures, design
standards, SSO forms,
hazmat plan, and SERP
updated. Internal
Appendix A of 6.C
(Cleaning Declination
Form and Contact List)
also updated.

AB 2
347 / 352
12/21/2022 Various — hyperlinks throughout
document
Hyperlinks to City
website updated
throughout.

AB 2
4/1/2024 Figure 2.A — CLMSD Org Chart; Figure 2.B
— CLMSD Contact List; Figure 2.C —
Chain of Communication; Appendix 2.A —
Staff Directory; all references to Utilities
Superintendent throughout document
Contact information
updated. All references
to Utilities
Superintendent replaced
with Utilities Director
throughout.

AB 3
4/22/2024 Appendix 6.A — SSO Investigation and
Reporting Forms; Appendix 6.B —
Hazardous Materials Incident Response
Plan; Appendix 6.C — SSO Emergency
Response Plan
Appendices updated
with current documents.

AB 3
5/8/2024 Appendix 2.B — External Reporting Guide;
Figure 6.B; Appendix 7.D — FOG GIS Map
External reporting guide
updated. Figure 6.B
revised. FOG GIS map
updated.

AB 3
Section 3 — Revision 5 Change Record (April 2026)
Revision 5 is a comprehensive update driven by three factors: (1) requirements of Order WQ 2022-0103-DWQ; (2) findings and corrective actions from the 2022–2025 Triennial SSMP Audit (October 2025); and (3) adoption of the 2025 Sewer Master Plan Update (PACE Engineering, February 2026). All eleven elements were substantively revised.

Prepared by: Jen Baker, Compliance Officer. Approved by: Paul Harris, Utilities Director. CIWQS certification date: April 20, 2026.

El. Element Name /
Section
Prior Status Changes in Revision 5 Driver
— Introduction Outdated Full rewrite. Regulatory
background updated to
reflect Order WQ 2022-0103-
DWQ superseding 2006 and
2013 orders. Revision
history table updated.

Element status summary
table added. Document
organization section revised.

Order WQ 2022-
0103-DWQ;
document
standardization
— Acronym List Outdated / absent 48-entry acronym list
created. OERP terminology
established and corrected
Regulatory
terminology
alignment;
348 / 352
throughout document
(replacing SERP) to align
with Order WQ 2022-0103-
DWQ.
document
standardization
— Key Terms and
Definitions
Outdated/Absent 28-entry key terms and
definitions list created.

Document
standardization;
Order WQ 2022-
0103-DWQ
I Goals Non-Compliant Full rewrite. Replaced
generic goals with
measurable KPI framework.

Goals aligned to 2025 Sewer
Master Plan Update and
audit findings.

Audit finding;
Order WQ 2022-
0103-DWQ
II Organization Compliant Contacts verified and
updated. Quarterly review
cadence added. Title
corrections made (Utilities
Director). Training
documentation requirements
noted.

Administrative;
audit
recommendation
III Legal Authority Compliant FOG fines resolution update noted. Aspirational
industrial user language
replaced with corrective
action pathway:
nondomestic user survey Q4
2026, permitting program Q2
2027.

Audit
recommendation;
honesty over
aspiration
IV Operations &
Maintenance
Compliant with
Deficiencies
Full rewrite into six
subsections. GIS edit log
added. Manhole inspection
cadence documented. CCTV
integration described.

Critical spares inventory
noted. Hotspot terminology
removed; replaced with
condition-based priority
cleaning language.

Audit finding;
Order WQ 2022-
0103-DWQ
V Design &
Performance
Provisions
Compliant Inspection method triggers
standardized. Mandatory
lateral certificate program
replaced with permit counter
fact sheet and voluntary
inspection program crossreference. Certificate issued
under existing LMC
authority; no new permit
required.

Audit
recommendation;
LMC accuracy
correction
349 / 352
VI Overflow
Emergency
Response Plan
(OERP)
Compliant with
Deficiencies
Time-based response
metrics added. Post-incident
review process formalized.

Annual drill documentation
added. Terminology
corrected from SERP to
OERP throughout to align
with Order WQ 2022-0103-
DWQ.

Audit finding;
regulatory
terminology
alignment
VII FOG Control
Program
Non-Compliant Full program rebuild.

Routine inspection schedule
replaced with trigger-based
approach. Updated FSE
education package
completed in English
(Spanish Q4 2026).

Residential fact sheet target
Q3 2026. FOG Inspector
Certification complete.

County EH MOU deferred to
2027.

Audit finding;
staff capacity;
honesty over
aspiration
VIII System Evaluation
& Capacity
Assurance
Non-Compliant 2025 Sewer Master Plan
Update (PACE Engineering,
Feb. 2026) integrated. CIP
framework grounded in
Master Plan findings. Rehab
prioritization based on pipe
age, material, and SSO
history.

Audit finding;
Master Plan
adoption
IX Monitoring,
Measurement &
Program
Modifications
Compliant with
Deficiencies
SSO tracking spreadsheet
updated and formalized.

Quarterly and annual
performance review cadence
established. KPI framework
linked to Element I goals.

Condition-based priority
cross-reference corrected.

Audit finding;
Order WQ 2022-
0103-DWQ
X Program Audits Non-Compliant 2022–2025 Triennial Audit completed October 2025.

Standardized 11-element
audit template adopted.

Audit and SSMP update
cycles synchronized. Next
audit due November 2028.

Audit finding;
Order WQ 2022-
0103-DWQ
XI Communication
Program
Compliant with
Deficiencies
Annual communication
calendar created as
standalone working
document. Quarterly billing
insert schedule and monthly
social media schedule
Audit finding;
audit
recommendation
350 / 352
established. Q3 topic
updated. Public feedback
intake process added.

App. Appendices Inconsistent 22 standardized appendix
cover sheets created.

Appendix numbering and
cross-references reviewed
and corrected throughout.

Appendix 7.A updated to
reflect English-complete
FSE education package
(Spanish translation pending
Q4 2026). Appendix 10.D
(this document) added as
new living change log.

Document
management;
audit
recommendation
351 / 352
Section 4 — Post-Certification Change Log
Use this section to record all changes made to the SSMP after the May 2, 2026, CIWQS certification. Every substantive change requires an entry before or at the time the change is made.

Reason codes: AF = Audit Finding | RU = Regulatory Update | OP = Operational Change | CA = Corrective Action | AD = Administrative / Contact Update | ER = Error Correction Date Element
/ Section
Description of
Change
Reason Author Approved
By
Rev Status
Additional rows or pages may be added as needed. File the updated version in the Compliance Department records and replace the prior version in the SSMP appendix binder. l
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Minutes
Measure Z Advisory Committee

REGULAR MEETING
Wednesday, April 15, 2026

1. CALL TO ORDER AND INTRODUCTIONS Chair Harper opened the meeting at 5:30 p.m. with Committee members Harper, King, Porter and Rollins present, Committee Member Sombs was absent.

The following staff were present: City Manager Ingram, Finance Director Dizon, Administrative Services Director Buendia, Public Works Director Ladd and Police Chief Stoebe.

2. APPROVAL OF MINUTES Committee member Rollins made a motion; seconded by Committee member Porter and carried unanimously 4-0-1 to approve the Minutes of January 14, 2026, regular meeting.

3. PUBLIC INPUT No input was offered by the public.

4. DISCUSSION/ACTION ITEMS
A. 2026-27 Budget Overview Staff provided a preliminary overview financial outlook for the 2026–2027 fiscal year. The presentation highlighted revenue trends and expenditure projections, noting that revenues are lower than anticipated and expenses are continuing to outpace available funding, particularly in insurance costs (General Liability, Workers Comp, Property and others). The unfunded liabilities for PERS have been trending upwards for some time. There was also discussion about reserve levels and Council policy on reserve usage. Staff also reminded the committee the basics of property taxes and sales taxes and how those contribute to the General Fund.

B. 2025-2026 Project Update
C. 2026-27 Project Recommendations
Staff reviewed the Capital Improvement Plan and priorities including ongoing projects from 2025-2026 and upcoming projects for 2026-2027.

5. ADJOURN Chair Harper adjourned the meeting at 6:51 p.m. with the next meeting scheduled for Wednesday, July 15, 2026, at 5:30 p.m. ____________________________
Kelly Buendia, City Clerk
Meeting Date: 04/07/2026 Page 1 Agenda Item # VII.A.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: Adoption of Title VI Program Documents MEETING DATE: 04/21/2026 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 being asked to adopt a Resolution approving the City of Lakeport Title VI Plan, Limited English Proficiency (LEP) Assessment and Language Access Plan (LAP), and Title VI Annual Work Plan.

BACKGROUND:

The City of Lakeport receives federal transportation funding and is therefore required to comply with Title VI of the Civil Rights Act of 1964, which prohibits discrimination on the basis of race, color, or national origin in federally funded programs and activities. The Civil Rights Restoration Act of 1987 further clarifies that these nondiscrimination requirements apply agency-wide when any part of an agency receives federal financial assistance.

The City previously adopted a Title VI Plan in 2019 to formalize existing nondiscrimination practices and support compliance with federal requirements. While that plan established a solid foundation, subsequent Caltrans review and evolving federal guidance identified areas where documentation, tracking, and program components needed to be further developed and formalized.

Since that time, Caltrans has increased its emphasis on comprehensive Title VI program implementation, including documentation of Limited English Proficiency (LEP) efforts, training, complaint tracking, and ongoing program monitoring. In response, the City has undertaken a thorough review and update of its Title VI materials to align with current Federal Highway Administration (FHWA) and Caltrans expectations.

The proposed documents represent an update and consolidation of the City’s Title VI program to ensure it reflects current practices, addresses identified gaps, and positions the City for continued compliance and eligibility for federal funding.

DISCUSSION:

Accordingly, the City has prepared updated Title VI program documents for City Council consideration and adoption. The proposed Resolution adopts the following Title VI program documents, which together establish the City’s framework for Title VI compliance:

Title VI Implementation Plan - The Title VI Implementation Plan establishes the City’s policies, procedures, and responsibilities for complying with Title VI requirements. The Plan:

Meeting Date: 04/07/2026 Page 2 Agenda Item # VII.A.1.
• Defines the City’s nondiscrimination policy consistent with federal law • Designates the City Manager as the Title VI Coordinator • Establishes procedures for handling Title VI complaints • Addresses training, data collection, and internal and external reviews Limited English Proficiency (LEP) Assessment and Language Access Plan - Federal guidance requires agencies to take reasonable steps to provide meaningful access to individuals with limited English proficiency. The LEP Assessment and Language Access Plan:
• Evaluates the language needs of the community using a federally prescribed four-factor analysis • Identifies Spanish as the primary non-English language encountered • Describes reasonable, resource-appropriate language assistance measures that reflect current City practices
Title VI Annual Work Plan- The Title VI Annual Work Plan documents prior-year Title VI-related activities and outlines planned actions for the upcoming year. The Work Plan demonstrates ongoing program oversight and is updated annually.

Adoption of these documents ensures the City remains compliant with federal civil rights requirements and maintains eligibility for federal transportation funding. The proposed documents do not expand the City’s legal obligations beyond existing federal and state law.

OPTIONS:

1. Adopt the Title VI Program Documents

2. Do not adopt the Title VI Program Documents which may result in the loss of federally funded grants.

3. Provide other 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:

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 rescind Resolution 2713 (2019) and adopt a Resolution approving the City of Lakeport Title VI Plan, the Limited English Proficiency (LEP) Assessment and Language Access Plan (LAP) and the Title VI Annual Work Plan.

Meeting Date: 04/07/2026 Page 3 Agenda Item # VII.A.1.

