Cities Index.
Agenda

Lodi City Council
May 17, 2023

Document
Agenda
Meeting
May 17, 2023
Body
Lodi City Council
Pages
21
Original file
20.7 MB
Text extracted from the city's file for reading and search. Open the original on lodica.granicus.com. That file is the official record.

Revised 10/2021 5/10/2023 4:48 PM

For information regarding this Agenda please contact:

Olivia Nashed
City Clerk
Telephone: (209) 333-6702

C-1 Call to Order / Roll Call
C-2 Announcement of Closed Session
a) Threatened Litigation: Government Code §54956.9(b); One C ase; Conference with Legal Counsel R egarding Potential Suit by Aline Galeno, Reyna Galeno, Anna Marques, and Birgilio Galeno Based on the Death of their Dog known as Enzo (CA)

b) Actual Litigation: Government Code Section 54956.9; Three Applicants; Joseph Hughes v. City of Lodi, Workers’ Compensation, WCAB Case Nos. ADJ14332960 (5/24/19), ADJ14332961 (11/19/2020), ADJ14332964 (11/19/2020) ; Vito Cipponeri v. City of Lodi, Workers’ Compensation, WCAB Case No s.

ADJ11370138 (3/13/2018), ADJ12510805 (12/01/2018 CT); and Gregory Hayden v. City of Lodi, Workers’ Compensation, WCAB Case No. ADJ165576 (11/21/97) (CA)

c) Threatened Litigation: Government Code Section 54956.9; Vito Cipponeri v. City of Lodi, Workers’ Compensation, Claim No. CLMV-548481 (6/24/21) (CA)

C-3 Adjourn to Closed Session

NOTE: THE FOLLOWING ITEMS WILL COMMENCE NO SOONER THAN 7:00 P.M.

C-4 Return to Open Session / Disclosure of Action
A. Call to Order / Roll Call
B. Presentations
B-1 Mental Health Awareness Month Proclamation (CLK)

LODI CITY COUNCIL
Carnegie Forum
305 West Pine Street, Lodi

Notice Regarding Public Comments
Public Comment may be submitted in the following ways:
• In-person
• Email – [email protected]
 Received no later than two hours prior to the meeting • Mail – City Clerk’s Office, P.O. Box 3006, Lodi, CA 95241 • Hand delivered to: City Clerk’s Office, 221 W. Pine Street, Lodi, CA 95240  Received no later than two hours prior to the meeting

Public comment received via email, mail, or hand delivery will be provided to the City Council and included in the official minutes record of the meeting, but will not be read aloud at the meeting. 6:55 p.m. Invocation/Call to Civic Responsibility . Invocations/Calls may be offered by any of the various religious and non- religious organizations within and around the City of Lodi. These are voluntary offerings of private citizens, to and for the benefit of the Council. The views or beliefs expressed by the Speaker have not been previously reviewed or approved by the Council, and the Council does not endorse the beliefs or views of any speaker.

AGENDA – Regular Meeting
Date: May 17, 2023
Time: Closed Session 6:15 p.m.

Regular Meeting 7:00 p.m.

CITY COUNCIL AGENDA
MAY 17, 2023

PAGE TWO

C. Consent Calendar (Reading; Comments by the Public; Council Action) All matters listed on the consent calendar are considered to be routine and will be acted upon by one motion.

There will be no separate discussion of these items. If a member of the public would like a consent calendar item pulled and discussed separately, refer to the Notice at the beginning of this agenda.

C-1 Receive Register of Claims for April 14, 2023 through April 27, 2023 in the Total Amount of $6,027,748.72 (FIN)

C-2 Approve Minutes (CLK)
a) March 28, 2023 (Shirtsleeve Session)

C-3 Accept Quarterly Investment Report as Required by the City of Lodi Investment Policy (FIN)

C-4 Accept Quarterly Report of Purchases between $30,000 and $60,000 (FIN)

Res. C-5 Approve Plans and Specifications and Authorize Advertisement for Bids for Stormwater Trash Collection Project – Phase 4 (2023) and Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($500,000), and Execute Change Orders ($50,000) (PW)

Res. C-6 Adopt Resolution Ratifying Expenses and Authorizing City Manager to Execute Change Orders to Alley Improvement Project – Phase 9 ($1,004.54) and Accept Improvements Under Contract for Alley Improvement Project – Phase 9 (PW)

C-7 Accept Improvements Under Contract for Wastewater Main Rehabilitation Program (Project No. 9) (PW)

Res. C-8 Adopt Resolution Authorizing City Manager to Execute Three-Year Professional Services Agreement with Five Optional One-Year Extensions with A1 Protective Services, LLC, of Rancho Cordova, for Security Services ($1,599,000) (FIN)

Res. C-9 Adopt Resolution Authorizing City Manager to Execute Amendment No. 3 to Professional Services Agreement with Interwest Consulting Group, Inc., for Contract Planning Services Increasing the Fiscal Year 2022-23 Amount by $30,000, Appropriate Funds for a Total Amount Not to Exceed of $886,000 Over Term of Agreement, and Request Unused Funds Roll to Future Budget Years (CD)

Res. C-10 Adopt Resolution Authorizing City Manager to Execute Amendment No. 3 to Professional Services Agreement with Power Centric Solutions, LLC, of Gallatin, Tennessee, for Lodi Electric Utility Engineering System Study Services ($150,000) (EU)

Res. C-11 Adopt Resolution Authorizing City Manager to Execute Agreement for Workers’ Compensation Self - Insurance Third-Party Administrator with Acclamation Insurance Management Services, Inc., of Sacramento, for the Period July 1, 2023, to June 30, 2028 ($893,000) (CA)

Res. C-12 Adopt Resolution Authorizing City Manager to Execute Funding Documents with the California Department of Transportation for Allocation of Fiscal Year 2022/23 Low Carbon Transit Operations Program Funds (PW)

Res. C-13 Adopt Resolution Authorizing City Manager to Execute Amendment No. 1 to Regional Early Action Planning (REAP) Grant (CD)

C-14 Adopt City of Lodi Fleet Electrification Master Plan (PW)

Res. C-15 Adopt Resolution Authorizing City Manager to Implement Citywide Cash Handling Policy (ISD)

C-16 Accept Monthly Protocol Account Report (CLK)

CITY COUNCIL AGENDA
MAY 17, 2023

PAGE THREE

C-17 Receive Report Regarding Communication Requesting State of California Legislature Action on Fentanyl and Substance Use-Related Legislation (CLK)

C-18 Receive Report Regarding Communication Supporting TradePort California Project (CLK)

C-19 Set Public Hearing for June 21, 2023, to Consider Adopting Resolution Setting Pre- Approved Engineering News Record Adjustment Index for Wastewater Rates for Residential, Commercial, and Industrial Customers (PW)

D. Comments by the Public on Non-Agenda Items

THE TIME ALLOWED PER NON -AGENDA ITEM FOR COMMENTS MADE BY THE PUBLIC IS LIMITED TO FIVE MINUTES.

Public comment may only be made on matters within the Lodi City Council's jurisdiction (Government Code Section 54954.3, Lodi City Council Protocol Manual Section 6.3l) . The Council cannot take action or deliberate on items that are not on this agenda unless there is an emergency and the need t o take action on that emergency arose after this agenda was posted (Government Code Section 54954.2(b)(2)). All other items may only be referred for review to staff or placement on a future Council agenda.

If you wish to address the Council, please refer to the Notice at the beginning of this agenda. Individuals are limited to one appearance during this section of the Agenda.

E. Comments by the City Council Members on Non-Agenda Items

F. Comments by the City Manager on Non-Agenda Items

G. Public Hearings

G-1 Public Hearing to Consider Approving Use of Equipment Identified as Military Equipment in Accordance with AB 481 (PD)

Ord. G-2 Public Hearing to Consider Introducing an Ordinance Amending Lodi Municipal Code Chapter 13.20, (Introduce) “Electrical Service,” by Repealing and Reenacting Article III, “Rates,” in its Entirety (EU)

H. Regular Calendar

Res. H-1 Adopt Resolution Adopting the City Council Strategic Vision (CM)

I. Ordinances – None

J. Adjournment

Pursuant to Section 54954.2(a) of the Government Code of the State of California, this agenda was posted at least 72 hours in advance of the scheduled meeting at a public place freely accessible to the public 24 hours a day.

______________________________
Olivia Nashed
City Clerk

All staff reports or other written documentation relating to each item of business referred to on the agenda are on file in the Office of the City Clerk, located at 221 W. Pine Street, Lodi, and are available for public inspection. Agendas and staff reports are also posted on the City’s website at www.lodi.gov . If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and the federal rules and regulations adopted in implementation thereof. To make a request for disability-related modification or accommodation contact the City Clerk’s Office as soon as possible and at leas t 72 hours prior to the meeting date. Language interpreter requests must be received at least 72 hours in advance of the meeting to help ensure availability. Contact Olivia Nashed at (209) 333- 6702. Solicitudes de interpretación de idiomas deben ser recibi das por lo menos con 72 horas de anticipación a la reunión para ayudar a asegurar la disponibilidad. Llame a Olivia Nashed (209) 333-6702.

Meetings of the Lodi City Council are telecast on SJTV, Channel 26. The City of Lodi provides live and archived webcasts of regular City Council meetings. The webcasts can be found on the City's website at www.lodi.gov by clicking the meeting webcasts link.

Members of the public may view and listen to the open session of this meeting at www.facebook.com/CityofLodi/.

AGENDA ITEM B-01

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Mental Health Awareness Month Proclamation M
EETING DATE: May 17, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Mayor Hothi will present a proclamation proclaiming May as “Mental Health Awareness Month” in Lodi.

B
ACKGROUND INFORMATION: Michael Fields, of Lodi Wellness Center / Peer Recovery Services, will accept a proclamation and provide information regarding Mental Health Awareness Month.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: Not applicable.
_______________________________

Olivia Nashed
City Clerk

AGENDA ITEM C-01

COUNCIL COMMUNICATION

APPROVED: ________________________________
Stephen Schwabauer, City Manager

AGENDA TITLE: Receive Register of Claims for April 14, 2023 through April 27, 2023 in the Total Amount of $6,027,748.72

MEETING DATE: May 17, 2023

PREPARED BY: Internal Services Director

RECOMMENDED ACTION: Receive the attached Register of Claims for $6,027,748.72.

BACKGROUND INFORMATION: Attached is the Register of Claims in the amount of $6,027,748.72 for April 14, 2023 through April 27, 2023. Also attached is Payroll in the amount of $2,265,967.44 through April 16, 2023.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: As per attached report.

