Agenda packet — Lakeport City Council, June 16, 2026

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AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL

DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT, THE LAKEPORT GROUNDWATER SUSTAINABLITY AGENCY and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT

REDEVELOPMENT AGENCY)
Tuesday, June 16, 2026 6:00 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 See Teleconferencing Instructions Below
City Council Agenda of June 16, 2026 Page 2
AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL

DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT, LAKEPORT GROUNDWATER SUSTAINABILITY AUTHORITY and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT REDEVELOPMENT AGENCY)*
Tuesday, June 16, 2026, 6:00 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 *All references to “City Council” include those other agencies which are listed above The City Council may discuss and/or take action on any or all of the items listed on the agenda irrespective of how the agenda items are described. The council may establish and make appointments to a Council committee (made up of two Councilmembers) with respect to any item appearing on this agenda.

I. CALL TO ORDER & ROLL CALL: 6:00 p.m.

II. PLEDGE OF ALLEGIANCE:

III. ACCEPTANCE OF AGENDA/
URGENCY ITEMS:

Move to accept agenda as posted or move to add or delete items.

To add item, Council is required to make a majority decision that an urgency exists (as defined in the Brown Act) and a 2/3rds determination that the need to take action arose subsequent to the agenda being posted.

IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by the Council at one time without any discussion. Any Council Member may request that any item be removed from the Consent Agenda for discussion under the regular Agenda. Removed items will be considered following the Consent Calendar portion of this agenda.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting for either introduction or passage per Government Code Section 36934.

B. Minutes: Approve minutes of the City Council special meeting of June 16, 2026 and the regular meeting of June 16, 2026.

C. Application 2026-004: Approve revised application 2026-004, with staff recommendations, for the 2026 Shakespeare at the Lake event.

D. Application 2026-026: Approve revised application 2026-026, with staff recommendations, for the Cinema by the Shore event with alcohol sales.

E. Master Salary Schedule: Approve a Resolution rescinding Resolution 3021 (2026) and revising the Master Pay Schedule in conformance with California Code of Regulations, Title 2, Section 570.5.

F. Notice of Completion: Adopt the resolution accepting construction of the Green Ranch Well Development, by Weeks Drilling & Pump Co. and authorize the filing of the Notice of Completion.

V. PUBLIC
PRESENTATIONS/REQUESTS:

A. Public Input: Any person may speak for 3 minutes about any subject within the authority of the City Council, provided that the subject is not already on tonight’s agenda. Per Government Code §54954.3(a), the City Council cannot take action or express a consensus of approval or disapproval on any public comments regarding matters which do not appear on the printed agenda.

VI. PUBLIC HEARING:

VII. COUNCIL BUSINESS:

A. City Manager:

City Council Agenda of June 16, 2026 Page 3

1. Blue Heron Art
Installation:

Approve the Blue Heron Mosaic Donation Agreement in substantially the same form attached hereto, authorize the City Manager to execute the agreement and approve minor non-substantive modifications subject to City Attorney review, designate the Main Street wall of the Silveira Community Center as the permanent location for the Blue Heron Mosaic, and direct staff to coordinate acceptance and installation of the artwork.

B. Finance Director

1. Delinquent Utilities: Adopt the resolution to cause a written report to be prepared and filed with the City Clerk regarding delinquent water, sewer and solid waste user charges, fees, and penalties for the period of June 1, 2025 through May 31, 2026 and setting a public hearing on the written report prior to collection on the tax roll.

2. Budget Presentation
Workshop:

Receive the Fiscal Year 2026/27 Budget Workshop presentation and direct staff to incorporate Council input in preparation for final budget adoption at the special meeting scheduled for June 30, 2026.

VIII. CITY COUNCIL
COMMUNICATIONS:

A. Travel, Calendar, and
Miscellaneous Reports, if any:

IX. ADJOURNMENT:

Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 225 Park Street, Lakeport, California, during normal business hours. Such documents are also available on the City of Lakeport’s website, www.cityoflakeport.com, subject to staff’s ability to post the documents before the meeting.

The City of Lakeport, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or participate in the City meeting due to disability, to please contact the City Clerk’s Office, (707) 263-5615, 72 hours prior to the scheduled meeting to ensure reasonable accommodations are provided. _______________________________________
Hilary Britton, Deputy City Clerk

1. Call to Order and
Roll Call:

Mayor Disney called the special meeting to order at 6:00 p.m. with Council Members Costa, Mattina, Parlet, and Price present.

2. Deferred
Compensation
Plan:

The staff report was presented by Administrative Services Director Buendia.

A motion was made by Council Member Mattina, seconded by Council Member Costa, and unanimously carried by voice vote 5-0-0-0 to adopt a Resolution rescinding Resolution No. 3033 (2026) and authorizing certain individuals to act on behalf of the City of Lakeport STARS Deferred Compensation Plan and related custodial accounts.

Adjournment: Mayor Disney adjourned the meeting at 6.02 p.m. ____________________________________
Brandon Disney, Mayor
Attest:
_______________________________________
Kelly Buendia, City Clerk

MINUTES

NOTICE AND CALL OF SPECIAL MEETING

OF THE LAKEPORT CITY COUNCIL
Tuesday, June 2, 2026 at 6:00 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 City Council Minutes of June 2, 2026 Page 2

MINUTES

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL

I. CALL TO ORDER & ROLL CALL: Mayor Disney called the meeting to order at 6:02 p.m. with Council Members Costa, Mattina, Parlet and Price present.

II. PLEDGE OF ALLEGIANCE: The Pledge of Allegiance was led by Herb Lingl.

III. ACCEPTANCE OF AGENDA/
URGENCY ITEMS:

A motion was made by Council Member Mattina, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to approve the agenda as posted.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting for either introduction or passage per Government Code Section 36934.

B. Minutes: Approve minutes of the City Council regular meeting of May 19, 2026.

C. Application 2026-007: Approve revised application 2026-007, with staff recommendations, for reserved parking for the 2026 WineFest.

D. Mower Purchase: Authorize the purchase of one 2025 John Deere Z997R commercial mower package from Pape Machinery, Inc. in the amount of $35,360.48, including accessories, warranty coverage, tax, and fees.

E. Military Equipment Report: Accept the Annual Military Equipment Report and renew the original Ordinance, City of Lakeport Ordinance number 933 (2022), based on the findings required by Government Code section 7071, subdivision (d), by a Resolution so prepared.

Vote on Consent Agenda: A motion was made by Council Member Price, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to approve the Consent Agenda, items A-E.

V. PUBLIC
PRESENTATIONS/REQUESTS:

A. Public Input: Paul Duncan, Operations Chief from Cal-Fire, presented the 2026 Lake County Fire Season Outlook.

B. Proclamation: Mayor Disney presented a Proclamation celebrating the 2026 Clear Lake Splash-In and extending its appreciation to the City of Tavares and to Bob Tweedie for their support, partnership, and contributions toward advancing the future of seaplane activity and waterfront aviation on Clear Lake. The proclamation was presented to Herb Lingl.

City Council Minutes of June 2, 2026 Page 3
Daylon Rothstein of the Clear Lake Flying Club presented Herb Lingl with a plaque recognizing his vision, dedication, and leadership in bringing the Clear Lake Seaplane Splash In back to Lake County.

C. Presentation: Planning Services Manager Fernandez presented the Pending Projects Map created by the Community Development Department and hosted on the City’s website.

VI. PUBLIC HEARING:

A. Purchasing Ordinance
Amendment:

The staff report was presented by City Attorney Anderson.

Mayor Disney opened the public hearing at 6:50 p.m. With no input from the public, Mayor Disney closed the public hearing at 6:50 p.m.

A motion was made by Council Member Costa, seconded by Council Member Mattina, and unanimously carried by voice vote 5-0-0-0 to adopt the ordinance amending Section 3.04.020 (Definitions) of Chapter 3.04 (Purchasing System) of Title 3 (Revenue and Finance) of the Lakeport Municipal Code.

VII. COUNCIL BUSINESS:

A. City Manager:

1. Wind Phone: The staff report was presented by City Manager Ingram. Janice Hornby of Hospice and Chaplain Jay Murdock of Adventist Hospital spoke about the meaning behind the project.

Public comments were received via email from Jody Constantine in favor of the project and Ken Wicks opposed to the project.

A motion was made by Council Member Mattina, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to designate the northeastern area of Xabatin Park, as identified in the staff report, for the future development of the Lake County Hospice Wind Phone Project and direct staff to work with project sponsors on future project implementation requirements.

B. Administrative Services Director

1. Section 125 Plan The staff report was presented by Administrative Services Director Buendia.

A motion was made by Council Member Price, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to adopt a resolution approving and adopting a restated Section 125 Premium Only Plan pursuant to Section 125 of the Internal Revenue Code, effective June 2, 2026, and authorizing the City Manager and Administrative Services Director to implement and administer the Plan.

VIII. CITY COUNCIL
COMMUNICATIONS:

A. Travel, Calendar, and
Miscellaneous Reports, if any:

Community Development Director Hejnowicz offered no report.

Police Chief Stoebe offered no report.

Utilities Director Harris offered no report.

Administrative Services Director Buendia offered no report.

Public Works Director Ladd offered no report.

Finance Director Dizon offered no report.

Planning Services Manager Fernandez offered no report.

City Council Minutes of June 2, 2026 Page 4
City Attorney Anderson offered no report.

City Manager Ingram reported on the great attendance for all of the Memorial Day weekend events. He also advised that staff and Council Member Price will be meeting with PEG to work on broadcasting the City Council meetings live.

Council Member Costa reported on a recent Risk Reduction Authority meeting, highlighting the collaborative efforts underway throughout Lake County to reduce wildfire risk through fuel reduction projects, prescribed burns, and regional coordination. She commended Supervisor Pyska's ongoing advocacy at the state and federal levels, particularly regarding insurance challenges facing residents.

Council Member Parlet expressed his appreciation for Public Works Director Ladd as Director Ladd was not present at the previous meeting to receive the proclamation for Public Works Week.

Council Member Price will be meeting with Mediacom on June 5th.

Mayor Pro Tem Mattina attended the CalCities Redwood Empire Division meeting on Friday where they discussed the progress on legislation that CalCities has voted to oppose. She also complimented the patriotic décor that the City has installed around town.

Mayor Disney attended the Clean Water Program meeting last month, they are waiting on the MS4 update. The Program will be spending down grant funding for trash cleanup. He also invited the Council to attend the grand opening and ribbon cutting event for Disney’s Watersports this weekend.

IX. ADJOURNMENT: Mayor Disney adjourned the meeting at 7:25 p.m.

Good Morning,
Please find attached application 2026-004 for the 2026 Shakespeare at the Lake event for your review and comments.

We would like to submit this for City Council approval at the 06/16/2026 Council meeting, so please have your comments back to me by 06/10/2026.

Thank you for your input!
Hilary
Hilary Britton, CMC
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system

<[email protected]>; Ky Ramsey <[email protected]> Subject: Application 2026-004 - Shakespeare at the Lake Good Morning,
Please find attached application 2026-004 for the 2026 Shakespeare at the Lake event for your review and comments.

We would like to submit this for City Council approval at the 06/16/2026 Council meeting, so please have your comments back to me by 06/10/2026.

Thank you for your input!
Hilary
Hilary Britton, CMC
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263 5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system Book time to meet with me

Memorandum
DATE: June 8, 2026
TO: Hilary Britton, Deputy City Clerk/Records Supervisor FROM: Pheakdey Preciado, Senior EHS
RE: RFR APP 2026-004 Shakespeare at the
Lake/SR0017500
APN: Library Part, between gazebo and benches, Lakeport The Lake County Theatre Company (Sponsor) must apply and pay for a temporary permit for a community event at least two weeks prior to the event from the Lake County Environmental Health Division Office. The food vendors must apply and pay for the temporary permit for the community event from the Lake County Environmental Health Division Office at least two weeks prior to the event.

Please note:

1. If the sponsor is going to be selling food at this event, then the sponsor must also apply and pay for a food vendor permit.

2. The temporary permit, once issued, is not transferable, and is only good for that specific community event only.

COUNTY OF LAKE
Health Services Department
Environmental Health Division
922 Bevins Court
Lakeport, California 95453-9739
Telephone 707/263-1164
FAX 707/263-1681
Stephen L. Carter Jr., MPA
Interim Health Services Director
Craig Wetherbee, REHS
Environmental Health Director
Promoting an Optimal State of Wellness in Lake County

Hilary Britton, CMC
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263 5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system Book time to meet with me

Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system Book time to meet with me

<[email protected]>; Ky Ramsey <[email protected]> Subject: [EXTERNAL] Application 2026-026 - Cinema by the Shore Good Morning,
Please find attached application 2026-026 for the Cinema by the Shore events for your review and comments.

We would like to submit this for City Council approval at the 05/19/2026 Council meeting, so please have your comments back to me by 05/13/2026.

Thank you for your input!
Hilary Britton, CMC
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system

<[email protected]>; Ky Ramsey <[email protected]> Subject: Application 2026-026 - Cinema by the Shore
Good Morning,
Please find attached application 2026-026 for the Cinema by the Shore events for your review and comments.

We would like to submit this for City Council approval at the 05/19/2026 Council meeting, so please have your comments back to me by 05/13/2026.

CITY OF LAKEPORT
City Council
City of Lakeport Municipal Sewer District
Lakeport Industrial Development Agency
Municipal Financing Agency of Lakeport

STAFF REPORT
RE: Resolution rescinding Resolution 3021 (2026) and Revising the Master Salary Schedule
MEETING DATE: 6/16/2026
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 rescinding Resolution 3021 (2026) and revising the Master Salary Schedule in conformance with California Code of Regulations, Title 2, Section 570.5 BACKGROUND/DISCUSSION:

CalPERS, pursuant to its interpretation of California Code of Regulations, Title 2, Section 570.5, recommends all CalPERS employers maintain their compensation levels in a publicly available pay schedule, approved and adopted by the governing body.

The City Council approved the following agreements, which included changes to salary effective the first pay period after 7/1/2026:
• A Compensation and Benefits Program for Unrepresented Management adopted on Resolution 2970 (2024).
• Amendment #2 to the Agreement for Services between the City of Lakeport and Kevin M. Ingram adopted on Resolution 2982 (2025).
• A Memorandum of Understanding with the Lakeport Employees’ Association adopted on Resolution 2961 (2024).
• A Memorandum of Understanding with the Lakeport Police Officers’ Association adopted on Resolution 3002 (2025).

These changes are reflected in the attached Master Salary Schedule and there are no other negotiated cost of living adjustments impacting the salary schedule currently. In compliance with California Code of Regulations, Title 2, Section 570.5, the revised schedule will be made publicly available on the City’s website.

OPTIONS:

1. Adopt the Resolution.

2. Deny this request and provide other direction to staff.

FISCAL IMPACT:

Meeting Date: 06/16/2026 Page 2 Agenda Item # IV.E.

There is no fiscal impact in approving salary schedules. The Council approves staffing costs through the budget process.

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:

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 approve a Resolution rescinding Resolution 3021 (2026) and revising the Master Pay Schedule in conformance with California Code of Regulations, Title 2, Section 570.5.

Attachments: 1. Resolution Rescinding Resolution 3021 (2026) and Revising the Master Pay Schedule in Conformance with California Code of Regulations Title 2, Section 570.5

2. Master Salary Schedule

Page 1 ends

191565.1
RESOLUTION NO. XXXX (2026)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT RESCINDING RESOLUTION 3021 (2026) AND REVISING THE

MASTER PAY SCHEDULE IN CONFORMANCE WITH CALIFORNIA
CODE OF REGULATIONS, TITLE 2, SECTION 570.5
WHEREAS, the City Council approved a Compensation and Benefits Program for the Unrepresented Management on Resolution 2970 (2024), which included changes to salary effective the first pay period after 7/1/2026; and
WHEREAS, the City Council approved Amendment 2 the Agreement for Services between the City of Lakeport and Kevin M. Ingram on Resolution 2982 (2025), which included changes to salary effective 7/1/2026; and
WHEREAS, the City Council approved Memorandum of Understanding with the Lakeport Employees’ Association adopted on Resolution 2961 (2024), which included changes to salary effective the first pay period after 7/1/2026; and
WHEREAS, the City Council approved a Memorandum of Understanding with the Lakeport Police Officers’ Association on Resolution 3002 (2025), which included changes to salary effective the first pay period after 7/1/2026; and WHEREAS, the California Public Employees’ Retirement System (CalPERS) has requested all CalPERS employers list their compensation levels on one document, approved and adopted by the governing body, in accordance with title 2 of the California Code of Regulations, section 570.5, and meeting all of the following requirements thereof:

1. Has been duly approved and adopted by the employer's governing body in accordance with requirements of applicable public meetings laws;

2. Identifies the position title for every employee position;

3. Shows the pay rate for each identified position, which may be stated as a single amount or as multiple amounts within a range;

4. Indicates the time base, including, but not limited to, whether the time base is hourly, daily, bi-weekly, monthly, bi-monthly, or annually;

5. Is posted at the office of the employer or immediately accessible and available for public review from the employer during normal business hours or posted on the employer's internet website;

6. Indicates an effective date and date of any revisions;

7. Is retained by the employer and available for public inspection for not less than five years; and

8. Does not reference another document in lieu of disclosing the pay rate.

Page 2 ends

191565.1

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKEPORT, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1.

Resolution 3021 (2026) is rescinded.

SECTION 2.

The City Council affirms the previously approved separate compensation levels for represented Bargaining Unit positions and the Compensation Plans for the unrepresented positions through, by and with the adoption of the single Master Pay Schedule attached hereto as Exhibit A.

SECTION 3. The City Council affirms the single Master Pay Schedule attached hereto meets all of the requirements of title 2 of the California Code of Regulations, section 570.5, including but not limited to directing staff to post it at the City, make it immediately available for public review during normal business hours and/or post on the City’s internet website and be retained by the City and available for public inspection for not less than five years.