Attachments: 1. Resolution Adopting Title VI Program Documents

2. Title VI Plan and Appendices

3. Limited English Proficiency Assessment and Language Access Plan

4. Title VI Annual Work Plan
RESOLUTION NO. XXX (2026)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT RESCINDING RESOLUTION 2713 (2019) AND APPROVING THE CITY OF LAKEPORT TITLE VI PLAN,

LIMITED ENGLISH PROFICIENCY (LEP) ASSESSMENT AND LANGUAGE ACCESS PLAN (LAP), AND TITLE VI ANNUAL WORK PLAN
WHEREAS, the City Council previously adopted a Title VI Plan by Resolution No. 2713 (2019); and WHEREAS, City staff have reviewed the previously adopted Title VI Plan and determined that updates are necessary to reflect current Federal Highway Administration (FHWA) and California Department of Transportation (Caltrans) requirements; and WHEREAS, the City of Lakeport receives federal financial assistance for transportation and related programs and is therefore subject to the nondiscrimination requirements of Title VI of the Civil Rights Act of 1964 (42 U.S.C. §2000d) and related federal regulations; and WHEREAS, Title VI of the Civil Rights Act of 1964 prohibits discrimination on the basis of race, color, or national origin in programs and activities receiving federal financial assistance; and WHEREAS, the Civil Rights Restoration Act of 1987 clarifies that Title VI nondiscrimination requirements apply to all programs and activities of a recipient agency when any part of the agency receives federal financial assistance; and
WHEREAS, the Federal Highway Administration (FHWA) and the California Department of Transportation (Caltrans) require local public agencies receiving federal transportation funds to adopt and maintain a Title VI Implementation Plan and supporting documentation; and WHEREAS, the City of Lakeport has prepared an updated Title VI Implementation Plan to ensure compliance with current FHWA and Caltrans requirements; and WHEREAS, the City of Lakeport has prepared a Limited English Proficiency (LEP) Assessment and Language Access Plan (LAP) to ensure meaningful access to City programs, services, and activities for individuals with limited English proficiency, in accordance with Executive Order 13166; and WHEREAS, the City of Lakeport has prepared a Title VI Annual Work Plan documenting prior-year accomplishments and planned Title VI-related activities for the upcoming reporting period; and WHEREAS, adoption of these documents demonstrates the City’s ongoing commitment to nondiscrimination, equity, and compliance with federal civil rights requirements; NOW, THEREFORE, BE IT RESOLVED, that Resolution No. 2713 (2019) is hereby rescinded and replaced in its entirety by the City of Lakeport Title VI Plan and supporting documents adopted by this Resolution.

PASSED AND ADOPTED by the City Council of the City of Lakeport this 7th day of April, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________
BRANDON DISNEY, Mayor
ATTEST:
______________________________
KELLY BUENDIA, City Clerk

Page 1 ends

CITY OF LAKEPORT

TITLE VI PLAN
ADOPTED 4/21/2026
RESOLUTION ####(2026)
"No person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance."

Page 2 ends

Title VI Plan
City of Lakeport, California
Adopted April 21, 2026

1. Introduction
The City of Lakeport is committed to ensuring that no person is excluded from participation in, denied the benefits of, or otherwise subjected to discrimination on the basis of race, color, or national origin in any program or activity of the City, in accordance with Title VI of the Civil Rights Act of 1964 and related federal regulations.

This Title VI Plan establishes the policies, procedures, and responsibilities through which the City of Lakeport ensures compliance with Title VI requirements applicable to recipients of federal financial assistance, including funds administered through the California Department of Transportation (Caltrans) and the Federal Highway Administration (FHWA).

2. Authority
This Plan is adopted pursuant to the following authorities:
• Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d) • The Civil Rights Restoration Act of 1987
• 23 Code of Federal Regulations (CFR) Part 200
• 49 Code of Federal Regulations (CFR) Part 21
• Executive Order 13166 (Improving Access to Services for Persons with Limited English Proficiency)

3. Title VI Policy Statement
The City of Lakeport hereby gives public notice that it is the City’s policy to ensure full compliance with Title VI of the Civil Rights Act of 1964. Title VI prohibits discrimination on the basis of race, color, and national origin in programs and activities receiving Federal financial assistance. The City also complies with other applicable federal and state nondiscrimination laws, including those related to sex, age, and disability; however, this Plan is intended to address Title VI requirements.

In accordance with the Civil Rights Restoration Act of 1987, this nondiscrimination policy applies to all programs, services, and activities of the City, whether or not each individual program or activity is federally funded, when any part of the City receives federal financial assistance.

Page 4 ends

• Including Title VI nondiscrimination language in public outreach materials, when appropriate Title VI information will be made available in languages other than English as identified through the City’s Limited English Proficiency (LEP) Assessment.

6. Title VI Complaint Procedures

6.1 Filing a Complaint
Any person who believes they have been subjected to discrimination on the basis of race, color, or national origin under a City program or activity may file a Title VI complaint using the City’s Title VI Complaint Form with the City of Lakeport.

Complaints must be filed within 180 days of the alleged discriminatory act. Complaints may be submitted in writing or verbally. Reasonable assistance will be provided to individuals who are unable to submit a written complaint.

6.2 Processing Complaints
The City will:
• Log all Title VI complaints received
• Review complaints for completeness and jurisdiction
• Forward all Title VI complaints involving FHWA jurisdiction or federally funded transportation programs to Caltrans for processing, as required
A Title VI Complaint Form and Title VI Complaint Log will be maintained by the Title VI Coordinator.

7. Limited English Proficiency (LEP)
The City of Lakeport is committed to providing meaningful access to its programs and services for individuals with Limited English Proficiency.

The City maintains a Limited English Proficiency (LEP) Assessment and Language Access Plan (LAP) that:
• Includes a Four-Factor Analysis consistent with federal guidance • Identifies languages commonly encountered within the community • Establishes reasonable procedures for providing interpretation and translation services, subject to staff availability and existing resources
• Requires maintenance of an LEP Log to document language assistance requests

Page 5 ends

The LEP Assessment and LAP are reviewed and updated annually and are incorporated by reference into this Plan.

8. Title VI Training
The City of Lakeport will provide Title VI training to City employees at least once every two years, and upon hire when appropriate.

Training will include:
• An overview of Title VI requirements
• The City’s responsibilities under Title VI
• Procedures for handling Title VI complaints
• Procedures for responding to LEP requests
Training attendance will be documented and retained.

9. Title VI Assurances in Contracts and Agreements
The City of Lakeport will include Title VI non-discrimination assurances in all federally funded contracts, subcontracts, and agreements, as applicable.

For projects administered through Caltrans, the City will incorporate the Title VI Assurances contained in the Caltrans Local Agency Master Agreement (Exhibit 4-C).

10. Data Collection and Analysis
The City will collect and analyze demographic data related to race, color, and national origin for participants in and beneficiaries of federally funded programs and projects, as appropriate.

This data will be used to:
• Evaluate the effectiveness of public outreach efforts • Ensure equitable participation in decision-making processes • Identify and address potential disparities

11. Internal and External Title VI Reviews
The City of Lakeport will conduct periodic internal reviews of City programs to assess Title VI compliance.

Page 6 ends

Where the City passes federal funds to sub-recipients, the City will conduct external Title VI reviews, as applicable, using reasonable and proportionate measures such as contract review and documentation verification.

12. Title VI Annual Work Plan
The City will prepare a Title VI Annual Work Plan documenting prior-year accomplishments and planned Title VI-related activities for the upcoming reporting period.

The Annual Work Plan will be reviewed annually and made available to the public upon request or via the City’s Title VI/ Nondiscrimination webpage.

13. Adoption and Implementation
This Title VI Plan shall be adopted by Resolution of the City Council of the City of Lakeport.

Following adoption, the Plan will be:
• Signed by the City Manager as Title VI Coordinator
• Posted on the City’s Title VI/ Nondiscrimination webpage • Made available at City Hall upon request

14. Environmental Justice
In accordance with Executive Order 12898, the City will consider Environmental Justice principles, as appropriate, in its federally funded programs and activities, including efforts to avoid disproportionately high and adverse effects on minority and low-income populations and to promote meaningful public participation.

City of Lakeport

LIMITED ENGLISH PROFICIENCY (LEP) ASSESSMENT AND
LANGUAGE ACCESS PLAN (LAP) Revised 4/1/2026

1. Purpose and Authority
The City of Lakeport is committed to ensuring meaningful access to its programs, services, and activities for individuals with Limited English Proficiency (LEP), in accordance with:
• Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d) • Executive Order 13166 (Improving Access to Services for Persons with Limited English Proficiency)
• U.S. Department of Transportation LEP Guidance
• Federal Highway Administration (FHWA) Title VI requirements This document serves as both the City’s LEP Four-Factor Assessment and its Language Access Plan (LAP) and will be reviewed and updated annually.

2. Definition of Limited English Proficient (LEP)
An individual is considered to have Limited English Proficiency if they do not speak English as their primary language and have a limited ability to read, write, speak, or understand English.

3. LEP Four-Factor Analysis
Factor 1: Number or Proportion of LEP Persons Served or Encountered The City of Lakeport reviewed available demographic data, including U.S. Census and American Community Survey data, to identify languages spoken by residents within the City.

Language Spoken Group
Population
Group’s Percentage
of Population
Portion of Group that
Speaks English Very
Well
Portion of Group
That Does Not Speak
English Very Well
English Only 4,088 86.8% 4,088 (100%) 0 (0%)
Spanish 526 11.2% 434 (82.5%) 92 (17.5%)
Other Indo-European
Languages
57 1.2% 26 (45.6%) 31 (54.4%)
Asian and Pacific Island
Languages
24 0.5% 8 (33.3%) 16 (66.7%)
Other Languages 12 0.3% 12 (100%) 0 (0%)
Total Population Above 5
Years
4,707 100% 4,568 (97%) 139 (3%)
Source: US Census: American Community Survey 5-Year Estimate (2024) https://data.census.gov/table/ACSST5Y2024.S1601?q=Lakeport+city,+California Based on available data, the most commonly spoken language other than English within the City of Lakeport is Spanish. Other languages may be present in smaller numbers.

The City will update this analysis annually using the most recent demographic data available.

Factor 2: Frequency of Contact with LEP Persons
City departments may encounter LEP individuals during:
• Public counter services at City Hall
• Public meetings and hearings
• Community outreach activities
• Requests for information related to public works, transportation, planning, and permits The frequency of contact with LEP individuals is expected to be occasional to moderate. Based on staff experience, language assistance is provided on a regular basis (estimated at approximately 2–3 times per week), primarily at the public counter, by phone, and via email. Spanish-speaking individuals represent the most common LEP contacts.

This indicates an ongoing, but manageable, need for Spanish language assistance within City operations..

Factor 3: Nature and Importance of the Program, Activity, or Service City programs and services include activities that are essential to daily life and civic participation, including:
• Transportation and roadway projects
• Public safety and emergency-related information
• Public participation in planning and land use decisions Because denial of access to these services could have significant impacts, the City recognizes the importance of providing language assistance when needed.

Factor 4: Resources Available and Costs
The City of Lakeport is a small local agency with limited resources. Language assistance measures are implemented in a manner that balances meaningful access with available staffing and financial resources.

Language assistance strategies include:
• Use of bilingual staff when available
• Coordination with City departments that maintain interpretation contracts, when appropriate • Translation of vital documents into Spanish when appropriate and feasible The City will periodically assess available resources and adjust language assistance methods as necessary.

4. Summary of LEP Assessment
Based on the Four-Factor Analysis, the City of Lakeport has determined that:
• Spanish is the primary non-English language encountered • Language assistance should be made available upon request • Proactive translation of select vital documents into Spanish is appropriate

5. Language Access Plan (LAP)

5.1 Language Assistance Measures
The City of Lakeport will make reasonable efforts to provide the following language assistance services at no cost to the public, subject to staff availability and existing resources:
• Oral Interpretation
o Use of bilingual City staff when available
o Coordination with existing departmental interpretation services when appropriate • Written Translation
o Translation of vital documents into Spanish when appropriate and feasible o Other languages translated upon request, as resources allow Vital documents may include:
• Title VI notices
• Complaint forms
• Public meeting notices related to significant City projects

5.2 Requesting Language Assistance
Members of the public may request language assistance by:
• Contacting City Hall in person
• Calling the City’s main phone number
• Submitting a request through the City’s website
Requests may be made verbally or in writing.