_______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

City of Lodi Live v2021.6 5/1/2023 10:41:38 AM
Fund Fund Title Amount
100 General Fund $1,618,047.63
120 Library Fund $35,214.35
140 Expendable Trust $4,267.35
200 Parks Rec & Cultural Services $15,926.01
270 Comm Dev Special Rev Fund $15,313.83
301 Gas Tax-2105 2106 2107 $6,823.36
350 H U D $19,407.96
355 GRANTS COMM. IMPR $88,708.93
410 Library Capital Account $800.28
432 Parks & Rec Capital $403.86
437 IMF Parks & Rec Facilities $1,216.27
500 Electric Utility Fund $3,649,306.63
501 Utility Outlay Reserve Fund $122,987.33
503 Low Carbon Fuel Standard $5,000.00
504 Public Benefits Fund $25,936.37
508 Environmental Compliance $199,692.08
530 Waste Water Utility Fund $53,190.27
531 Waste Wtr Util-Capital Outlay $833.33
560 Water Utility Fund $28,408.42
561 Water Utility-Capital Outlay $416.67
600 Dial-a-Ride/Transportation $25,826.62
650 Internal Service/Equip Maint $50,073.79
655 Employee Benefits $54,004.78
660 General Liabilities $5,787.60
665 Worker's Comp Insurance $155.00
Total $6,027,748.72
AP Council Report Summary
4/14/2023-4/27/2023
City of Lodi Live v2021.6 5/1/2023 10:50:56 AM
Fund Description Amount
$956,823.18
$261,412.97
$25,323.21
$145,384.54
$2,514.58
$3,841.61
$52,281.75
$85,997.59
$370,252.31
$66,623.34
$14,402.19
$218,507.69
$30,086.55
$9,856.50
$22,659.43
Report Total $2,265,967.44
650 Internal Service/Equip Maint
530 Waste Water Utility Fund
560 Water Utility Fund
600 Dial-a-Ride/Transportation
500 Electric Utility Fund
501 Utility Outlay Reserve Fund
505 IMF EU Substation & Trans Syst
219 LPD-ABC Grant
270 Comm Dev Special Rev Fund
301 Gas Tax-2105 2106 2107
120 Library Fund
200 Parks Rec & Cultural Services
214 LPD-OTS Grants
Council Report: Payroll
Pay Period: 4/16/2023
100 General Fund
103 Measure L
AGENDA ITEM C-02

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Approve Minutes
a) March 28, 2023 (Shirtsleeve Session)
M
EETING DATE: May 17, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Approve the following minutes as prepared:
a) March 28, 2023 (Shirtsleeve Session)
B
ACKGROUND INFORMATION: Attached is a copy of the subject minutes marked Exhibit A.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: Not applicable.
_______________________________