DULY AND REGULARLY ADOPTED on this 16th day of June, 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
________________________________
BRANDON DISNEY, Mayor
ATTEST:
______________________________
KELLY BUENDIA, City Clerk
Job Classification Class Range Unit A B C D E F
Office Specialist GU108 LEA 2,925 3,071 3,225 3,386 3,555 3,733 Parks Maintenance Worker I GU124 LEA 3,169 3,327 3,493 3,668 3,851 4,044 Equipment Mechanic I GU131 LEA 3,281 3,445 3,617 3,798 3,988 4,187 Maintenance Worker I GU138 LEA 3,398 3,568 3,746 3,933 4,130 4,337 Parks Maintenance Worker II GU139 LEA 3,415 3,586 3,765 3,953 4,151 4,359 Police Records & Evidence Clerk GU139 LEA 3,415 3,586 3,765 3,953 4,151 4,359 Administrative Specialist I GU140 LEA 3,432 3,604 3,784 3,973 4,172 4,381 Financial Services Specialist I GU140 LEA 3,432 3,604 3,784 3,973 4,172 4,381 Deputy City Clerk I GU156 LEA 3,716 3,902 4,097 4,302 4,517 4,743 Utility Operator I GU162 LEA 3,830 4,022 4,223 4,434 4,656 4,889 Financial Services Specialist II GU165 LEA 3,887 4,081 4,285 4,499 4,724 4,960 Maintenance Worker II GU165 LEA 3,887 4,081 4,285 4,499 4,724 4,960 Engineering Technician I GU172 LEA 4,026 4,227 4,438 4,660 4,893 5,138 * Administrative Specialist II GU174 LEA 4,066 4,269 4,482 4,706 4,941 5,188 Equipment Mechanic II GU175 LEA 4,086 4,290 4,505 4,730 4,967 5,215 Assistant Planner GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Deputy City Clerk II GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Maintenance Worker III GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Parks Leadworker GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Permit Technician GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Utility Operator/MWII GU181 LEA 4,211 4,422 4,643 4,875 5,119 5,375 Utility Operator II GU196 LEA 4,537 4,764 5,002 5,252 5,515 5,791 Engineering Technician II GU197 LEA 4,560 4,788 5,027 5,278 5,542 5,819 Parks Maintenance Foreman GU197 LEA 4,560 4,788 5,027 5,278 5,542 5,819 GIS/Asset Management Technician GU199 LEA 4,606 4,836 5,078 5,332 5,599 5,879 * Administrative Analyst GU206 LEA 4,769 5,007 5,257 5,520 5,796 6,086 Housing Specialist GU206 LEA 4,769 5,007 5,257 5,520 5,796 6,086 Building Inspector GU213 LEA 4,938 5,185 5,444 5,716 6,002 6,302 Financial Services Specialist III GU213 LEA 4,938 5,185 5,444 5,716 6,002 6,302 Police Records Supervisor GU219 LEA 5,088 5,342 5,609 5,889 6,183 6,492 Utility Operator III GU221 LEA 5,139 5,396 5,666 5,949 6,246 6,558 Wastewater Systems Supervisor I GU223 LEA 5,191 5,451 5,724 6,010 6,311 6,627 Water Operations Supervisor I GU223 LEA 5,191 5,451 5,724 6,010 6,311 6,627 Associate Planner GU233 LEA 5,456 5,729 6,015 6,316 6,632 6,964 * Deputy City Clerk III - Records Supervisor GU233 LEA 5,456 5,729 6,015 6,316 6,632 6,964 Electrical Mechanical Technician (EMT) GU233 LEA 5,456 5,729 6,015 6,316 6,632 6,964 Projects Coordinator GU233 LEA 5,456 5,729 6,015 6,316 6,632 6,964 Public Works Foreman GU240 LEA 5,650 5,933 6,230 6,542 6,869 7,212 Utilities Underground Superviosr GU240 LEA 5,650 5,933 6,230 6,542 6,869 7,212 Wastewater Systems Supervisor II GU244 LEA 5,764 6,052 6,355 6,673 7,007 7,357 Water Operations Supervisor II GU244 LEA 5,764 6,052 6,355 6,673 7,007 7,357

CITY OF LAKEPORT

MASTER PAY SCHEDULE

MONTHLY RATES WITH STEPS
Effective First Pay Period after 7/1/2026
Steps
Water/Wastewater Treatment Supervisor GU279 LEA 6,863 7,206 7,566 7,944 8,341 8,758 Police Officer I PO200 POA 5,799 6,089 6,393 6,713 7,049 7,401 Police Officer II PO215 POA 6,249 6,561 6,889 7,233 7,595 7,975 Police Officer III PO234 POA 6,870 7,214 7,575 7,954 8,352 8,770 Police Detective PO245 POA 7,258 7,621 8,002 8,402 8,822 9,263 Police Sergeant PO245 POA 7,258 7,621 8,002 8,402 8,822 9,263 Compliance Coordinator I MM102 UM 6,756 7,094 7,449 7,821 8,212 n-a Government Accountant MM102 UM 6,756 7,094 7,449 7,821 8,212 n-a Planning Services Manager MM102 UM 6,756 7,094 7,449 7,821 8,212 n-a Compliance Officer II MM122 UM 7,464 7,837 8,229 8,640 9,072 n-a Public Works Superintendent I MM122 UM 7,464 7,837 8,229 8,640 9,072 n-a Building Official MM123 UM 7,502 7,877 8,271 8,685 9,119 n-a Public Works Superintendent II MM137 UM 8,043 8,445 8,867 9,310 9,776 n-a Utilities Superintendent MM142 UM 8,247 8,659 9,092 9,547 10,024 n-a Police Lieutenant MM151 UM 8,625 9,056 9,509 9,984 10,483 n-a Public Works Director MM164 UM 9,204 9,664 10,147 10,654 11,187 n-a Utilities Director MM164 UM 9,204 9,664 10,147 10,654 11,187 n-a Police Captain MM170 UM 9,485 9,959 10,457 10,980 11,529 n-a Administrative Services Dir./City Clerk MM173 UM 9,628 10,109 10,614 11,145 11,702 n-a Finance Director MM173 UM 9,628 10,109 10,614 11,145 11,702 n-a Community Development Director MM177 UM 9,822 10,313 10,829 11,370 11,939 n-a Assistant City Manager MM190 UM 10,479 11,003 11,553 12,131 12,738 n-a Police Chief MM202 UM 11,126 11,682 12,266 12,879 13,523 n-a City Engineer/Public Works Director MM229 UM 12,729 13,365 14,033 14,735 15,472 n-a City Manager n-a contract 14,484 n-a n-a n-a n-a n-a

HOURLY AT-WILL EMPLOYEES
Police Officer Trainee n-a n-a
LEA = Lakeport Employees' Association, salaries effective 1/5/2026 - Resolution No. 2961 (2024) UM = Unrepresented Management, salaries effective 7/5/2025 - Resolution No. 2973 (2024) POA = Lakeport Police Officers' Association, salaries effective 7/6/2025 - Resolution No. 3002 (2025) City Manager contract amended effective 3/4/2025, Resolution No. 2982 (2025) *Classifications may include Confidential employees - Resolution 2657 (2018) $21.84 - $27.87
Meeting Date: 06/16/2026 Page 1 Agenda Item # IV.F.

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: Notice of Completion for the Green Ranch Well Development MEETING DATE: 06/16/2026 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 adopt a resolution accepting Green Ranch Well Development, Bid No. 25- 05, as complete and authorize the City Manager to file a Notice of Completion.

BACKGROUND/DISCUSSION:

On November 4, 2025, the City Council awarded a construction contract to Weeks Drilling & Pump Co., for the Green Ranch Well Development, Bid No. 25-05, in the amount of $195,000.00, with an allowance for 10% contingency.

The project scope included drilling three test borings, allowing for continuous lithologic sample collection. Upon review of the geophysical survey, one boring was converted to a temporary test well with 10-inch diameter casing. The contractor performed a discharge rate test, which yielded excellent results. The data collected will be used to design a permanent well at this location to replace the Scotts Creek well. This will ensure a reliable water source and modernize the City’s water infrastructure as older wells reach the end of their useful life and are taken out of service.

The City of Lakeport Utilities Department has reviewed the project and determined that it has been completed in substantial compliance with the project plans and specifications. The total cost of the construction contract came out to $164,000.00. The cost savings were largely due to City crews establishing an area to discharge ground water during well drilling and testing.

OPTIONS:

No other options recommended
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:

Meeting Date: 06/16/2026 Page 2 Agenda Item # IV.F.

COUNCIL PRIORITIES:
☐ Priority #1: Public Safety & Crisis Response
☐ Priority #2: Disaster Resiliency
☐ Priority #3: Good Governance & Fiscal Stability
☒ Priority #4: Capital Infrastructure Improvement
☐ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☐ Priority #6: Economic Development
SUGGESTED MOTIONS:

Move to adopt the resolution accepting construction of the Green Ranch Well Development, by Weeks Drilling & Pump Co. and authorize the filing of the Notice of Completion.

Attachments: 1. Resolution

2. Notice of Completion
RESOLUTION NO. XXX___ ( 2026 )

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT ACCEPTING CONSTRUCTION OF THE GREEN RANCH WELL DEVELOPMENT, BID NO 25-05, AND

AUTHORIZINGTHE FILING OF THE NOTICE OF COMPLETION
WHEREAS, the final inspection of the Green Ranch Well Development project, Bid No 25-05, was made by the City of Lakeport’s Utilities Department; and
WHEREAS, it was determined that the work for this project has been completed in substantial compliance with the project plans and specifications.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LAKEPORT AS FOLLOWS:

1. The City Council hereby accepts the work as completed on the Green Ranch Well Development project, Bid No 25-05.

2. The City Manager is authorized and directed to execute the Notice of Completion to be filed with the County of Lake.

The foregoing Resolution was adopted at a regular meeting of the City Council of the City of Lakeport held on the on the 16th day of June, 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:
_______________________________
Brandon Disney, Mayor
City of Lakeport
ATTEST:
_________________________________
Kelly Buendia, City Clerk
City of Lakeport
4F.2 Well Notice of Completion

RECORDING REQUESTED BY
City of Lakeport

AND WHEN RECORDED MAIL THIS DEED,
UNLESS OTHERWISE SHOWN BELOW.

MAIL TAX STATEMENTS TO:

City of Lakeport Attn: Olivia Grupp
225 Park Street
Lakeport, CA 95453
Complimentary recording request pursuant to
government code § 27383
SPACE ABOVE THIS LINE FOR RECORDER’S USE
APN 005-027-95
Notice of Completion
NOTICE is hereby given that:

1. The Undersigned is owner of the interest stated below in the property hereinafter described:

2. The NAME (including that of the undersigned), ADDRESS and NATURE OF TITLE of every person owning any interest in such property is as follows:

City of Lakeport 225 Park St, Lakeport, CA 95453 Fee Simple (NAME OF UNDERSIGNED)

3. The names and addresses of the transferors of the undersigned owner: (to be shown if the undersigned is a successor in interest of the owner who caused the improvement to be constructed, etc.)

4. A work of improvement on the property hereinafter described was COMPLETED ON 5/22/2026

5. The name of the CONTRACTOR for such work of improvement was Weeks Drilling & Pump Co.

P.O. Box 176
Sebastopol, CA 95473
(If no Contractor, insert “NONE”

6. The property on which said work of improvement was completed is in the City of Lakeport , county of Lake State of California, and is described as follows: Drill 3 test borings, with one developed to a temporary test well to preform a discharge rate test. Remove casing and abandon all 3 borings.

EXEMPT FROM NOTARY ACKNOWLEDGEMENT REQUIREMENTS PER GOVERNMENT CODE §27287 & CIVIL CODE §9208

7. The street address of said property is: 1604 Green Ranch Rd, Lakeport Dated:

Signature of
Owner or Owners }
Kevin M. Ingram, City Manager
Verification for NON-INDIVIDUAL owner: I, the undersigned, declare under penalty of perjury under the laws of the State of California that I am the City Manager of the aforesaid interest or estate in (“PRESIDENT, PARTNER, MANAGER, AGENT, ETC.”
the property described in the above notice; that I have read the said notice, that I know and understand the contents thereof, and that the facts stated therein are true and correct.

Date and Place (Signature of person signing on behalf of owner)) Meeting Date: 06/16/2026 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: Blue Heron Mosaic Public Art Project and Donation Agreement MEETING DATE: 06/16/2026 SUBMITTED BY: Kevin M. Ingram, City Manager
PURPOSE OF REPORT: Information only Discussion Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Consider approving the Blue Heron Mosaic Donation Agreement, authorizing the City Manager to execute the Agreement and approve minor non-substantive amendments, and designate the Main Street wall of the Silveira Community Center as the location for installation of the Blue Heron Mosaic public art exhibit.

BACKGROUND/DISCUSSION:

The City has been presented with an opportunity to receive and display a significant public art installation known as the Blue Heron Mosaic, an original ceramic tile mural created by California artist David Roberts with the assistance of students from University High School in Fresno.

The artwork is an approximately eight-foot by eight-foot ceramic mosaic depicting a Great Blue Heron within a marsh ecosystem while carrying California poppies. The piece was originally conceived as a public art installation celebrating the wildlife and wetlands of California and was created through a collaborative educational project involving local students and the artist.

Blue Heron Mosaic Story
The Blue Heron Mosaic was developed in 2022 as a community-based art project involving approximately twenty University High School students working alongside artist David Roberts. The project was intended for installation within the Fresno area and specifically sought to celebrate the ecology and wildlife associated with the San Joaquin River wetlands.

Despite extensive efforts by the artist to secure a public location for the artwork within the City of Fresno, including outreach to public agencies, community organizations, and elected officials, a permanent installation site was never identified. After several years of unsuccessful efforts, the artist began exploring opportunities with other communities interested in public art installations.

Lake County Supervisor Brad Rasmussen became aware of the project and recognized its potential value as a public art feature for Lake County. Supervisor Rasmussen has been instrumental in facilitating discussions between the artist and local agencies, helping bring the opportunity to Lake County. Working with the artist's desire to place the artwork on a prominent civic building where it could be enjoyed by the public, Supervisor Rasmussen and City staff identified the Main Street wall of the Silveira Community Center as an ideal location.

The proposed location provides excellent public visibility, complements the City's ongoing investment in the Silveira Community Center, and creates an additional cultural and artistic feature within the downtown corridor.

Meeting Date: 06/16/2026 Page 2 Agenda Item #VII.A.1.

Summary of Donation Agreement
Under the proposed Donation Agreement, the City would receive ownership of the Blue Heron Mosaic artwork, associated mounting components, commemorative plaques, and a cash contribution of $6,500 intended to offset pre-installation preparation costs.

Key provisions of the agreement include:
• Donation of the Blue Heron Mosaic artwork to the City at no cost. • Donation of mounting materials and installation specifications necessary for display of the artwork. • Donation of two commemorative plaques recognizing the artist, donors, installation date, and the artwork's name in both English and Pomo languages.
• Donation of $6,500 to assist with pre-installation preparation activities. • A voluntary commitment by the artist and donors to provide replacement ceramic tiles, subject to specified limitations, for up to ten years following installation. • Transfer of ownership, maintenance responsibility, and liability for the artwork to the City following acceptance and installation.

The agreement has been prepared by legal counsel and establishes the respective responsibilities of the parties regarding ownership, installation, maintenance, intellectual property rights, and future repair obligations.

Staff is requesting authorization for the City Manager to execute the agreement and approve minor nonsubstantive amendments, subject to review by the City Attorney, that do not materially alter the City's rights, obligations, or financial commitments.

Interpretive Signage and Cultural Recognition
As part of the installation, the project will include interpretive signage recognizing the artist and donors while providing background information regarding the artwork. The commemorative plaque will also incorporate the various Pomo language translations for "Blue Heron," further recognizing and celebrating the cultural heritage of the region and the Indigenous communities historically connected to Clear Lake.

City Lands Ad Hoc Committee Review
The proposed project and location were reviewed by the City Lands Ad Hoc Committee. Following discussion regarding the artwork, proposed donation agreement, and installation location, the Committee voted to recommend City Council approval of both the proposed donation agreement and the designation of the Silveira Community Center Main Street wall as the permanent location for the artwork.

Designation of Space
As with prior City Council actions involving public art, recreational amenities, and community features located on City property, the purpose of the current action is to formally designate and reserve an appropriate location for installation of the Blue Heron Mosaic.

Approval of the proposed location establishes a clear legislative record of Council support for the project and its placement at the Silveira Community Center. Formal designation of the site will assist with project coordination, installation planning, future facility improvements, and long-term management of the artwork while ensuring consistency with the intended use and character of the facility.

The proposed installation location is the Main Street-facing wall of the Silveira Community Center as identified in the attached location exhibit.

The proposed action is exempt from the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15301 (Existing Facilities), Section 15311 (Accessory Structures), and 15061(b)(3) (Common Sense Exemption) as the project involves placement of public art and related signage on an existing public facility and can be seen with certainty to not have a significant effect on the environment.

Meeting Date: 06/16/2026 Page 3 Agenda Item #VII.A.1.

OPTIONS:

1. Approve the Blue Heron Mosaic Donation Agreement in substantially the same form attached hereto, authorize the City Manager to execute the agreement and approve minor non-substantive modifications as necessary to reach agreement with the other parties and subject to review by the City Attorney, and designate the Main Street wall of the Silveira Community Center as the permanent location for the artwork.

2. Approve the agreement and site designation with modifications.

3. Deny the proposed agreement and/or site designation.

4. Provide alternative 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: The artwork, mounting materials, commemorative plaques, and associated $6,500 cash contribution are being donated to the City. While the City will assume responsibility for long-term maintenance following installation, the Donation Agreement includes a unique ten-year commitment by the artist and donors to provide replacement ceramic tiles for damaged or missing pieces, subject to specified conditions. This provision helps reduce long-term maintenance concerns and supports preservation of the artwork during the initial years following installation.

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 approve the Blue Heron Mosaic Donation Agreement in substantially the same form attached hereto, authorize the City Manager to execute the agreement and approve minor non-substantive modifications subject to City Attorney review, designate the Main Street wall of the Silveira Community Center as the permanent location for the Blue Heron Mosaic, and direct staff to coordinate acceptance and installation of the artwork.

Attachments: 1. Draft Blue Heron Mosaic Donation Agreement

2. Blue Heron Mosaic Site Location Map & Project Photos

3. Blue Heron Mosaic Story & Background Information (Fresno Bee— December 12, 2024)
442308.4

GIFT AND DONATION AGREEMENT
Ceramic Sculpture — "Great Blue Heron"
City of Lakeport, California
This Gift and Donation Agreement ("Agreement") is entered into as of _____________, 2026 (the “Effective Date”), by and among:

DONORS: David Roberts (the “Artist”) and Neal Roberts and Yuliya Osetrova (the "Donors"), individuals residing in the State of California;
and
DONEE: the City of Lakeport, a municipal corporation organized under the laws of the State of California (collectively, "Donee" or "Recipient").

RECITALS
WHEREAS Donors are the owners of an original ceramic sculpture commonly known as the "Great Blue Heron" (the "Artwork"), described more fully herein; and WHEREAS Donors desire to make an unconditional gift of the Artwork, Mounting Structure, and Plaques (defined herein) for public display and enjoyment, together with a cash contribution of $6,500; and
WHEREAS Donee desires to accept said gifts subject to the terms and conditions set forth herein; NOW, THEREFORE, in consideration of the mutual covenants and promises contained herein, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows:

1. DESCRIPTION OF THE ARTWORK
The Artwork consists of an original ceramic tile mosaic sculpture depicting a blue heron, measuring approximately eight (8) feet in height by eight (8) feet in width, created by the Artist.

Attached as Exhibit A is a detailed description and picture of the Artwork.

The Artist and Donors represent that, to the best of their knowledge and belief, the Artwork has a fair market value of approximately Sixteen Thousand Dollars ($16,000.00) as of the Effective Date of this Agreement. Donee acknowledges that this valuation is an estimate provided by Artist and Donors and that Donee is responsible for obtaining any independent appraisal it may require.

2. GIFT OF THE ARTWORK
Subject to the terms and conditions of this Agreement, Artist and Donors hereby irrevocably give, transfer, and convey to Donee all right, title, and interest in and to the Artwork, free and clear of any liens, encumbrances, or claims of third parties, effective upon delivery and Donee’s acceptance of the Artwork. Upon acceptance of the Artwork in accordance with Section 9, Donee shall hold title to and have full ownership of the Artwork. The parties acknowledge that this is an outright, unconditional gift and that neither Artist nor Donors shall retain any property interest in the Artwork following delivery and acceptance.

3. CASH CONTRIBUTION FOR PRE-INSTALLATION
In addition to the gift of the Artwork, Donors agree to make a one-time cash contribution of six thousand five hundred dollars ($6,500) to Donee to be used to pay Artist for Artist’s costs associated with the services contemplated herein (the "Cost Contribution"). Donors shall pay the Cost Contribution to Donee within thirty (30) days of the Effective Date. Artist agrees to accept the Cost Contribution from Donee in full satisfaction for Artist’s services, with the exception of tile replacement services contemplated in Section 5 for which Artist shall be compensated separately 442308.4
on a case-by-case basis. Any costs incurred by Artist in excess of the Cost Contribution shall be borne solely by Artist.