5.3 LEP Log
The City of Lakeport will maintain an LEP Log to document:
• Date of request
• Language requested
• Type of service provided (interpretation or translation) • Department providing assistance
The LEP Log will be reviewed annually as part of the LEP Assessment update.

438467.1
City of Lakeport

TITLE VI ANNUAL WORK PLAN
Reporting Period: Fiscal Year 2025–2026
Prepared in accordance with 23 CFR 200.9(b)(10)

1. Purpose
The purpose of this Title VI Annual Work Plan is to document the City of Lakeport’s Title VI–related activities, accomplishments, and planned actions for the reporting period. This Work Plan demonstrates the City’s ongoing commitment to ensuring nondiscrimination in its federally funded programs and activities and to maintaining compliance with Federal Highway Administration (FHWA) and California Department of Transportation (Caltrans) Title VI requirements.

This Work Plan is reviewed annually and updated as necessary. This Work Plan reflects the City’s ongoing efforts to address findings from the 2025 Caltrans Title VI Program Assessment and to maintain continued compliance with federal requirements.

2. Recent Accomplishments and Implementation Activities (2025) Following the May 2025 Caltrans Title VI Program Assessment, the City of Lakeport initiated the following actions to address identified deficiencies and strengthen its Title VI program:
• Initiated updates to the City’s Title VI Implementation Plan to align with current FHWA and Caltrans requirements
• Developed a Limited English Proficiency (LEP) Assessment and Language Access Plan (LAP) • Established Title VI complaint procedures and began development of complaint tracking logs • Expanded dissemination of Title VI information through the City’s ADA / Civil Rights webpage and City Hall postings
• Designated the City Manager as the Title VI Coordinator responsible for program oversight

3. Upcoming Year Goals and Planned Activities
For the 2025–2026 reporting period, the City of Lakeport plans to carry out the following Title VI–related activities:
• Adopt the updated Title VI Implementation Plan
• Implement and document Title VI training for City staff, including procedures for handling Title VI complaints and responding to LEP requests

Meeting Date: 04/21/2026 Page 1 Agenda Item # VII.B.1.
442282.2

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: Professional Services Agreement with Willdan Financial Services for Water & Sewer Rate Study
MEETING DATE: 04/21/2026
SUBMITTED BY: Paul Harris, Utilities 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 authorize the City Manager to execute a PSA with Willdan Financial Services for the completion of a 5-year Cost of Service Rate Study for the Water and Sewer Enterprise Funds.

BACKGROUND/DISCUSSION:

The Water and Sewer Enterprise Funds are funded by the rates paid by current city utility customers. The City of Lakeport strives to be proactive with its fiduciary responsibilities related to providing adequate funding for efficient operations while maintaining superior service, reliability, resilience, and long-term forecasting of capital improvement requirements. A Master Plan Update for both water and sewer was completed in 2025 that provides and 20-year projection related to the future growth and sustainability of both systems.

The objective of the rate study is to inform how the City may adequately fund water and sewer operations, capital costs, and bonded debt while minimizing rates to the greatest degree possible. Water and sewer rates developed must:

1. Be fair and objective and ensure that rates cover the City’s reasonable costs of providing water and sewer service to City customers, consistent with Proposition 218.

2. Fund certain capital projects, as identified in the 2025 Water and Sewer System’s Master Plan.

3. Utilize a proper industry index for inflation adjustments.

4. Recommend a prudent reserve policy for operations, capital replacement, and emergencies.

In February 2026 city staff issued a Request for Proposal (RFP) from qualified financial consultants to conduct a comprehensive water and sewer rate analysis. The intent of the study is to independently assess and evaluate the City of Lakeport’s existing water and sewer rates and provide recommendations. The last rate study was conducted in 2021.

The selected firm will work closely with city staff and ultimately present findings and recommendations at future council meetings where they will be able to provide clarification and answer questions relative to the study.

The following three consultants submitted proposals in accordance with the RFP. Bartles Wells Associates (BW) for $63,060, Willdan for $52,950, and Robert D. Neihaus (RDN) for $39,840. A consultant selection board was Meeting Date: 04/21/2026 Page 2 Agenda Item # VII.B.1.
442282.2
formed to evaluate the submitted proposals. The board met on 4/8/2026 and ultimately selected Willdan Financial Services based upon the evaluation criteria set forth in the RFP, including the firm’s demonstrated competence and professional qualifications for $52,950.

Appropriations for this project were approved in the amount of $80,000 for the current fiscal year 2025/2026.

ENVIRONMENTAL Compliance:

The approval of this consultant is not a project subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines sections 15061(b)(3), 15262, and 15378(b), as these updates are an exercise of general policy making and constitute planning documents studying the City’s current facilities and potential future actions which the City has not approved. This approval does not commit the City to any specific project or have a legally binding effect on later activities which may result in a potentially significant physical impact on the environment.

OPTIONS:

1. Authorize the City Manager to execute a PSA with Willdan Financial Services for the completion of a Water & Sewer rate study for $52,950.

2. Do not authorize and provide alternative direction to staff.

FISCAL IMPACT:

None $52,950 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:

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 authorize the City Manager to execute a PSA with Willdan Financial Services for the completion of a Water & Sewer rate study for $52,950.

Attachments: Bartle Wells Associates Proposal
Willdan Proposal
RDN Proposal
Consultant Selection Board Memo

MEMORANDUM
Date: April 8, 2026
Meeting Type: Microsoft Teams – Virtual Meeting
Time: 10:00 a.m.

Subject: Consultant Scoring Panel – RFP Evaluation Results for Water and Sewer Rate Study Attendees / Panel Members
• Donny Breedlove – General Manager, Nice Mutual Water Company • Scott Hornung – Deputy Director, County of Lake
• Paul Harris – Utilities Director, City of Lakeport
• Forrest Stogner – Utilities Superintendent, City of Lakeport • Danielle Dizon – Finance Director, City of Lakeport
• Trina Kollasch – Administrative Analyst, City of Lakeport Discussion
The panel members discussed each consulting firm and explained the rationale behind their individual scoring based on the Request for Proposals (RFP) criteria. Panelists submitted their final evaluation scores via email, which were subsequently tallied.

Consultant Scoring Results
Consultant Score
Willdan Financial Services 477
RDN – Robert Niehaus, Inc. 465
Bartle Wells Associates 433
Summary
Based on the total scores and in accordance with the RFP evaluation criteria, Willdan was selected as the highest-ranked consultant. All evaluation criteria sheets and conflict-ofinterest forms will be maintained electronically within the Utilities Department files for reference. Paul Harris thanked the panel members for their time, input, and participation in the evaluation process.

Adjournment
The meeting was adjourned upon completion of the discussion.

Prepared by: Trina Kollasch, Administrative Analyst
Meeting Date: 04/21/2026 Page 1 Agenda Item # VII.C.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 26/27 Citywide Departmental Goals Strategic Planning Workshop
MEETING DATE: 04/21/2026
SUBMITTED BY: Kevin M. Ingram, City Manager
PURPOSE OF REPORT: Information only Discussion Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Conduct a Strategic Planning Workshop for Fiscal Year 26/27 Citywide Departmental Goals.

BACKGROUND/DISCUSSION:

The purpose of this workshop is to review the City Council's mission and vision statement, priority areas and proposed department goals for the upcoming fiscal year, receive public comment, and discuss and direct staff accordingly.

The City of Lakeport's strategic direction is guided by the City Council's identified priority areas, which include Public Safety & Crisis Response, Disaster Resiliency, Good Governance & Fiscal Stability, Capital Infrastructure Improvement, Safe, Sustainable & Attractive Neighborhoods, and Economic Development. These areas serve as a strategic blueprint, aligning departmental goals with available resources for achievement.

This report includes:
• Current Council Priority Areas
• Proposed FY 26/27 departmental goals
• Summary of FY 25/26 Goals Progress & Accomplishments
• Supplementary information on general department operations • Draft FY 26/27 Capital Improvement Plan
• City Mission & Vision Statement
Departmental goals for the fiscal year are categorized into Near-Term (NT), Intermediate-Term (IT), and Long-Term (LT) objectives, reflecting timelines and ongoing initiatives. At an upcoming City Council meeting, staff will present a detailed update on accomplishments and progress toward completing FY 24/25 goals. However, this staff report includes these accomplishments to provide context, as many of the proposed goals for FY 25/26 build upon these achievements.

Meeting Date: 04/21/2026 Page 2 Agenda Item # VII.C.1.

As we proceed with the strategic planning workshop, it is crucial to prioritize goals while ensuring each department continues to deliver high-quality services to the public across various operational areas.

The information provided in this report will facilitate productive discussions and decisions to guide our city's future direction. Citywide goals will be further utilized to inform the upcoming budget year document, partnering the City’s staff and monetary resources together to ensure the realization of the City’s priorities.

OPTIONS:

1. Conduct Public Workshop and provide direction to staff.

2. Alternatively, the City Council could provide additional direction to staff.

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:

Comments: No fiscal impact. Citywide department goals are utilized to inform the annual budget document and aid in the realization of the City Council’s policy priorities.

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. Mission & Vision Statement

2. City Council Priority Areas

3. Proposed Fiscal Year 26/27 Citywide Departmental Goals

4. Draft Fiscal Year 26/27 Capital Improvement Plan

5. Fiscal Year 25/26 Departmental Goals Progress & Accomplishments Reporting
ATTACHMENT 1
Mission & Community Vision Statement

LAKEPORT MISSION AND COMMUNITY VISION STATEMENTS
Mission
Lakeport is a beautiful and welcoming community. We are dedicated to preserving its small-town charm while ensuring it remains a wonderful place to raise a family, enjoy retirement, explore the outdoors, and live a healthy, fulfilling life.

Community Vision
Lakeport’s unique character and community values are the foundation of our future. These treasured qualities will be preserved and enhanced through the effective, responsive, and forwardthinking delivery of municipal services.