Olivia Nashed
City Clerk
Attachments
/0/1/2/3 /i255 /5 /3 /6 /7 /i255 /5/1/8/9 /5 /3 /0
/10 /11 /3 /12 /6 /10 /0 /13 /13 /14 /13 /i255 /10 /13 /10 /10 /3/1/9 /5 /15 /12 /9 /13/16/3/13 /i255 /17/1/12/8/18/19/i255 /20 /21 /22 /i255/23/13/10 /6 /i255 /24 /3 /9 /13 /i255 /10 /6 /12 /13 /13 /6 /6 /8 /13 /10 /2 /15 /7 /19 /i255/18/15/12 /5 /11 /i255 /25 /26 /19 /i255 /25 /21 /25 /20 /27 /28/29 /30 /31 /31 /i255 /33 /34 /i255/35/36/37 /38 /36 /i255 /39 /i255 /40 /34 /31 /31 /i255 /29 /30 /31 /31 /27 /41 /i255 /42 /41 /43 /34/36/44/30/31 /i255 /42 /41 /43 /34 /36/44/30/33 /45 /34 /41 /30 /31 /i255/46/38/38 /33 /45 /41 /47 /i255 /48 /49 /50 /51 /45 /36 /33 /52 /31 /38 /38 /53 /38 /49 /i255 /50 /38 /52 /52 /45 /34 /41 /54 /i255 /34 /43 /i255 /33 /51 /38 /i255 /55 /34 /37 /45 /i255 /29 /45 /33 /56 /i255 /29 /34 /57 /41 /58 /45 /31 /i255 /59 /30 /52 /i255 /51 /38 /31 /37 /i255 /60 /57 /38 /52 /37 /30 /56 /61 /46/30/36 /58 /51/i255 /62 /63 /61 /i255 /62 /64 /62 /65 /61 /i255 /58 /34/44/44/38/41 /58 /45 /41 /47 /i255 /30 /33 /i255 /66 /67 /64 /68 /i255 /30 /28/44/28 /69 /36 /38 /52 /38 /41/33 /67 /i255 /i255 /i255 /i255 /29 /34 /57 /41 /58 /45 /31 /i255/46/38 /44/70/38 /36 /i255 /71 /36 /38 /47/44/30/41 /61 /i255 /29 /34 /57 /41 /58 /45 /31 /i255/46/38 /44/70/38 /36 /i255 /72 /30 /73 /30 /41 /45 /52 /51 /45 /61 /i255/46/30/56 /34 /36 /i255 /69 /36 /34 /i255 /60 /38/44/74/34 /36 /38 /i255 /29 /36 /30 /45 /47 /61 /i255 /30 /41 /37 /i255/46/30/56 /34 /36 /75 /34 /33 /51 /45
/27 /70 /52 /38 /41/33 /67 /i255 /i255 /i255 /i255 /i255 /72 /34 /41 /38 /27 /31 /52 /34 /i255 /69/36 /38 /52 /38 /41 /33 /67 /i255 /i255 /i255 /i255 /29 /45 /33 /56 /i255/46/30/41 /30 /47 /38 /36 /i255 /50 /58 /51 /59 /30 /70 /30 /57 /38 /36 /61 /i255 /29 /45 /33 /56 /i255 /27 /33 /33 /34 /36 /41 /38 /56 /i255/46/30/47 /37 /45 /58 /51 /61 /i255 /30 /41 /37 /i255 /29 /45 /33 /56 /i255 /29 /31 /38 /36 /73 /i255 /72 /30 /52 /51 /38 /37 /72/35/60/76/67 /i255 /i255/46/30/56 /34 /36 /i255 /69 /36 /34 /i255 /60 /38/44/74/34 /36 /38 /i255 /29 /36 /30 /45 /47 /i255 /30 /36 /36 /45 /53 /38 /37 /i255 /30 /33 /i255 /66 /67 /68 /77 /i255 /30 /28/44/28 /72/35/60/76/67 /i255 /i255 /29 /34 /57 /41 /58 /45 /31 /i255/46/38 /44/70/38 /36 /i255 /72 /30 /73 /30 /41 /45 /52 /51 /45 /i255 /31 /38 /43 /33 /i255 /33 /51 /38 /i255/44/38/38 /33 /45 /41 /47 /i255 /30 /33 /i255 /63 /67 /68 /78 /i255 /30 /28/44/28 /71 /28/60 /34 /74 /45 /58 /52
/71 /79 /68/40 /38 /58 /38 /45 /53 /38 /i255 /42 /41 /43 /34 /36/44/30/33 /45 /34 /41 /i255 /34 /41 /i255 /55 /34 /37 /45 /80 /52 /i255 /50 /33 /34 /36/44/i255/81 /36 /30 /45 /41 /30 /47 /38 /i255 /50 /56 /52 /33 /38/44/i255/30 /41 /37 /i255 /40 /38 /58 /38 /41 /33 /i255 /50 /33 /34 /36/44/i255/76 /53 /38 /41 /33 /52 /i255 /48 /69/82/54 /50 /38 /41 /45 /34 /36/i255 /29 /45 /53 /45 /31 /i255 /76 /41 /47 /45 /41 /38 /38 /36 /i255 /50 /38 /30 /41 /i255 /72 /30 /33 /51 /30 /41 /i255 /74 /36 /34 /53 /45 /37 /38 /37 /i255 /30 /i255 /69 /34 /59 /38 /36 /69 /34 /45 /41 /33 /i255 /74 /36 /38 /52 /38 /41 /33 /30 /33 /45 /34 /41 /i255 /36 /38 /47 /30 /36 /37 /45 /41 /47 /i255 /55 /34 /37 /45 /83 /52 /i255 /52 /33 /34 /36/44/i255/37 /36 /30 /45 /41 /30/47 /38 /52 /56 /52 /33 /38 /44/i255 /30 /41 /37 /i255 /36 /38 /58 /38 /41 /33 /i255 /52 /33 /34 /36/44/i255/38 /53 /38 /41 /33 /52 /28 /i255 /i255 /50 /74 /38 /58 /45 /43 /45 /58 /i255 /33 /34 /74 /45 /58 /52 /i255 /34 /43 /i255 /37 /45 /52 /58 /57 /52 /52 /45 /34 /41 /i255 /45 /41 /58 /31 /57 /37 /38 /37 /i255 /47 /38 /41 /38 /36 /30 /31 /i255 /52 /33 /36 /38 /38 /33 /i255 /43 /31 /34 /34 /37 /45 /41 /47 /i255 /58 /30 /57 /52 /38/52 /84 /36 /30 /45 /41 /i255 /38 /53/38 /41 /33 /i255 /33 /38 /36/44/45/41 /34 /31 /34 /47 /56 /84 /i255 /55 /34 /37 /45 /83 /52 /i255 /52 /33 /34 /36/44/i255/37 /36 /30 /45 /41 /30 /47 /38 /i255 /52 /56 /52 /33 /38/44/i255/79 /i255 /36 /45 /53 /38 /36 /39 /31 /30 /73 /38 /i255 /34 /57 /33 /31 /38 /33 /52 /61 /i255 /70 /30 /52 /45 /41 /52 /61 /i255/82/34/34 /37 /70 /36 /45 /37 /47 /38 /i255 /42 /36 /36 /45 /47 /30 /33 /45 /34 /41 /81 /45 /52 /33 /36 /45 /58/33 /i255 /34 /57 /33 /31 /38 /33 /52 /61 /i255 /74 /45 /74 /38 /i255 /52 /45 /85 /45 /41 /47 /61 /i255 /70 /30 /52 /45 /41 /i255 /52 /45 /85 /45 /41 /47 /61 /i255 /30 /41 /37 /i255 /74 /57/44/74/i255 /52 /33 /30 /33 /45 /34 /41 /52 /84 /i255 /36 /38 /58 /38 /41 /33 /i255 /52 /33 /34 /36/44/52/84 /i255 /52 /51 /34 /36 /33 /39 /45 /41 /33 /38 /41 /52 /38 /i255 /52 /33 /34 /36/44/52/84 /i255 /51 /45 /47 /51/79 /53 /34 /31 /57/44/38/i255 /52 /33 /34 /36/44/52/84 /i255/35/58/33 /34 /70 /38 /36 /i255 /62 /64 /62 /68 /i255 /52 /33 /34 /36/44/i255/79 /i255 /81 /38 /71 /38 /41 /38 /37 /38 /33 /33 /45 /61 /i255 /33 /45/44/45/41 /47 /61 /i255 /45/44/74/30 /58 /33 /i255 /34 /41 /i255 /74 /30 /36 /33 /45 /58 /57 /31 /30 /36 /i255 /70 /30 /52 /45 /41 /52 /61 /i255 /30 /41 /37 /i255 /43 /31 /34 /34 /37 /45 /41 /47 /74 /51 /34 /33 /34 /52/84 /i255 /43 /31 /34 /34 /37 /79 /74 /36 /34 /41 /38 /i255 /30 /36 /38 /30 /52 /84 /i255 /52 /74 /38 /58 /45 /43 /45 /58 /i255 /43 /31 /34 /34 /37 /79 /74 /36 /34 /41 /38 /i255 /30 /36 /38 /30 /52 /i255 /79 /i255 /86 /45 /41 /38 /59 /34 /34 /37 /i255 /30 /41 /37 /i255 /81 /38 /71 /38 /41 /38 /37 /38 /33 /33 /45 /i255 /70 /30 /52 /45 /41 /52 /61 /i255 /51 /45 /47 /51 /79 /53 /34 /31 /57 /44/38 /52 /33 /34 /36/44/52/61 /i255 /30 /41 /37 /i255 /52 /51 /34 /36 /33 /i255 /45 /41 /33 /38 /41 /52 /38 /i255 /52 /33 /34 /36/44/52/84 /i255 /33 /45/44/38/i255 /34 /43 /i255 /58 /34 /41 /58 /38 /41 /33 /36 /30 /33 /45 /34 /41 /84 /i255 /36 /30 /45 /41 /43 /30 /31 /31 /i255 /45 /41 /33 /38 /41 /52 /45 /33 /56 /84 /i255 /36 /57 /41 /34 /43 /43 /i255 /58 /34 /38 /43 /43 /45 /58 /45 /38 /41 /33 /84 /i255 /36 /38 /30 /52 /34 /41 /52 /i255 /43 /34/36 /51 /45 /47 /51 /i255 /36 /57/41 /34 /43 /43 /i255 /58 /34 /38 /43 /43 /45 /58 /45 /38 /41 /33 /84 /i255 /52 /33 /34 /36/44/i255/37 /36 /30 /45 /41 /30 /47 /38 /i255 /43 /31 /34 /59 /52 /84 /i255 /30 /41 /37 /i255 /74 /34 /33 /38 /41 /33 /45 /30 /31 /i255 /74 /36 /34 /87 /38 /58 /33 /52 /i255 /79 /i255 /88 /34 /43 /57 /i255 /69 /30 /36 /73 /61 /i255 /86 /45 /41 /38 /59 /34 /34 /37 /i255 /69 /30 /36 /73 /61 /i255 /50 /51 /30 /37/56 /27 /58 /36 /38 /52 /i255/69 /57/44/74/i255 /50 /33 /30 /33 /45 /34 /41 /61 /i255 /69 /45 /89 /31 /38 /56 /i255 /69 /30 /36 /73 /61 /i255 /40 /34 /52 /38 /i255/90/30/33 /38 /i255 /69 /30 /36 /73 /61 /i255 /40 /34 /52 /38 /i255/90/30/33 /38 /i255 /62 /i255 /71 /30 /52 /45 /41 /61 /i255 /81 /38 /71 /38 /41 /38 /37 /38 /33 /33 /45 /i255 /69 /30 /36 /73 /61 /i255 /30 /41 /37 /i255 /86 /45 /41 /38 /56 /30/36 /37 /60 /38 /36 /36 /30 /58/38 /28
/69 /57 /70 /31 /45 /58 /i255/82/34/36 /73 /52 /i255 /81 /45 /36 /38 /58 /33 /34 /36 /i255 /29 /51 /30 /36 /31 /45 /38 /i255 /50 /59 /45/44/31/38 /56 /i255 /41 /34 /33 /38 /37 /i255 /33 /51 /30 /33 /i255 /33 /51 /38 /i255 /52 /33 /34 /36/44/i255/37 /36 /30 /45 /41 /30 /47 /38 /i255 /52 /56 /52 /33 /38/44/i255/59 /30 /52 /i255 /37 /38 /52 /45 /47 /41 /38 /37 /i255 /45 /41 /i255 /33 /51 /38 /i255 /68 /77 /91/64 /83 /52 /30 /41 /37 /i255 /33 /51/38 /i255 /29 /45 /33 /56 /i255 /51 /30 /52 /i255 /41 /34 /33 /i255 /38 /89 /74 /38 /36 /45 /38 /41 /58 /38 /37 /i255 /52 /45 /47 /41 /45 /43 /45 /58 /30 /41 /33 /i255 /43 /31 /34 /34 /37 /45 /41 /47 /i255 /30 /52 /45 /37 /38 /i255 /43 /36 /34/44/i255/62 /64 /62 /68 /i255 /30 /41 /37 /i255 /62 /64 /62 /62 /28 /81 /45 /52 /58 /57 /52/52 /45 /34 /41 /i255 /38 /41 /52 /57 /38 /37 /i255 /59 /45 /33 /51 /i255 /29 /34 /57 /41 /58 /45 /31 /i255/46/38 /44/70/38 /36 /i255 /72 /30 /73 /30 /41 /45 /52 /51 /45 /61 /i255/46/30/56 /34 /36 /i255 /75 /34 /33 /51 /45 /61 /i255/46/30/56 /34 /36 /i255 /69 /36 /34 /i255 /60 /38/44/74/34 /36 /38 /i255 /29 /36 /30 /45 /47 /61 /i255 /50 /38 /41 /45 /34 /36 /i255 /29/45 /53 /45 /31 /76 /41 /47 /45 /41 /38/38 /36 /i255 /72 /30 /33 /51 /30 /41 /61 /i255 /30 /41 /37 /i255 /69 /57 /70 /31 /45 /58 /i255/82/34/36 /73 /52 /i255 /81 /45 /36 /38 /58 /33 /34 /36 /i255 /50 /59 /45/44/31/38 /56 /i255 /36 /38 /47 /30 /36 /37 /45 /41 /47 /i255 /33 /51 /38 /i255 /70 /38 /41 /38 /43 /45 /33 /52 /i255 /34 /43 /i255 /38 /41 /31 /30 /36 /47 /45 /41 /47 /i255 /70 /30 /52 /45 /41 /52 /i255 /30 /41 /37 /37 /36 /30 /45 /41 /30/47 /38 /i255 /36 /30 /33 /38 /52 /i255 /30 /33 /i255 /33 /51 /38 /i255 /70 /30 /52 /45 /41 /52 /61 /i255 /58 /34 /34 /36 /37 /45 /41 /30 /33 /45 /34 /41 /i255 /59 /45 /33 /51 /i255 /33 /51 /38 /i255 /29 /34 /57 /41 /33 /56 /i255 /30 /41 /37 /i255 /33 /51 /38 /i255 /50 /33 /30 /33 /38 /61 /i255 /38 /43 /43 /38 /58 /33 /52 /i255 /34 /43 /i255 /33 /51 /38 /i255 /57 /52 /38 /i255 /34 /43 /i255/44/34/36 /38 /58 /34 /41 /58 /36 /38/33 /38 /i255 /45 /41 /i255 /41 /38 /59 /i255 /37 /38 /53 /38 /31 /34 /74/44/38/41 /33 /52 /61 /i255 /30 /41 /37 /i255 /50 /33 /30 /33 /38 /i255 /52 /33 /30 /41 /37 /30 /36 /37 /52 /i255 /43 /34 /36 /i255 /36 /57 /41 /34 /43 /43 /i255 /58 /34 /38 /43 /43 /45 /58 /45 /38 /41 /33 /52 /28 /81 /45 /52 /58 /57 /52/52 /45 /34 /41 /i255 /38 /41 /52 /57 /38 /37 /i255 /59 /45 /33 /51 /i255 /29 /34 /57 /41 /58 /45 /31 /i255/46/38 /44/70/38 /36 /i255 /72 /30 /73 /30 /41 /45 /52 /51 /45 /61 /i255/46/30/56 /34 /36 /i255 /69 /36 /34 /i255 /60 /38/44/74/34 /36 /38 /i255 /29 /36 /30 /45 /47 /61 /i255 /50 /38 /41 /45 /34 /36 /i255 /29 /45 /53 /45 /31 /i255 /76 /41 /47 /45 /41 /38 /38 /36 /72 /30 /33 /51 /30 /41/61 /i255 /69 /57 /70 /31 /45 /58 /i255/82/34/36 /73 /52 /i255 /81 /45 /36 /38 /58 /33 /34 /36 /i255 /50 /59 /45/44/31/38 /56 /61 /i255 /30 /41 /37 /i255 /29 /45 /33 /56 /i255/46/30/41 /30 /47 /38 /36 /i255 /50 /58 /51 /59 /30 /70 /30 /57 /38 /36 /i255 /36 /38 /47 /30 /36 /37 /45 /41 /47 /i255 /37 /38 /38 /74 /38 /41 /45 /41 /47 /i255 /34 /43 /i255 /33 /51 /38 /81 /38 /71 /38 /41/38 /37 /38 /33 /33 /45 /i255 /70 /30 /52 /45 /41 /84 /i255 /43 /57 /41 /37 /45 /41 /47 /i255 /43 /34 /36 /i255 /33 /51 /38 /i255 /74 /36 /34 /74 /34 /52 /38 /37 /i255 /45/44/74/36 /34 /53 /38/44/38/41 /33 /52 /84 /i255 /51 /34 /59 /i255 /33 /51 /38 /i255 /75 /38 /36 /45 /33 /30 /47 /38 /i255 /81 /45 /52 /33 /36 /45 /58 /33 /61 /i255 /81 /34 /59 /41 /33 /34 /59 /41 /61 /i255 /30 /41 /37 /81 /45 /52 /33 /36 /45 /58/33 /i255 /62 /i255 /43 /30 /36 /38 /37 /i255 /37 /57 /36 /45 /41 /47 /i255 /33 /51 /38 /i255 /52 /33 /34 /36/44/52/84 /i255 /57 /74 /37 /30 /33 /38 /37 /i255 /37 /38 /52 /45 /47 /41 /i255 /47 /57 /45 /37 /38 /31 /45 /41 /38 /52 /84 /i255 /33 /51 /38 /i255 /70 /30 /31 /30 /41 /58 /38 /i255 /70 /38 /33 /59 /38 /38 /41 /i255 /36 /38 /30 /52 /34 /41 /30 /70 /31 /38 /i255 /43 /31 /34 /34 /37 /74 /36 /34 /33 /38 /58/33 /45 /34 /41 /i255 /30 /41 /37 /i255 /33 /51 /38 /i255 /58 /34 /52 /33 /i255 /34 /43 /i255 /34 /53 /38 /36 /38 /41 /47 /45 /41 /38 /38 /36 /45 /41 /47 /i255 /70 /38 /45 /41 /47 /i255 /36 /38 /43 /31 /38 /58 /33 /38 /37 /i255 /45 /41 /i255 /33 /51 /38 /i255 /51 /34 /57 /52 /45 /41 /47 /i255 /74 /36 /45 /58 /38 /52 /i255 /45 /41 /i255 /41 /38 /59 /i255 /37 /38 /53 /38 /31 /34 /74/44/38/41 /33 /52/84 /i255 /30 /41 /37 /36 /38 /47 /57 /31 /30/33 /34 /36 /56 /i255 /52 /33 /30 /41 /37 /30 /36 /37 /52 /28 /27 /41 /37 /36 /38 /30/52 /i255/90/30/70 /36 /45 /38 /31 /61 /i255 /30 /i255/44/38 /44/70/38 /36 /i255 /34 /43 /i255 /33 /51 /38 /i255 /74 /57 /70 /31 /45 /58 /61 /i255 /52 /74 /34 /73 /38 /i255 /30 /70 /34 /57 /33 /i255 /33 /51 /38 /i255 /43 /31 /34 /34 /37 /45 /41 /47 /i255 /30 /33 /i255 /51 /45 /52 /i255 /51 /34/44/38/i255 /30 /41 /37 /i255 /33 /51 /38 /i255 /33 /45/44/45/41 /47 /i255 /34 /43 /i255 /33 /51 /38 /74 /36 /34 /74 /34 /52/38 /37 /i255 /74 /36 /34 /87 /38 /58 /33 /52 /28 /27 /31 /38 /89 /i255 /92/30 /36 /36 /45 /52 /61 /i255 /30 /i255/44/38 /44/70/38 /36 /i255 /34 /43 /i255 /33 /51 /38 /i255 /74 /57 /70 /31 /45 /58 /61 /i255 /52 /74 /34 /73 /38 /i255 /30 /70 /34 /57 /33 /i255 /74 /45 /74 /45 /41 /47 /i255 /43 /34 /36 /i255 /81 /38 /71 /38 /41 /38 /37 /38 /33 /33 /45 /i255 /70 /30 /52 /45 /41 /28 /50 /30/44/30/41/33 /51 /30 /i255 /71 /30 /73 /38 /36 /61 /i255 /30 /i255/44/38 /44/70/38 /36 /i255 /34 /43 /i255 /33 /51 /38 /i255 /74 /57 /70 /31 /45 /58 /61 /i255 /52 /74 /34 /73 /38 /i255 /30 /70 /34 /57 /33 /i255 /33 /51 /38 /i255 /38 /43 /43 /38 /58 /33 /52 /i255 /34 /43 /i255 /43 /57 /33 /57 /36 /38 /i255 /37 /38 /53 /38 /31 /34 /74/44/38/41 /33 /i255 /34 /41 /i255 /33 /51 /38 /81 /38 /71 /38 /41/38 /37 /38 /33 /33 /45 /i255 /70 /30 /52 /45 /41 /i255 /58 /30 /74 /30 /58 /45 /33 /56 /28 /55 /30 /57 /36 /45 /38/i255 /88 /30 /41 /30 /47 /30 /59 /30 /61 /i255 /30 /i255/44/38 /44/70/38 /36 /i255 /34 /43 /i255 /33 /51 /38 /i255 /74 /57 /70 /31 /45 /58 /61 /i255 /52 /74 /34 /73 /38 /i255 /30 /70 /34 /57 /33 /i255 /59 /30 /33 /38 /36 /i255 /34 /53 /38 /36 /43 /31 /34 /59 /i255 /30 /33 /i255 /86 /45 /41 /38 /59 /34 /34 /37 /i255 /69 /30 /36 /73 /i255 /30 /41 /37 /i255/46/45/31 /31 /52 /27 /53 /38 /41 /57 /38 /61 /i255 /37 /38 /38 /74 /38 /41 /45 /41 /47 /i255 /70 /30 /52 /45 /41 /52 /61 /i255 /30 /41 /37 /i255 /33 /51 /38 /i255 /57 /52 /38 /i255 /34 /43 /i255 /55 /34 /37 /45 /i255 /55 /30 /73 /38 /i255 /30 /52 /i255 /30 /i255 /70 /30 /52 /45 /41 /28 /81 /45 /52 /58 /57 /52 /52 /45 /34 /41 /i255 /38 /41 /52 /57 /38 /37 /i255 /59 /45 /33 /51 /i255/46/30/56 /34 /36 /i255 /69 /36 /34 /i255 /60 /38/44/74/34 /36 /38 /i255 /29 /36 /30 /45 /47 /61 /i255 /69 /57 /70 /31 /45 /58 /i255/82/34/36 /73 /52 /i255 /81 /45 /36 /38 /58 /33 /34 /36 /i255 /50 /59 /45/44/31/38 /56 /61 /i255 /30 /41 /37 /i255 /81 /38 /74 /57 /33 /56 /i255 /29 /45 /33 /56 /46/30/41 /30 /47 /38 /36 /i255 /27 /41 /37 /36 /38 /59 /i255 /88 /38 /56 /52 /i255 /36 /38 /47 /30 /36 /37 /45 /41 /47 /i255 /33 /51 /38 /i255 /70 /38 /41 /38 /43 /45 /33 /i255 /33 /34 /i255 /55 /34 /37 /45 /i255 /93 /41 /45 /43 /45 /38 /37 /i255 /50 /58 /51 /34 /34 /31 /i255 /81 /45 /52 /33 /36 /45 /58 /33 /i255 /34 /43 /i255 /37 /38 /38 /74 /38 /41 /45 /41 /47 /i255 /33 /51 /38 /i255 /86 /45 /41 /38 /59 /34 /34 /37 /70 /30 /52 /45 /41 /61 /i255 /33 /51 /38 /i255 /57 /52 /38 /i255 /34 /43 /i255 /58 /31 /38 /30 /41 /57 /74 /i255 /43 /57 /41 /37 /52 /i255 /43 /36 /34/44/i255/92 /76/46/27/i255 /33 /34 /i255 /74 /30 /56 /i255 /43 /34 /36 /i255 /45 /41 /43 /36 /30 /52 /33 /36 /57 /58 /33 /57 /36 /38 /i255 /45/44/74/36 /34 /53 /38/44/38/41 /33 /52 /61 /i255 /30 /41 /37 /i255 /37 /38 /52 /45 /47 /41 /i255 /52 /33 /30 /41 /37 /30 /36 /37 /58 /51 /30 /41 /47 /38 /52 /28
Exhibit A
/0/1 /0/2/3/3/4/5/6/7/i255/9/10/i255/11/12/9/13/14/15/i255/2/5/i255/16/2/5/17/18/19/4/5/20/21/i255/22/6/4/3/7 /16/2/5/4/1
/23/1 /18/20/24/2/12/25/5/3/4/5/6
/16/2/i255/21/15/6/14/2/5/i255/26/21/7/i255/6/21/27/4/5/i255/9/10/i255/6/28/4/i255/0/14/6/10/i255/0/2/12/5/15/14/13/1/i255/29/28/4/i255/3/4/4/6/14/5/19/i255/26/21/7/i255/21/20/24/2/12/25/5/4/20/i255/21/6/i255/30/31/32/33/i255/21/1/3/1 /18/29/29/34/35/29/31
/36/13/14/37/14/21/i255/16/21/7/28/4/20
/0/14/6/10/i255/0/13/4/25/27
AGENDA ITEM C-03