4. COMMEMORATIVE PLAQUES
Artist and Donors agree to design, fabricate, and deliver two commemorative ceramic plaques, at Donors’ sole cost and expense, which will include the name of the Artwork in the English and Pomo language, the date of installation, along with the names of the Artist, Donors, and Donee (the “Plaques”). The content, design, size, and placement of the Plaques shall be subject to prior written approval by Donee, which Donors shall receive prior to fabrication. Donors shall deliver the Plaques to Donee at a mutually agreed upon site within thirty (30) days receipt of of Donee’s written approval. Donee agrees to install, at Donee’s expense, the Plaques in reasonable proximity to the Artwork, as determined in Donee’s sole discretion. Title transfer, risk of loss, and all ownership responsibility shall pass to Donee upon Donee’s acceptance of the Plaques.

5. LIMITED TILE REPAIR COMMITMENT

5.1 Tile Replacements. For a period of ten (10) years commencing on the date of delivery of the Artwork to Donee (the "Repair Period"), Donors agree to deliver replacement tiles to replace any damaged, broken, or missing tile pieces within four (4) months of receipt of written notice from Donee at a cost of not more than $250 per tile. Damaged, broken, or missing tiles will be replaced with replicas of approximately the same shape, size, and color, provided that: (a) Donee provides written notice of the damaged, broken, or missing tile piece(s) to Donors; (b) Artist is alive and is physically able to complete the work; (c) Donee sends any damaged or broken tile pieces to the Artist; and (d) Donee re-installs the replacement tiles with its own forces and at its sole cost and expense.

5.2 Expiration. Upon expiration of the Repair Period, Donors shall have no further obligation of any kind with respect to tile repair or replacement, and all such responsibility shall rest solely with Donee.

6. PRE-INSTALLATION PROCESS

6.1 In addition to the Artwork and Plaques, Artist shall provide technical drawings, plans, and specifications, as well as materials, for mounting the Artwork (the “Mounting Structure”).The Mounting Structure for the Artwork shall consist of four (4) horizontal 2ft by 8ft Corten steel sections. The back of each section shall have two (2) horizontal stainless steel Z bars welded to the back. Each section will contain a backer board and the tile pieces will be thinset with exterior grade polymer modified thin set mortar and then grouted with high performance waterproof grout onto the backer board.

6.2 Within sixty (60) days of the Effective Date, Artist shall submit to Donee to-scale drawings, plans, and technical specifications for the Mounting Structure for Donee’s review and approval.

Upon receipt of written approval by Donee, Artist shall commence preparing and delivering the Corten steel sections and stainless steel Z bars described above.

6.3 Artist shall deliver the Artwork and Mounting Structure to a mutually agreed upon site on the Delivery Date as described in Section 9. Artist and Donors shall be responsible for the labor, material, and equipment necessary to load, transport, and unload the Artwork and Mounting Structure to the mutually agreed upon site.

6.4 After acceptance by Donee, Donee shall be solely responsible for installing the Mounting Structure and Artwork. In no event shall Artist or Donors be responsible for any installation costs exceeding the Cost Contribution described in Section 3.

7. DISCLAIMER OF WARRANTIES; LIMITATION OF LIABILITY
442308.4

7.1 No Warranty of Longevity or Condition. ARTIST AND DONORS MAKE NO

REPRESENTATION OR WARRANTY, EXPRESS OR IMPLIED, AS TO THE EXPECTED

LIFESPAN, DURABILITY, STRUCTURAL INTEGRITY, OR CONTINUED EXISTENCE OF THE ARTWORK. The Artwork is donated in its current condition, and Artist and Donors expressly disclaim any warranty of fitness for a particular purpose or merchantability.

7.2 Donee's Assumption of Responsibility for Maintenance and Safety. Upon delivery and acceptance of the Artwork, Donee shall assume sole and exclusive responsibility for the installation, ongoing maintenance, repair, upkeep, inspection, and safe condition of the Artwork.

Donee acknowledges that ceramic tile mosaics are subject to weathering, seismic activity, and deterioration over time, and that periodic maintenance is necessary to maintain the Artwork in a safe condition.

7.3 Release of Donors from Liability. Upon acceptance of the Artwork and Mounting Structure in accordance with Section 9, Donee, and each of its council members, officers, managers, employees, agents, contractors, affiliates, successors, assigns, creditors, attorneys, heirs, executors, and administrators, will release, acquit, and forever discharge Donors and their heirs, successors, and assigns from any and all claims, demands, causes of action, damages, losses, costs, and expenses of any nature whatsoever, whether known or unknown, arising out of or related to: (a) any personal injury, property damage, or death caused by the Artwork, its installation, or its condition at any time following acceptance of the Artwork and Mounting Structure; or (b) any deterioration, structural failure, or collapse of the Artwork or its Mounting Structure resulting from the passage of time, lack of maintenance, environmental conditions, seismic events, or any other cause.

Donee expressly waives any and all rights and benefits conferred upon it by the provisions of California Civil Code Section 1542, which provides: "A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party." Donee acknowledges that it may hereafter discover facts different from or in addition to those now known or believed to be true with respect to the subject matter of this release, and they agree that the release shall be and remain in full force and effect notwithstanding any such different or additional facts.

7.4 Release of Donee from Liability. Donors, on behalf of themselves and their respective successors, assigns, officers, employees, agents, and insurers, hereby release, acquit, and forever discharge Donee and each of its council members, officers, managers, employees, agents, contractors, affiliates, successors, assigns, creditors, attorneys, heirs, executors, and administrators, from any and all claims, demands, causes of action, damages, losses, costs, and expenses of any nature whatsoever, whether known or unknown, arising out of or related to the performance of this Agreement and any breach of any of Donors’ obligations, representations, or warranties set forth in this Agreement.

Donors expressly waive any and all rights and benefits conferred upon them by the provisions of California Civil Code Section 1542, which provides: "A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party." Donors acknowledge that they may hereafter discover facts different from or in addition to those now known or believed to be true with respect to the subject matter of this release, and they agree that the release shall be and remain in full force and effect notwithstanding any such different or additional facts.

7.5 Indemnification of Donors. From and after acceptance of the Artwork and Mounting Structure in accordance with Section 9, Donee shall, to the fullest extent permitted by California law, defend, indemnify, and hold harmless Donors and their respective heirs, successors, and assigns (collectively, "Indemnified Parties") from and against any and all claims, demands, suits, 442308.4
actions, proceedings, losses, damages, liabilities, costs, and expenses (including reasonable attorneys' fees) arising out of or related to: (a) the installation, maintenance, condition, repair, or removal of the Artwork; (b) any personal injury, death, or property damage caused by or related to the Artwork following the Delivery Date; or (c) any failure by Donees to maintain the Artwork in a reasonably safe condition.

The indemnification obligation set forth in Section 7.5 applies regardless of whether the claim is based on negligence, strict liability, breach of duty, or any other legal theory, provided that it shall not apply to any claims arising solely from the Donors' own gross negligence or willful misconduct prior to acceptance of the Artwork and Mounting Structure.

Donors shall provide Donee with prompt written notice of any claim for which indemnification is sought. Donee shall have the right to control the defense of any such claim and Donors shall reasonably cooperate in such defense. Donors shall have the right to participate in any defense at their own expense.

The parties acknowledge that Donee’s indemnification obligations hereunder are subject to applicable provisions of California law governing governmental liability and appropriations, including without limitation the California Government Tort Claims Act (Government Code Section 810 et seq.), and nothing herein shall be construed to expand Donee's liability beyond what is permitted by law. Nothing in this Agreement is intended to expand the liability of Donee beyond that permitted by applicable law, including but not limited to the California Government Tort Claims Act (Government Code Section 810 et seq.) or other provisions of California law governing governmental liability.

7.6 Indemnification of Donee. The Donors and Artist, jointly and severally, hereby release and shall defend and hold harmless the Donee, its officers, officials, employees, volunteers, agents, and contractors from any and all causes of action, suits at law or equity, claims, demands, losses, and liabilities of any nature (including but not limited to attorney’s fees for counsel of the Donee’s choice, expert fees, and all other costs of litigation) actually or allegedly arising out of any act or omission of the Artist, Donors, or any employee, volunteer, agent, or contractor thereof in the performance of this Agreement and/or any breach of any of the Artist’s or Donors’ obligations, representations, or warranties set forth in this Agreement. Notwithstanding the foregoing, where the services to be performed by the Artist or Donors under this Agreement are design professional services as that term is defined under California Civil Code Section 2782.8, the Artist and Donors agree to indemnify, defend, and hold harmless the Donee, its officers, officials, employees, volunteers, agents, and contractors against liability for claims against the Donee that actually or allegedly arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Artist and/or Donors in the performance of this Agreement, provided this indemnity does not apply to liability for damages for bodily injury, property damage or other loss arising from the sole negligence, active negligence or willful misconduct of the Donee, its officers, officials, employees, volunteers, agents, and contractors.

Donee shall be entitled to a defense under this Agreement immediately upon the institution of a claim or action that is covered by this indemnity, even though liability for said claim or action has not yet been determined at the time the duty to defend the Donee hereunder has arisen. The obligations of Artist and Donors under this Section are not limited by the provisions of any workers’ compensation act or similar act. Artist and Donors expressly waive any statutory immunity under such statutes or laws as to the Donee. Artist’s and Donors’ indemnification obligations apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.

8. ARTISTS' RIGHTS AND MORAL RIGHTS

8.1 Copyright. Except as noted in this Agreement, the Artist shall retain all copyrights in all original works of authorship produced under this Agreement. The Artist shall retain all rights under the 442308.4
Copyright Act of 1976, 17 U.S.C. 101 et seq., and all other rights in and to the Artwork except as otherwise set forth in this Agreement. Donee is not responsible for protecting the intellectual property rights of the Artist or for any third-party infringement of the Artist's copyright or, and the Artist agrees to hold the Donee harmless for any such infringement. The Artist represents and warrants that the Artwork is unique and original and does not infringe upon any copyright.

8.2 Intellectual Property License. The Artist grants to Donee, and to the Donee's agents, authorized contractors and assigns, an unlimited, non-exclusive, royalty-free, irrevocable license to (i) use and display the Artwork and Plaques in public or private venues; and (ii) make, display, and distribute, and authorize the making, displaying, and distribution of photographs, images, reproductions, and other derivatives of the Artwork and Plaques without prior approval of or compensation to the Artist or the Donors. Donee shall ensure that such reproductions are made in a professional and tasteful manner, in the sole and reasonable judgment of Donee. The Artist hereby assigns any proceeds from the sale of any such reproductions to Donee. The parties hereby agree that proceeds from the sale of any such reproductions may be used to maintain and support Donee programs.

8.3 Waiver. With respect to the Artwork, the Artist hereby waives any and all claims, arising at any time and under any circumstances, against the Donee, its officers, agents, contractors, employees, volunteers, successors, and assigns, arising under the federal Visual Artists Rights Act (17 U.S.C. §§ 106A and 113(d)), the California Art Preservation Act (California Civil Code §§ 987, et seq.), and any other local, state, federal, or international laws that convey rights of the same nature as those conveyed under 17 U.S.C. § 106A, California Civil Code §§ 987, et seq., or any other type of moral right protecting the integrity of works of art. Specifically, the Artist hereby waives any and all such claims against any future owners of the Artwork and/or Plaques, and their agents, officers and employees. The Artist hereby represents and warrants the Artist is authorized to sign this waiver and assigns to the Donee any and all rights she has or may have, or her heirs, beneficiaries, devisees, or personal representatives have or may have, under the foregoing laws.

The Artist expressly waives, as to the Artist, his successors in interest, and assigns, to the greatest extent allowed by law, any rights Artist, his successors in interest, and assigns may have under California Civil Code Sections 986 through 989. Specifically, but not exclusively, the Artist disclaims, for the Artist, his successors in interest, and assigns, any right to collect a royalty payment upon the sale or transfer of the Artwork and/or Plaques. The Artist also agrees that in no event shall the Artist have the right to place a lien upon the site where the Artwork and/or Plaques is installed or located or upon the Artwork and/or Plaques itself. The Artist, his successors in interest, and assigns shall not be entitled to punitive, consequential, incidental, or other damages under this Agreement.

8.4 Publicity. Donee shall have the right to use the Artist's name, likeness, and biographical information, in connection with the display or reproduction and distribution of the Artwork and/or Plaques including all advertising and promotional materials regarding the Donee.

8.5 Trademark. In the event the Donee’s use of the Artwork or Plaques creates trademark, service mark or trade dress rights in connection with the Artwork or Plaques, the Donee shall have an exclusive and irrevocable right in such trademark, service mark, or trade dress. The Artist and the Donors may not use the Artwork or Plaques in any manner that would cause a likelihood of confusion as to source or sponsorship by the Donee, its agents or assigns, or to dilute the distinctive quality of such mark.

9. DELIVERY AND ACCEPTANCE
Artist and Donors shall coordinate the delivery of the Artwork and Mounting Structure with Donee’s City Manager or a designee thereof. Delivery of the Artwork shall occur on a mutually agreed upon date (the "Delivery Date"). Upon delivery, Donee’s City Manager, or designee thereof, shall execute a written Receipt and Acceptance confirming that the Artwork and Mounting 442308.4
Structure has been received in satisfactory condition. Title transfer, risk of loss, and all ownership responsibility shall pass to Donee upon execution of such written Receipt and Acceptance.

10. INSURANCE

10.1 Each party represents and promises to maintain at its sole cost and expense sufficient insurance to cover the risks it undertakes pursuant to this Agreement and the liabilities that may arise in relation to this Agreement. Each party shall require all of its subcontractors, consultants, and other agents to do the same.

10.2 From and after the Delivery Date, Donee shall be responsible for insuring the Artwork against loss, theft, and damage to the extent Donee deems appropriate in its sole discretion. Donors shall have no obligation to maintain any insurance with respect to the Artwork following acceptance thereof.

11. TERMINATION

11.1 Any party may terminate this Agreement for any reason upon thirty (30) days’ written notice to the other parties.

11.2 Should any party terminate this Agreement prior to delivery to and acceptance of the Sculpture and Mounting Structure by Donee, Donee shall promptly return any unexpended portion of the Cost Contribution to Donors.

11.3 The parties agree that the provisions set forth in Sections 7, 8, and 10 shall survive termination of this Agreement.

12. GENERAL PROVISIONS

12.1 Governing Law and Venue. This Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to its conflict of laws principles.

The venue for ay litigation shall be in Lake County, California and the parties hereby consent to sole jurisdiction in Lake County for purposes of resolving any dispute or enforcing any obligation arising under this Agreement.

12.2 Entire Agreement. This Agreement constitutes the entire agreement of the parties with respect to the subject matter hereof and supersedes all prior negotiations, representations, warranties, and understandings of the parties.

12.3 Amendments. This Agreement may not be modified or amended except by a written instrument signed by all parties.

12.4 Severability. If any provision of this Agreement is found to be unenforceable, such provision shall be modified to the minimum extent necessary to make it enforceable, and the remaining provisions shall continue in full force and effect.

12.5 Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, and all of which together shall constitute one and the same instrument. Electronic or PDF signatures shall be deemed valid.

12.6 Ownership of Documents. Design documents, construction documents, samples, mockups, designs, and all other documents, materials, and items prepared and submitted by Artist and/or Donors to the Donee pursuant to this Agreement shall belong to Donee and be public records subject to the California Public Records Act. The Donors may retain copies thereof and may make additional copies of documents in the possession of Donee upon request. The Artist retains the right to use photographs and design sketches for his use for promotional purposes and grants the same to the Donee.
442308.4

12.7 Excused Failure to Perform. The Artist and/or the Donors shall not be liable for any failure to perform if the Artist and/or the Donors present acceptable evidence, in the Donee’s sole judgment, that such failure was due to causes beyond the control and without the fault or negligence of the Artist and/or the Donors.

12.8 Waiver. No provision, covenant, or condition of this Agreement shall be deemed to have been waived by a party unless in writing signed by one authorized to bind the party asserted to have consented to the waiver. The waiver by a party of any breach of any provision, covenant, or condition of this Agreement shall not be deemed to be a waiver of any subsequent breach of the same or any other provision, covenant, or condition.

12.9 Remedies Non-Exclusive. Each right, power, and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance from the exercise by any party of any one or more of such rights, powers, or remedies shall not preclude the simultaneous or later exercise by such party of any or all of such other rights, powers, or remedies.

12.10 No Third Party Beneficiaries. Except as expressly stated herein, there is no intended third-party beneficiary of any right or obligation assumed by the parties.

12.11 Subcontracting. Artist and Donors shall not delegate, transfer, subcontract, or assign their duties or rights hereunder, either in whole or in part, without the Donee’s prior written consent, and any attempt to do so shall be void and of no effect.

12.12 Binding on Successors. This Agreement shall be binding on the successors and assigns of the parties.

12.13 No Presumption Against Drafter. Each party had an opportunity to consult with an attorney in reviewing and drafting this Agreement. Any uncertainty or ambiguity shall not be construed for or against any party based on attribution of drafting to any party.

12.14 Independent Contractor. Any services performed by Artist and/or Donors will be performed as an independent contractor and in pursuit of Artist’s and/or Donors’ independent calling, and not as an employee of Donee. Artist and/or Donors and any contractor(s), subcontractor(s), or agents thereof shall be responsible for their own insurance (liability, worker’s compensation, health and automotive), retirement contributions, expenses, and state and federal taxes. Artist and Donors acknowledge and agree that the Donee will make no income tax or other withholdings from the amounts payable to Artist and/or Donors pursuant to this Agreement.

12.15 Notice. Any written notices required by this Agreement shall be sent to the following addresses (or to such other addresses as the parties may designate in writing from time to time):

If to Donee:

Attn: Kevin Ingram, City Manager
City of Lakeport
225 Park St.

Lakeport, CA 95713
Telephone: (707) 263-5615
Facsimile: (707) 263-8584
Email: [email protected]
With courtesy copy to:

Mackenzie D. Anderson, Esq.

Colantuono, Highsmith & Whatley, PC
420 Sierra College Drive, Suite 140
442308.4
Grass Valley, CA 95945-5091
Phone (916) 898-0042
Email: [email protected]
If to Donors:

Attn: [Insert Name]
[Insert mailing address]
Telephone: [Insert]
Facsimile: [Insert]
Email: [Insert]
If to Artist:

Attn: [Insert Name]
[Insert mailing address]
Telephone: [Insert]
Facsimile: [Insert]
Email: [Insert]

12.16 Authority. Each party represents and warrants that it has full power and authority to enter into this Agreement and that the person executing this Agreement on behalf of each governmental entity is duly authorized to do so.
442308.4
IN WITNESS WHEREOF, the parties have executed this Gift and Donation Agreement as of the date first written above.

DONORS:
_________________________________ Date: ____________
David Roberts
_________________________________ Date:__________
Neal A. Roberts
_________________________________ Date: ____________
Yuliya Osetrova
CITY OF LAKEPORT:
_________________________________ Date: ____________
Authorized Signatory
Title: _______________________________
442308.4
Exhibit A
Medium: Ceramic
Size: 8’ x 8’ x 4”
Weight: +/-800lbs
Material: Clay - Amaco Bone White; Glaze - Spectrum Shino; Cone: 6
Year: 2022
442308.4
Description: Bas relief image of a blue heron holding a poppy over a marsh ecosystem. The piece was built in Fresno, California to honor the wildlife of the San Joaquin Valley wetlands. This piece was built in anticipation of installing it on a public wall or building.