ATTACHMENT 2
City Council Priority Areas
13 | Page

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 ATTACHMENT 3
Proposed Fiscal Year 26/27
Citywide Departmental Goals
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 2026-2027

1. South Lakeport Water Resiliency & Fire Suppression Annexation Project: Continue coordination with the County of Lake on the design of the South Lakeport waterline to ensure integration with the upcoming South Main Street / Soda Bay Road corridor roadway improvements. Complete the submittal and processing of a revised annexation application with Lake LAFCo focused on properties seeking municipal water service. This project is a critical public safety initiative that will extend public water infrastructure and a system of fire hydrants to this important regional corridor, enhancing fire protection and overall community resiliency. a a a a a a

2. Police Department Staffing & Recruitment Pipeline: Strengthen the Police Department’s longterm staffing stability by formalizing recruitment pipeline strategies, including academy sponsorships, lateral recruitment, and the development of a permanent budgeted overstaffing program. This effort is intended to reduce vacancy lag time, minimize overtime impacts, and ensure consistent patrol readiness. Continue to emphasize community policing principles by supporting officer retention, leadership development, and strong engagement with the community.
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3. Silveira Community Center Revitalization & Operational Sustainability: Facilitate the revitalization of the Silveira Community Center through implementation of ADA upgrades funded by the $1.8 million CDBG grant, including improvements to restrooms and overall accessibility. Ensure the center remains an affordable community space for diverse uses while establishing a financially sustainable model that covers operational costs. a a a a

4. Capital Improvement Program (CIP) Rebuilding & Project Readiness: Prioritize the rebuilding of key capital reserves following several years of significant infrastructure investment, including roadway and utility improvements. Focus on strengthening long-term financial sustainability by aligning CIP planning with available funding capacity while advancing design, engineering, and environmental work needed to position projects competitively for state and federal grant opportunities. Emphasize efficient project delivery strategies, including leveraging external contractors and in-house capabilities where appropriate. a a a a

5. General Plan & Housing Element Preparation: Initiate early planning and resource development for the upcoming General Plan and Housing Element updates required under State law. This includes identifying funding strategies, evaluating staffing and consultant needs, and developing a phased work plan that balances mandated planning efforts with ongoing operational responsibilities.
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Intermediate-Term Goals 2-4 years

1. Workforce Stability & Succession Planning: Implement a proactive, organization-wide succession planning strategy to address anticipated retirements in key leadership positions across Administrative Services, Public Works, and the Police Department. This includes identifying internal talent pipelines, enhancing professional development opportunities, and documenting critical institutional knowledge.
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2. Strategic Retail Expansion & Commercial Corridor Revitalization: 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
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3. Citywide Pavement Condition Improvement Program: Implement a strategic, data-driven approach to improve the City’s overall pavement condition index (PCI) through a balanced investment strategy. Prioritize major corridor improvements where deterioration most impacts mobility and economic activity, while also “keeping good roads good” through cost-effective preventative maintenance such as microsurfacing and chip sealing. Expand investment in neighborhood streets, to be pursued as funding allows, with progress made over the past decade in corridor improvements and preventative maintenance now positioning the City to more feasibly advance these efforts.
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City Manager
Goals

4. Community Activation & Partnership Development: Advance the development of the Lakeport Community Council as a collaborative framework to bring together civic organizations, local nonprofits, youth sports groups, and businesses to activate community spaces and strengthen community identity. Prioritize the coordination and expansion of community events through shared funding and volunteer support, building on successful events while exploring new opportunities such as an annual sober graduation event. Additionally, explore development of a City-led Citizens Academy to increase public understanding of local government and strengthen community engagement.
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5. Recreation Program Development & Activation Strategy: Develop a Recreation Program Master Plan that prioritizes the activation of existing park facilities and the expansion of youthoriented 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.
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Long-Term Goals 5+ years

1. Project Readiness & Infrastructure Funding Strategy: Prioritize the advancement of project readiness through completion of design, engineering, and environmental work necessary to move projects efficiently into construction. Aggressively pursue state and federal grant funding and alternative revenue sources, recognizing that the General Fund alone is insufficient to meet the City’s long-term infrastructure and maintenance needs. aaaaaa

2. Revenue Sustainability & Financial Resiliency Strategy: 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
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3. Legislative Advocacy & Local Control Protection: 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. aaaa

4. Regional Partnerships & Community Engagement: 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 aaa
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 Near Term 2026-2027

1. Succession Planning – Develop and implement a coordinated citywide succession planning strategy to prepare for anticipated retirements in key leadership and operational roles over the next five years. This effort will include strengthening leadership development and recruitment strategies across departments, while Administrative Services will implement more detailed departmental work such as documenting critical procedures, evaluating workflow and technology efficiencies, and establishing structured knowledge-transfer processes to ensure continuity of operations.
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2. Employee Retention – Conduct a comprehensive market assessment of wages, benefits, and total compensation for all employee groups to ensure competitiveness and organizational sustainability. Utilize findings to inform strategic workforce planning and data-driven MOU negotiations with the Lakeport Employees’ Association (LEA), with a focus on retention, recruitment challenges, and long-term fiscal impacts.
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3. Risk Management – Strengthen the City’s risk management framework by continuing active participation with CIRA to support long-term insurance cost stabilization and proactively address emerging liability trends. Complete key compliance and organizational initiatives, including ADA accessibility updates to the City website, comprehensive legal review and updating of employee job descriptions, and negotiation and modernization of personnel rules.

These efforts will enhance regulatory compliance, reduce organizational risk exposure, and improve overall workforce governance and operational resilience. a a a

4. Records Management – Implement a citywide records management initiative that includes staff training on retention requirements and best practices, along with a coordinated “Free the Files” effort to reduce physical storage through compliant records destruction. This work will improve efficiency, ensure consistency across departments, and strengthen legal compliance. a

5. Complete Title VI plan (Cal Trans Audit), transition of SCC admin to Arts Council. Continued need to build communications capacity (staffing / calendar / reporting). a a a a Intermediate-Term Goals 2-4 years

1. Succession Planning – Recruit and hire critical leadership and support positions, including an Administrative Services Director and Deputy City Clerk, to address anticipated retirements and ensure continuity of operations. Strengthen onboarding, training, and professional development to build internal capacity, retain institutional knowledge, and prepare the next generation of City leadership. Plan for succession of Administrative Analyst. a a a

2. Transparency & Communications - Advance the City’s communications program to strengthen transparency, trust, and community engagement, including oversight and administration of a full website redesign to modernize platforms and improve public access to information. a a a a

3. Silveira Community Center Operations – As ADA restroom and plumbing upgrades are completed, advance the center from start-up operations to a fully established rental and programming facility with expanded hours, improved management processes, and increased community utilization.
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4. Risk Management – Utilize the 2026 Risk Audit to drive targeted risk-reduction strategies, improve compliance and safety practices, and position the City for long-term insurance and liability cost control.
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Long-Term Goals 5+ years

1. Leadership Development - Successfully onboard, train, and develop the newly hired Administrative Services Director and Deputy City Clerk. a a

2. Sucession Planning - Plan for and successfully transition the Administrative Analyst position due to anticipated retirement. a a

3. Administrative Services
Goals
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.

1. Provide Land Use, Entitlement, and Permitting Support for Major Development Projects:

Priority efforts include ongoing coordination and compliance oversight for Parkside Apartments; streamlined review and permitting support for the Justice Involved Housing Project located at 519 S. Smith Street; processing entitlements and permitting support for the Tribal Health Vista Point Healthcare Campus; review and processing of the Redwood Quality Management Company's mental health rehabilitation facility located on Todd Road Extension; entitlement and permitting support for the proposed Lake Family Resource Center Head Start Expansion located at 2495 Parallel Drive; and other priority projects that will emerge in the coming year.
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2. Evaluate and support potential annexation of the South Main Street area within the City's sphere of influence a a a a a a

3. Initiate and complete Housing Element Update (7th Cycle compliance) a a a

4. Adoption and Implementation of Comprehensive User Fee Study a

5. Implementation of the City's Housing Services Program Strategic Plan a a a Intermediate-Term Goals 2-4 years

1. Comprehensive update of the General Plan and Zoning Ordinance a a a a

2. Expansion of Proactive Code Enforcement Program a a a a a

3. Modernization of Local Ordinances a a a a

3. Implementation of the City's Housing Services Program a a a Long-Term Goals 5+ years

1. Ongoing succession planning and continued employee training/certification a a a

2. Focus on long-term enhancements to economic vitality of City a a a Community Development
Goals
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.

1. Develop a Downtown Vacant Building Inventory & Activation Strategy: Complete an inventory of vacant and underutilized downtown commercial properties and establish a centralized database of property owners and managers to improve coordination on leasing, maintenance, and redevelopment opportunities. Evaluate the feasibility of a Vacant Building Registry Ordinance to support proactive property management, reduce long-term vacancies, and encourage reinvestment.
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2. Create a Downtown and Waterfront Wayfinding & Signage Plan: Develop a cohesive wayfinding and signage program that improves connectivity between the downtown and waterfront while reinforcing Lakeport’s historic identity. The plan should include directional signage for key public facilities, downtown directory elements, and consistent waterfront design standards, including opportunities for interpretive and storytelling features to unify these areas as a single destination.
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3. Develop a Business Retention & Expansion Toolkit: Create a practical “business toolkit” that translates market data—such as retail leakage, visitor trends, and industry insights—into actionable information for local businesses. Use this tool to support business retention and expansion, and incorporate a coordinated “Shop Local” campaign to encourage local spending and strengthen community support for Lakeport businesses. a a

4. Strengthen Tourism Infrastructure and Lodging Quality: Advance efforts to attract a hotel development at the Dutch Harbor site while working with existing operators to improve the quality and competitiveness of Lakeport’s lodging inventory. Focus on reinvestment and property improvements that align with broader tourism and economic development goals. a a a

5. Targeted Retail Recruitment and Commercial Center Revitalization: Recruit tenants to fill large vacant commercial spaces within existing shopping centers, prioritizing anchor and midsized users that strengthen retail clusters and improve overall center viability. Focus on enhancing Lakeport’s role as a regional commercial hub through strategic infill of key sites. a a
Intermediate-Term Goals 2-4 years

1. Leverage CEDS for Targeted Grant Funding: Leverage the Lake County Comprehensive Economic Development Strategy (CEDS) to pursue U.S. Economic Development Administration (EDA) funding for priority projects, including downtown and lakefront Wi-Fi, wayfinding improvements, and business support tools.
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2. Develop a Lakeport Economic Development Strategic Plan: Engage an economic consulting firm to prepare a data-driven Economic Development Strategic Plan that prioritizes key initiatives and guides future investment.
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3. Expand Small Business Support Capacity (SBDC Partnership): Strengthen partnership with the Lake County Economic Development Corporation to establish a full-service Small Business Development Center (SBDC), supporting business development, financial training, and growth planning.
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4. Advance Arts and Cultural Development: Support development of an Arts and Cultural Master Plan and strengthen partnerships with local arts organizations to enhance community identity and economic activity.
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5. Enhance Business Outreach (Business Walk Program): Expand the City’s business walk program to conduct up to 200 annual visits, strengthening relationships, gathering feedback, and supporting local business success.
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Long-Term Goals 5+ years

1. Expand the Waterfront Promenade and Public Realm: Advance the extension of the waterfront promenade to further activate and enhance the lakefront, improving public access, beautification, and the overall visitor experience.
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2. Develop a Gateway and Commercial Corridor Enhancement Strategy: Develop a comprehensive plan to improve key gateways and commercial corridors, including South Main Street, Lakeport Boulevard, Eleventh Street, and Lakeshore Boulevard. Focus on revitalization, aesthetics, wayfinding, and investment attraction to strengthen first impressions and overall economic vitality.
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Economic Development
Goals
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 Near Term 2026-2027

1. Continue development of the Finance department staff to include long-term financial planning and forecasting capabilities and increasing strategic involvement in cross-departmental initiatives. a a

2. Complete and implement 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. a a a a

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-toservice ratios and supporting a business-friendly environment that makes Lakeport an easy and welcoming place to invest and grow.
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4. Explore strategic uses of technology to improve the budget process to include a comprehensive CIP budgeting tool and develop long-term CIP financing strategy a

5. Implement the use of 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.
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Intermediate-Term Goals 2-4 years

1. Improve CIP budget process and develop long-term CIP financing strategy. a a a a

2. Focus on staff cross training, professional development and succession planning. a a Long-Term Goals 5+ years

1. Continuously seek revenue sources to improve budget position. a a a a a

2. Develop a robust and effective IT department that supports City's growth and success. a a a Finance and Information Technology
Goals
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.

1. Explore innovative approaches to strengthen succession planning and leadership development, ensuring alignment with key policing strategies. a a a a

2. Develop and implement a permanent budgeted overstaffing program to reduce operational vacancies and maintain consistent departmental staffing. a a a

3. 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. a a a a

4. Maintain and expand special programs within operations, including the School Resource Officer program, investigations, and additional evidence-based community policing initiatives. a a a a

5. Complete replacement cycle for fleet and equipment, including vehicles, in car cameras, patrol rifles, and other essential gear. a a a
Intermediate-Term Goals 2-4 years

1. Develop strategy for the continuance and long-term maintenance of a public safety camera system for parks and key public spaces to enhance law enforcement capabilities and community security.
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2. Develop and implement a strategy to enhance the efficiency of evidence and property management, including purging, reorganization, and auditing processes. a a

3. Continue to enhance collaborative Law Enforcement-Behavioral Health partnership and collaboration opportunities to address the high service demands of individual experiencing homelessness and mental health crisis.
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4. Continual evaluation of replacement strategies for key Administrative positions. a a a a a Long-Term Goals 5+ years

1. Review of succession planning best practices to best focus on effectiveness. a a a a a

2. Complete equipment and Fleet replacement cycle, including vehicles, car cameras, patrol rifles and other essential police equipment. a a
Police
Goals
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.