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Accept the Quarterly Investment Report as Required by the City of Lodi Investment Policy M
EETING DATE: May 17, 2023
P
REPARED BY: Deputy City Manager
RE
COMMENDED ACTION: Accept the quarterly investment report as required by the City of Lodi Investment Policy.

B
ACKGROUND INFORMATION: Government Code Section 53646 prescribes suggested investment reporting requirements for California public agencies. The City Council adopted Resolution 2021-164 on June 2, 2021 approving FY 21/22 Investment Policy. The attached Treasurer’s Report for the quarter ending March 31, 2023 is in compliance with the State’s reporting recommendations and the City of Lodi’s Investment Policy and Internal Control Guidelines.

T
he investment report, investment policy and historical investment reports can be accessed on the City website by following this link: http://www.lodi.gov/196/Finance .

F
ISCAL IMPACT: Not applicable.

F
UNDING AVAILABLE: As per attached report.
_______________________________________

Andrew Keys
Deputy City Manager/Internal Services Director

CITY OF LODI

SUMMARY OF CASH AND INVESTED FUNDS
FOR THE QUARTER ENDED MARCH 31, 2023
TYPE OF INVESTMENT Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio Cash and Equivalents
Farmers & Merchants Bank Main * Due on Demand 4,576,806 4,576,806 2.02% Farmers & Merchants Bank Payroll * Due on Demand 51,874 51,874 0.02% Local Agency Investment Fund Due on Demand 74,999,165 74,999,165 33.04% Farmer's & Merchants Bank Money Market * Due on Demand 6,962,151 6,962,151 3.07% Wells Fargo Bank Money Market * Due on Demand 3,718,823 3,718,823 1.64% Total Demand Deposit Accounts 90,308,819 90,308,819 39.79% Bond Mutual Fund Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio CAL TRUST Medium Term Fund Due on Demand 10,254,814 10,254,814 4.52% Total Bond Mutual Funds 10,254,814 10,254,814 4.52% Local Bank Certificates of Deposit Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio Farmers & Merchants Bank 0.20% 11/7/2023 2,000,000 2,000,000 2,000,000 0.88% Total Local Bank Certificates of Deposit 2,000,000 2,000,000 2,000,000 0.88% Negotiable Certificates of Deposit Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio MEDALLION BANK UTAH 2.90% 4/10/2023 250,000 250,000 249,861 0.11% STIFEL BANK AND TRUST 2.95% 5/15/2023 250,000 250,000 249,385 0.11% CITIBANK NA 3.25% 6/6/2023 250,000 250,000 249,182 0.11% INDUSTRIAL & COM BK CHNA 3.30% 6/30/2023 250,000 250,000 248,928 0.11% COMENITY CAPITAL BANK 3.30% 7/16/2023 250,000 250,000 248,739 0.11% UBS BANK 3.35% 10/5/2023 250,000 250,000 247,864 0.11% BARCLAYS BANK/DELAWARE 3.35% 10/10/2023 250,000 250,000 247,818 0.11% BANK OF BARODA 3.55% 11/30/2023 250,000 250,000 247,456 0.11% MCHENRY SAVINGS BK IL 2.80% 3/14/2024 250,000 250,000 244,611 0.11% MORGAN STANLEY BANK 1.95% 11/29/2024 250,000 250,000 237,950 0.10% MORGAN STANLEY PRIVATE BANK 1.90% 11/29/2024 250,000 250,000 237,753 0.10% BMW BANK NORTH AMERICA 0.90% 12/10/2024 250,000 250,000 233,520 0.10% CHARLES SCHWAB BANK SSB ** 5.05% 3/28/2025 250,000 250,000 250,464 0.11% TOYOTA FINANCIAL SGS BK 0.95% 7/29/2026 250,000 250,000 219,926 0.10% ALLY BANK 3.30% 8/18/2026 250,000 250,000 237,623 0.10% FIRST NATL BK OF AMERICA 1.25% 12/30/2026 250,000 250,000 218,703 0.10% TEXAS EXCHANGE BANK SSB 1.25% 12/30/2026 250,000 250,000 219,130 0.10% BANK HAPOALIM BM NY 1.50% 1/7/2027 250,000 250,000 220,937 0.10% BEAL BANK - PLANO TX 2.00% 3/3/2027 250,000 250,000 224,197 0.10% AMERICAN EXPRESS NATIONAL BANK 3.40% 6/29/2027 250,000 250,000 235,760 0.10% DISCOVER BANK 3.35% 7/20/2027 250,000 250,000 235,143 0.10% BELMONT BANK & TRUST CO ** 3.75% 2/15/2028 250,000 250,000 238,034 0.10% VISION BANK ** 3.75% 2/17/2028 250,000 250,000 238,026 0.10% CITY NATL BK - BEV HILLS ** 5.00% 3/31/2028 250,000 250,000 250,000 0.11% Total Negotiable Certificates of Deposit 6,000,000 6,000,000 5,731,005 2.53% Agency Securities Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio FEDERAL FARM CREDIT BANK SYSTEM 2.70% 4/11/2023 250,000 249,500 249,869 0.11% FEDERAL HOME LOAN BANK 2.85% 5/8/2023 250,000 250,175 249,515 0.11% FEDERAL AGRICULTURE MORTGAGE CORPORATION 2.90% 7/24/2023 250,000 249,150 248,648 0.11% FAMCA 4.90% 11/10/2023 1,000,000 1,000,000 999,868 0.44% FEDERAL FARM CREDIT BANK SYSTEM ** 0.55% 11/24/2023 500,000 481,800 486,934 0.21% FEDERAL NATIONAL MORTGAGE ASSOCIATION ** 0.25% 11/27/2023 500,000 481,500 485,531 0.21% FEDERAL HOME LOAN BANK ** 4.75% 1/3/2024 500,000 499,500 500,692 0.22% FEDERAL FARM CREDIT BANK SYSTEM 0.90% 1/18/2024 500,000 499,250 484,724 0.21% FEDERAL HOME LOAN BANK ** 5.00% 2/14/2024 1,000,000 999,100 1,001,503 0.44% FEDERAL HOME LOAN BANK ** 2.38% 3/8/2024 400,000 389,400 391,879 0.17% FAMCA 2.65% 5/2/2024 350,000 349,825 342,407 0.15% FEDERAL HOME LOAN BANK ** 4.80% 7/10/2024 1,000,000 1,000,000 1,001,837 0.44% FEDERAL HOME LOAN BANK ** 2.88% 9/13/2024 400,000 389,080 392,153 0.17% FEDERAL NATIONAL MORTGAGE ASSOCIATION 1.63% 10/15/2024 500,000 508,800 480,257 0.21% FEDERAL HOME LOAN MORTGAGE CO 4.65% 11/15/2024 500,000 499,650 497,978 0.22% FAMCA 5.08% 12/5/2024 750,000 750,000 748,624 0.33% FEDERAL HOME LOAN BANK 2.75% 12/13/2024 500,000 537,050 486,677 0.21% FEDERAL HOME LOAN MORTGAGE CO ** 5.38% 12/13/2024 1,500,000 1,500,000 1,505,213 0.66% FEDERAL HOME LOAN MORTGAGE CO 3.00% 12/23/2024 400,000 399,800 389,217 0.17% FEDERAL FARM CREDIT BANK SYSTEM ** 1.13% 1/6/2025 500,000 469,250 471,631 0.21% FEDERAL NATIONAL MORTGAGE ASSOCIATION ** 1.63% 1/7/2025 500,000 479,000 477,748 0.21% FEDERAL HOME LOAN MORTGAGE CO ** 5.00% 1/27/2025 275,000 273,900 273,820 0.12% FEDERAL HOME LOAN BANK 1.25% 1/28/2025 500,000 500,000 470,043 0.21% Agency Securities Cont'd