Community Built: Students from University High School (UHS) helped build Blue Heron during their two-week Winter Intersession. UHS paid for the materials and Fresno State University allowed use of their facilities at the Conley Arts Center. The unfinished piece was transported to the artist’s studio, further developed, cut into tile pieces, and bisque fired by the artist. Students helped glaze the tiles and the artist glaze fired the tiles in studio.

Process: Clay was rolled into a .75in thick canvas. Clay was added and subtracted clay to form the image. The image was cut into 6 - 9in tile pieces, numbered, dried, bisque fired, glazed with Spectrum Shino glazes, and glaze fired to Cone 6.

Blue Heron Tile Mosaic
Silveira Community Center – Main Street

BLUE HERON MOSAIC STORY / BACKGROUND
This story was originally published December 11, 2024 at 5:30 AM.

By Marek Warszawski Fresno Bee
Updated December 12, 2024 11:45 AM
David Roberts shows a photo of a great blue heron ceramic mural that he and a class of University High School students created in 2022. At the moment the pieces of the mural are wrapped up in newspaper and stored in boxes in his garage. He has been trying to find someone willing to invest in having the piece installed along the Lewis S. Eaton Trail in north Fresno to no avail. CRAIG KOHLRUSS [email protected] Read more at: https://www.fresnobee.com/opinion/opn-columns-blogs/marekwarszawski/article296835504.html#storylink=cpy It began as an ambitious class project dreamt by 20 University High School students and Fresno artist David Roberts, their teacher for intersession ceramics.

Together, let’s create a mural large enough for public display that showcases the native habitat of the San Joaquin River and present it to the powers-that-be for installation on the Lewis S. Eaton Trail.

What Roberts and his students came up with, over the course of a few months in early 2022, is a bas-relief sculpture that depicts a great blue heron against a marsh background holding two California poppies in its beak.
“Besides being the apex predator of their ecosystem, I think (blue herons) are elegant looking,” Roberts said. “I love the lines and curves that are created by their bodies.” But instead of standing beside the Eaton Trail or a busy freeway, the striking blue heron remains packed in five boxes containing 350 individually wrapped pieces of glazed and painted ceramics stored in Roberts’ garage.

For more than two years, Roberts has tried in vain to get someone to install the piece. He met with officials from the city’s parks and public works departments – and even scouted out a potential site where the Eaton Trail extends north from Woodward Park across from The Compass.

He wrote to Fresno Mayor Jerry Dyer and multiple council members but received little support. He applied to Caltrans to get the piece installed along freeway 41 but was rejected in favor of out-of-town artists. He lobbied everyone from Fresno State President Saúl Jiménez-Sandoval to Fresno Arts Council Executive Director Lilia Gonzales Chavez to San Joaquin River Parkway and Conservation Trust Executive Director Sharon Weaver.

So far nothing has worked.
“I had no idea it would be so difficult to get this going,” Roberts said. “I’ve pushed and pushed and pushed but am getting no response.” Money is the largest impediment.

The blue heron sculpture is so large (8 feet tall and 8 feet wide) and heavy (Roberts estimates the tiles themselves weigh 800 pounds) that its installation will require a stemwall foundation built from concrete or cinder blocks.

Roberts believes the price tag would be about $75,000, including compensation to himself for installing and grouting the piece. “It’s a great offer, but the offer comes with a caveat,” said Weaver, who runs the nonprofit dedicated to preserving the San Joaquin River Parkway and promoting its educational, recreational and agricultural uses.

Measure P money unspent
Hang on a minute. Isn’t the city flush with taxpayer funding designated for parks, arts and river parkway trails? A sculpture along the Eaton Trail near Woodward Park would seem to qualify for all three.

Unfortunately, things aren’t that simple. Because Roberts isn’t a nonprofit nor sponsored by one, he isn’t eligible for a Measure P arts grant. Nor does the ordinance contain any specific language pertaining to public art.

However, the city has tremendous discretion in how it spends Measure P funds specifically allocated to the San Joaquin River Parkway – or doesn’t. Its fiscal year 2025 budget shows nearly $1.8 million dedicated to the river parkway just sitting around.

Weaver said she has tried to convince city officials to make some of that money available, in the form of grants, to projects that benefit the river parkway. They’ve refused. “The city has wanted to hold Measure P money very close,” Weaver said. “It was a struggle just to get the arts grants going, and besides the contract to the Fresno Arts Council (to administer the arts grants), everything else has stayed in house.” Growing frustrated with the impasse, Roberts appealed to the city’s Parks, Recreation and Arts Commission during its Nov. 18 meeting. By unanimous vote, commission members recommended that money to install the blue heron be included in the parks department’s 2026 budget.
“This is something that’s beautiful, it’s supposed to go on the Eaton Trail, the students took time out to do this,” PRAC chair Kimberly McCoy said. “They came up with something beautiful, and I think we should at least try to make a recommendation to the council to explore it.”
Based on the lack of interest he has received so far, Roberts isn’t getting his hopes up. He’s considering donating the sculpture to another city seeking submissions for public art. “If it fails again, I’m going to take this somewhere else,” he said. “But it was built here. This is where it belongs. I’ve been very adamant about that. But there comes a time when enough is enough.”
Getting a beautiful piece of public art created by local students installed on the city’s signature walking and biking trail should not be this difficult. Not even in Fresno.

Meeting Date: 06/16/2026 Page 1 Agenda Item # VII.B.1.

CITY OF LAKEPORT
City Council ☒
City of Lakeport Municipal Sewer District ☒
Lakeport Industrial Development Authority ☐
Municipal Financing Agency of Lakeport ☐

STAFF REPORT
RE: Delinquent Utility User Accounts MEETING DATE: 6/16/2026 SUBMITTED BY: Danielle Dizon, Finance Director
PURPOSE OF REPORT: ☐Information only ☐ Discussion ☒Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

The City Council is being asked to cause a written report (“Written Report”) to be prepared and filed with the City Clerk containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges, fees, and penalties are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2025 through May 31, 2026.

BACKGROUND/DISCUSSION:

California Health and Safety Code, sections 5473a and sections 13.04.060, 13.20.560, and 8.16.080 of the Lakeport Municipal Code authorize the City to have the delinquent charges collected by means of inclusion on the property tax roll by Lake County. It is advantageous for the City and CLMSD to have delinquent water, sewer and solid waste user charges for the period of June 1, 2025 through May 31, 2026 collected on the tax roll.

To collect on these accounts, the City is required to notify the delinquent account holders via mail and published notice and give them an opportunity to bring their account current.

Utility bills and delinquency notices are mailed monthly. Final notice to delinquent accounts, as of May 31, 2026, will be sent to account holders around June 30th, 2026.

These accounts will be updated as payments are received prior to Council's review at a public hearing on August 4, 2026. Currently, the dollar amount of delinquent accounts is approximately $33,000. The remaining accounts will be sent to the Auditor-Controller.

OPTIONS:

1. Cause a Written Report to be prepared and filed with the City Clerk.

2. Do not cause the preparation of a Written Report but provide direction to staff.

FISCAL IMPACT:
☐ None ☒ $Approximately $33,000 Budgeted Item? ☐Yes ☒ No Budget Adjustment Needed? ☐Yes ☒ No If yes, amount of appropriation increase: $ Affected fund(s): ☒ General Fund ☒ Water OM Fund ☒ Sewer OM Fund ☐ Other:

Comments:

Meeting Date: 06/16/2026 Page 2 Agenda Item # VII.B.1.

COUNCIL PRIORITIES:
☐ Priority #1: Public Safety & Crisis Response
☐ Priority #2: Disaster Resiliency
☒ Priority #3: Good Governance & Fiscal Stability
☐ Priority #4: Capital Infrastructure Improvement
☐ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☐ Priority #6: Economic Development
SUGGESTED MOTIONS:

Move to adopt the resolution to cause a written report to be prepared and filed with the City Clerk regarding delinquent water, sewer and solid waste user charges, fees, and penalties for the period of June 1, 2025 through May 31, 2026 and setting a public hearing on the written report prior to collection on the tax roll. ☒ Attachments: 1. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT AND THE

BOARD OF DIRECTORS OF THE CITY OF LAKEPORT MUNICIPAL SEWER

DISTRICT ELECTING TO HAVE DELINQUENT UTILITY CHARGES COLLECTED ON THE TAX ROLL FOR THE PERIOD OF JUNE 1, 2025 THROUGH MAY 31, 2026,

FIXING THE TIME AND PLACE OF A HEARING ON THE WRITTEN REPORT ON

SUCH CHARGES, AND PRESCRIBING NOTICE OF SUCH HEARING
364566.1 1
RESOLUTION NO. ____ (2026)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT AND THE

BOARD OF DIRECTORS OF THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT

ELECTING TO HAVE DELINQUENT UTILITY CHARGES COLLECTED ON THE TAX ROLL FOR THE PERIOD OF JUNE 1, 2025 THROUGH MAY 31, 2026, FIXING THE

TIME AND PLACE OF A HEARING ON THE WRITTEN REPORT ON SUCH

CHARGES, AND PRESCRIBING NOTICE OF SUCH HEARING
WHEREAS, the City of Lakeport (the “City”) and the City of Lakeport Municipal Sewer District (“CLMSD”) provides certain water, sewer, and solid waste services to its residents and occupants;
WHEREAS, pursuant to section 5473 et seq. of the Health and Safety Code, the City Council/Board of Directors may elect to have delinquent water, sewer and solid waste user charges collected on the tax roll in any fiscal year in the same manner, by the same persons, and at the same time as, together with and not separately from, the general taxes of the City in the manner prescribed by those sections of the Health & Safety Code;
WHEREAS, it is advantageous for the City and CLMSD to have delinquent water, sewer and solid waste user charges for the period of June 1, 2025 through May 31, 2026 collected on the tax roll;
WHEREAS, pursuant to section 5473a of the Health & Safety Code and sections

13.04.060, 13.20.560, and 8.16.080 of the Lakeport Municipal Code, the City Council shall cause a written report (“Written Report”) to be prepared and filed with the City Clerk containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges, fees, and penalties are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2025 through May 31, 2026; and
WHEREAS, prior to adopting the Written Report and the charges therein contained, the City Council/Board of Directors must give notice and hold a hearing thereon.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lakeport and the Board of Directors of the City of Lakeport Municipal Sewer District as follows:

1. The City Council/Board of Directors does hereby elect to have delinquent water, sewer and solid waste user charges, fees, and penalties for the period of June 1, 2025 through May 31, 2026 collected on the tax roll, in the same manner, by the same persons, and at the same time as, together with and not separately from, the general taxes of the City.
364566.1 2

2. The City Council/Board of Directors directs the preparation of the Written Report containing a description of each parcel of real property within the City/CLMSD to which delinquent water, sewer and solid waste user charges are applicable and the amount of the delinquent water, sewer and solid waste user charge, fee, and penalty for each such parcel for the period of June 1, 2025 through May 31, 2026 and further directs the filing of such Written Report with the City Clerk.

3. On Tuesday, August 4, 2026, at 6:00 p.m., the City Council/Board of Directors shall hold a hearing for the purposes of hearing and considering all objections or protests, if any, to the Written Report filed with the City Clerk, which objections and protests must be lodged before the close of the public hearing.

4. The City Clerk shall cause a notice of the filing of the Written Report and of a time and place of hearing thereon to be published in a newspaper of general circulation printed and published once a week for two consecutive weeks in the City and CLMSD, pursuant to section 6066 of the Government Code prior to the date of said hearing, and shall cause a notice in writing of the filing of the Written Report to be mailed at least 15 days in advance to each person to whom any parcel or parcels of real property described in such report is/are assessed in the last equalized assessment roll available on the date the Written Report was prepared, at the address shown on the assessment roll or as known to the City Clerk.

THIS RESOLUTION was passed and adopted by the City Council of the City of Lakeport at a regular meeting held on the 16th day of June, 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

___________________________

BRANDON DISNEY, MAYOR &

CHAIRPERSON
ATTEST:
_____________________________
KELLY BUENDIA, Clerk
City of Lakeport & CLMSD
Meeting Date: 06/16/2026 Page 1 Agenda Item # VII.B.2.
447293.1

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 2026/27 Budget Workshop MEETING DATE: 06/16/2026 SUBMITTED BY: Danielle Dizon, Finance Director
PURPOSE OF REPORT: ☐Information only ☒ Discussion ☐Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

The purpose of this workshop is to provide the City Council and public with an overview of the proposed Fiscal Year 2026/27 budget and to receive feedback prior to formal adoption. This workshop will focus on the General Fund, Water Operations & Maintenance, and Sewer Operations & Maintenance funds.

BACKGROUND/DISCUSSION:

This budget workshop is intended to provide the City Council and public with an overview of the proposed Fiscal Year 2026/27 budget in advance of final adoption. The session will highlight key fiscal trends, summarize departmental budget requests, and review the City's major operating funds—General Fund, Water Operations & Maintenance, and Sewer Operations & Maintenance. The workshop provides an important opportunity for Council to ask questions, offer direction, and identify any adjustments prior to the adoption of the Final Budget.

As reflected in the City Manager’s budget message, the FY 2026/27 budget reflects both progress and fiscal challenges. Rising fixed costs—particularly in the areas of insurance and pension obligations—continue to outpace relatively flat revenues. At the same time, the City is advancing key capital projects, maintaining core services, and positioning itself to respond to economic uncertainties while addressing high-priority community needs.

A special meeting of the City Council has been scheduled for Tuesday, June 30, 2026, to consider adoption of the Final Budget document, incorporating any changes identified through this workshop process.

OPTIONS:

1. Receive the Fiscal Year 2026/27 Budget Workshop presentation and provide direction to staff in preparation for final budget adoption at the special meeting scheduled for June 30, 2026.

2. Take no action.

3. Or alternatively, the Council may provide staff with alternative direction.

FISCAL IMPACT:
☒ None ☐ $ Budgeted Item? ☐Yes ☐ No
Budget Adjustment Needed? ☐Yes ☐ No If yes, amount of appropriation increase: $ Affected fund(s): ☒ General Fund ☒ Water OM Fund ☒ Sewer OM Fund ☒ Other: All Meeting Date: 06/16/2026 Page 2 Agenda Item # VII.B.2.
447293.1
Comments: There is no fiscal impact associated with the workshop itself; financial impacts will occur only upon formal adoption of the FY 2026/27 budget by the City Council.

COUNCIL PRIORITIES:
☒ Priority #1: Public Safety & Crisis Response
☒ Priority #2: Disaster Resiliency
☒ Priority #3: Good Governance & Fiscal Stability
☒ Priority #4: Capital Infrastructure Improvement
☒ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☒ Priority #6: Economic Development
SUGGESTED ACTION:

Receive the Fiscal Year 2026/27 Budget Workshop presentation and direct staff to incorporate Council input in preparation for final budget adoption at the special meeting scheduled for June 30, 2026. ☒ Attachments: 1. FY 2026/27 Budget Overview

2. Revenue & Expenditure Summary

3. City Manager’s Budget Message

4. Department Operating Budgets & Goals
ATTACHMENT 1
FY 2026/27 Budget Overview
2026/27 BUDGET

WORKSHOP
 Schedule
 The document  The budget approach
 Highlights
 Analysis
 Questions
 February
 Develop budgetary approach
and document format  March
 Planning
 Distribute budget instructions
and workbooks to departments
 April  Strategic planning with Council  Evaluate Budget Requests  May
 Reconcile Budget Requests
 Develop CM budget
message and document
draft  June
 Budget Workshop
 Final revisions
 Document finalization
 Adoption
THE DOCUMENT  Elements
 City Manager’s Budget Message
 Summary data
 CIP
 Fund detail  General  Water  Sewer  Other funds
 Departments
 Appendices

CM BUDGET

MESSAGE

CITY-WIDE

SUMMARY

GENERAL FUND

SUMMARY

CAPITAL

IMPROVEMENT

PROGRAM

CHARTS AND
GRAPHS

TRENDS AND

ANALYSIS
Collaborative
Strategic and focused to Council Priorities
Continued emphasis on efficiencies in operations
(technology)
Service delivery effectiveness
Investments prioritized in:

Project Completion
Overcoming Challenges

 Total City revenues:
 $21.2 Million
 Total City expenditures:
 $25.7 Million
 Personnel - $7.9 million
 Operations (Materials, supplies, professional services, etc.) - $6.6 million
 Grant Funded Projects - $4.3 million
 Debt service – $2.5 million
 CIP - $3.7 million
 Other - $700k

UAL Payments:  FY 2024-25 - $171,301
 FY 2025-26 - $351,633 (+105%)  FY 2026-27 - $500,694 (+42%)

ATTACHMENT 2
Revenue & Expenditure Summary

ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET

FUND REVENUES REVENUES REVENUES REVENUES REVENUES
NO. FUND NAME 2022-23 2023-24 2024-25 2025-26 2026-27
110 - GENERAL FUND $ 7,088,630 $ 6,661,975 $ 7,536,170 $ 7,529,139 $ 7,323,100

CAPITAL PROJECTS FUND
130 - GENERAL CAPITAL IMPROVEMENT - - - - -

DEBT SERVICE FUNDS
140 - DEBT SERVICE FUND 261,589 455,743 452,925 428,964 467,076

SPECIAL REVENUE FUNDS
202 - PARKLAND DEDICATION FUND - - - - -
203 - ROADS FUND 107,435 265,632 254,062 141,657 1,645,408 207 - PROP 172 PUBLIC SAFETY TAX 33,812 44,631 44,694 45,000 45,000 209 - LAKEPORT HOUSING PROGRAM FUND 4,001 1,767 3,192 7,553 - 210 - PLHA NAVIGATION CENTER - 138,049 100,261 4,756 -
211 - K-9 FUND - - 8,138 15,000 4,000
219 - APC BIKE AND PEDESTRIAN 10TH ST - 31,903 43,846 (77,923) 78,000 228 - DEPARTMENT BOATING AND WATERWAYS BATHROOMS - - - - - 231 - CDBG 18-MIT-RIP - - - 1,082 1,272,889
232 - ATP PLANNING SIDEWALKS - 72,169 159,101 (25,574) 55,000 233 - CDBG GRANT 2018DR 2,993 5,000 47,733 7,382,048 1,190,275 234 - CDBG GRANT 2021 2,438 112,721 386,688 (23,424) -
236 - CDBG GRANT 2020 122,259 78,148 439,354 (4,747) -
237 - CDBG GRANT 2018 165,573 - - - -
238 - CDBG GRANT 2017 87,042 77,547 - - -
239 - CDBG GRANT 2022 - 19,336 12,603 10,740 -
240 - HOME PROGRAM INCOME 29,051 17,228 9,487 27,272 -
241 - CDBG PROGRAM INCOME 89,850 78,872 356,944 4,157 - 401 - TENTH ST DRAINAGE FUND - - - - -
402 - LAKEPORT BLVD IMPRVMNT FUND - 41,364 (1,280) 70,000 - 403 - SOUTH MAIN ST IMPRVMNT FUND - - - - -
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - -
410 - ER STORM DAMAGE PROJECTS 850 34,466 45,363 6,562 461,964 411 - SAFE ROUTES TO SCHOOLS 104,889 147,040 - - -
413 - LAKESIDE PARK FUND 1,413,886 2,467,146 - - -
414 - STORM DRAINAGE FUND 336 496 2,575 113,055 2,500
415 CITY WIDE STRIPING-HSIP (SAFETY) - 71,035 76,769 - - 420 - 2017 STORM CAPITAL PROJECT FUND - 545,101 23,075 - - Total special revenue 2,164,415 4,249,651 2,012,605 7,697,214 4,755,036

ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 2,453,780 2,827,289 3,064,137 2,792,933 3,273,000 502 - WATER EXPANSION FUND 43,142 5,395 140,486 468,835 30,000 601 - CLMSD UTILITY M & O FUND 3,067,987 3,391,066 3,514,706 3,251,972 3,545,350 602 - CLMSD EXPANSION FUND 39,610 46,151 46,155 548,936 50,500 606 - CLMSD ASSMNT DIST 2017-1 FUND 238,221 238,052 244,633 238,429 240,108 Total enterprise 5,842,740 6,507,953 7,010,117 7,301,105 7,138,958

INTERNAL SERVICE FUNDS
701 - RISK MANAGEMENT FUND - - - 892,401 1,158,675

FIDUCIARY FUNDS
705 - RDA OBLIGATION RETIREMENT FUND 1 544,752 554,827 440,480 465,845 450,154 801 - OPEB AGENCY FUND 2 144,597 152,968 189,205 - -
Total fiduciary 689,349 707,795 629,685 465,845 450,154 Total $ 16,046,723 $ 18,583,117 $ 17,641,502 $ 24,314,668 $ 21,292,999 1 2 Agency funds do not recognize revenues or expenses but rather additions and deductions. * Does not inlcude transfers in
Fiscal Year 2026-27
Revenue Summary by Fund
This is a private purpose trust fund which does not recognize revenues or expenses but rather additions and deductions.

ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET

FUND EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES NO. FUND NAME 2022-23 2023-24 2024-25 2025-26 2026-27
110 - GENERAL FUND $ 6,786,825 $ 6,603,097 $ 6,637,426 $ 5,611,327 $ 8,416,817

CAPITAL PROJECTS FUND
130 - GENERAL CAPITAL IMPROVEMENT - 3,005 1,145,975 82,618 -

DEBT SERVICE FUNDS
140 - DEBT SERVICE FUND 261,505 455,231 452,525 428,964 467,076

SPECIAL REVENUE FUNDS
202 - PARKLAND DEDICATION FUND - - - - -
203 - ROADS FUND 5,950 467,316 293,281 483,306 1,190,000 207 - PROP 172 PUBLIC SAFETY TAX 156,841 44,630 44,694 45,000 45,000 209 - LAKEPORT HOUSING PROGRAM FUND 2,522 16,981 - - -
210 - PLHA NAVIGATION CENTER - 138,049 100,389 - -
211 - K-9 FUND 15,743 7,367 6,165 12,178 6,800
212 - C-PLHA (PERMANENT LOCAL HOUSING ALLOC) - - 1,328,395 1,377,717 219 - APC BIKE AND PEDESTRIAN 10TH ST - 31,903 43,846 50 - 228 - DEPARTMENT BOATING AND WATERWAYS BATHROOMS - - - - - 231 - CDBG 18-MIT-RIP - - - 1,132 1,272,889
232 - ATP PLANNING SIDEWALKS - 72,169 159,101 - -
233 - CDBG GRANT 2018DR 2,993 5,000 47,733 6,120,666 1,190,275 234 - CDBG GRANT 2021 2,438 112,721 386,688 7,725 -
236 - CDBG GRANT 2020 122,259 78,147 439,354 - -
237 - CDBG GRANT 2018 162,573 13,783 - - -
238 - CDBG GRANT 2017 75,413 - - - -
239 - CDBG GRANT 2022 - 19,336 12,603 11,500 -
240 - HOME PROGRAM INCOME - 32,183 3,500 3,500 10,000
241 - CDBG PROGRAM INCOME 17,625 - 105,925 460,000 -
401 - TENTH ST DRAINAGE FUND - - - 87,087 -
402 - LAKEPORT BLVD IMPRVMNT FUND - 246,371 58,235 (144,698) - 403 - SOUTH MAIN ST IMPRVMNT FUND - - - 32,031 -
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - -
410 - ER STORM DAMAGE PROJECTS - 34,466 45,362 49,313 461,964 411 - SAFE ROUTES TO SCHOOLS 104,889 (600) - - -
413 - LAKESIDE PARK FUND 608,884 2,467,146 - - -
414 - STORM DRAINAGE FUND - 68,560 35,668 27,833 122,000 415 CITY WIDE STRIPING-HSIP (SAFETY) - 71,036 76,769 - - 420 - 2017 STORM CAPITAL PROJECT FUND 17,184 743,137 23,074 - - Total special revenue 1,295,314 4,669,701 1,882,387 8,525,018 5,676,645

ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 2,357,691 3,505,002 3,503,322 3,557,914 3,660,381 502 - WATER EXPANSION FUND 14,302 9,349 8,915 67,817 460,000 601 - CLMSD UTILITY M & O FUND 3,229,343 4,152,547 3,657,776 3,818,174 4,209,308 602 - CLMSD EXPANSION FUND 489,377 5,874 (116,139) 48,796 965,000 606 - CLMSD ASSMNT DIST 2017-1 FUND 75,129 65,104 55,153 222,614 244,433 Total enterprise 6,165,842 7,737,876 7,109,027 7,715,315 9,539,122

INTERNAL SERVICE FUNDS
701 - RISK MANAGEMENT FUND - - - - 1,158,675

FIDUCIARY FUNDS
705 - RDA OBLIGATION RETIREMENT FUND 1 282,844 244,300 234,057 434,503 477,513 801 - OPEB AGENCY FUND 2 144,597 152,968 189,205 16,475 - Total fiduciary 427,441 397,268 423,262 450,978 477,513 Total $ 14,936,927 $ 19,866,178 $ 17,650,602 $ 22,814,220 $ 25,735,848 1 2 Agency funds do not recognize revenues or expenses but rather additions and deductions. * Does not inlcude transfers out
Fiscal Year 2026-27
Expenditure Summary by Fund
This is a private purpose trust fund which does not recognize revenues or expenses but rather additions and deductions.

ATTACHMENT 3
City Manager’s Budget Message
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City Manager’s Budget Message
The Fiscal Year 2026/27 budget reflects both the opportunities and challenges facing the City of Lakeport as we continue working to provide high-quality services, maintain critical infrastructure, and invest in our community's future. While the City remains fiscally stable and well-positioned to meet its current obligations, the long-term financial outlook continues to require careful planning, disciplined decision-making, and a relentless focus on maximizing every available public dollar.

A central theme of this budget is the growing disconnect between revenue growth and the cost of providing public services. Lakeport remains heavily dependent upon sales tax revenue, which accounts for approximately twothirds of the General Fund and remains highly vulnerable to economic fluctuations, changing consumer spending patterns, and long-term structural shifts in California's economy. This reality reinforces the importance of supporting local businesses and encouraging residents to shop locally whenever possible, as local spending directly supports the public services residents rely upon every day.

At the same time, the City continues to experience significant increases in operating costs. Over the past five years, expenses related to pensions, healthcare, insurance, and employee compensation have increased substantially, often at rates that far exceed revenue growth. While these investments are necessary to attract and retain qualified employees and maintain essential services, they create increasing pressure on the City's ability to fund new initiatives and maintain long-term financial sustainability.

The practical result is that the General Fund is increasingly focused on supporting the core services residents expect from local government, including public safety, parks, streets, planning, and administrative functions. Largescale infrastructure improvements can no longer rely solely on local revenues and instead require a combination of grants, partnerships, borrowing, and other external funding sources. For this reason, one of the primary themes of Fiscal Year 2026/27 is project readiness. Following the completion of several major water, sewer, and roadway improvement projects over the past several years, the City is now focused on preparing the next generation of projects through planning, engineering, environmental review, and design. Communities that have completed this foundational work are often best positioned to secure highly competitive state and federal funding opportunities.

Another significant focus for the coming year is workforce stability and succession planning. Like many local governments, Lakeport faces the prospect of several key retirements within the next few years. Ensuring continuity of service requires thoughtful investments in recruitment, leadership development, training, and preservation of institutional knowledge so that the organization remains strong regardless of personnel changes.

The pages that follow highlight the accomplishments of the past year, identify the City's key goals for Fiscal Year 2026/27, and outline how departmental work plans support the City Council's adopted policy priorities.

Collectively, they reflect a commitment to responsible stewardship, long-term planning, and continued investment in the people, infrastructure, and partnerships that make Lakeport a strong and resilient community.

KEY GOALS FOR FISCAL YEAR 2026/27
• South Lakeport Water Resiliency & Fire Suppression Project: Continue advancing design, annexation processing, and funding strategies for the South Lakeport Water Resiliency and Fire Suppression Project in partnership with the County of Lake. This critical regional infrastructure project will extend municipal water service and fire protection capabilities to the South Main Street and Soda Bay Road corridor, improving emergency response, supporting existing businesses and residents, and strengthening long-term community resiliency.
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• Succession Planning, Workforce Stability & Public Safety Staffing: Implement a coordinated citywide succession planning strategy to prepare for anticipated retirements in key leadership and operational positions while preserving institutional knowledge and maintaining service levels. Particular emphasis will be placed on maintaining a strong recruitment pipeline within the Police Department through academy sponsorships, lateral recruitment efforts, leadership development, and continued implementation of a budgeted overstaffing strategy designed to reduce vacancy lag times and ensure consistent patrol readiness. • Rebuilding Capital Improvement Program Capacity & Project Readiness: Following several years of significant investment in roadway, utility, and public facility infrastructure, focus on rebuilding capital reserves while advancing engineering, environmental review, design, and planning efforts necessary to position future projects for implementation. Maintaining project readiness remains essential to competing successfully for state and federal grant funding and addressing long-term infrastructure needs that exceed available local resources.
• Revenue Sustainability & Financial Resiliency: Continue implementing a long-term strategy focused on maintaining the City’s financial health and organizational sustainability. Recognizing that the cost of providing public services continues to outpace revenue growth, the City will pursue a combination of revenue enhancement opportunities, operational efficiencies, risk management initiatives, and long-range financial planning efforts. This work is not defined by any single solution, but rather by the continual evaluation of opportunities to strengthen revenues, control costs, and avoid future service reductions. • General Plan and Housing Element Updates: Begin preparation for the next cycle of General Plan and Housing Element updates, two of the most significant planning efforts required under State law. Early preparation will allow the City to better manage future workload demands, budget impacts, consultant needs, and public outreach requirements while ensuring compliance with evolving state mandates and positioning the community for future growth and investment opportunities.

These key goals reflect the City’s focus on balancing immediate service delivery needs with long-term organizational sustainability. By investing in critical infrastructure, maintaining workforce stability, strengthening financial resiliency, and preparing for future planning and development opportunities, Lakeport will continue building upon recent accomplishments while positioning itself to successfully address future challenges and opportunities. 2025-26 FISCAL YEAR IN REVIEW
As we reflect on Fiscal Year 2025/26, the City of Lakeport continued to demonstrate that small communities can accomplish extraordinary things when guided by a clear vision, strong partnerships, and a commitment to long-term planning. Guided by the City Council’s priorities and supported by a dedicated staff, the City advanced major infrastructure projects, strengthened public safety services, expanded community partnerships, supported economic development and housing opportunities, and completed numerous planning initiatives that will help position Lakeport for future investment and grant funding opportunities.

One of the most significant accomplishments of the year was the completion of the City’s $8 million Water and Sewer Main Replacement Project. This effort replaced approximately two miles of aging water main and one mile of sewer main, modernizing critical infrastructure that will serve the community for decades to come. The utility improvements were coordinated with roadway rehabilitation along Martin Street and Lakeshore Boulevard, maximizing the value of public investment while restoring critical transportation corridors impacted by construction activities. Additional progress was made on utility modernization initiatives, including continued advancement of the Green Ranch Well Project and conversion of treatment facilities to safer sodium hypochlorite disinfection systems.
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Separate from the utility replacement effort, the City also completed a major rehabilitation of the South Main Street corridor between First Street and Lakeport Boulevard. In addition to roadway improvements, the project included the construction of several new sidewalk segments in areas where pedestrian facilities previously did not exist, improving accessibility, connectivity, and pedestrian safety along one of the community’s most important transportation corridors. Together, these projects represent one of the largest infrastructure investment periods in the City’s recent history and reflect the City’s ongoing commitment to maintaining and modernizing essential public infrastructure.

The City also made important progress in public safety. The Lakeport Police Department successfully maintained service levels despite ongoing recruitment challenges while continuing to strengthen its leadership team through the promotions of Lieutenant Cooley, Sergeant Freitas, and Sergeant Johnson. Investments in technology and innovation further enhanced the effectiveness of the Department’s small but highly capable workforce. New AIassisted public safety camera systems were deployed at Library Park, Xabatin Park, and Westside Park, while additional technology tools were implemented to support crime analysis, report writing, and evidence-based policing strategies. Combined with the continued expansion of the Behavioral Health Co-Responder Program and strong community policing efforts, these investments have helped improve service delivery while strengthening community safety.

Significant progress was also made on several projects that will shape Lakeport’s future. Design efforts advanced on the South Lakeport Water Resiliency and Fire Suppression Project, a transformative regional initiative that will extend municipal water infrastructure and fire protection capabilities into the South Main Street and Soda Bay Road corridor. Coordination with the County of Lake continued to ensure integration with the County’s planned roadway improvements while positioning the project for future funding opportunities and implementation.

Housing and community development efforts also gained considerable momentum. Construction moved into the vertical phase on the Parkside Apartments project, bringing the community one step closer to the addition of 64 new affordable housing units. At the same time, the City continued supporting several major development projects, including the Vista Point Healthcare and Retail Campus, Justice-Involved Housing Project, Lake County Head Start Center, Mental Health Assistive Care Facility, Disney Boat Rentals project, and the new Lakeport Courthouse. Collectively, these investments represent millions of dollars in public and private investment and will help expand housing, healthcare, childcare, recreation, and employment opportunities throughout the community.

Partnerships continued to play a critical role in expanding services and opportunities for residents. Through a new partnership with the Lake County Arts Council, the Silveira Community Center has become increasingly available for community programming, educational activities, and public events during evenings and weekends, greatly expanding utilization of this important community asset. The City also continued its partnership with the Westside Community Park Committee to advance the Westside Community Trails Park project, a visionary effort that will ultimately create more than 300 acres of multi-use trails on City-owned property. Additional collaborative efforts through the Lakeport Community Council, Clear Lake Environmental Research Center, Lake County Recreation Agency, and numerous community organizations further demonstrated the value of leveraging partnerships to expand community capacity beyond what City resources alone could provide.

Economic development efforts focused on supporting local businesses, reducing commercial vacancies, and positioning Lakeport for future growth. A notable accomplishment was the formation of the Business Outreach Working Group through the Lakeport Economic Development Advisory Committee. Developed as a grassroots initiative by committee members, the group was created to strengthen direct engagement with local businesses, better understand their challenges and opportunities, and identify practical ways the City and community partners can support their success. Building upon this effort, the City expanded analysis of retail leakage and visitor spending patterns, supported ongoing reinvestment at local lodging properties, and continued efforts to attract investment to key commercial sites throughout the community. At the same time, development activity remained strong with numerous public and private projects moving through the entitlement and permitting process.

Perhaps most importantly, the City continued investing in the planning and technical studies necessary to compete for outside funding and prepare future projects for implementation. During the year, the City completed or 4 | Page
advanced numerous planning efforts, including the Water and Sewer System Master Plan, Local Hazard Mitigation Plan, Active Transportation Plan, Countywide Evacuation Plan, Housing Conditions Survey, Fee Study, and Dutch Harbor Hotel Feasibility Update. While these studies may not always receive the same attention as visible construction projects, they are essential tools that position Lakeport to pursue grants and alternative funding sources. In an era when local revenues alone are insufficient to meet growing infrastructure and service demands, maintaining project readiness and aggressively pursuing outside funding opportunities remain critical to the City’s long-term success.

Fiscal Year 2025/26 was a year defined by implementation, partnership, and progress. From major infrastructure investments and public safety enhancements to housing development, community partnerships, and economic development initiatives, the City continued to deliver meaningful results for residents while laying the foundation for future opportunities. Despite ongoing fiscal challenges and increasing service demands, Lakeport remains wellpositioned to build upon this momentum through thoughtful planning, strategic investment, and continued collaboration with our regional partners and community stakeholders. We thank the City Council, City staff, community partners, and residents for their continued support and dedication as we work together to shape Lakeport’s future.

BUDGET YEAR 2025/26 FINANCIAL HIGHLIGHTS
I am pleased to present a Fiscal Year 2026/27 budget that remains structurally balanced while continuing to support the City Council’s priorities and maintain the high level of service residents have come to expect. The budget reflects a thoughtful approach to balancing current operational needs with long-term financial sustainability and positions the City to continue investing in infrastructure, public safety, and community priorities despite an increasingly challenging fiscal environment.

The most significant financial challenge facing the City continues to be the growing gap between revenue growth and the cost of providing public services. While General Fund revenues have remained relatively stable over the past several years, expenditures associated with pensions, employee compensation, healthcare, and insurance continue to rise at rates that significantly outpace revenue growth. Pension costs alone have increased General Fund Long-Term Fiscal Analysis
While the City remains financially stable, long-term projections demonstrate the importance of continued fiscal discipline, revenue diversification, and careful management of rising operating costs. 5 | Page
dramatically in recent years, with Unfunded Accrued Liability payments rising from approximately $171,000 in FY 2024/25 to more than $500,000 budgeted in FY 2026/27. Medical insurance premiums increased 23% this year, while property and liability insurance costs have experienced multiple years of substantial increases. These trends are not unique to Lakeport, but they do place increasing pressure on the City's ability to maintain services and fund new initiatives.

The City remains heavily dependent upon sales tax revenue, which accounts for approximately 70% of General Fund tax revenues and continues to be influenced by broader economic conditions, consumer spending habits, and fluctuations within key sectors such as fuel sales and automobile purchases. While recent investments by businesses such as Marshall’s and Tractor Supply have strengthened portions of the local retail market, sales tax performance remains volatile and highlights the importance of both supporting local businesses and maintaining a diversified revenue base. As demonstrated throughout this budget document, the continued growth of local revenues alone is unlikely to keep pace with rising operating costs over the long term.

General Fund Revenue Composition Since Measure Z
General Fund revenues have remained relatively stable over the past five years; however, the City's continued reliance on sales tax highlights the importance of supporting local businesses and maintaining a diversified revenue base.

Despite these challenges, the City remains in a strong financial position. Through years of prudent financial management, General Fund reserves remain at approximately 95% of annual operating expenditures, providing an important safeguard against economic uncertainty and unforeseen challenges. Current projections indicate that FY 2026/27 will be supported by available fund balance carryover from the prior fiscal year while maintaining healthy General Fund Balance Analysis
Caption: General Fund reserves remain at historically strong levels, providing the City with financial stability and flexibility to respond to economic uncertainty, unforeseen emergencies, and strategic one-time investment opportunities. 6 | Page
reserve levels. These reserves provide flexibility for one-time investments and strategic opportunities while ensuring the City remains prepared for future economic fluctuations.

A key theme of this year's budget is the transition from major project construction to project readiness. Over the past several years, the City has completed substantial investments in water, sewer, roadway, and public facility infrastructure. While important capital projects will continue in FY 2026/27, including Lakeport Boulevard corridor improvements, ADA upgrades at the Silveira Community Center, emergency drainage repairs, fleet replacement, and continued design of the South Lakeport Water Resiliency and Fire Suppression Project, much of the City's capital investment strategy is now focused on engineering, environmental review, and design work necessary to develop shovel-ready projects. This approach recognizes that the General Fund alone cannot support the community's long-term infrastructure needs and that future success will depend upon maintaining readiness for state and federal grant opportunities, partnerships, and other alternative funding sources.