1. Initiate construction of the Hartley Culvert and Forbes Creek Emergency Repair Projects a a a a

2. Complete design of Lakeport Blvd Phase I and coordinate with the CTC to secure construction funding a a a a

3. Reassess and program surface treatments (chip seals) based on funding availability and staff capacity a a a

4. Complete the 10th Street culvert and sidewalk project a a a

5. Complete expansion of the concrete area surrounding the splash pad a a a Intermediate-Term Goals 2-4 years

1. Submit a competitive ATP grant application for the Lakeshore to Hartley SFRS corridor a a a a

2. Achieve Fleet CARB compliance through phased equipment replacement (e.g., street sweeper, bucket truck) a a

3. Deliver construction of Lakeport Blvd Phase I a a a a

4. Continue advancing disaster preparedness through implementation of adopted plans (LHMP, EOP, Evacuation Plan) a a a

5. Complete Silveira Community Center ADA restroom and accessibility improvements a a a a

6. Advance bicycle and pedestrian improvements identified in the Active Transportation Plan a a a a a Long-Term Goals 5+ years

1. Pursue and secure funding for priority projects identified in City plans a a a a a a

2. Advance major circulation projects in coordination with LAPC (e.g., 11th Street corridor, Bevins/Lakeport Roundabout) a a a a a a

3. Implement phased drainage rehabilitation to protect infrastructure and support complete streets improvements a a a a
Maintain and integrate disaster preparedness and mitigation strategies into long-range planning a a a a a

4. Develop succession plan for key staff vacancies expected due to upcoming retirements, especially in the Engineering and Project Management division a Public Works
Goals
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 Near Term 2026-2027

1. Completion of projects in accordance with our CIP. These projects include the development of a new well, and sodium hypochlorite conversions at all treatment facilities. a a a a a a

2. Update Water and Sewer 10 year CIP by incorporating elements contained within the newly updated Master Plans. a a a a

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. a a a a a

4. Continue with I&I investigation and mitigation efforts in the collection system. This includes main line, lateral and manhole inspections utilizing CCTV. Smoke testing will also continue to assist with detection of illegal connections that contributes to direct stormwater intrusion. a a
Intermediate-Term Goals 2-4 years

1. Update all chapters of Title 13 in the Municipal Code a

2. Continue to pursue grant funding opportunities related to utility infrastructure improvements. a a

3. Continue to pursue grant funding opportunities associated with recycled water disposal options at CLMSD. a a a
Long-Term Goals 5+ years

1. Resiliency planning for long term sustainability. a a a

2. Long range infrastructure improvement plan. a a a
Utilities
Goals
ATTACHMENT 4
Draft Fiscal Year 26/27
Capital Improvement Plan
Total Estimated
Department Project Name Source 1 Source 2 Source 3 Cost 2027 2028 2029 2030 2031 2032 2033 2034 Administration
Essential Job Function Updates General Fund Water Revenue Sewer Revenue 20,000 20,000 ADA Study General Fund Water Revenue Sewer Revenue 30,000 30,000 Subtotal 50,000 50,000 - - - - - - -
Economic Development
Promenade Master Plan General Fund 30,000
Retail Revitalization Plan General Fund 20,000
ED Website General Fund 3,000
GIS Public Portal General Fund Water Revenue Sewer Revenue 30,000 Wayfinding Signage General Fund 20,000
Retail Attraction and Retention Study General Fund 75,000 25,000 25,000 Subtotal 178,000 25,000 25,000 - - - - - -
Community Dev
General Plan Update General Fund 300,000 100,000 100,000 100,000 Housing Element Update General Fund 115,000 65,000 50,000 Parkside - Affordable Housing Development CDBG-DR Grant C-PLHA 6,178,205 6,178,205 Ordinance Updates General Fund 125,000 125,000
Vehicle General Fund 40,000 40,000
Subtotal 6,758,205 6,468,205 150,000 100,000 - - - - -
IT
Replacement PC's -
Subtotal - - - - - - - - -
-
Finance
Budget and Finance Transparency Program General Fund Water Revenue Sewer Revenue 50,000 50,000 Utility Rate Study Water Revenue Sewer Revenue 50,000 50,000 Subtotal 100,000 50,000 50,000 - - - - -
Police
Vehicles Marked General Fund Federal Grant 1,590,000 190,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Unmarked Police Vehicle General Fund Federal Grant 150,000 150,000 Evidence Building General Fund 30,000 30,000
Mobile RIMS and RIPPA General Fund 100,000 100,000
Handgun Replacement General Fund Federal Grant 25,000 25,000 Public Safety Camera System General Fund 50,000 50,000
Subtotal 1,945,000 370,000 225,000 200,000 200,000 200,000 350,000 200,000 200,000 Engineering
16th St Stormdrain Improvements Storm Water Revenue 50,000 50,000 Lakeport Blvd Corridor State Grant Special Rev Fund General Fund 5,000 5,000 20th (Lakeshore to Hartley), Parallel (Lakeport Blvd to North) General Fund 200,000 200,000 Hartley (Clearlake to 20th) General Fund 200,000 200,000 High St (Main to Geiselman), Charlie Jolin Way, Parallel (175 to Lakeport Blvd)General Fund 30,000 30,000 11th St (City Limits to Main), General Fund 30,000 30,000 South Main (Lakeport Blvd to City Limits), 3rd St (Main to Park) General Fund 30,000 30,000 Forbes, 14th, 16th and 16th, 17th West of High General Fund 10,000 10,000 Harry (5th to Central Park), Central Park to 11th General Fund 10,000 10,000 Esplanade Neighboorhood, D St and C St General Fund 10,000 10,000 7th St (Main to Forbes), High St (3rd to 11th), 6th St General Fund 10,000 10,000 Jerry and Anastasia General Fund 10,000 10,000
High St (3rd to 11th) General Fund 10,000 10,000
11th St. Corridor CalTrans Grant 300,000 300,000
Community Center General Fund 100,000 100,000
Local Roads Safety Plan CalTrans Grant 100,000 100,000
Storm Water Master Plan Storm Water Revenue 200,000 100,000 100,000 City Standards Master Plan General Fund 200,000 200,000 Funding Source(s)
Total Estimated
Department Project Name Source 1 Source 2 Source 3 Cost 2027 2028 2029 2030 2031 2032 2033 2034 Funding Source(s)
City Master Drainange Plan Storm Water Revenue 200,000 200,000 Subtotal 1,705,000 - 1,040,000 145,000 490,000 10,000 10,000 10,000 - Total Estimated
Department Project Name Source 1 Source 2 Source 3 Cost 2027 2028 2029 2030 2031 2032 2033 2034 Funding Source(s)
Public Works: Roads & Infrastructure
Hartley St - Safe Routes to Schools State Grant General Fund - Road Reconstruction Orchid and Palm General Fund Water Revenue Sewer Revenue - 2017 Flood Repairs Library Park Parking Lot Insurance Proceeds General Fund - Forbes Creek Headwall at Main CalTrans Grant General Fund 905,000 905,000 Hartley Storm Drain CalTrans Grant General Fund 905,000 905,000 Lakeport Blvd Corridor State Grant SB1 1,140,000 1,140,000 20th (Lakeshore to Hartley), Parallel (Lakeport Blvd to North) General Fund 2,000,000 2,000,000 Hartley (Clearlake to 20th) General Fund 2,000,000 2,000,000 High St (Main to Geiselman), Charlie Jolin Way, Parallel (175 to Lakeport Blvd)General Fund 300,000 300,000 Armstrong St Surface (Berry to Polk) General Fund Water Revenue Sewer Revenue 300,000 300,000 Martin St Surface (Bevins to Main) HUTA Water Revenue Sewer Revenue 700,000 700,000 10th St and Tunis St Surface General Fund Water Revenue Sewer Revenue 160,000 160,000 Sayer St Surface General Fund Water Revenue Sewer Revenue 120,000 120,000 Jones St Surface General Fund Water Revenue Sewer Revenue 90,000 90,000 Lakeshore Blvd Surface Lange to Giselman HUTA Water Revenue Sewer Revenue 650,000 650,000 11th St (City Limits to Main), General Fund 300,000 300,000 South Main (Lakeport Blvd to City Limits), 3rd St (Main to Park General Fund 300,000 300,000 Forbes, 14th, 16th and 16th, 17th West of High General Fund 300,000 300,000 Harry (5th to Central Park), Central Park to 11th General Fund 300,000 300,000 Esplanade Neighboorhood, D St and C St General Fund 300,000 300,000 7th St (Main to Forbes), High St (3rd to 11th), 6th St General Fund 300,000 300,000 Jerry and Anastasia General Fund 300,000 300,000
High St (3rd to 11th) General Fund 300,000 300,000
Slipline South Main at C St Storm Water Revenue 200,000 200,000 Slipline 1st Park to Lake Storm Water Revenue 75,000 75,000 Sidewalk Improvements General Fund 160,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Crushing General Fund Water Revenue Sewer Revenue 200,000 200,000 Bucket Truck General Fund Water Revenue Sewer Revenue 225,000 225,000 Flatbed Truck w/ Crane General Fund Water Revenue Sewer Revenue 100,000 100,000 Paver General Fund Water Revenue Sewer Revenue 250,000 250,000 Fork Lift General Fund Water Revenue Sewer Revenue 35,000 35,000 Street Sweeper General Fund 400,000 400,000
Water Truck General Fund Water Revenue Sewer Revenue 150,000 150,000 Dump Truck General Fund Water Revenue Sewer Revenue 220,000 220,000 Subtotal 14,385,000 4,040,000 4,040,000 2,870,000 2,720,000 320,000 355,000 20,000 20,000 Public Works: Parks, Buildings & Grounds
WS Park, Phase 1 soil General Fund
WS Park, Accessibility Project Phase 1 General Fund 20,000 20,000 Top Dress and Overseed General Fund 80,000 20,000 20,000 20,000 20,000 Tables, Benches, Trash Receptacles General Fund 40,000 20,000 20,000 Downtown Street Furniture General Fund 50,000 25,000 25,000 Community Center Upgrades General Fund 2,200,000 1,200,000 1,000,000 Westside Bathroom General Fund 200,000 200,000
Westside Calsense Controller General Fund 10,000 10,000 Playgoung Safety Surfacing General Fund 100,000 100,000 Council Chambers Seating General Fund Water Revenue Sewer Revenue 10,000 10,000 ADA Improvements Council Chambers General Fund Water Revenue Sewer Revenue 50,000 50,000 City Hall Office Upgrades General Fund Water Revenue Sewer Revenue 100,000 100,000 City Hall Fachia, Gutters, Roof General Fund Water Revenue Sewer Revenue 250,000 250,000 City Hall Exterior Wall Rehab and Paint General Fund Water Revenue Sewer Revenue 150,000 150,000 City Hall Council Chambers ADA and Modernization General Fund 100,000 100,000 ADA Improvements - Community Center CDBG MIT-RIP 1,200,000 1,200,000 Fairway Mower General Fund 75,000 75,000
Old PD Repairs General Fund 500,000 500,000
Bank Preservation Library Park 5th to Bridge General Fund 25,000 25,000 Water Mover General Fund 30,000 30,000
Subtotal 7,470,000 5,395,000 415,000 1,100,000 520,000 - 20,000 - 20,000 Total Estimated
Department Project Name Source 1 Source 2 Source 3 Cost 2027 2028 2029 2030 2031 2032 2033 2034 Funding Source(s)
Utilities: Water O&M
Loop Water Main - South Lakeport Water Expansion Bond/Loan 3,600,000 100,000 3,500,000 Ozone Generators Water Revenue Issued Bond - -
Replace Carbon Water Revenue 160,000 80,000 80,000
Replace Clear Well Water Revenue 950,000 950,000
Green Ranch Rehab Water Revenue 75,000 75,000
Replace HVAC Water Revenue -
Creek Well Access Water Revenue -
Main Replacement - Lakeport Blvd (Bevins to S. Main) 2,560' Water Revenue Issued Bond 200,000 200,000 Main Replacement Armstrong (Berry-Smith) 983' Water Revenue Issued Bond - Main Replacement Lakeshore (Ashe-Beach) 2,866' Water Revenue Issued Bond - Main Replacement Lupoyoma Circle (internal) 500' Water Revenue 45,000 45,000 Main Replacement - Martin St (Bevins-Main) 2,600' Water Revenue Issued Bond - Filter Media Water Revenue 100,000 100,000
Replace SWTP Roof Water Revenue 60,000 60,000
Main Replacement - Harry St. (Central Park-5th) Internal 250' Water Revenue Issued Bond 45,000 45,000 Main Replacement - N. High (5th-Clear Lake Ave) 1,900' Water Revenue 950,000 950,000 Main Replacement - Fairview (Green-Hillcrest) 1,600' Water Revenue Issued Bond 640,000 640,000 Main Replacement - 10th&Tunis 640' Water Revenue Issued Bond - SCADA Upgrade/Programming Water Revenue Issued Bond -
Sodium Hypochlorite Conversion Water Revenue 120,000 120,000 Master Plan Water Revenue 105,000 105,000
Master Meter Install - Royale Condos Water Revenue 10,000 10,000 Meter Replacement Water Revenue 125,000 25,000 25,000 25,000 25,000 Repave - Pipeline Projects Water Revenue 550,000 550,000 Generators HMGP Water Revenue -
Radios Water Revenue Water Revenue -
Replace Perimeter Fencing - Lake Intake Water Revenue 15,000 15,000 Upsize Water Main - 17th Alley Water Revenue 20,000 20,000 Main Replacement (1000 ft./year) Water Revenue 380,000 380,000 Subtotal 8,150,000 - 1,195,000 5,180,000 520,000 100,000 25,000 975,000 105,000 Utilities: Sewer O&M
Sodium Hypochlorite Change Over Sewer Revenue 900,000 900,000 Wastewater Treatment Plant Study-Recycled Water Sewer Revenue 100,000 100,000 Vehicle Replacement Sewer Revenue 60,000 60,000
Main Replacement Projects (Lakeshore/Martin) Sewer Revenue 200,000 200,000 Repave - Pipeline Projects Sewer Revenue 300,000 300,000 Replace Monitoring Well Sewer Revenue 75,000 75,000
LS Odor Control Media Sewer Revenue 20,000 20,000
WWTP Parallel Chlorine Contactor 600' Sewer Revenue 500,000 500,000 Replace Flooring WWTP Sewer Revenue 10,000 10,000
SCADA Upgrades - Programming Sewer Revenue 25,000 25,000 Fencing Sewer Revenue 25,000 25,000
CLMSD Road Repairs Sewer Revenue 35,000 35,000
Point Repairs Sewer Revenue 90,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Master Plan Sewer Revenue 140,000 140,000
Sludge Removal Sewer Revenue 750,000 750,000
Pond Evaluation/Rehab Sewer Revenue Bond/Grant 4,000,000 3,000,000 1,000,000 Lift Station Pumps Sewer Revenue 130,000 30,000 50,000 50,000 - Lateral Replacements Sewer Revenue 225,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Manhole Rehabilitation Sewer Revenue 225,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Wastewater Treatment Plant Expansion Sewer Expansion Bond/Grant 20,000,000 20,000,000 - Main Line Replacement/Slip Line Sewer Revenue 900,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Subtotal 28,710,000 2,020,000 23,270,000 1,660,000 910,000 210,000 160,000 160,000 160,000 Total $ 69,451,205 $ 11,583,000 $ 36,923,205 $ 11,405,000 $ 5,460,000 $ 840,000 $ 770,000 $ 1,515,000 $ 505,000 ATTACHMENT 5
Fiscal Year 25/26 Departmental Goals Progress
& Accomplishments Reporting
1 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