CITY OF LODI

SUMMARY OF CASH AND INVESTED FUNDS
FOR THE QUARTER ENDED MARCH 31, 2023
TYPE OF INVESTMENT Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio FEDERAL FARM CREDIT BANK SYSTEM ** 4.25% 2/10/2025 1,000,000 995,000 998,759 0.44% FEDERAL HOME LOAN MORTGAGE CO 3.15% 3/27/2025 400,000 400,000 389,125 0.17% FEDERAL HOME LOAN MORTGAGE CO 0.57% 9/24/2025 500,000 487,850 456,915 0.20% FREDDIE MAC 0.60% 10/27/2025 500,000 497,750 456,151 0.20% FAMCA 0.49% 12/18/2025 300,000 279,360 273,505 0.12% FEDERAL HOME LOAN BANK 0.90% 12/26/2025 500,000 499,900 458,633 0.20% FEDERAL FARM CREDIT BANK SYSTEM 4.92% 1/12/2026 500,000 500,000 497,187 0.22% FEDERAL HOME LOAN BANK 0.55% 1/20/2026 500,000 464,700 453,023 0.20% FEDERAL HOME LOAN MORTGAGE CO ** 5.05% 1/27/2026 1,000,000 1,000,000 994,348 0.44% FEDERAL HOME LOAN BANK 0.85% 3/30/2026 400,000 399,840 363,375 0.16% FEDERAL HOME LOAN BANK 1.20% 4/28/2026 500,000 500,000 455,571 0.20% FEDERAL HOME LOAN BANK 1.00% 5/26/2026 500,000 500,000 454,706 0.20% FEDERAL HOME LOAN BANK 1.88% 9/11/2026 400,000 417,280 372,189 0.16% FEDERAL FARM CREDIT BANK SYSTEM 4.87% 9/28/2026 500,000 500,000 495,347 0.22% FAMCA 1.05% 10/5/2026 500,000 500,000 454,388 0.20% FEDERAL HOME LOAN MORTGAGE CO 0.80% 10/27/2026 500,000 489,350 446,033 0.20% FEDERAL HOME LOAN BANK 5.00% 1/19/2027 500,000 500,000 495,891 0.22% TVA ** 2.88% 2/1/2027 500,000 481,050 479,604 0.21% FEDERAL HOME LOAN BANK 2.03% 2/25/2027 500,000 500,000 461,029 0.20% FEDERAL HOME LOAN BANK 3.50% 4/26/2027 500,000 500,000 483,240 0.21% FEDERAL HOME LOAN BANK 2.20% 4/27/2027 500,000 500,000 491,625 0.22% FEDERAL FARM CREDIT BANK SYSTEM 3.45% 6/1/2027 500,000 500,000 479,184 0.21% FIRST CAPITAL BK SC 3.50% 6/30/2027 250,000 250,000 236,622 0.10% FEDERAL HOME LOAN BANK 4.38% 8/25/2027 500,000 500,400 490,848 0.22% FEDERAL FARM CREDIT BANK SYSTEM ** 5.14% 1/18/2028 1,000,000 1,000,000 992,847 0.44% FEDERAL HOME LOAN BANK ** 4.50% 3/10/2028 500,000 516,350 515,820 0.23% Total Agency Securities 26,575,000 26,434,560 25,782,736 11.36% US Treasury Notes Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio UNITED STATES TREASURY 1.63% 4/30/2023 250,000 238,225 249,426 0.11% UNITED STATES TREASURY 1.63% 5/31/2023 250,000 236,525 248,740 0.11% UNITED STATES TREASURY 2.63% 6/30/2023 250,000 247,375 248,809 0.11% UNITED STATES TREASURY 1.25% 7/31/2023 250,000 231,625 247,090 0.11% UNITED STATES TREASURY 0.25% 6/15/2024 250,000 245,450 237,676 0.10% UNITED STATES TREASURY 0.38% 9/15/2024 250,000 245,350 236,113 0.10% UNITED STATES TREASURY 1.00% 12/15/2024 250,000 248,925 236,807 0.10% UNITED STATES TREASURY 0.50% 3/31/2025 250,000 244,475 233,066 0.10% UNITED STATES TREASURY 0.25% 6/30/2025 250,000 241,475 230,264 0.10% UNITED STATES TREASURY 0.25% 9/30/2025 250,000 240,475 228,623 0.10% UNITED STATES TREASURY 0.38% 11/30/2025 350,000 345,065 319,020 0.14% UNITED STATES TREASURY 0.38% 12/31/2025 250,000 240,575 227,695 0.10% UNITED STATES TREASURY 0.38% 1/31/2026 350,000 344,435 317,488 0.14% UNITED STATES TREASURY 0.75% 3/31/2026 750,000 741,675 686,426 0.30% UNITED STATES TREASURY 0.75% 5/31/2026 500,000 499,500 454,453 0.20% UNITED STATES TREASURY 0.88% 6/30/2026 250,000 244,025 227,764 0.10% UNITED STATES TREASURY 0.88% 9/30/2026 250,000 243,425 226,230 0.10% UNITED STATES TREASURY 1.25% 12/31/2026 250,000 247,500 228,164 0.10% Total US Treasury Notes 5,450,000 5,326,100 5,083,854 2.24% Corporate Securities Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio WALMART INC 2.55% 4/11/2023 250,000 244,525 250,160 0.11% APPLE INC 2.40% 5/3/2023 250,000 240,875 249,625 0.11% SOUTHERN CALIFORNIA EDISON 3.40% 6/1/2023 254,000 252,857 252,559 0.11% NEW YORK UNIVERSITY 2.72% 7/1/2023 230,000 234,899 228,533 0.10% ORACLE CORP 3.63% 7/15/2023 250,000 253,425 248,830 0.11% IBM CORP 3.38% 8/1/2023 500,000 492,500 496,818 0.22% GILEAD SCIENCES INC 2.50% 9/1/2023 260,000 249,886 257,046 0.11% PROV ST JOSEPH HEALTH OBL 4.38% 10/1/2023 315,000 340,704 312,634 0.14% PRES & FELLOWS OF HARVAR 2.60% 10/1/2023 300,000 306,750 296,149 0.13% TOYOTA MOTOR CREDIT CORP 2.25% 10/18/2023 250,000 235,225 246,498 0.11% NATIONAL RURAL UTIL COOP 3.40% 11/15/2023 300,000 297,900 292,602 0.13% ALABAMA POWER CO 3.55% 12/1/2023 250,000 249,875 247,201 0.11% CITIGROUP GLOBAL MARKETS 4.00% 12/1/2023 500,000 500,000 495,112 0.22% NATIONAL SECS CLEARING 4.00% 12/7/2023 500,000 498,850 482,617 0.21% TOYOTA MOTOR CREDIT CORP 3.35% 1/8/2024 400,000 399,280 394,917 0.17% JOHN DEERE CAPITAL CORP 3.45% 1/10/2024 250,000 250,450 246,916 0.11% Corporate Securities Cont'd
3M COMPANY 3.25% 2/14/2024 300,000 314,610 296,324 0.13%

CITY OF LODI

SUMMARY OF CASH AND INVESTED FUNDS
FOR THE QUARTER ENDED MARCH 31, 2023
TYPE OF INVESTMENT Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio BOEING CO 2.80% 3/1/2024 250,000 248,500 243,748 0.11% DETROIT EDISON CO 3.65% 3/15/2024 300,000 318,180 295,576 0.13% NORTHWESTERN MUTUAL GLBL ** 0.60% 3/25/2024 750,000 714,975 717,297 0.32% BANK OF AMERICA CORP 4.00% 4/1/2024 250,000 261,725 247,170 0.11% HORMEL FOODS CORP 0.65% 6/3/2024 500,000 495,100 474,894 0.21% CATERILLAR FINANCIAL SERVICE 3.30% 6/9/2024 500,000 527,550 491,466 0.22% AMERICAN HONDA FINANCE 0.55% 7/12/2024 400,000 399,080 378,970 0.17% WALT DISNEY COMPANY 1.75% 8/30/2024 500,000 499,300 481,101 0.21% WELLS FARGO & COMPANY 3.30% 9/9/2024 750,000 788,725 730,780 0.32% AMERICAN HONDA FINANCE 2.15% 9/10/2024 500,000 499,550 481,394 0.21% SHELL INTERNATIONAL FIN 2.00% 11/7/2024 500,000 497,650 480,289 0.21% CATERILLAR FINANCIAL SERVICE 3.25% 12/1/2024 500,000 528,700 488,240 0.22% CON EDISON CO OF NY INC 3.30% 12/1/2024 310,000 330,646 301,243 0.13% JOHNSON & JOHNSON 2.63% 1/15/2025 1,000,000 967,600 974,677 0.43% APPLE INC 2.50% 2/9/2025 500,000 478,000 484,551 0.21% TOYOTA MOTOR CREDIT CORP 1.80% 2/13/2025 300,000 299,940 285,214 0.13% WESTPAC BANKING CORP 2.35% 2/19/2025 500,000 514,250 479,289 0.21% FLORIDA POWER & LIGHT CO 2.85% 4/1/2025 500,000 499,400 484,455 0.21% BMW US CAPITAL LLC 3.90% 4/9/2025 400,000 399,880 392,422 0.17% YALE UNIVERSITY 0.87% 4/15/2025 1,075,000 1,068,318 1,002,183 0.44% AMAZON.COM INC 0.80% 6/3/2025 500,000 497,950 464,961 0.20% PEPSICO INC ** 3.50% 7/17/2025 500,000 488,000 492,581 0.22% SUTTER HEALTH 1.32% 8/15/2025 750,000 743,175 690,474 0.30% APPLE INC 0.55% 8/20/2025 500,000 492,150 460,396 0.20% JOHNSON & JOHNSON 0.55% 9/1/2025 950,000 944,185 872,783 0.38% WALMART INC ** 3.90% 9/9/2025 500,000 498,550 498,225 0.22% NATIONAL RURAL UTIL COOP 1.00% 9/15/2025 500,000 499,250 452,990 0.20% TOYOTA MOTOR CREDIT CORP 0.80% 10/16/2025 500,000 493,650 455,604 0.20% TOYOTA MOTOR CREDIT CORP 0.80% 1/9/2026 500,000 498,800 452,529 0.20% APPLE INC 0.70% 2/8/2026 500,000 492,000 454,570 0.20% PUBLIC STORAGE 0.88% 2/15/2026 300,000 297,720 269,434 0.12% MERCK & CO INC 0.75% 2/24/2026 400,000 398,640 365,973 0.16% JOHNSON & JOHNSON ** 2.45% 3/1/2026 500,000 478,500 480,132 0.21% BMW US CAPITAL LLC 2.80% 4/11/2026 500,000 495,900 475,369 0.21% BMO HARRIS BANK NA 1.00% 4/13/2026 250,000 250,000 222,653 0.10% AMAZON.COM INC 1.00% 5/12/2026 500,000 498,800 452,943 0.20% CHARLES SCHWAB CORP 1.15% 5/13/2026 500,000 499,500 438,579 0.19% BANK OF AMERICA CORP 1.25% 5/28/2026 500,000 500,000 430,821 0.19% BANK OF AMERICA CORP 1.20% 6/25/2026 500,000 499,300 437,511 0.19% MASS INSTITUTE OF TECH 3.31% 7/1/2026 500,000 532,750 485,294 0.21% SOCIETE GENERALE 1.35% 7/30/2026 500,000 500,000 500,000 0.22% BANK OF AMERICA CORP 1.15% 9/10/2026 250,000 248,200 208,170 0.09% TEXAS INSTRUMENTS INC 1.13% 9/15/2026 400,000 392,400 360,979 0.16% JPMORGAN CHASE & CO 2.95% 10/1/2026 500,000 534,550 471,685 0.21% ENTERGY LOUISIANA LLC 2.40% 10/1/2026 400,000 375,640 369,502 0.16% TSMC ARIZONA CORP 1.75% 10/25/2026 500,000 437,800 452,050 0.20% DUKE ENERGY CAROLINAS ** 2.95% 12/1/2026 500,000 473,550 471,670 0.21% PROCTER & GAMBLE CO/THE 1.90% 2/1/2027 350,000 347,270 325,036 0.14% IBM CORP 2.20% 2/9/2027 500,000 475,200 461,308 0.20% PROGRESSIVE CORP 2.50% 3/15/2027 500,000 488,800 460,595 0.20% NIKE INC 2.75% 3/27/2027 1,000,000 959,100 947,643 0.42% VISA INC 1.90% 4/15/2027 500,000 442,600 459,553 0.20% MIDAMERICAN ENERGY CO 3.10% 5/1/2027 500,000 461,050 472,303 0.21% UNILEVER CAPITAL CORP 2.90% 5/5/2027 300,000 288,450 284,351 0.13% CHEVRON CORP 2.00% 5/11/2027 500,000 469,150 457,592 0.20% INTEL CORP 3.15% 5/11/2027 500,000 463,800 478,406 0.21% NSTAR ELECTRIC CO 3.20% 5/15/2027 400,000 388,640 378,953 0.17% AMAZON.COM INC 1.20% 6/3/2027 500,000 450,650 443,471 0.20% META PLATFORMS INC 3.50% 8/15/2027 500,000 461,700 482,337 0.21% WALMART INC ** 3.95% 9/9/2027 500,000 494,800 498,979 0.22% AMAZON.COM INC ** 4.55% 12/1/2027 500,000 507,900 507,185 0.22% APPLE INC ** 1.20% 2/8/2028 750,000 642,750 660,519 0.29% COMCAST CORP ** 3.15% 2/15/2028 500,000 472,200 474,090 0.21% Total Corporate Securities 37,144,000 36,574,700 35,189,697 15.50% Municipal Securities Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio FRESNO FING-B REF 3.18% 4/1/2023 285,000 282,236 285,000 0.13% OHIO ST THIRD FRONTIER RESEARCH 2.11% 5/1/2023 250,000 240,275 249,498 0.11%