The City's enterprise funds remain stable, benefiting from recent infrastructure investments and prior rate adjustments. However, both the Water and Sewer Funds are approaching the conclusion of their current rate study cycles, and ongoing utility rate analyses are underway to ensure these systems remain financially sustainable while continuing to provide reliable service and support future capital needs. Current projections indicate both funds will end FY 2026/27 in a positive position, supported by stronger-than-anticipated results from the current fiscal year.

Overall, the Fiscal Year 2026/27 budget reflects a commitment to fiscal responsibility, long-term planning, and strategic investment. While the challenges associated with rising costs and stagnant revenues are real, the City remains well-positioned to navigate those pressures through disciplined financial management, strong reserve policies, aggressive pursuit of external funding, and a continued focus on delivering efficient and effective public services.

FISCAL YEAR 2026/27 PROJECTS AND GOALS
As highlighted throughout this budget document, the City continues to face a challenging fiscal environment in which the cost of providing services, maintaining infrastructure, and supporting a quality workforce continues to outpace revenue growth. While many major revenue sources have remained relatively flat, inflationary pressures, rising insurance and healthcare costs, pension obligations, and increasing construction expenses continue to place significant demands on limited financial resources.

Over the past several years, the City has successfully completed an unprecedented number of major capital improvement projects, including significant investments in water, sewer, roadway, and public facility infrastructure.

As a result, Fiscal Year 2026/27 represents a transition year focused on rebuilding capital reserves, strengthening long-term financial sustainability, and preparing the next generation of projects for implementation. Rather than emphasizing numerous large-scale construction projects, this year’s work program places a strong emphasis on project readiness through planning, design, engineering, environmental review, and other activities necessary to position projects competitively for future state and federal funding opportunities.

The continued pursuit of grants and external funding sources remains essential to addressing long-term infrastructure needs and advancing community priorities. Communities that have completed the necessary planning and technical work are often best positioned to secure these highly competitive funding opportunities.

Consequently, many of the goals outlined in this budget emphasize the foundational work required to move projects efficiently from concept to construction when funding opportunities become available. 7 | Page
Another significant theme reflected throughout this year’s goals is workforce stability and succession planning. The City anticipates several key retirements within leadership and operational positions over the next several years.

Ensuring continuity of service requires proactive efforts to recruit and retain talented employees, develop future leaders, preserve institutional knowledge, and maintain the organizational capacity necessary to provide highquality public services.

The City Council has developed six (6) key priority areas to further focus monetary and staff resources. These priority areas are outlined more comprehensively elsewhere within this document and are listed here:
• Public Safety and Crisis Response
• Disaster Resiliency
• Good Governance and Fiscal Responsibility
• Capital Infrastructure Improvement
• Safe, Sustainable & Attractive Neighborhoods
• Economic Development
My job as City Manager is to implement programs, activities, and directives that further progress within these established City Council priority areas. Department heads have tailored their goals and work plans with these priorities in mind and structured their budget requests accordingly. While many of the proposed projects and initiatives build upon efforts already underway, each has been selected because it advances one or more of the City Council’s identified priorities. The following sections summarize how departmental goals and activities support these policy priorities and help move the City toward its long-term vision for Lakeport’s future.

Public Safety and Crisis Response. The Lakeport City Council’s adopted Public Safety and Crisis Response objectives emphasize maintaining a highly trained and responsive law enforcement organization, advancing compassionate approaches to homelessness and behavioral health challenges, strengthening community policing, and supporting prevention and education efforts that contribute to long-term community safety. The City’s FY 2026/27 goals further these objectives through a coordinated focus on staffing stability, community partnerships, crisis response initiatives, and strategic investments in public safety equipment and infrastructure.

Building a Sustainable Police Workforce
The most significant public safety challenge facing the City continues to be the attraction and retention of qualified law enforcement personnel. Like many small rural agencies, the Lakeport Police Department provides officers with broad experience across all facets of policing, creating highly capable professionals who are often attractive candidates for larger agencies offering higher compensation and expanded career opportunities. While the City takes pride in developing well-rounded law enforcement professionals, this reality creates an ongoing challenge in maintaining full staffing levels.

Although the Department has been successful in recruiting new officers, the process of background investigations, academy training, and field training often requires 12 to 18 months before a new officer becomes fully deployable.

In contrast, experienced officers leaving for other agencies can transition in a matter of weeks. To address this challenge, the City’s primary focus this year is the development of a permanent budgeted overstaffing program.

Building upon a Council-supported practice utilized over the past several years, the City intends to permanently budget for two additional officer positions beyond the Department’s standard authorized staffing level. This strategy will allow the Department to continuously recruit and train personnel, reducing vacancy lag times and helping ensure consistent patrol readiness.

Maintaining a stronger staffing cushion also helps reduce overtime demands and employee fatigue while supporting officer wellness, retention, and the Department’s ability to maintain proactive community policing efforts. These efforts will be complemented by continued investments in leadership development, succession planning, and professional growth opportunities that support long-term organizational stability. 8 | Page
Community Policing and Crisis Response Partnerships
The City will continue to maintain and expand programs that strengthen connections between law enforcement and the community. These include the School Resource Officer program, investigative functions, and community policing initiatives that promote visibility, trust, and collaborative problem-solving. These programs directly support the Council’s objective of fostering meaningful relationships between officers and residents while helping address public safety concerns proactively rather than reactively.

Recognizing that many calls for service involve behavioral health, homelessness, or substance abuse concerns, the City will also continue strengthening its co-responder partnership with behavioral health professionals. This collaborative model allows trained mental health practitioners to work alongside law enforcement personnel during crisis situations, improving outcomes for individuals in need while allowing officers to focus on core public safety responsibilities. The partnership reflects the Council’s commitment to compassionate, coordinated, and effective responses to complex community challenges.

Investing in Public Safety Infrastructure
The City will continue investing in the tools and infrastructure necessary to support modern policing. This includes completing planned replacement cycles for patrol vehicles, in-car camera systems, patrol rifles, and other essential equipment, including the purchase of two new police vehicles during FY 2026/27. The City will also continue developing a long-term strategy for maintaining and expanding public safety camera systems in parks and other key public spaces. These investments improve officer safety, enhance investigative capabilities, increase accountability, and contribute to a safer environment for residents and visitors alike.

Together, these initiatives advance the Council’s Public Safety and Crisis Response priorities by strengthening workforce stability, expanding community partnerships, enhancing crisis intervention capabilities, and ensuring the Department has the personnel and equipment necessary to provide professional, responsive, and communitycentered public safety services.

Disaster Resiliency. The Lakeport City Council’s adopted Disaster Resiliency objectives emphasize reducing hazard risks, enhancing preparedness, strengthening emergency response capabilities, and supporting effective recovery efforts following disasters. The Fiscal Year 2026/27 goals advance these objectives through strategic infrastructure investments, regional collaboration, facility improvements, and continued implementation of disaster preparedness and hazard mitigation programs designed to strengthen the community’s ability to withstand, respond to, and recover from emergencies.

South Lakeport Regional Water Resiliency and Fire Suppression Project The South Lakeport Regional Water Resiliency and Fire Suppression Project remains one of the City’s highest disaster mitigation priorities. Working closely with the County of Lake, the City continues advancing the design of a new municipal water system extension serving the South Main Street and Soda Bay Road corridor while coordinating implementation with the County’s planned roadway improvement project. This critical regional infrastructure investment will provide municipal water service, fire hydrants, and improved fire suppression capabilities to an area currently underserved by public water infrastructure and increasingly vulnerable to wildfire threats.

The City will also continue processing a revised annexation application through Lake LAFCo focused on properties seeking municipal water service. By integrating land use planning, infrastructure development, and regional cooperation, the project significantly advances the Council’s goals of reducing hazard exposure, improving emergency response capabilities, and strengthening long-term community resiliency. Staff will continue pursuing grant and funding opportunities necessary to move the project toward construction while maximizing coordination with the County’s corridor improvements.

Preparedness, Recovery, and Regional Coordination
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Lakeport’s disaster resiliency efforts are strengthened through ongoing collaboration with regional partners, including the County of Lake and the City of Clearlake. The City will continue implementing priorities identified in the Local Hazard Mitigation Plan, Emergency Operations Plan, and Countywide Evacuation Plan while integrating disaster preparedness and hazard mitigation principles into long-range planning activities. These efforts improve emergency readiness, strengthen interagency coordination, and position the City to remain competitive for future state and federal resilience funding opportunities.

The City will also continue maintaining and updating emergency response procedures, training programs, and resource coordination efforts to ensure preparedness for a wide range of potential hazards, including wildfire, flood, severe weather, utility disruptions, and other emergencies. Through continued planning and regional cooperation, the City seeks to enhance both immediate response capabilities and long-term recovery capacity.

Community Facilities and Resiliency Infrastructure
The revitalization of the Silveira Community Center further contributes to the City’s resiliency objectives. Through implementation of ADA improvements funded by Community Development Block Grant resources, the facility will become more accessible, functional, and sustainable as a year-round community asset. In addition to serving everyday community needs, the facility provides a valuable resource that can support emergency operations, community recovery efforts, sheltering functions, and neighborhood-level response activities during future disasters.

Together, these initiatives reflect a practical and comprehensive approach to disaster resiliency. Through investments in critical infrastructure, emergency preparedness, regional coordination, and community facilities, the City of Lakeport continues to strengthen its ability to withstand, respond to, and recover from future emergencies while protecting residents, businesses, and essential public services.

Good Governance & Fiscal Responsibility. The Lakeport City Council’s adopted Good Governance & Fiscal Responsibility objectives emphasize transparent decision-making, responsible stewardship of public resources, efficient service delivery, proactive risk management, and long-term organizational stability. While many of the City’s most visible accomplishments are represented by completed infrastructure projects and public services, those outcomes are only possible when supported by strong planning, sound financial management, and effective organizational systems. The Fiscal Year 2026/27 goals reflect a continued commitment to strengthening these foundational elements of government while positioning the City to meet future challenges and opportunities.

Building the Foundation for Long-Term Financial Sustainability Following several years of significant investment in roads, water, wastewater, and other public infrastructure, the City’s focus will shift toward rebuilding capital reserves, strengthening long-term financial sustainability, and ensuring that future investments remain aligned with available resources. A key component of this effort will be maintaining a disciplined approach to project planning and capital budgeting while continuing to position priority projects for future grant funding opportunities.

The City will undertake several important financial planning initiatives designed to ensure long-term sustainability and transparency. These include completion of a utility rate study and Proposition 218 process, implementation of a citywide cost-of-service fee study, and continued development of Finance Department capabilities related to longrange forecasting and strategic financial planning. In addition, staff will continue updating long-range capital planning documents, including the Water and Sewer Capital Improvement Program, to better align infrastructure needs with available financial resources. Together, these efforts help ensure that revenues remain aligned with service delivery costs while providing a sustainable framework for future public investments.

Strengthening Organizational Stability and Workforce Readiness Good governance depends upon strong institutions and knowledgeable employees. Over the next several years, the City anticipates a number of retirements among key leadership and operational positions. In response, the City will 10 | Page
implement a coordinated succession planning strategy focused on leadership development, recruitment, workforce retention, and preservation of institutional knowledge.

This effort extends beyond simply filling future vacancies. Departments will document critical procedures, improve workflow efficiencies, establish structured knowledge-transfer processes, and expand professional development opportunities to ensure organizational continuity. The City will also conduct a comprehensive market assessment of employee compensation and benefits to better understand recruitment and retention challenges while supporting informed labor negotiations and workforce planning decisions. These initiatives help ensure that Lakeport remains capable of delivering high-quality public services despite increasing competition for qualified employees and an evolving labor market.

Managing Risk and Modernizing Government Operations
Another significant priority is strengthening the City’s risk management framework. Rising insurance costs, healthcare expenses, and liability exposures continue to create challenges for local governments throughout California. Through continued participation in the California Intergovernmental Risk Authority (CIRA), modernization of personnel policies, updating employee job descriptions, and completion of ADA accessibility improvements, the City is working to reduce organizational risk exposure while enhancing regulatory compliance and operational resilience.

The City will also continue investing in systems and processes that improve efficiency, accountability, and service delivery. Implementation of a comprehensive grant management and monitoring database will improve oversight of the City’s growing portfolio of grant-funded projects while strengthening compliance, reporting, and strategic resource allocation. Similarly, early preparation for future updates to the General Plan and Housing Element will position the City to address state planning requirements in a thoughtful and fiscally responsible manner.

Together, these initiatives represent a comprehensive approach to good governance and fiscal responsibility. By focusing on financial sustainability, workforce stability, risk management, and organizational effectiveness, the City of Lakeport is strengthening the systems and processes that support effective government operations and responsible stewardship of public resources. While these efforts may not always be the most visible to the public, they are essential to maintaining a resilient, responsive, and financially sustainable organization capable of serving the community for years to come.

Capital Infrastructure Improvement. The Lakeport City Council’s adopted objectives for Capital Infrastructure Improvement emphasize establishing clear infrastructure priorities, pursuing diverse funding opportunities, and ensuring projects are thoughtfully planned and positioned for successful implementation. The Fiscal Year 2026/27 Capital Improvement Program reflects these priorities through a balanced approach that combines continued investment in critical infrastructure with a strong emphasis on project readiness and long-term asset management.

Over the past several years, the City has completed an unprecedented level of capital investment, including approximately $8 million in water and sewer infrastructure improvements and major roadway rehabilitation projects along South Main Street, Martin Street, and Lakeshore Boulevard. These projects have significantly improved the reliability of critical infrastructure systems while addressing long-standing maintenance needs throughout the community. As a result, the coming fiscal year represents a transition period focused on rebuilding capital reserves, advancing project planning efforts, and positioning future projects for construction as funding opportunities become available.

Advancing Strategic Infrastructure Investments
One of the City’s highest-priority capital projects remains the South Lakeport Water Resiliency and Fire Suppression Project. Working in partnership with the County of Lake, the City continues to advance the design of a new municipal water system extension serving the South Main Street and Soda Bay Road corridor. This critical infrastructure project will provide public water service, fire hydrants, and enhanced fire suppression capabilities to an area that currently 11 | Page
lacks adequate public water infrastructure while supporting future annexation and economic development objectives.

Additional capital investments scheduled for FY 2026/27 include construction of the Hartley Culvert and Forbes Creek Emergency Repair Projects, completion of the 10th Street Culvert and Sidewalk Project, expansion of the concrete area surrounding the City’s splash pad facility, and continued implementation of utility system improvements identified through the City’s Capital Improvement Program. Water system projects include advancement of a new municipal well and continued conversion of treatment facilities to sodium hypochlorite disinfection systems, improving both reliability and operational efficiency throughout the utility network.

Project Readiness and Funding Strategy
A major focus of the upcoming fiscal year will be advancing project readiness through completion of design, engineering, environmental review, and funding strategies necessary to move projects efficiently into construction.

As state and federal grant programs become increasingly competitive, maintaining a portfolio of shovel-ready projects remains essential to addressing the City’s long-term infrastructure needs.

A key example of this strategy is completion of the design phase for Lakeport Boulevard Phase I and continued coordination with the California Transportation Commission regarding future construction funding opportunities.

The City will also continue rebuilding and updating its Capital Improvement Program to ensure infrastructure priorities remain aligned with available resources while positioning projects to compete successfully for outside funding.

Maintaining Existing Infrastructure and Public Assets
The City will continue implementing a strategic, data-driven pavement management program focused on improving roadway conditions while maximizing the useful life of existing infrastructure. Building upon significant corridor improvements completed over the past decade, the City will balance investments between major roadway rehabilitation projects and preventative maintenance strategies such as chip sealing and microsurfacing. This “keep good roads good” philosophy allows the City to preserve infrastructure investments while reducing future reconstruction costs.

Roadway maintenance priorities will continue to be evaluated based on available funding and staffing resources, with increasing opportunities to expand investment into neighborhood streets as major corridor improvements reach completion. This balanced approach supports both economic activity and neighborhood quality of life while improving the City’s overall Pavement Condition Index.

The City will also continue implementing a structured replacement cycle for critical fleet and equipment assets. This includes funding for the purchase of two new police vehicles, replacement of in-car camera systems, patrol rifles, and other essential public safety equipment. A proactive replacement strategy helps avoid the higher costs associated with deferred maintenance while ensuring employees have the tools necessary to safely and effectively serve the community.

Together, these initiatives reflect a practical and forward-looking approach to capital infrastructure improvement.

By balancing immediate infrastructure needs with long-term planning, maintaining critical public assets, and aggressively pursuing funding opportunities, the City of Lakeport is creating a strong foundation for future investment while ensuring that essential infrastructure systems continue to serve the community safely and efficiently for years to come.

Safe, Sustainable & Attractive Neighborhoods. The Lakeport City Council’s policy priority area of Safe, Sustainable, and Attractive Neighborhoods focuses on creating a community where residents have access to quality housing, recreational opportunities, public spaces, and services that support overall well-being. The Fiscal Year 2026/27 goals continue the City’s long-term commitment to enhancing neighborhood livability through strategic 12 | Page
housing development, expanded recreation opportunities, strengthened community partnerships, improved public engagement, and coordinated efforts to address behavioral health and homelessness challenges.

Strengthening Community Identity Through Partnerships and Civic Engagement A strong community is built upon meaningful connections between residents, civic organizations, businesses, and local government. During the coming fiscal year, the City will continue advancing the development of the Lakeport Community Council as a collaborative framework that brings together nonprofits, service clubs, youth organizations, community groups, and local businesses to activate public spaces and coordinate community events. Building on the success of recent community celebrations and special events, efforts will focus on establishing a sustainable organizational structure capable of supporting expanded programming and volunteer engagement throughout the year.

The City will also continue implementing its Communications Strategic Plan with an emphasis on helping residents better understand local government operations, public finance, and how community projects are funded and delivered. By providing clearer information regarding City revenues, grant funding, and budgeting decisions, the City seeks to strengthen public understanding of how local resources are leveraged to accomplish community goals.

These efforts support transparency, build trust, and encourage more informed civic participation.

Together, these initiatives strengthen community identity and create opportunities for residents to become more engaged in shaping Lakeport’s future.

Expanding Recreation, Community Spaces, and Quality of Life Opportunities The continued revitalization of the Silveira Community Center represents an important investment in neighborhood quality of life and community connectivity. As ADA-funded restroom and accessibility upgrades move forward, the City’s focus will shift toward establishing the center as a fully activated community resource with expanded programming, increased utilization, improved management systems, and enhanced access for residents of all ages and abilities.

The City will also continue development of a Recreation Program Master Plan designed to maximize the use of existing parks and recreational facilities while identifying opportunities to expand youth-oriented programming.

Through collaboration with the Lake County Recreation Agency and other community partners, the City will explore sustainable funding, staffing, and programming models that support long-term recreation services and increased community participation.

In support of active lifestyles and improved mobility, the City will continue advancing bicycle and pedestrian improvements identified in the Active Transportation Plan. This includes preparation of an Active Transportation Program grant application for the Lakeshore to Hartley corridor and continued pursuit of projects that improve walking and bicycling connectivity throughout the community.

Supporting Housing Opportunities and Community Well-Being Expanding housing opportunities remains a critical component of creating safe and sustainable neighborhoods.

During FY 2026/27, the City will continue providing land use, entitlement, and permitting support for several significant development projects that address a range of community needs. These include ongoing coordination for the Parkside Apartments affordable housing development, support for the Justice Involved Housing Project, permitting assistance for the Tribal Health Vista Point Healthcare Campus, review of a proposed mental health rehabilitation facility, and support for the Lake Family Resource Center Head Start expansion. Collectively, these projects expand housing options, improve access to services, and strengthen community resources that support long-term neighborhood stability.