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
Advanced South Lakeport Annexation 2.0 through coordinated efforts across Utilities, Public Works, Finance, and Community Development. Progress includes initiation of waterline design aligned with County roadway improvements, refinement of annexation boundaries to focus on willing service areas, and integration of constrained small water systems.

Coordination with County partners has been strengthened following confirmation of approximately $10 million in State transportation funding, positioning the project for future construction and grant competitiveness. a a a a a a

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.

Maintained high levels of public safety service despite staffing constraints through continued recruitment pipelines (trainee testing, lateral recruitment, and academy sponsorship), enhanced training and leadership development, and strengthened community policing efforts. Expanded use of technology, including AI-assisted camera systems, has supported investigations and deterrence, while ongoing community engagement efforts and event presence have reinforced trust and visibility.
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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.

Successfully completed the $8 million 2024 Water and Sewer Main Replacement Project, delivering approximately 2 miles of water main and 1 mile of sewer main improvements. This work has significantly improved system reliability, reduced maintenance risks, and supported subsequent roadway rehabilitation projects through coordinated sequencing of underground and surface infrastructure improvements.
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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.

Completed major roadway rehabilitation projects on South Main Street, Martin Street, and Lakeshore Boulevard, aligned with underground utility improvements to maximize investment efficiency. Advanced design and bid preparation for upcoming microsurfacing projects and initiated planning for a multi-year neighborhood chip seal program. Continued refinement of pavement management strategies to improve long-term roadway conditions within constrained funding levels. a a a a a a

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.

Improved transparency and public communication through regular City updates, enhanced project messaging, and increased coordination across departments. Expanded community engagement through presentations, public events, and improved access to information on key initiatives, including major capital projects and housing developments. Internal coordination has also improved consistency in messaging during high-profile projects and events.
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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.

Advanced formation of the Lakeport Community Council by strengthening partnerships with local nonprofits and civic organizations, building on successful collaborative events such as the Memorial Day Celebration and holiday programming. Initiated development of an organizational framework, including governance structure and operational approach, to support longterm sustainability and expanded community activation. a a
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.

Continued collaboration with Retail Coach to analyze retail leakage and identify targeted opportunities for business attraction and expansion.

Supported ongoing development efforts at key sites including Vista Point and the Lakeport Hub, while providing data-driven insights to existing businesses to support growth and retention.
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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.

Strengthened capital planning through improved integration of infrastructure projects across departments, enhanced grant tracking and reimbursement systems, and ongoing evaluation of funding strategies including user fees and external funding opportunities. Continued focus on aligning capital investments with long-term fiscal sustainability and pavement condition goals.
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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.

Advanced coordination with the Lake County Recreation Agency (LCRA), including strategic planning efforts, stakeholder engagement, and identification of funding opportunities to support expanded recreation programming and activation of existing facilities. a a

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.

Advanced ADA improvements through environmental review and grant coordination, while developing an operational model through partnership with the Lake County Arts Council. Progress includes transition of facility scheduling and program activation to support expanded community use and long-term operational sustainability.
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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.

Initiated structured succession planning efforts across departments, including Management Off-Site strategic discussions, recruitment pipeline development, and targeted hiring strategies. Continued investment in employee development, wellness initiatives (including Blue Zones), and organizational resilience to support long-term workforce stability. a a

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.

Advanced long-term fiscal sustainability efforts through completion of clean audits with no findings, implementation of enhanced financial tracking systems, evaluation of fee structures, and development of comprehensive grant monitoring tools. Continued exploration of revenue diversification strategies and cost containment measures.
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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.

Strengthened relationships with regional partners, Tribal governments, educational institutions, and healthcare providers through ongoing collaboration, joint initiatives, and participation in regional forums.

Expanded engagement in economic development, housing, and public health coordination efforts. a a a

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.

Maintained active participation in Cal Cities policy committees and statewide advocacy efforts, supporting local control initiatives, engaging in legislative discussions, and advancing policy priorities relevant to small and rural communities. a a a a a a

5. Actively see the implementation of programs, technology and education aimed at improving civic engagement in the community.

Expanded use of technology and community programming to enhance civic engagement, including improved communications, event coordination, and implementation of technology tools supporting public safety and service delivery. a a a a a a
Near Term 2025-26
City Manager / City Council
Accomplishments
3 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

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.

Recruited and hired a Finance Director, strengthening executive leadership capacity.

Successfully negotiated a three-year agreement with the Lakeport Police Officer’s Association, promoting labor stability and retention. Advanced multiple recruitment pipelines, including Police Officer, Police Trainee, Sergeant promotional testing, and Administrative Analyst. Initiated structured succession planning in anticipation of projected retirements. Supported expanded employee training opportunities across departments, reinforcing professional development, leadership growth, and organizational investment in staff — key components of long-term retention and workforce stability.
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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.

Maintained Blue Zones Employer engagement and secured reimbursement from the $7,500 REMIF wellness grant. Coordinated highly successful True Colors personality training with strong staff participation and engagement, strengthening communication and team dynamics. Supported and formalized the Appreciation Association, which actively highlighted employee achievements in City communications and successfully organized Halloween and Holiday Employee Appreciation events. Facilitated on-site grief counseling support following an employee loss, reinforcing a culture of care, connection, and organizational resilience. a

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
Maintained structured Communications Team meetings and developed forwardlooking content calendars despite temporary staffing limitations. Prepared and presented the 2025 Annual Communications Report to Council. Achieved exponential Facebook growth, increasing views by over 600% and impressions by over 550%, with a 59% increase in engagement. Website users increased to over 60,000 annually, with job opportunities, agendas, and finance pages among the most visited. Emphasized proactive public safety, infrastructure, and recruitment messaging aligned with the Strategic Communications Plan.
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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
Advanced ADA Self-Evaluation planning and continued integrating ADA improvements into infrastructure projects, including sidewalk gap identification and facility upgrades. Drafted a Title VI program, including LEP/LAP components, in response to CalTrans audit findings; Council review and full audit response anticipated prior to FYE. Retained a consultant to update employee job descriptions; implementation delayed due to staffing logistics. Refined employee evaluation processes through BambooHR software enhancements and monthly compliance reporting (metrics forthcoming). Additional Risk & Compliance Achievements: Corrected 457 plan fiduciary non-compliance by consolidating dual administrators and benchmarking fees to strengthen retirement plan governance. Enhanced insurance oversight through active participation in REMIF/CIRA Healthcare Transition Committee during a period of rising claims and cost pressures. Provided direct oversight of multiple claims and coordinated all coverage renewals to prevent gaps. Implemented a structured Returnto-Work program. Reinforced workplace violence policies with staff training and coordinated City Hall health mitigation efforts.
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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.