CITY OF LODI

SUMMARY OF CASH AND INVESTED FUNDS
FOR THE QUARTER ENDED MARCH 31, 2023
TYPE OF INVESTMENT Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio RIVERSIDE CA PENSION OBLIGATION 2.63% 6/1/2023 250,000 243,900 249,024 0.11% SAN DIEGO TOBACCO SETTLEMENT 3.44% 6/1/2023 500,000 500,750 498,554 0.22% SOLANO COMMUNITY COLLEGE DT 2.06% 8/1/2023 145,000 145,000 143,657 0.06% CALIFORNIA VARIOUS PURPOSE 3.50% 8/1/2023 305,000 310,490 303,428 0.13% VISTA REDEV AGENCY-TXBL 3.00% 9/1/2023 290,000 300,643 287,127 0.13% CENTRAL CONTRA COSTA SANITATION DISTRICT 3.12% 9/1/2023 415,000 417,283 412,408 0.18% CALIFORNIA STATE MUNI TAX 2.25% 10/1/2023 250,000 239,750 246,637 0.11% TX PUB FIN AUTH-A-REF 5.08% 10/1/2023 300,000 300,000 293,707 0.13% OAKLAND PENSION-TXBL 4.35% 12/15/2023 400,000 440,880 398,173 0.18% RIVERSIDE CA UNIFIED SCHOOL DIST 1.98% 2/1/2024 400,000 400,000 390,697 0.17% NATIONAL RURAL UTIL COOP 3.50% 2/8/2024 300,000 297,090 287,441 0.13% CALIFORNIA ST-TXBL-B 3.00% 4/1/2024 610,000 616,087 599,385 0.26% CORTE MADERA-TXBL-REF 2.75% 5/1/2024 150,000 150,300 146,807 0.06% TULARE COUNTY BRD ED-TXBL 2.31% 5/1/2024 235,000 236,528 228,574 0.10% UNIV OF CALIFORNIA-BF 0.83% 5/15/2024 120,000 120,216 115,042 0.05% UNIV OF CA-AP-TXBL ** 3.06% 5/15/2024 1,000,000 981,600 983,059 0.43% CHAFFEY COMMUNITY COLLEGE DT 1.72% 6/1/2024 480,000 477,168 464,433 0.20% ORANGE -TXBL -REF 5.87% 6/1/2024 400,000 394,320 380,187 0.17% RIVERSIDE CO PUB FIN 1.92% 7/1/2024 300,000 300,000 288,889 0.13% LOMPOC VALLEY MED-TXBL 2.07% 7/1/2024 110,000 110,869 106,038 0.05% ANAHEIM PUBLIC FIN 0.63% 7/1/2024 250,000 245,500 237,960 0.10% SAN FRANCISCO CITY 3.76% 8/1/2024 250,000 270,675 246,156 0.11% TAMALPAIS UN HSD-TXBL 2.02% 8/1/2024 150,000 151,770 145,083 0.06% TENNESSEE-C-REF-TXBL 1.97% 8/1/2024 170,000 171,751 164,299 0.07% CONTRA COSTA CA COMNTY 1.77% 8/1/2024 250,000 250,000 240,891 0.11% MINNESOTA ST-C-TXBL 3.00% 8/1/2024 215,000 227,857 211,247 0.09% SOLANO COMMUNITY COLLEGE DT 2.16% 8/1/2024 300,000 300,000 290,975 0.13% SAN FRANCISCO REDEV-C 3.13% 8/1/2024 500,000 524,000 488,555 0.22% MT SAN ANTONIO CCD 1.94% 8/1/2024 400,000 404,080 386,874 0.17% MD ST-B 0.46% 8/1/2024 300,000 300,000 283,944 0.13% SANTA CLARA CO-B-TXBL 2.00% 8/1/2024 475,000 467,543 458,693 0.20% LOS ANGELES CCD-REF 0.67% 8/1/2024 500,000 469,000 474,927 0.21% CENTRAL BASIN-B-REF ** 1.94% 8/1/2024 600,000 577,860 577,595 0.25% ORANGE COUNTY CA WATER DIST 1.94% 8/15/2024 200,000 200,080 192,997 0.09% W SACRAMENTO AREA 2.07% 9/1/2024 150,000 150,000 144,121 0.06% ESCONDIDO JT POWERS 2.19% 9/1/2024 380,000 383,192 366,825 0.16% SAN FRANCISCO CMNTY-B ** 3.11% 9/1/2024 340,000 332,690 331,310 0.15% HAWAII ST-GB 0.80% 10/1/2024 125,000 124,938 118,182 0.05% CARMICHAEL WATER DIST 2.17% 11/1/2024 1,295,000 1,304,065 1,246,134 0.55% INDIO PUB FIN-B-TXBL 3.35% 11/1/2024 180,000 190,350 175,855 0.08% VENTURA COUNTY CA PUBLIC 1.22% 11/1/2024 100,000 100,000 94,830 0.04% SEMITROPIC IMP DIST-A 2.36% 12/1/2024 140,000 141,694 134,673 0.06% CARSON -TXBL-REV 1.88% 1/15/2025 505,000 516,817 478,329 0.21% SAN RAMON REDEV AGY 4.00% 2/1/2025 140,000 155,834 137,577 0.06% CALIFORNIA ST MUNI FI 1.67% 2/1/2025 300,000 281,760 282,742 0.12% CT ST-SER A ** 5.77% 3/15/2025 500,000 514,900 509,841 0.22% CALIFORNIA-TXBL 3.38% 4/1/2025 315,000 340,200 309,041 0.14% STANISLAUS CONSOL FIR 1.25% 4/1/2025 235,000 236,998 218,371 0.10% SAN DIEGO CNTY CA REG 2.09% 4/1/2025 350,000 366,485 333,568 0.15% BAY AREA CA TOLL AUTH 2.33% 4/1/2025 250,000 242,025 239,759 0.11% UNIV OF CA-AS-TXBL ** 2.49% 5/15/2025 545,000 523,255 525,374 0.23% MONTEREY PK TXBL 0.89% 6/1/2025 400,000 399,800 367,971 0.16% GOLDEN ST TOBACCO -B 1.40% 6/1/2025 300,000 300,000 278,122 0.12% LAKEPORT-REV-TXBL 1.18% 6/1/2025 155,000 155,233 143,467 0.06% MONTEBELLO -REV -TXBL 2.50% 6/1/2025 1,000,000 932,700 950,419 0.42% SANTA CRUZ CO CA-TXBL ** 0.79% 6/1/2025 315,000 289,107 290,314 0.13% ANAHEIM PUBLIC FIN 0.94% 7/1/2025 250,000 249,400 231,721 0.10% UNIV CA-AX-TXBL 3.06% 7/1/2025 1,150,000 1,242,765 1,121,148 0.49% SAN RAMON-TXBL 1.20% 7/1/2025 500,000 497,250 462,279 0.20% UT ST-BABS-B 3.54% 7/1/2025 750,000 540,585 544,411 0.24% FOOTHILL DE ANZA-B 0.91% 8/1/2025 500,000 504,600 461,519 0.20% SANTA ROSA ELEM SD 1.01% 8/1/2025 500,000 500,000 460,608 0.20% W CONTRA COSTA SD-B 0.94% 8/1/2025 505,000 505,000 467,165 0.21% CASTRO VLY UNIF SCH 1.20% 8/1/2025 500,000 503,100 463,166 0.20% Municipal Securities Cont'd
OAK GROVE SD -REF 0.87% 8/1/2025 240,000 240,000 222,248 0.10% BELMONT-REDWOOD-A- 0.88% 8/1/2025 205,000 205,000 188,676 0.08% BELMONT-REDWOOD-B-REF 0.88% 8/1/2025 200,000 200,000 184,074 0.08%