The City will also continue strengthening partnerships between law enforcement and behavioral health providers through its co-responder program. By connecting individuals experiencing mental health crises, homelessness, and substance use disorders with appropriate services and resources, this collaborative approach improves outcomes for vulnerable individuals while helping address challenges that impact neighborhoods and public spaces throughout the community.
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Together, these initiatives reflect a comprehensive approach to creating neighborhoods that are safe, welcoming, and resilient. By investing in community gathering spaces, recreation opportunities, housing, active transportation infrastructure, and behavioral health partnerships, the City of Lakeport continues to enhance quality of life while preserving the unique character and sense of community that make Lakeport a special place to live, work, and visit.

Economic Development. The Lakeport City Council’s Economic Development objectives emphasize strengthening regional partnerships, supporting business retention and expansion, attracting strategic investment, and enhancing the downtown and waterfront as key economic and community assets. The Fiscal Year 2026/27 goals advance these priorities through a balanced approach focused on revitalizing commercial districts, supporting existing businesses, improving the visitor experience, and positioning the community for long-term economic growth. While the City remains committed to pursuing new economic opportunities, a central theme for the coming year is helping existing businesses thrive, expand, and succeed as the foundation of a healthy local economy.

Downtown Revitalization and Vacant Building Activation
A primary economic development priority for the coming year will be addressing vacancies and underutilized properties within Lakeport’s historic downtown district. The City will develop a comprehensive Downtown Vacant Building Inventory and Activation Strategy that establishes an up-to-date inventory of vacant commercial properties and creates a centralized database of property owners and managers. This effort will improve communication among property owners, prospective tenants, and economic development partners while helping identify barriers to occupancy and reinvestment.

The City will also evaluate the feasibility of a Vacant Building Registry Ordinance as a tool to encourage proactive property management, reduce long-term vacancies, and support downtown revitalization efforts. By improving awareness of available spaces and identifying opportunities to return key properties to productive use, the City seeks to strengthen the downtown business environment and encourage new investment in the community’s historic commercial core.

Strengthening the Downtown-Waterfront Connection
The City will prioritize the development of a Downtown and Waterfront Wayfinding and Signage Plan to better connect two of Lakeport’s most important economic assets. While downtown and the waterfront are located within easy walking distance of one another, visitors often experience them as separate destinations. The City will develop a cohesive wayfinding system that improves navigation, highlights public amenities, and creates a stronger sense of connection between these complementary areas.

The plan will include directional signage, downtown directories, waterfront design standards, and opportunities for interpretive and storytelling elements that celebrate Lakeport’s history, culture, and relationship with Clear Lake.

These improvements will encourage pedestrian activity, support local businesses, and reinforce Lakeport’s identity as a vibrant lakefront destination.

Beyond its economic benefits, the wayfinding program also serves as an important community identity initiative.

Consistent signage, branding elements, and storytelling features will help communicate a shared sense of place while creating stronger visual connections between the downtown, waterfront, parks, and other community assets. These improvements will help residents and visitors better understand what makes Lakeport unique while reinforcing community pride and strengthening the City’s image as the civic, cultural, and commercial heart of Lake County.

Supporting Existing Businesses and Local Investment
Consistent with priorities identified by the Lakeport Economic Development Advisory Committee, FY 2026/27 efforts will place significant emphasis on business retention and expansion. The City will develop a Business Retention and Expansion Toolkit that transforms retail leakage studies, visitor spending trends, demographic information, and market data into practical resources that help local businesses identify opportunities for growth and make informed investment decisions.
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This effort will be complemented by a coordinated “Shop Local” campaign designed to encourage local spending and strengthen community support for Lakeport businesses. By focusing on the businesses that have already chosen to invest in Lakeport, the City can build upon existing strengths while creating conditions that naturally attract additional investment over time.

Strategic Retail Recruitment and Commercial Revitalization The City will continue building upon recent retail recruitment successes through its partnership with The Retail Coach. Priority efforts include filling remaining vacancies within the Marshall’s and Tractor Supply shopping center, supporting Lake County Tribal Health’s redevelopment of Vista Point into a regional healthcare and commercial destination, and providing market support for the Lakeport Hub development. These projects strengthen Lakeport’s position as a regional commercial center while expanding shopping, dining, healthcare, and service options available to residents and visitors.

The City will continue working closely with regional partners, property owners, developers, and business leaders to identify opportunities for strategic commercial infill and redevelopment. These efforts support both economic growth and the efficient use of existing commercial infrastructure while helping reduce vacancies throughout the community.

Tourism Development and Lodging Investment
Lakeport will continue efforts to strengthen tourism infrastructure and improve lodging quality throughout the community. Tourism remains an important component of the local economy, generating visitor spending that supports local businesses, restaurants, retail establishments, and community events.

While current economic conditions and financing markets have created challenges for new hotel development projects throughout California, the City remains committed to advancing long-term opportunities for expanded lodging investment. Staff will continue outreach regarding the Dutch Harbor site, monitor market conditions, and maintain project readiness so the community is positioned to respond when economic conditions become more favorable.

At the same time, the City will work collaboratively with existing lodging operators to encourage property improvements, reinvestment, and enhanced visitor experiences. Improving the quality and competitiveness of Lakeport’s existing lodging inventory remains an important economic development strategy that can generate nearterm benefits while larger development opportunities continue to evolve.

Together, these initiatives reflect a practical and balanced approach to economic development. By addressing downtown vacancies, strengthening the connection between downtown and the waterfront, supporting existing businesses, pursuing strategic retail recruitment, and positioning the community for future tourism investment, the City of Lakeport continues to build a resilient local economy while preserving the unique character and charm that make the community an attractive place to live, work, shop, and visit.

CAPITAL PROJECTS AND STUDIES
Several of the large scheduled projects for this upcoming year have been discussed in the previous section but many others are also budgeted this year. A comprehensive listing of background projects is listed here:

Capital Projects:
• Lakeport Blvd. Corridor Pavement & Pedestrian Improvements • Public Safety Camera Program (Library, Xabatin & Westside Parks) • Purchase & Outfit Marked Police Vehicles (x2)
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• Silveira Community Center ADA Upgrades (Design & Construction) • Completion of the 64-unit Parkside Affordable Housing Apartments [50% Complete] • Completion of Sodium Hypochlorite Conversion (Water & Sewer Facilities) [50% Complete] • Forbes Creek Headwall Emergency Repair Project (South Main & Armstrong) • Hartley Culvert Emergency Repair (near City Limits)
• Pedestrian Lighted Crosswalk Enhancements (South Main near Dollar General) • Upsize Water Main (Seventeenth St. Alley)
• Upside Water Main (Forbes St. – Seventh to Ninth Streets) • Mobile RIMS and RIPPA software and equipment upgrades for Police Department • Green Ranch Well Rehabilitation
• Storm Water Slipline Rehabilitation (South Main St. at C St.) • Storm Water Slipline Rehabilitation Project (Industrial Ave.) • Bank Preservation (Shoreline – Third to Fifth Streets) • Bank Preservation (Shoreline -- Fifth Street to Xabatin Park) • Roof Replacement (various Corp Yard facilities)
• Roof Replacement (Water Tank Site Control Building)
• Replace Perimeter Fencing (K St. Lake Water Intake Facility) • Water Master Meter Install (Royale Shores)
• Water Master Meter Install (Willow Tree Shopping Center) • Chlorination Odor Mitigation System Installation (Larrecou H2S Control) • Sewer Lift Station Pump Replacements (various stations Citywide) • SCADA Upgrades (various water and sewer facility locations Citywide In addition to capital improvement projects, the 2025/26 fiscal year budget includes investment in several project studies and other endeavors that are critical to the achievement of the City’s goals and broader quality of life improvement objectives. Many represent the starting point for future capital projects. Some of these projects are noted here:

General Projects/Studies, Engineering and Support for City Council Objectives:
• South Lakeport Regional Water Resiliency & Fire Suppression Project Design [30% Complete] • Roadway Engineering & Project Design:
o Local Roads Chip Seal Program Development
o Parallel Ave. (Lakeport Blvd. to North-end)
o Parallel Ave. (175 to Lakeport Blvd.)
o Clear Lake Ave./High St./Lakeshore Blvd. (North Main to Giselman) o Charlie Jolin Way
o Eleventh St. (North Main to City Limits)
o South Main St. (Lakeport Blvd to Peckham St.
o Harry St. (Fifth to Central Park & Central Park to Eleventh St.) • Scotts Creek Well Replacement Design
• 7th Cycle Housing Element Update
• Utility Rate Study Update
• Comprehensive Citywide Fee Study [50% Complete]
• Wayfinding Signage Program for Downtown & Waterfront
• Citywide ADA Facility & Sidewalk Study Update
• Retail Attraction and Retention Study
• General Plan Update
• Storm Water Master Plan
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• City Standards Master Plan
• Assist non-profit formation for the Lakeport Community Council • Silveira Community Center Operations Funding to facilitate upgrades for wider community access and rental opportunities
• Funding to augment recreational programming by Lake County Public Services and facilitate greater recreational program offerings in the City of Lakeport
• Enhanced community communications support
• Ordinance Updates: establish a vacant building registry, sidewalk vending, business license modernization, streamline short-term rental process, modify nuisance abatement procedures, and ADU regulation updates.

LOOKING AHEAD
The Fiscal Year 2026/27 budget reflects a City that is both realistic about the challenges ahead and confident in its ability to meet them. Rising operating costs, a highly volatile sales tax base, and increasing demands on local government will require continued discipline, innovation, and careful stewardship of public resources. Yet these same challenges also reinforce the importance of thoughtful planning, strong partnerships, and a long-term commitment to investing in Lakeport’s future.

Over the past several years, the City has completed an unprecedented level of investment in roads, water, sewer, public safety, housing, and community facilities. The coming year represents an important transition from construction to preparation—focusing on project readiness, workforce stability, and the planning efforts necessary to position Lakeport for the next generation of infrastructure and community improvements. The reality is that the City’s General Fund alone cannot support all of Lakeport’s long-term capital infrastructure needs. As a result, maintaining a pipeline of well-planned, shovel-ready projects is more important than ever. By advancing engineering, environmental review, design, and other pre-construction activities today, the City will be better positioned to compete for state and federal grants, leverage alternative funding sources, and capitalize on future opportunities to deliver projects that would otherwise remain beyond the reach of local resources alone.

Lakeport’s future success will not be defined by any single project or funding source. Rather, it will be the result of many deliberate decisions made over time—supporting local businesses, maintaining critical infrastructure, investing in employees, pursuing outside funding, and preserving the strong sense of community that makes Lakeport strong. The goals outlined in this budget are intended to build upon recent accomplishments while ensuring the City remains resilient, adaptable, and prepared for the opportunities ahead.

Most importantly, none of this work happens in isolation. The progress reflected throughout this budget is the result of dedicated City employees, engaged residents, community volunteers, local businesses, nonprofit partners, and regional agencies working toward shared goals. I extend my sincere appreciation to the Lakeport City Council for its leadership and policy direction, to City staff for their professionalism and commitment to public service, and to the many community members and partners who continue to invest their time, energy, and ideas into making Lakeport a stronger community. Together, we will continue building a city that is resilient, welcoming, and well-positioned for future generations.

Respectfully Submitted,
Kevin M. Ingram
City Manager
ATTACHMENT 4
Department Operating Budgets & Goals
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LAKEPORT CITY COUNCIL PRIORITY AREAS

PUBLIC SAFETY & CRISIS RESPONSE
 Attraction, Retention & Training of High-Quality Law Enforcement  Continue to explore various ways to address homelessness, mental health and substance abuse in our community
 Continue to promote community policing strategies

DISASTER RESILIENCY
 Pursue preventive measures to reduce hazard vulnerabilities (Mitigation)  Build capabilities to manage the impacts of hazards. (Preparedness)  Strive to reduce adverse conditions during an emergency. (Response)  Work actively to restore areas affected by a disaster (Recovery)

GOOD GOVERNANCE & FISCAL STABILITY
 Foster fiscal discipline and fiscal stewardship
 Continue to implement processes and technology to streamline to enhance services  Ensure quality and efficient service delivery
 Provide timely information to residents about City activities, services and programs  Increase citizen engagement
 Risk Management
 Promote activities that advance diversity, equity and inclusion in the community

CAPITAL INFRASTRUCTURE IMPROVEMENT
 Properly prioritize capital improvements
 Aggressively pursue various sources of funding
 Continue to develop project readiness

SAFE, SUSTAINABLE & ATTRACTIVE NEIGHBORHOODS
 Pursue wide variety of housing options
 Improve quality of existing housing stock
 Increase access to parks and recreational amenities
 Improve overall community health metrics
 Promote community events that foster overall quality of life in the community.  Improve access to open space and preserve natural vistas  Promote environmental protective measures while highlighting their economic value

ECONOMIC DEVELOPMENT
 Promote and participate in regional economic development initiatives  Expand and support business retention and attraction efforts  Strive to enhance the historic downtown and lakefront area City Manager
The City Manager's Office serves as the central administrative hub of the City of Lakeport, providing strategic leadership, operational oversight, and coordination of municipal programs and services.

Core Departmental Functions:
• Day-to-Day Leadership:
o Provides leadership and direction to all City departments o Manages municipal operations under the guidance of the City Council • Policy Implementation:
o Executes City policies, rules, regulations, and laws
o Coordinates municipal programs and services
• Financial Management:
o Manages the City's financial operations
o Accounts for all revenues and expenditures
o Prepares and administers the City's annual budget
• Customer Service:
o Provides exemplary customer service to the community
o Addresses inquiries, concerns, and requests from residents and stakeholders
• Personnel Management:
o Oversees personnel rules and procedures
o Ensures compliance with state and federal laws regarding personnel matters
The City Manager's Office plays a crucial role in ensuring the effective functioning of municipal government, promoting transparency, accountability, and responsiveness to the needs of Lakeport residents and businesses.

Public Safety & Crisis 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.
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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.
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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, multi-organizational 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 long-term sustainability and expanded community activation.
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Intermediate-Term Goals 2-4 years
Near Term 2025-26
City Manager / City Council
Accomplishments

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. aaaaa

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.
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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.
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2. Establish a continual and systematic review of revenue sources to ensure the City’s longterm 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. aaa

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.
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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. aaaaaa
Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic 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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Legislative
No. 1010
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 112,646 125,669 133,688 96,807 153,037 149,037 155,168 161,572 501 WATER UTILITY M & O FUND 16,602 19,874 19,200 17,831 26,665 26,665 27,762 28,908 601 CLMSD UTILITY M & O FUND 16,602 21,164 19,500 17,831 19,000 19,000 19,782 20,598 Total Resources 145,850 166,707 172,388 132,469 198,702 194,702 202,711 211,077 82,963 100,869 98,542 94,020 125,659 125,659 131,942 138,539 62,885 65,838 73,846 38,450 73,043 69,043 70,769 72,538 Total Expenditures 145,850 166,707 172,388 132,469 198,702 194,702 202,711 211,077 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Legal
No. 1030
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 94,184 67,607 62,354 46,005 69,000 69,000 70,725 72,493 501 WATER UTILITY M & O FUND 32,358 41,488 46,000 36,289 45,000 45,000 46,125 47,278 601 CLMSD UTILITY M & O FUND 32,283 39,276 46,000 36,289 45,000 45,000 46,125 47,278 705 RDA OBLIGATION RETIREMENT FUND 60 261 3,000 - 3,000 3,000 3,075 3,152 Total Resources 158,885 148,632 157,354 118,583 162,000 162,000 166,050 170,201 158,885 148,632 157,354 118,582 162,000 162,000 166,050 170,201 Total Expenditures 158,885 148,632 157,354 118,583 162,000 162,000 166,050 170,201 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Administrative Services Department
The Administrative Services Department plays a crucial role in supporting the goals and addressing the challenges of the City of Lakeport. The Department’s mission is to provide consistent and timely guidance and direction to management, City Council, and employees in all Human Resources, City Clerk and Risk Management functions. We are committed to fostering a work environment characterized by fair treatment, open communication, personal accountability, trust, and mutual respect.

Core Departmental Operations:
• Benefits Administration
• Employee Evaluations and Discipline
• Sick Leave Management
• Recruitment and Retention Initiatives
• Employee Onboarding and Training Programs
• Labor Relations Management
• Risk Management and Compliance
• Collaboration with CIRA (City Insurance Risk Authority) • Litigation Avoidance Strategies
• Safety Programs and Training Initiatives
Additionally, the Administrative Services Department oversees the following functions:
• City Clerk Operations, including Records Management and Public Records Act Requests
• Election Administration
• Preparation of Meeting Minutes and Agendas
• FPPC (Fair Political Practices Commission) Filings
• Rental Management Responsibilities
Public Safety & Crisis 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 city-wide 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 forward-looking 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. a a a a a

4. Risk Management – Continue response to risk audit findings including beginning the ADA SelfEvaluation 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 Return-to-Work program. Reinforced workplace violence policies with staff training and coordinated City Hall health mitigation efforts.
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Administrative Services
Accomplishments
Near Term 2025-26

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 cross-department coordination and long-term operational efficiency.
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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.
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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
Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic 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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Administration
No. 1020
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 377,757 416,165 458,385 329,736 563,457 588,337 597,723 623,978 501 WATER UTILITY M & O FUND 123,174 130,128 145,052 125,092 160,720 160,720 163,284 170,456 601 CLMSD UTILITY M & O FUND 123,174 130,128 143,774 124,987 160,720 160,720 163,284 170,456 705 RDA OBLIGATION RETIREMENT FUND 54,240 57,280 57,362 53,906 25,083 25,083 25,483 26,602 Total Resources 678,345 733,701 804,573 633,721 909,980 934,860 949,775 991,492 542,417 573,098 602,295 551,320 685,088 684,688 718,922 754,869 120,767 141,527 172,438 55,263 199,942 225,222 230,853 236,624 15,161 19,074 29,838 27,137 24,950 24,950 - -
Total Expenditures 678,345 733,701 804,573 633,721 909,980 934,860 949,775 991,492 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Community Development Department
The City of Lakeport Community Development Department serves as a vital hub for various municipal functions, encompassing Planning, Building Inspection, Code Enforcement, and Business Licensing. Beyond these primary responsibilities, the Community Development Department collaborates with other city departments on a range of initiatives, including Economic Development, Park Planning, Utility and Infrastructure Planning, Sewer and Water Administration, Storm Water Management, and more.

Core Departmental Operations:
• Planning:
o Long-Range Planning
o Permit Processing
• Building:
o Permit Issuance
o Plan Check
o Inspection
• Inter-Agency Communications
• Stakeholder Collaboration
• Code Enforcement
• Business Licensing
• Housing Oversight
• Stormwater Management
• Permit Compliance and Environmental Review
The Community Development Department plays a pivotal role in shaping the growth and development of Lakeport, ensuring compliance with regulations, fostering economic vitality, and enhancing the quality of life for residents and businesses alike.

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 Owner-Occupied Rehabilation Program and FirstTime 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.
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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 CDBGDR 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.