Negotiated, drafted, and executed an agreement with the Arts Council to assume operations of the Silveira Community Center (SCC), successfully securing an outside facilities manager. Documented and standardized SCC policies and procedures, with automation implemented where feasible and transition of reservation duties underway. Improved facility infrastructure through ceiling repair and LED retrofit (352 bulbs) and supported increased utilization. Adopted a Fishing Tournament Facility Use Policy to establish clear, consistent standards for City facility use. Continued refining workflows and file management to ensure replicable, sustainable facility administration.
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1. Adminstrative Services Statistics (to date):
~111 Event or Facility applications processed, an increase of 30%. ~70 Active contracts & insurance certificates managed.
~18 New contracts and insurance certificates processed. ~312 Social media posts processed.
~81 News posts to website.
~79 Public records requests processed, including certified payroll ~34 Boxes of records sent for destruction
~57 Employment applications processed
~5 Distinct recruitments conducted including interviews and testing ~2 Employees onboarded (Police Officer Trainee, Police Officer I) a a a

2. Supported Citywide Technology and Operational Modernization Efforts Partnered in implementation of enterprise systems including Azure Cloud migration, OneDrive deployment, and financial/records integrations, improving crossdepartment coordination and long-term operational efficiency. a a

3. Enhanced Organizational Resilience Through Risk and Safety Initiatives Managed active workers’ compensation cases, implemented Return-to-Work protocols, reinforced workplace safety policies, and coordinated City Hall health mitigation efforts during a period of increasing claims and liability exposure. a a

4. Strengthened Organizational Compliance and Governance Framework Completed key regulatory requirements including ACA reporting, AB 2561 vacancy reporting, 457 plan compliance corrections, and annual Council reporting; enhanced governance practices through support of Board/Committee appointments and reporting structures. a
Additional Notable Accomplishments
Administrative Services
Accomplishments
Near Term 2025-26
3 Public Safety &
Crisis Response
Disaster
Resiliency
Good Governance
& Fiscal Stability
Capital
Infrastructure
Improvement
Safe, Sustainable
& Attractive
Neighborhoods
Economic
Development
Goal Progress

1. Implementation of a strategic plan for the development of the City's Housing Services Program
While several large-scale development projects have required significant Community Development staff capacity, the City - working in partnership with it's consultant, Adams Ashby - has continued to make steady progress towards implementation of a strategic plan for the City's Housing Services Program. City staff and the consultant are nearing completion of draft policy and procedures manuals for both the OwnerOccupied Rehabilation Program and First-Time Homebuyer Program. The City anticipates reconvening the Community Stakeholder Groups in Spring 2026 to review and discuss these draft policy and procedure documents as part of the program refinement process and grant requirements. In addition, the City, in coordination with Adams Ashby, conducted a citywide Housing Conditions Survey in late 2025. The results of this survey will play a critical role in the next phase of program development, particularly as the City prepares to pursure additional CDBG funding to support full program implementation.
  
Community Development Department staff continue to be heavily engaged in providing land use, entitlement, and permitting support for multiple large-scale and complex development projects throughout the City. These projects have required substantial staff time and coordination and collectively account for a significant portion of departmental workload. Key projects include:
(1) Parkside Apartments - The Parkside Apartments project is currently in the construction phase, with vertical building underway. Staff continue to coordinate with Danco, Adams Ashby, and the California Department of Housing and Community Development (HCD) regarding CDBG-DR grant funding allocation and reimbursement.

Staff reviewed and approved the EVA bridge design and have received an agreement in form for the Construction and Dedication Agreement.
(2) Justice-Involved Housing Project (519 S. Smith Street) - The Justice-Involved Housing project has submitted a complete application under Assembly Bill 2162, which allows for a ministerial, streamlined review based on objective design standards. Staff have completed an initial Objective Design Standards review, and the project applicant (RCHDC) is currently working to address design and architectural refinements identified during that review.
(3) Tribal Health Vista Point Healthcare Campus - The Vista Point Healthcare Campus project has completed demolition and is currently in the pre-application phase. Tribal Health is developing the site Master Plan, and staff are awaiting submittal of a Use Permit and Architectural and Design Review application as the next step in the entitlement process.
(4) Redwood Quality Management Company - Mental Health Rehabilitation Project (1319 Todd Rd. Ext.) - Staff are currently reviewing a lot line adjustment for the proposed Mental Health Rehabilitation project. The project developer has also submitted applications for a Use Permit and Architectural and Design Review. Staff reviewed the project application and determined it has qualified for streamlined, ministerial review under Assembly Bill 531— The Behavioral Health Infrastructure Bond Act.
(5) Lake Family Resource Center - Head Start Expansion (2495 Parallel Drive) - The Lake Family Resource Center project is in the pre-application phase for a proposed expansion of its Head Start childcare facilities. Staff have been coordinating closely with LFRC regarding next steps, which are expected to include Architectural and Design Review.
(6) Disney's Boat Rentals - Disney’s Boat Rentals is currently under construction. Staff continue to provide assistance related to the dock and pier components of the project and will also be required to process a Final Parcel Map.

3. Modernize various local ordinances to align with new state laws and/or create improved organizational efficiencies
Progress on this goal has been limited due to the Department's focus on multiple active citywide development permitting projects and other higher-priority initiatives requiring immediate staff attention. While the goal remains relevant, available staff capacity during the first half of the year was directed toward these time-sensitive projects with broader operational and policy impacts. Staff will reassess timing and resource availability during the second half of the year and incorporate this goal as capacity allows
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4. Ongoing succession planning and continued employee training/certification (LT-1) Advanced succession planning and staff development through key internal promotions and expanded professional training. This included the promotion of an Associate Planner to Planning Services Manager, strengthening leadership continuity within the department. Staff also achieved professional certifications, including Certified Fire Marshal designation, and participated in targeted training programs across CEQA/land use, building code, stormwater management, and related regulatory areas. Department leadership and staff further supported professional growth through participation in statewide conferences and continuing education opportunities, reinforcing long-term organizational capacity and readiness.     

1. Advancement of Parkside Apartments Development & Supporting Infrastructure Provide coordinated oversight and support for the Parkside Apartments project, including administration of CDBG-DR funding, building inspection services, and entitlement processing for future phases. Facilitate the design and implementation of critical supporting infrastructure, including the Emergency Vehicle Access (EVA) Bridge, ensuring alignment with regulatory requirements, project timelines, and longterm community benefit.   

2. Grant Management, Compliance & Funding Administration Administered and maintained compliance for multiple state and federal funding programs, including CDBG-DR, PLHA, MIT-RIP, and economic development grants.

Successfully processed reimbursement draws, managed environmental compliance, and completed reporting requirements with no adverse audit findings. Advanced the Parkside Apartments CDBG-DR project through ongoing funding coordination, reimbursement processing, labor compliance oversight, and inter-agency coordination with HCD and project partners to support continued construction progress, while also securing NEPA approval for the MIT-RIP Community Center ADA Improvement Project and advancing it through HUD/HCD release of funds procedures.    

3. Citywide User Fee Study – Implementation & Adoption Preparation Led implementation of the Citywide User Fee Study, including coordination of Council study sessions, public noticing in compliance with the Mitigation Fee Act, and preparation of updated fee schedules for adoption. This effort strengthens cost recovery, improves fiscal sustainability, and aligns City fees with the true cost of service delivery.
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4. Economic Development, Business Support & Intergovernmental Coordination Supported local economic development through administration of business loan programs, business outreach efforts, and coordination of the CRV Redemption Center Pilot Project. Assisted businesses and nonprofits in navigating permitting and regulatory processes. Maintained strong partnerships with HCD, HUD, County of Lake, regional agencies, tribal governments, and nonprofit developers.   

5. Solid Waste Franchise Agreement – Update & Long-Term Service Stability Negotiated and secured City approval of a new Solid Waste Franchise Agreement with Lakeport Disposal, ensuring continued service delivery while strengthening regulatory compliance, financial protections, and performance standards. The updated agreement enhances long-term operational stability and positions the City to better manage risk, oversight, and future service needs.
  
1,065 business licenses processed ($96,166 in revenue)
233 building permits issued ($1.65M in fees; $30.4M valuation) 423 inspections conducted
956 code enforcement inspections; 455 cases opened

2. 6.
 

Near Term 2025-26
Additional Notable Accomplishements
Community Development
Accomplishments
Community Development Activity Metrics (CY 2025)
Provide project land use & permitting support for large-scale developments with significant city impact  
 
4 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

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.

The City advanced downtown and waterfront activation through establishment of the Business Outreach Working Group (BOWG), development of a comprehensive inventory of vacant and underutilized commercial properties, and direct engagement with business and property owners. In partnership with Retail Coach, the City also analyzed visitor patterns, peak activity times, and customer behavior to better inform business strategies, support local expansion, and position the downtown as a more active and attractive destination.
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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.

The City strengthened its tourism strategy by completing an updated hotel feasibility analysis for the Dutch Harbor site, guiding future investment timing, while actively marketing Lakeport through Retail Coach at regional trade shows.

Local reinvestment was supported through entitlements and financing for Skylark Shores, including development of a new conference and event center and room renovations, alongside continued coordination with TID and regional partners to enhance visitation.
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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 WiFi district, improved wayfinding signage, and enhanced business and financial tools to support local businesses.

The City actively leveraged the CEDS framework to pursue external funding, including collaboration with the County on Congressional funding for the South Lakeport water resiliency project and multiple grant applications for pedestrian, bicycle, and accessibility improvements. Implementation of CDBG-funded ADA upgrades at the Community Center further reflects progress in aligning infrastructure investments with economic development priorities. a a a

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.

The City formalized a partnership with CLERC through a lease at the Carnegie Library, establishing a publicly accessible environmental education center that has already hosted community workshops and outreach events. This effort builds on recent facility improvements and positions the site as a long-term educational and visitor-serving asset.
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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.

The City expanded retail attraction and business support efforts through its partnership with Retail Coach, developing targeted “best fit” recruitment strategies for vacant commercial spaces and actively conducting outreach to prospective retailers and commercial partners. Updated retail gap and opportunity analyses, along with detailed visitor data on customer patterns and behavior, are being shared with local businesses to support expansion and improved operations. These efforts are reinforced through the Business Outreach Working Group (BOWG), which focuses on business retention, direct engagement with property owners, and improving access to information and permitting processes, while highlighting key opportunity areas such as the Lakeport Boulevard corridor to attract new investment and revitalize existing commercial centers. a a a
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. (IT-2)
The City continues to strengthen its partnership with Lake EDC, including active support for its merger with the Lake County Chamber of Commerce to better align resources, streamline services, and enhance organizational capacity. The City is also participating in Lake EDC regional initiatives such as the Heart Hub, in partnership with Sutter Health and others, to develop workforce training opportunities and career pathways, particularly in the healthcare sector. a a a

1. Leverage Community Partnerships to Expand Public Programming, Facility Activation, and Economic Vitality Beyond City Staffing Capacity
The City successfully implemented multiple partnership models that expand community programming and activation of public assets beyond the limits of City staffing. This includes execution of a license agreement with the Westside Community Park Committee to develop a multi-use trail system across over 300 acres of City-owned property, significantly expanding recreational opportunities and regional draw. The City also partnered with the Lake County Arts Council to operate and program the Silveira Community Center, enabling expanded evening and weekend use that was previously not feasible. In addition, the City formalized a lease with the Clear Lake Environmental Research Center (CLERC) at the Carnegie Library, establishing a publicly accessible environmental education center with workshops, field trips, and community programming. Collectively, these partnerships demonstrate a scalable model for leveraging community organizations to enhance quality of life, increase visitation, and activate City facilities without requiring additional City staffing resources. a a a

2. Strengthened Lakeport’s Role as a Regional Destination and Economic Hub Strengthened Lakeport’s position as a regional destination through hosting and participation in key regional events, including the Redwood Coast Economic Summit, where the City led a panel discussion and guided walking tour showcasing significant public investment in the downtown and waterfront. These efforts highlighted the City’s success in creating a cohesive, high-quality placemaking environment that supports both residents and visitors. Additional engagement through initiatives such as the Creative Economy Town Hall and coordinated tourism efforts with regional partners continues to elevate Lakeport’s visibility and reinforce its role as a central hub for recreation, culture, and economic activity in Lake County.
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Near Term 2025-26
Economic Development
Accomplishments
Additional Notable Accomplishments
5 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

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.

New Finance Director was hired and has been attending training for development of skills, as well as seeking mentorship from interim Finance Director. a a a a a

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.

Preparatory work advanced through improved cost tracking, participation in ratesetting training, and coordination with utilities staff to position the City for a future rate study and Proposition 218 process. a a a

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.

The City advanced implementation of its cost-of-service study, including Council review, revenue impact evaluation, and phased planning to ensure fees remain fair, transparent, and business-friendly. a a

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.

The City completed major components of its cloud-based network transition, improving file access, disaster resilience, and cross-departmental collaboration through OneDrive and Azure systems a a a

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.