CITY OF LODI

SUMMARY OF CASH AND INVESTED FUNDS
FOR THE QUARTER ENDED MARCH 31, 2023
TYPE OF INVESTMENT Interest Rate Maturity Date Par Value Cost Market Value % of Portfolio SAN BERNARDINO CCD 0.84% 8/1/2025 275,000 275,000 254,708 0.11% BELLFLOWER -TXBL 1.32% 8/1/2025 500,000 500,000 461,402 0.20% KLAMATH & TRINITY-B 1.83% 8/1/2025 250,000 250,000 233,698 0.10% COVINA-VLY SD-TXBL 1.28% 8/1/2025 410,000 381,915 382,435 0.17% RIO ESD CMNTY FACS DT 1.12% 9/1/2025 380,000 380,000 349,384 0.15% ANAHEIM CA HSG & PUB-B 1.86% 10/1/2025 525,000 481,478 493,457 0.22% PALM DESERT REDEV-B ** 3.25% 10/1/2025 500,000 483,850 483,660 0.21% MA CMWLTH -E-TXBL-REF 0.70% 11/1/2025 220,000 218,306 201,340 0.09% CALIFORNIA ST UNIV-B 0.86% 11/1/2025 100,000 100,000 91,812 0.04% STHRN KERN UNIF SD-B 1.08% 11/1/2025 370,000 370,000 337,601 0.15% VENTURA CNTY CA PUBLI 1.32% 11/1/2025 500,000 496,250 461,595 0.20% GA ST-SER H 4.50% 11/1/2025 535,000 534,305 534,382 0.24% TENNESSEE ST -B-REF 0.86% 11/1/2025 115,000 102,350 105,462 0.05% SACRAMENTO CNTY CA-B 1.04% 12/1/2025 485,000 471,275 447,051 0.20% NEW YORK ST ** 2.26% 2/15/2026 500,000 468,000 470,730 0.21% BAY AREA CA TOLL AUTH 2.43% 4/1/2026 230,000 245,834 217,765 0.10% CALIFORNIA ST-TXBL-B 2.65% 4/1/2026 500,000 526,650 477,748 0.21% WISCONSIN ST GEN FUND 3.05% 5/1/2026 300,000 329,010 288,728 0.13% UNIV OF CALIFORNIA-BI 0.87% 5/15/2026 405,000 353,484 366,161 0.16% NEW JERSEY ST-A-TXBL 2.25% 6/1/2026 660,000 630,432 619,893 0.27% BEVERLY HILLS PUB FIN ** 2.36% 6/1/2026 690,000 645,702 649,560 0.29% SAN FRANCISCO CA CITY 1.10% 6/15/2026 370,000 372,923 331,821 0.15% RED BLUFF-TXBL 1.46% 7/15/2026 350,000 356,965 312,395 0.14% BELMONT-REDWOOD-B-REF 1.10% 8/1/2026 205,000 205,000 184,270 0.08% SAN BERNARDINO CCD 1.10% 8/1/2026 230,000 230,000 208,323 0.09% BELLFLOWER -TXBL 1.60% 8/1/2026 465,000 463,512 420,469 0.19% KLAMATH & TRINITY-B 2.08% 8/1/2026 130,000 130,000 119,613 0.05% SAN FRANCISCO CO-TXBL 1.76% 9/1/2026 295,000 298,540 267,563 0.12% RIVERSIDE UNIF SD FIN 1.65% 9/1/2026 750,000 741,825 678,872 0.30% CUCAMONGA VLY WTR-B 3.55% 9/1/2026 250,000 238,325 243,750 0.11% CALIFORNIA ST -TXBL 2.38% 10/1/2026 1,015,000 1,003,214 953,642 0.42% TEXAS ST-REF-TXBL 3.42% 10/1/2026 990,000 1,093,653 957,525 0.42% CA ST UNIV-D 1.14% 11/1/2026 375,000 369,563 335,916 0.15% OREGON ST-H-REF 1.19% 11/1/2026 115,000 112,309 103,227 0.05% CALIFORNIA ST UNIV-B 1.14% 11/1/2026 500,000 447,600 447,953 0.20% LOS ANGELES MUNI-C 3.32% 11/1/2026 140,000 133,882 133,752 0.06% RIVERSIDE CNTY CA INF 1.47% 11/1/2026 335,000 290,579 301,914 0.13% CA ST DEPT OF WTR RES 1.05% 12/1/2026 500,000 485,500 447,037 0.20% MANHATTAN BEACH -TXBL ** 1.57% 1/1/2027 375,000 334,463 336,005 0.15% NEW YORK ST 2.36% 2/15/2027 800,000 809,900 742,732 0.33% RIVERSIDE CO-TXBL-REV 2.96% 2/15/2027 205,000 206,046 192,409 0.08% SAN JOSE-C-REF-REV 1.73% 3/1/2027 195,000 189,345 174,762 0.08% BAY AREA CA TOLL AUTH 1.43% 4/1/2027 520,000 478,088 465,800 0.21% SAN DIEGO CO REGL-A 1.40% 4/1/2027 425,000 388,365 379,248 0.17% PORT OF OAKLAND CA 1.67% 5/1/2027 1,085,000 933,092 971,156 0.43% LOS ANGELES DEPT ARPT 1.10% 5/15/2027 240,000 207,720 208,310 0.09% UNIV OF CALIFORNIA-N 3.04% 5/15/2027 100,000 97,570 94,893 0.04% UNIV OF CA-AG-TXBL 3.28% 5/15/2027 500,000 492,550 481,688 0.21% UNIV OF CA-AS-TXBL 2.74% 5/15/2027 500,000 450,700 471,543 0.21% PALM SPRINGS FIN AUTH 1.61% 6/1/2027 845,000 717,912 752,822 0.33% STANFORD UNIVERSITY ** 1.29% 6/1/2027 900,000 793,540 803,028 0.35% SANTA ROSA REGL RES 3.07% 8/1/2027 200,000 197,000 188,717 0.08% DAVIS REDEV SUCCESSOR 2.20% 9/1/2027 375,000 327,413 338,452 0.15% CALIFORNIA ST UNIV-B 1.36% 11/1/2027 380,000 323,266 333,205 0.15% CALIFORNIA ST DEPT OF ** 1.16% 12/1/2027 865,000 749,350 752,267 0.33% SEMITROPIC IMP DIST-A ** 2.69% 12/1/2027 250,000 229,775 230,931 0.10% SAN FRANCISCO MUNI TR ** 1.30% 3/1/2028 500,000 425,100 425,065 0.19% Total Municipal Securities 50,100,000 48,803,662 46,961,449 20.69%

IRS Section 115 Retirement Benefit Trust Funds Market Value Public Agency Retirement Services - Pension Stabilization Fund Balanced Strategy Mutual Fund 20,902,055$
Total Pension Stabilization Fund 20,902,055$
CalPERS - California Employer's Retiree Benefit Trust (CERBT) CERBT Strategy 2 2,137,033$
Total CERBT 2,137,033$
Total Section 115 Retirement Benefit Trust Funds 23,039,087$ Restricted Cash Accounts Market Value
PCE/TCE Central Plume Remediation Fund
Farmers & Merchants Bank Money Market 411,078$
Total PCE/TCE Central Plume Account 411,078$
Total Restriction Cash Accounts 411,078$
AGENDA ITEM C-04

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Accept Quarterly Report of Purchases between $30,000 and $60,000 M
EETING DATE: May 17, 2023
P
REPARED BY: Deputy City Manager
RE
COMMENDED ACTION: Accept Quarterly Report of Purchases between $30,000 and $60,000 BAC
KGROUND INFORMATION: Lodi Municipal Code Section 2.12.060 (T) requires the City Manager to prepare a quarterly report of contracts not less than $30,000 nor greater than $60,000. This report reflects the limits between $30,000 and $60,000 for the quarter ending December 31, 2022.

A
ttached are reports of purchases awarded during the first calendar quarter of 2023. The reports are separated into purchases awarded or made by purchase order, by Cal-Card, and by Contract including Change Orders and Amendments. In addition, we have added a category for Electric Utility Purchases made between $30,000 and $250,000. With this report, staff is providing Council with the full scope of purchasing activity under LMC Section

2.12.060 (T).

F
ISCAL IMPACT: There is no fiscal impact from the preparation of this report.

F
UNDING AVAILABLE: Adequate funding is available in the Fiscal Year 2022/23 budget for the items on this report.
_______________________________________

Andrew Keys
Deputy City Manager/Internal Services Director

Quarterly Report of Purchases by Purchase Order – 2023, Q1

Purchase Order
No. Contractor Description Funding Source Amount
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 - Bidding, 3.20.075 - Professional/technical services contracts, 3.20.077 – Electronic hardware and software, and 3.20.110 - Open market procedure. 2230275 ECONOLITE SYSTEMS INC TS2-1 PNG P44 BM 12 VERT CAB CITY OF LODI,

CA IN-W
Streets Fund - 301 Gas Tax & 303 Measure K
Fund
36,881.86

Quarterly Report of Purchases by Cal-Card – 2023, Q1

Merchant / Vendor Description Funding Source Amount
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 – Bidding, 3.20.077 – Electronic hardware and software, and 3.20.110 - Open market procedure.

Quarterly Report of Purchases by Contract – 2023, Q1
Contract
No.

Contractor Description Department Amount
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 - Bidding, 3.20.075 - Professional/technical services contracts.
323110 Vintage Contractors Inc Peterson Park Tennis Court Resurfacing (505) PW - Engineering 47,300.00 323114 Bauer Compressors Inc Compressor Service (400) Fire Department 55,000.00 323115 Liberty Mfg., Inc. Removal and Clean-Up of Gun Range Lead (300) Police Department 50,000.00 323146 Flock Group, Inc. License Plate Reading Software (300) Police Department 53,500.00 323159 CITY OF ELK GROVE Veterinary Services (300) Police Department 50,000.00

Quarterly Report of Contract Amendments and Change Orders – 2023, Q1

Contract
No
CO# or
Amend#

Contractor

Original
Contract

Amendment
Change
Order
Previous
Adds
Revised
Total

Department
Signer
Title
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 - Bidding, 3.20.075 - Professional/technical services contracts.

Quarterly Report of Electric Utility Purchases $30,000 and $250,000 – 2023, Q1

Purchase Order No. Contractor Description Funding Source Amount The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 - Bidding, 3.20.075 - Professional/technical services contracts, 3.20.077 – Electronic hardware and software, and 3.20.110 - Open market procedure. 2230271 Oldcastle Precast Inc Inventory Items Electric Utility – 500/501 Fund 104,430.94 2230263 Atlanta Fork Lifts Inc. Forklift Toyota Model 8FBCU25 Electric Utility – 500 Fund 45,331.85 2230261 Meiden America Switchgear Inc Inventory Items Electric Utility – 500 Fund 91,873.94 2230245 One Source Distributors LLC Inventory Items Electric Utility – 500 Fund 48,720.62 2230244 General Pacific, Inc Inventory Items Electric Utility – 500 Fund 31,474.77 2230232 General Pacific, Inc Inventory Items Electric Utility – 500 Fund 61,611.57 2230220 Alameda Electric Supply Inc Inventory Items Electric Utility – 500 Fund 47,752.79 2230219 Meiden America Switchgear Inc Inventory Items Electric Utility – 500/501 Fund 200,894.43 2230214 Anixter Inc Inventory Items Electric Utility – 500 Fund 55,071.11 2230210 Future Chevrolet of Sacramento Inc Chevy Bolt EUV - Replacement Vehicle #17 Electric Utility – 501 Fund 37,243.94 2230209 Anixter Inc Inventory Item Electric Utility – 500 Fund 103,173.08

AGENDA ITEM C-05

COUNCIL COMMUNICATION
APPROVED: ________________________________
S tephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\STORMDRN\Stormwater Trash Collection Phase 4 (2023) and Lincoln Pump Station\CPSA-Award1.docx 5/3/2023 AGENDA TITLE: Approve Plans and Specifications and Authorize Advertisement for Bids for Stormwater Trash Collection Project – Phase 4 (2023) and Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($500,000), and Execute Change Orders ($50,000)
MEET
ING DATE: May 17, 2023
PRE
PARED BY: Public Works Director
RECO
MMENDED ACTION: Approve plans and specifications and authorize advertisement for bids for Stormwater Trash Collection Project – Phase 4 (2023) and adopt resolution authorizing City Manager to award Contract to lowest responsive bidder in an amount not-to-exceed $500,000, and execute change orders in an amount not-to-exceed $50,000.

BA
CKGROUND INFORMATION: The City is permitted by the State Water Board to discharge stormwater into the Mokelumne River under the statewide general permit for small municipal storm sewer systems (referred to as MS4s).

The State has mandated that all trash (items as small as a cigarette) be collected prior to discharging to rivers or streams, and has specified a compliance deadline of Dece mber 2030. Trash that blows out of overfilled garbage cans (or littered) gets washed into our storm drain system and discharged into the river if it is not captured prior. Approximately one-third of the City’s storm drainage system ends up discharging into the Mokelumne River.

Staff anticipates a total of 9 phases in order to comply with the State’s requirement with three phases constructed so far. Staff is pri oritizing locations by hi gh risk land uses (as required by the State), size of outfall, and size of drainage area. Phase 4 is propose d t o cover the eighty-five acres served by Outfall Drainage Area 9. The remaining cost of this program is estimated at $4 million, over the next 7 years and is included in the Wastewater Enterprise Financial Plan.

The project will install a trash capture device upstream of the Outfall No. 9 discharge point, as shown on Exhibit A. The device will be approximately 11 feet in diameter and 23 feet in depth, with only a manhole opening visible at
the surface. The plans and specifications are on file in the Public Works Department. The planned bid opening date
is June 14, 2022. The project estimate is $400,000.

Staff
recommends approving plans and specifications and authoriz e advertisement for bids for Stormwater Trash Collection Project – Phase 4 (2023) and adopt resolution authorizing City Manager to award Contract to lowest responsive bidder
in an amount not-to-exceed $500,000, and execute change orders in an amount not-to-exceed $50,000.

Approve Plans and Specifications and Authorize Advertisement for Bids for Stormwater Trash Collection Project – Phase 4 (2023) and Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($500,000), and Execute Change Orders ($50,000).

May 17, 2023

Page 2 ends

\\cvcfilv02\pubwks$\WP\PROJECTS\STORMDRN\Stormwater Trash Collection Phase 4 (2023) and Lincoln Pump Station\CPSA-Award1.docx5/3/2023 FISCAL IMPACT: This project will advance the City’s efforts toward compliance with this unfunded State mandate while slightly increasing annual storm drainage maintenance costs for the trash capture device. This project will not impact the General Fund.