Near Term 2025-26
Community Development
Accomplishments
Provide project land use & permitting support for large-scale developments with significant city 2. impact a a a a
(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 a a a a a

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. a a a a a

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 long-term community benefit. a a a

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. a a a a

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. a

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.
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Additional Notable Accomplishements

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.
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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

6. Community Development Activity Metrics (CY 2025)
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Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Near Term 2026-2027

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept.Community Development: Planning
No. 1050
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 320,404 340,432 484,012 294,549 583,653 582,353 604,316 627,925 501 WATER UTILITY M & O FUND 20,676 22,842 27,900 23,827 32,405 32,405 33,627 34,941 601 CLMSD UTILITY M & O FUND 20,676 22,842 27,900 23,827 32,405 32,405 33,627 34,941 Total Resources 361,756 386,116 539,812 342,203 648,463 647,163 671,570 697,806 220,877 249,562 290,615 257,203 359,876 359,876 377,870 396,763 138,608 136,263 248,447 82,388 287,837 286,537 293,700 301,043 2,270 290 750 2,612 750 750 - -
Total Expenditures 361,756 386,116 539,812 342,203 648,463 647,163 671,570 697,806 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept.Community Development: Building
No. 1051
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 348,715 364,723 458,184 312,675 431,807 431,807 450,857 470,795 501 WATER UTILITY M & O FUND 31,115 34,621 40,715 31,423 38,979 38,979 40,699 42,498 601 CLMSD UTILITY M & O FUND 31,164 34,825 40,715 31,422 38,979 38,979 40,699 42,498 Total Resources 410,994 434,169 539,614 375,520 509,765 509,765 532,254 555,792 311,560 345,691 429,381 314,231 389,793 389,793 409,283 429,747 91,501 88,478 110,233 60,528 119,972 119,972 122,971 126,046 7,933 - - 761 - - - -
Total Expenditures 410,994 434,169 539,614 375,520 509,765 509,765 532,254 555,792 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept.Community Development: Housing
No. 1053
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 209 LAKEPORT HOUSING PROGRAM FUND - - - - - - - -
210 PLHA NAVIGATION CENTER 138,049 100,389 - - - - - -
212 C-PLHA (PERMANENT LOCAL HOUSING ALLOC) - - 2,706,111 1,328,395 2,706,111 1,377,717 - - 233 CDBG GRANT 2018DR 5,000 47,733 9,544,885 6,120,666 2,055,196 1,190,275 - - 238 CDBG GRANT 2017 - - - - - - - -
239 CDBG GRANT 2022 19,336 12,603 173,246 11,500 173,246 - - - 240 HOME PROGRAM INCOME 10,500 3,500 10,000 3,500 10,000 10,000 - - Total Resources 172,885 164,226 12,434,242 7,464,061 4,944,553 2,577,992 - - - - - - - - - -
Grants/Loans 172,885 164,226 12,434,242 7,464,060 4,944,553 2,577,992 - - Debt service - - - - - - - -
- - - - - - - -
Total Expenditures 172,885 164,226 12,434,242 7,464,061 4,944,553 2,577,992 - - Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Capital outlay
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. 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 firstfloor 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. a

3. Leverage the completed Lake County Comprehensive Economic Development Strategy (CEDS) to apply for U.S. Economic Development Administration (EDA) grants that fund key City projects. Priorities include a downtown and lakefront Wi-Fi district, improved wayfinding signage, and enhanced business and financial tools to support local businesses.

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.
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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 fullservice 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.
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Additional Notable Accomplishments
Near Term 2025-26
Economic Development
Accomplishments

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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Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Near Term 2026-2027

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Economic Development
No. 1054
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 81,894 72,307 121,500 44,350 121,500 126,500 129,663 132,904 233 CDBG GRANT 2018DR - - - - - - - -
234 CDBG GRANT 2021 42,721 36,688 15,000 7,725 15,000 - - - 236 CDBG GRANT 2020 - - - - - - - -
237 CDBG GRANT 2018 13,783 - - - - - - -
238 CDBG GRANT 2017 - - - - - - - -
241 CDBG PROGRAM INCOME - - - - - - - -
Total Resources 138,398 108,995 136,500 52,075 136,500 126,500 129,663 132,904 81,894 72,307 121,500 44,350 121,500 126,500 129,663 132,904 Grants/Loans 42,721 36,688 15,000 7,725 15,000 - - -
Debt service - - - - - - - -
- - - - - - - -
13,783 - - - - - - -
Total Expenditures 138,398 108,995 136,500 52,075 136,500 126,500 129,663 132,904 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Operations
Capital outlay
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.

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 rate-setting training, and coordination with utilities staff to position the City for a future rate study and Proposition 218 process.
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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.

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 businessfriendly. 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
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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
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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 tax-roll 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 departmentlevel 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
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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. a
Near Term 2025-26
Additional Notable Goals
Finance and Information Technology
Accomplishments
Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic 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

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Finance & IT
No. 1041
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 389,047 439,274 449,669 354,805 535,816 535,114 464,678 483,081 501 WATER UTILITY M & O FUND 290,681 339,202 357,185 291,956 338,866 363,814 315,926 328,438 601 CLMSD UTILITY M & O FUND 288,720 333,526 345,085 285,435 332,766 357,714 310,629 322,931 606 CLMSD ASSMNT DIST 2017-1 FUND 12,673 7,853 15,000 8,423 15,000 15,000 13,026 13,541 705 RDA OBLIGATION RETIREMENT FUND 42,285 41,409 51,500 41,031 41,878 41,878 36,366 37,806 Total Resources 1,023,406 1,161,264 1,218,439 981,650 1,264,326 1,313,520 1,140,623 1,185,796 560,490 631,249 627,372 530,489 634,569 634,569 666,297 699,612 330,223 373,937 400,067 286,173 413,757 462,757 474,326 486,184 132,693 156,077 191,000 164,987 216,000 216,194 - -
Total Expenditures 1,023,406 1,161,264 1,218,439 981,650 1,264,326 1,313,520 1,140,623 1,185,796 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Police Department
The Lakeport Police Department is committed to ensuring the safety and security of the City of Lakeport's residents, workers, and visitors. Upholding professional standards and best practices, the department provides high-quality law enforcement services while safeguarding the rights of all individuals.

Core Departmental Operations:
• Visible Police Patrol: Ensuring the presence of law enforcement throughout the community to deter crime and maintain public safety.
• Investigation of Crimes: Conducting thorough investigations to apprehend offenders and bring them to justice.
• Response to Community Calls for Service/Assistance: Providing timely and effective responses to emergencies and requests for assistance from community members.
• Maintaining Records and Evidence: Properly managing and preserving records and evidence to support legal proceedings.
• Community Service: Engaging with the community through outreach programs and initiatives to build trust and foster positive relationships. • Policy Training/Updates: Staying abreast of legal mandates and updates to ensure compliance with laws and regulations.
• Training: Providing ongoing training to officers to enhance skills and knowledge in law enforcement practices.
• Animal Control: Managing animal-related issues and ensuring public safety in collaboration with relevant agencies.
• Emergency Operations: Coordinating response efforts during emergencies to mitigate risks and protect the community.
• Special Programs: Implementing specialized initiatives such as K-9 units, School Resource Officers (SROs), Downtown Officers, Special Weapons and Tactics (SWAT) teams, and more to address specific needs and challenges.

The Lakeport Police Department remains dedicated to its mission of serving and protecting the community, utilizing a comprehensive range of services and programs to ensure public safety and uphold the law. Through proactive policing strategies and community engagement, the department strives to create a secure and thriving environment for all.

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.
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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) Entered 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. a a a a a

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.
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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. a a a a a a
Additional Notable Accomplishments
Police Department
Accomplishments
Near Term 2025-26
Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Near Term 2026-2027

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Police
No. 2010
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 2,684,275 2,624,023 2,949,429 2,174,619 3,384,222 3,434,223 3,363,047 3,508,354 211 K-9 FUND 7,367 6,165 15,000 12,178 15,000 6,800 6,659 6,947 Total Resources 2,691,642 2,630,188 2,964,429 2,186,797 3,399,222 3,441,023 3,369,706 3,515,301 1,792,459 1,857,908 2,030,120 1,737,821 2,337,213 2,337,213 2,454,074 2,576,777 701,395 731,513 828,949 440,508 851,499 893,300 915,633 938,523 197,787 40,767 105,360 8,468 210,510 210,510 - -
Total Expenditures 2,691,642 2,630,188 2,964,429 2,186,797 3,399,222 3,441,023 3,369,706 3,515,301 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Public Works Department
The Lakeport Public Works Department is dedicated to enhancing the quality of life for the incorporated Lakeport community through the maintenance and improvement of infrastructure and public facilities.

General Public Works Operations:
• Pavement Maintenance/Markings: Conducting routine inspections and maintenance of city streets to ensure safe and efficient transportation. • Street Sweeping: Implementing regular street sweeping schedules to keep roadways clean and free of debris.
• Sign Repair/Inspection: Regularly inspecting and repairing street signs to maintain traffic safety and compliance with regulations. • Tree Work: Performing necessary tree maintenance and removal to ensure public safety and enhance the aesthetic value of our community. • Drainage System Maintenance: Maintaining and cleaning stormwater drainage systems to prevent flooding and protect public infrastructure. • Emergency Management: Developing and implementing emergency response plans to address natural disasters and other emergencies effectively. • Reporting: Providing regular reports on departmental activities and progress towards goals to city management and stakeholders.

Engineering Operations:
• Identify Funding: Seeking and securing funding opportunities for infrastructure projects through grants, partnerships, and other sources. • Develop Project Plans/Schedules/Budget: Creating comprehensive project plans, schedules, and budgets for infrastructure improvements. • Bid Packaging: Preparing bid packages and soliciting bids from qualified contractors for construction projects.
• Contracts & Agreements: Negotiating and executing contracts and agreements with vendors, consultants, and contractors for project implementation. • Inspection/Monitoring/Labor Compliance: Overseeing project construction, conducting inspections, and ensuring compliance with labor regulations and project specifications.
• Project Closeout: Managing project closeout activities, including final inspections, documentation, and contractor payments.
• Grant Management: Administering grant funds effectively, ensuring compliance with grant requirements, and submitting timely reports to funding agencies. • Record Keeping: Maintaining accurate records and documentation for all engineering projects, contracts, and agreements.

Parks Operations:
• Routine Grounds Maintenance: Performing routine maintenance of parks and public spaces, including mowing, trimming, and landscaping. • Trash: Implementing effective waste management strategies to keep parks clean and litter-free.
• Amenity Maintenance: Maintaining park amenities such as playgrounds, benches, and picnic areas to ensure safe and enjoyable experiences for visitors. • Inspections: Conducting regular inspections of park facilities to identify maintenance needs and address safety concerns promptly. • Janitorial: Providing janitorial services to keep restrooms and facilities clean and sanitary for park users.

The Public Works Department remains committed to its mission of maintaining and enhancing the city's infrastructure and public spaces, ensuring the safety and well-being of Lakeport residents and visitors alike.

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. a a a a a

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.
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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 utility-relate 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.
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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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Additional Notable Accomplishments
Public Works
Accomplishments
Near Term 2025-26

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.
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Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic Development Near Term 2026-2027

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Public Works: Admin and Compliance
No. 3010
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 131,764 143,965 140,112 111,478 191,555 227,194 238,350 250,059 501 WATER UTILITY M & O FUND 128,085 187,146 216,871 178,073 228,133 210,315 220,642 231,481 601 CLMSD UTILITY M & O FUND 127,971 187,143 216,871 178,069 228,133 210,315 220,642 231,481 Total Resources 387,820 518,254 573,854 467,620 647,821 647,824 679,635 713,022 371,043 499,265 555,156 467,034 624,614 624,617 655,848 688,640 16,776 18,990 18,698 587 23,207 23,207 23,787 24,382
Total Expenditures 387,820 518,254 573,854 467,620 647,821 647,824 679,635 713,022 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Engineering
No. 1052
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 145,061 176,454 196,119 145,245 216,027 246,027 254,189 263,817 501 WATER UTILITY M & O FUND 67,014 77,062 81,000 73,799 91,915 114,415 118,211 122,688 601 CLMSD UTILITY M & O FUND 65,702 77,061 81,000 73,800 91,915 114,415 118,211 122,688 Total Resources 277,777 330,577 358,119 292,844 399,857 524,857 542,270 562,810 201,115 235,826 237,243 212,813 266,007 266,007 279,307 293,273 72,423 94,751 118,576 80,030 131,549 256,549 262,963 269,537 4,240 - 2,300 - 2,300 2,300 - -
Total Expenditures 277,777 330,577 358,119 292,844 399,857 524,857 542,270 562,810 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Public Works: Roads & Infrastructure
No. 3020
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 563,293 570,985 640,815 475,876 636,498 622,902 164,183 170,479 130 GENERAL CAPITAL IMPROVEMENT 3,005 1,145,975 125,000 82,618 - - - - 203 ROADS FUND 467,316 241,851 590,000 483,306 - 1,190,000 313,658 325,685 219 APC BIKE AND PEDESTRIAN 10TH ST 31,903 43,846 - 50 - - - - 232 ATP PLANNING SIDEWALKS 72,169 159,101 - - - - - -
402 LAKEPORT BLVD IMPRVMNT FUND 246,371 58,235 77,575 22,621 1,140,000 - - - 410 ER STORM DAMAGE PROJECTS 34,466 45,362 1,810,000 49,313 461,964 461,964 121,764 126,432 411 SAFE ROUTES TO SCHOOL FUND (600) - - - - - - -
414 STORM DRAINAGE FUND 68,560 18,427 107,087 27,833 107,087 72,000 18,978 19,705 415 CITY WIDE STRIPING-HSIP (SAFETY) 71,036 76,769 - - - - - - 501 WATER UTILITY M & O FUND - - - - - - - -
601 CLMSD UTILITY M & O FUND - - - - - - - -
Total Resources 1,557,519 2,360,551 3,350,477 1,141,617 2,345,549 2,346,866 618,582 642,301 281,300 312,035 316,845 294,732 314,431 314,430 330,152 346,659 274,386 248,566 282,469 176,923 293,067 281,396 288,431 295,642 Debt service - - - - - - - -
863,295 1,551,642 941,163 620,598 1,276,087 1,289,076 - - Total Expenditures 1,557,518 2,360,552 3,350,477 1,141,617 2,345,549 2,346,866 618,582 642,301 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Public Works: Parks, Buildings & Grounds
No. 3030
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 110 GENERAL FUND 584,722 467,268 586,272 380,108 540,173 532,260 141,824 146,986 120 GENERAL FUND RESERVE - - - - - - - -
130 GENERAL CAPITAL IMPROVEMENT - - - - - - - -
140 DEBT SERVICE FUND - - - - - - - -
202 PARKLAND DEDICATION FUND - - - - - - - -
203 ROADS FUND - - - - - - - -
207 PROP 172 PUBLIC SAFETY TAX - - - - - - - -
209 LAKEPORT HOUSING PROGRAM FUND - - - - - - - -
210 PLHA NAVIGATION CENTER - - - - - - - -
211 K-9 FUND - - - - - - - -
219 APC BIKE AND PEDESTRIAN 10TH ST - - - - - - - -
228 DEPARTMENT BOATING AND WATERWAYS BATHROOMS - - - - - - - - 231 CDBG 18-MIT-RIP - - 1,274,020 1,131 1,274,020 1,272,889 339,170 351,513 232 ATP PLANNING SIDEWALKS - - - - - - - -
233 CDBG GRANT 2018DR - - - - - - - -
234 CDBG GRANT 2021 - - - - - - - -
235 HOME 2016 - - - - - - - -
236 CDBG GRANT 2020 78,147 439,354 - - - - - -
413 LAKESIDE PARK GRANT FUND 2,467,146 - - - - - - -
501 WATER UTILITY M & O FUND - - - - - - - -
601 CLMSD UTILITY M & O FUND - - - - - - - -
Total Resources 3,130,015 906,622 1,860,292 381,239 1,814,193 1,805,149 480,994 498,499 131,002 162,616 180,159 159,241 208,779 208,779 219,218 230,179 1,822,931 203,162 329,110 206,318 265,391 255,391 261,776 268,320 Grants/Loans 78,147 439,354 1,274,020 1,132 1,274,020 1,272,889 - - Debt service - - - - - - - -
1,097,935 101,491 77,003 14,548 66,003 68,090 - -
Total Expenditures 3,130,015 906,622 1,860,292 381,239 1,814,193 1,805,149 480,994 498,499 Resources - Use (14,548)
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay
Utilities Department
The Lakeport Utilities Department is committed to enhancing the quality of life for the incorporated Lakeport community through the provision of essential services and the maintenance of vital infrastructure.

Department Divisions:

Water: Ensures the safety and quality of drinking water provided to Lakeport's water customers through continuous monitoring and adherence to strict quality standards.

Sewer: Responsible for the safe collection, treatment, and disposal of sewage (wastewater) generated by residential, commercial, and industrial customers within the City of Lakeport. Operates in compliance with state and county health and safety regulations to safeguard public health and the environment.

Underground Utility Construction: Installs and maintains water and sewer systems within the city, including emergency repairs, scheduled maintenance, and the management of water distribution and collection system deficiencies.

Core Operations:
• Water and Sewer Operations & Maintenance
• Regulatory Compliance and Environmental Protection
• Safety Training and Workplace Safety Programs
• Asset Management and Capital Improvement Programs
• Rate Setting and Resiliency Planning
• Staff Development and Training Initiatives
The Utilities Department remains dedicated to its mission of ensuring reliable and sustainable utility services while prioritizing the health, safety, and well-being of the Lakeport community.

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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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.

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. a a a a a a

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.
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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.
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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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Utilities
Accomplishments
Near Term 2025-26
Additional Notable Accomplishments

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. aaaaa
Public Safety & Crisis Response Disaster Resiliency Good Governance & Fiscal Stability Capital Infrastructure Improvement Safe, Sustainable & Attractive Neighborhoods Economic 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

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

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Public Works: Water O&M
No. 3060
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 501 WATER UTILITY M & O FUND 1,974,268 2,231,432 2,512,307 2,036,046 1,870,997 1,810,640 1,305,705 1,355,780 502 WATER EXPANSION FUND 9,132 8,915 1,270,000 67,817 250,000 460,000 331,719 344,441 Total Resources 1,983,616 2,240,347 3,782,307 2,103,863 2,120,997 2,270,640 1,637,425 1,700,221 625,356 675,650 710,463 604,807 867,442 832,771 874,410 918,130 532,837 617,731 690,703 335,649 779,555 744,405 763,015 782,091 Grants/Loans - - - - - - - -
Debt service - - - - - - - -
825,423 946,966 2,381,141 1,163,407 474,000 693,464 - - Total Expenditures 1,983,616 2,240,347 3,782,307 2,103,863 2,120,997 2,270,640 1,637,425 1,700,221 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

CITY OF LAKEPORT

RECOMMENDED BUDGET
FY 2026/2027
Dept. Public Works: Sewer O&M
No. 3070
2023-24 2024-25 2025-26 2025-26 2026-27 2026-27 2027-28 2028-29 Actual Actual Budget Actual (Est) Requested Recommended Projected Projected 601 CLMSD UTILITY M & O FUND 2,705,128 2,274,162 3,079,642 2,273,760 2,716,894 2,430,587 1,583,676 1,638,944 602 CLMSD EXPANSION FUND 5,874 (116,139) 1,020,000 48,796 985,000 965,000 628,757 650,699 Total Resources 2,711,319 2,158,023 4,099,642 2,322,556 3,701,894 3,395,587 2,212,433 2,289,643 724,882 670,526 711,963 604,874 868,942 834,271 875,985 919,784 988,117 1,264,279 1,272,144 756,945 1,410,452 1,303,852 1,336,448 1,369,860 998,320 223,218 2,115,535 960,738 1,422,500 1,257,464 - - Total Expenditures 2,711,319 2,158,023 4,099,642 2,322,556 3,701,894 3,395,587 2,212,433 2,289,643 Resources - Use
Surplus (Deficit) - - - - - - - -
Fiscal Year 2026-27
Department Detail

DEPARTMENT DETAIL
Prior FYs Current Proposed Projections
Funding Sources
Department Expenditures
Salaries and benefits
Operations
Capital outlay

Lakeport City CouncilJune 16, 2026

Lakeport City Council
June 16, 2026