Finance established a comprehensive grant tracking and monitoring framework, including a master inventory of active grants, standardized tracking tools, and improved reporting accuracy across departments a a a a a a

1. Merchant Services Cost Recovery Improvements
Evaluated and implemented policy options to address increasing merchant and credit card processing costs, reducing processing fees from approximately 8% to 3%; improved utility billing oversight including delinquent account management and taxroll coordination; and advanced groundwork for upcoming water and sewer rate studies.
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2. Enhanced Transparency and Financial Tracking Tools Across Departments Renamed and restructured project and grant codes to improve clarity and reporting; implemented new tools to streamline complex A/P transactions; and expanded department-level visibility into financial data to support better decision-making. a a

3. Successfully Modernized Citywide Financial Systems
Fully implemented Tyler ERP A/P Automation across all departments, streamlining invoice processing, improving approval workflows, and strengthening internal controls; advanced evaluation of budget software platforms and expanded invoice capture capabilities to further enhance operational efficiency a

4. Maintained Excellence in Financial Reporting and Audit Compliance Completed interim and year-end audit processes with no findings; advanced and finalized major components of the ACFR (including MD&A, transmittal letter, and statistical sections); completed Single Audit requirements; and submitted all required State Controller reports, positioning the City for timely, award-level financial reporting.
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Finance and Information Technology
Accomplishments
Near Term 2025-26
Additional Notable Goals
6 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

1. Explore innovative approaches to strengthen succession planning and leadership development, ensuring alignment with key policing strategies.

Through the Sergeant Training Program, line-level sworn personnel were assessed to determine interest and readiness for future promotional opportunities. Staff was provided targeted supervisor-level leadership training to strengthen professional growth, reinforce operational decision-making, and support peer mentorship.

Administrative-level training was provided to current supervisory staff to further enhance leadership capacity, improve organizational continuity, and support the development of personnel throughout the Department.
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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.

Assignment of a Field Clinical Specialist co-located with the Department and actively co responds to calls involving mental health crises, homelessness, and suspected substance use disorders. This model integrates law enforcement and clinical expertise in real time, allowing for more effective assessment, de-escalation, resource linkage, and long-term stabilization strategies. Partnership enhances service delivery, reduces repeat calls for service, and ensures individuals in crisis are connected to appropriate behavioral health resources, enforcement only-based responses. a a a a

3. Maintain and expand special programs within operations, including the School Resource Officer program, investigations, and additional evidence-based community policing initiatives.

Investigative Services remained partnered with the Clearlake Police Depart. as both a force multiplier and a collaborative resource for investigative support and shared expertise. The SRO) completed supervisory-level training to strengthen leadership capacity and improve effectiveness in the school-based policing environment.

Department began utilizing artificial intelligence tools to assist in reviewing crime and CAD data to identify trends and support evidence-based strategies. Developed crime patterns data improving Department’s resource deployment and proactive crime reduction
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4. Initiate a structured replacement cycle for fleet and equipment, including vehicles, in car cameras, patrol rifles, and other essential gear.

Have developed and initiated patrol rifle replacement with purchase of 2 rifles this and subsequent years. Initiated patrol fleet replacement. a a a a

5. Develop a public safety camera system for parks and key public spaces to enhance law enforcement capabilities and community security. (IT-1) ntered into a pilot agreement with Intelvi AI to deploy 12 AI-enhanced LPR and fixed focus cameras for an evaluation of operational effectiveness and financial feasibility by ssessing the technology’s ability to improve real-time intelligence gathering, investigative efficiency, and crime deterrence. Reviewing cost-benefit factors, including long-term sustainability, maintenance needs, and potential return on investment. Using findings from the pilot program to guide decisions regarding future expansion and permanent implementation.
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6. Continual evaluation of replacement strategies for key Administrative positions. (IT-4)
Department promoted two sworn line-level employees to the rank of Sergeant and promoted one Sergeant to Lieutenant, strengthening leadership continuity and support long-term operational stability. Development and mentoring line-level staff to prepare for future advancement opportunities. Processed through 40 applicants to render hiring of 1 lateral police officer and 1 police officer trainee. a a a a a

1. Sustained High-Quality Public Safety Operations in a Resource-Constrained Environment
Maintained effective response and proactive policing strategies despite staffing limitations and increased per-officer workload; executed high-visibility patrols, DUI enforcement, and targeted operations during peak periods; and successfully managed large-scale events, protests, and holiday activities with minimal incidents through strong operational coordination and command presence.
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2. Improved Data-Driven and Evidence-Based Policing and Resource Deployment Integrated emerging technologies—including Intelvi AI camera systems, AI-assisted police report writing tools, and CAD/crime data analysis—to enhance real-time intelligence, identify crime patterns, and inform deployment strategies; supporting more proactive, targeted enforcement, evidence-based decision-making, and improved investigative outcomes.
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Additional Notable Accomplishments
Police Department
Accomplishments
Near Term 2025-26
7 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

1. Begin the construction phase of the two Emergency Repair Projects; Hartley St. Culvert and Forbes Creek Headwall on Main St.

Environmental clearance, right-of-way authorization, and interagency coordination have been substantially completed. Consultant coordination with Caltrans and regulatory agencies is ongoing to finalize remaining approvals. These projects are positioned to move into the construction phase pending final authorizations and scheduling.
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2. Complete the South Main Street Paving Rehabilitation project from Lakeport Blvd. to First Street.

Completed the pavement rehabilitation project on South Main Street (First Street to Lakeport Boulevard) at the beginning of the fiscal year. In addition to roadway improvements, the project included construction of missing sidewalk segments, installation of ADA-compliant curb ramps, and the addition of four activated, lighted pedestrian crossings to enhance safety and accessibility. a a a a a a

3. Complete paving associated with the Water & Sewer Main Replacement Project, including Martin St., Lakeport Blvd. and Lakeshore Blvd.

Paving on Lakeshore Boulevard and Martin Street has been completed, with only minor striping corrections remaining. Coordination between Utilities and Public Works ensured paving followed completion of underground work to minimize disruption. a a a a

4. Finalize the Active Transportation Plan to improve pedestrian and bicycle infrastructure.

The Active Transportation Plan has been completed and formally adopted by the City Council. The plan provides a framework for advancing pedestrian and bicycle improvements and is now being used to guide project development and grant applications. a a a a a

5. Complete Design Phase of Lakeport Blvd. Phase I
Design for Lakeport Boulevard Phase I has reached approximately 95% completion. Utility coordination, right-of-way considerations, and scope refinement are largely complete. Final design completion is anticipated by February. a a a a a a

6. Surface Treatment of High St., Parallel Dr., & Charlie Jolin Way Surface treatment has been deferred to prioritize major paving and utilityrelate projects requiring immediate coordination and inspection resources.

These streets remain identified for treatment and will be reassessed as part of upcoming pavement management and scheduling efforts
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1. Positioned Projects for Grant Funding and External Resources Advanced shovel-ready designs and coordinated grant applications (ATP, AARP, Blue Zones) to leverage outside funding for pedestrian safety and infrastructure improvements. a a a a

2. Progressed Long-Delayed FEMA Seawall Closeout and Reimbursement Completed extensive coordination with Cal OES and FEMA to advance compliance documentation and move toward final reimbursement resolution. a a

3. Implemented AI-Powered Infrastructure Monitoring to Improve Safety and Efficiency Deployed the Violytics camera-based AI system on City vehicles to proactively identify roadway issues, including pavement deficiencies, signage concerns, pedestrian hazards, and overgrown vegetation. Integrated digital work order functionality has streamlined issue tracking and response, improving operational efficiency, enhancing data-driven maintenance practices, and strengthening overall roadway safety. a a a a

4. Fire Station Parking Lot Improvements
Working closely with the Fire District to advance their parking lot improvement project. The project is complex due to contaminated soils and the Fire District’s limited experience with public works procurement and labor compliance requirements. City staff is providing guidance to move the project forward in compliance with applicable regulations.
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5. Courthouse Off-Site Improvements
Continued coordination with the Judicial Council on required off-site improvements, which has been challenging due to funding constraints and negotiation limitations. Sidewalk improvements on the north side of Lakeport Boulevard and the north side of the Larrecou intersection have been completed.

Staff continues to evaluate how remaining improvements integrate with the Lakeport Boulevard project and address funding gaps relative to the desired buildout.
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6. Parkside Apartments – Off-Site Improvements
Ongoing oversight of off-site improvement construction associated with the Parkside Apartments project. Staff is monitoring construction progress and labor compliance requirements in coordination with Adams Ashby. a a a Public Works
Accomplishments
Near Term 2025-26
Additional Notable Accomplishments
8 Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Goal Progress

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.

The 2024 pipeline project which consisted of approximately 2 miles of water main 1 mile of sewer main was completed within budget. This was followed by a large scale paving project on Martin St. and Lakeshore upon completion. We are currently under contract with Weeks drilling to drill 3 test holes in April/May. We are also under contract with Piazza Construction to begin work in April for the WWTP sodium hypochlorite converstion project with anticipated completion date in August. City staff continues to work on the sodium hypochlorite conversions at the tank site and the water treatment plant. Some other capital projects in the works are the Green Ranch Rehabiitation and the replacement of monitoring well #4 at CLMSD. a a a a a a

2. Update Water and Sewer 10 year CIP by incorporating elements contained within the newly updated Master Plans.

After approximately one year of working with our consultant engineers, we were able to complete the updates to both the water and sewer master plans. These plans are designed to project the capital requirements over the next 20 years based on overall condition of all assets, operational improvements related to efficiency and resilience, and future regulatory and environmental requirements.
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Improvements have been made with establishing effective targets associated with water valve exercising, hydrant maintenance, flushing, sewer infrastructure inspections, and maintenance of generators, vehicles and equipment. Monthly targets have been estabhished and tracked to help maximize the life of the asset as well as help prevent unwanted failures.
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4. Conduct a rate study and implement the 218 process as needed to sustain fiscal stability of enterprise funds.

An RFP is out to consultants to complete a comprehesive cost of service rate study for the water and sewer enterprise funds. Proposals are due back on 3/18 with awards with a target approval from city council at the 4/7 meeting. The first draft report should be ready by July 1st. This will likely support the need for a rate increase to support increased operational costs and capital infrastructure improvements. a a

5. Long range infrastructure improvement plan. (LT-2)
Master plan updates were completed for both the water and sewer enterprise funds.

This resulted in a 20 year projection of current assets along with an extensive capital improvement plan. a a a

1. Established Regional Leadership in Water Coordination Led formation of the Lake County Water Association and facilitated interagency collaboration to improve emergency response, fire flow planning, and long-term water resiliency. a a a a

2. Prevented Sanitary Sewer Overflows and Regulatory Violations Successfully managed high inflow events, equipment failures, and emergency repairs with zero reportable spills, avoiding significant regulatory penalties and environmental impacts. a a a a a a

3. Strengthened System Resilience, Operational Efficiency, and Fiscal Stability Enhanced backup power systems, SCADA coordination, and emergency response protocols to ensure uninterrupted service during outages and storm events, while improving real-time system monitoring and operational efficiency. These efforts supported proactive maintenance, reduced emergency repair costs, and extended asset life—helping protect the long-term financial stability of the utility enterprise funds.
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4. Advanced Integration of Pier 1900 Mobilehome Park into City Water System Provided extensive technical assistance to the Pier 1900 Homeowners Association to transition from a failing private well system to reliable municipal water service. Over the past year, staff supported system design, attended HOA meetings, and helped identify cost-effective connection solutions, resulting in successful integration with the City’s fire hydrant network and ongoing efforts to complete domestic water service connections. This work improves water quality reliability, enhances fire protection, and supports long-term public health and infrastructure sustainability for a vulnerable residential community.
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Utilities
Accomplishments
Near Term 2025-26
Additional Notable Accomplishments

Lakeport City CouncilApril 21, 2026

Lakeport City Council
April 21, 2026