FUNDING AVAILABLE: Budgeted Fiscal Year 2023/24- Wastewater Capital PWWW-21003 (53199000.77020): $800,000

______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

_______________________________
Charles E. Swimley, Jr.

Public Works Director
Prepared by Jimi Billigmeier, Associate Civil Engineer
CES/JB/cd
Attachments

cc: Andrew Richle, Utilities Superintendent

^_
Wyn
Wy.

Edgewood
Dr.

Lockeford St.

Maplewood
Dr.

Denby
W
y.

Rivergate
Pl.

Otta
Dr.

Devine
Dr.

Lawrence
Av.

Daisy
Ave.

Mariposa
Wy.

Avena
Av.

First
St.

Donner
Dr.

RoyalOaksCt.

Sunset Dr.

Hutchins St.

Palm
Av.

Falls
Av.

Palm
Av.

CarloWy.

Costa
Dr.

Fairm
ont
Av.

Rivergate Dr.

Lakew
ood Dr.

River
Pointe
Dr.

De Force
Av.

Forrest Av.

Mokelumne
River
Dr.

M
ain St.

Louie Av.

Pleasant
Av.

Crescent
Av.

Green
Oaks
W
y.

Bel Air
Ct.

Lockeford
St.

First St.

Ham
Ln.

Willow Glen Dr.

Roper
Av.

Olive Ct.

Forrest Av.

Lincoln Av.

G
rant Av.

School St.

Lee Av.

Rose St.

Oak
St.

Palm Av.

Sacram
ento St.

School St.

W
ashington St.

California St.

O
range Av.

Fairmont Av.

Oak St.

HollyDr.

Pleasant Av.

Crescent Av.

EdgewoodDr.

Louie
Av.

Daisy Ave.

Stockton
St.

Ham
Ln.

Church St.

Locust St.

Pine St.

Turner Rd.

Elm St.

EXHIBIT A

STORMWATER TRASH COLLECTION PROJECT -
PHASE 4 (2023)

SITE MAP
Legend
Outfall 9 Boundary
^_ Trash Capture Device Location
µ
0 2,0001,000
Feet
RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO AWARD THE CONTRACT TO THE LOWEST

RESPONSIVE BIDDER FOR STORMWATER TRASH COLLECTION PROJECT – PHASE 4 (2023) AND TO EXECUTE CHANGE ORDERS
========================================================================

WHEREAS, the City is permitted by the State Water Board to discharge stormwater into the Mokelumne River under the statewide general permit for small municipal storm sewer systems (referred to as MS4s); and

WHEREAS, the State has mandated that all trash be collected prior to discharging to rivers or streams, and has specified a compliance deadline of December 2030; and

WHEREAS, approximately one-third of the City’s storm drainage system discharges into the Mokelumne River; and

WHEREAS, Phase 4 of the project will install a trash capture devi ce upstream of the Outfall No. 9 discharge point that will be approximately 11 feet in diameter and 23 feet in depth, with only a manhole opening visible at the surface; and

WHEREAS, staff recommends authorizing the City Manager to award the contract to the lowest responsive bidder, in an amount not to exceed $500,000; and

WHEREAS staff also recommends authorizing the City Manager to execute change orders in an amount not to exceed $50,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to award the contract to the lowest responsive bidder for Stormwater Trash Collection Project – Phase 4 (2023), in an amount not to exceed $500,000; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute change orders in an amount not to exceed $50,000; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Pr otocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
======================================================================== I hereby certify that Resolution No. 202 3-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023 by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk
2023-____
AGENDA ITEM C-06

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\STREETS\Alley Improvements Phase 9 (2021)\CRatCOAccept1.docx 5/4/2023 AGENDA TITLE: Adopt Resolution Ratifying Expenses and Authorizing City Manager to Execute Change Orders to Alley Improvement Project – Phase 9 ($1,004.54) and Accept Improvements Under Contract for Alley Improvement Project – Phase 9
MEETING DATE: May 17, 2023
PREPARED BY: Public Works Director
RE
COMMENDED ACTION: Adopt Resolution Ratifying Expenses and Authorizing City Manager to Execute Change Orders to Alley Improvement Project – Phase 9 ($1,004.54) and Accept improvements under contract for Alley Improvement Project – Phase 9
B
ACKGROUND INFORMATION: The City has reconstructed various alleys over the past 10 years. The projects have typically included between one and two alleys per year, depending on funding levels. Specific projects are selected based on a citywide alley condition assessment list and are rated based on pavement condition and drainage improvement needs.

T
his project reconstructed the alley north of Walnut Street, between Washington Street and Central Avenue, as shown on Exhibit A. The project included approximately 15,000 square feet of pavement removal and replacement, two new concrete alley approaches, installation of 550 lineal feet of concrete valley gutter, installation of storm drain system improvements, and other incidental and related work, all as shown on the plans and specifications for the above project.

The final cost of the contract was $440,913.54 and was completed in substantial conformance with the specifications approved by City Council. There were two change orders totaling $41,004.54. Since the Council action to award the contract limited City Manager change order authority to $40,000, staff is requesting Council ratify the additional $1,004.54 expenditure that exceeded the $40,000 limit.

C
hange Order 1 ($21,716.79) included costs due to expended time and materials work required to address an existing water line, which was installed more shallow than shown on the as built plans. This condition required several final paving modifications. The original contract was 40 days; 27 calendar days were added to make the necessary adjustments.

C
hange Order 2 ($19,287.75) was an internal change order in unit item quantities to account for additional paving and gutter length to accommodate the adjusted grades. The contract was completed prior to the adjusted contract completion date. Photos of completed work are shown in Exhibit B.

Adopt Resolution Ratifying Expenses and Authorizing City Manager to Execute Change Orders to Alley Improvement Project – Phase 9 ($1,004.54) and Accept Improvements Under Contract for Alley Improvement Project – Phase 9 February 15, 2023

Page 2 ends

\\cvcfilv02\pubwks$\WP\PROJECTS\STREETS\Alley Improvements Phase 9 (2021)\CRatCOAccept1.docx 5/4/2023 Following acceptance by the City Council, as required by law, the City Engineer will file a Notice of Completion with the County Recorder’s office. The notice serves to notify vendors and subcontractors that the project is complete and begins their 30-day period to file a stop notice requiring the City to withhold payments from the prime contractor in the event of a payment dispute.

FISCAL IMPACT: The project will reduce maintenance costs in the reconstructed alleys.

FUNDING AVAILABLE: This project was funded by 2020/21 Community Development Block Grant funds ($538,147)

_______________________________
Charles E. Swimley, Jr.

Public Works Director
Prepared by Jimi Billigmeier, Associate Civil Engineer

CES/AB/CD
Attachments

cc: CDBG Program Specialist

Joe Serna
Charter
School
Walnut St.

Oak St.

Walnut St.

Central Av.Washington St.
µ
0 100 20050
Feet
2021/22 Alley Improvement Project - Phase 9
Exhibit A
Legend
Project Location Boundary

Alley Improvement Contract – Phase 9

EXHIBIT B
Before After
RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL RATIFYING EXPENSES AND

AUTHORIZING THE CITY MANAGER TO EXECUTE CHANGE ORDERS TO ALLEY IMPROVEMENT PROJECT – PHASE 9
========================================================================

WHEREAS, this project reconstructed the alley north of Walnut Street, between Washington Street and Central Avenue, and included approximately 15,000 square feet of pavement removal and replacement, two new concrete alley approaches, installation of 550 lineal feet of concrete valley gutter, installation of storm drain system improvements, and other incidental and related work; and

WHEREAS, t he final cost of the contract was $440,913.54 and was completed in substantial conformance with the specifications approved by City Council; and

WHEREAS, there were two change orders totaling $41,004.54; and

WHEREAS, Council action to award the contract limited the City Manager ’s change order authority to $40,000, and staff is requesting Council ratify the additional $1,004.54 expenditure that exceeded the $40,000 limit; and

WHEREAS, staff recommends ratifying expenses and authorizing the City Manager to execute change orders to Alley Improvement Project – Phase 9 in the amount of $1,004.54.

NOW, THEREFORE, BE IT RESO LVED that the Lodi City Council does hereby ratify expenses and authorize the City Manager to execute change orders to Alley Improvement Project – Phase 9 in the amount of $1,004.54; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019- 223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
=======================================================================

I hereby certi fy that Resolution No. 2023-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk

2023-_____
AGENDA ITEM C-07

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\SEWER\WastewaterRehabProject9\CAccept1.docx 5/4/2023 AGENDA TITLE: Accept Improvements Under Contract for Wastewater Main Rehabilitation Program (Project No. 9)
M
EETING DATE: May 17, 2023
P
REPARED BY: Public Works Director
RE
COMMENDED ACTION: A ccept improvements under contract for Wastewater Main Rehabilitation Program (Project No. 9).

B
ACKGROUND INFORMATION: The Wastewater Main Rehabilitation Program is intended to systematically replace and repair existing wastewater infrastructure that has reached its useful life. This is the ninth project scheduled in this program.

P
roject No. 9 rehabilitated approximately 1200 lineal feet of 24-inch and 30-inch diameter wastewater trunk lines running south from Ham Lane and Park Street, continuing along the east side of the WID Canal, ending at Century Boulevard. Lining for these pipes has been completed, improving the level of service, increasing reliability and reducing risk of pipeline failures. As with previous phases of the project, trenchless methods of rehabilitation were used to minimize both surface disruption and costs. The project also rehabilitated 16 wastewater manholes, see attached Exhibit A.

T
he original contract amount was $1,656,535. The final cost of the contract was $1,688,072.39 and was completed in substantial conformance with the specifications approved by City Council. There was one change order incorporating two items totaling $31,537.39. Item 1 revised unit item quantities to match work performed amounting to a credit in the amount of $33,849. Item 2 included work requested by staff amounting to $65,386.39.

T
he additional work requested by staff included cleaning and evaluation of additional 1500 lineal feet of wastewater lines ($16,199.81), additional cleaning of heavy debris from vacon decanting at MSC ($16,965.30), additional mobilization due to rain delays ($14,278.75), and other minor items.

T
he original contract was 90 days. Change Order No. 1 added 120 calendar days for excessive rain events when bypass work was not permitted. Pre-construction and post-construction photos of a sample manhole rehabilitation and wastewater line rehabilitation are shown in Exhibit B.

Fol
lowing acceptance by the City Council, as required by law, the City Engineer will file a Notice of Completion with the County Recorder’s office. The notice serves to notify vendors and subcontractors that the project is complete and begins their 30-day period to file a stop notice requiring the City to withhold payments from the prime contractor in the event of a payment dispute.

Accept Improvements Under Contract for Wastewater Main Rehabilitation Program (Project No. 9).

May 17, 2023

Page 2 ends

\\cvcfilv02\pubwks$\WP\PROJECTS\SEWER\WastewaterRehabProject9\CAccept1.docx 5/4/2023 FISCAL IMPACT: Completing this project will reduce future maintenance costs and increase the performance and reliability of the wastewater system. This project will not impact the General Fund.

FUNDING AVAILABLE: This project was funded by Wastewater Capital (53199000.77020):

_______________________________
Charles E. Swimley, Jr.

Public Works Director
Prepared by Jimi Billigmeier, Associate Civil Engineer
CES/JB/cd
Attachments

cc: Andrew Richle, Utilities Superintendent
Travis Kahrs, Water Plant Superintendent

Kettleman Ln.

Century Blvd.

Church St.

Hutchins St.

Mills Ave.

Ham Ln.
µ
0 1,000 2,000500
Feet
Wastewater Main Rehabilitation Program - Project No. 9
Exhibit A
Legend
Pipelines Rehabilitated
Wastewater Main Rehabilitation Program (Project Np. 9)
Exhibit B‐Before‐After Pictures at Same Location

Wastewater Line Rehab P1546‐P1566
Wastewater Manhole Rehab Q1514
AGENDA ITEM C-08

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt A Resolution Authorizing City Manager To Execute a Three-Year Profess ional Service Agreement with Five Optional One-Year Extensions with A1 Protective Services, LLC, of Rancho Cordova, for Security Services ($1,599,000) M
EETING DATE: May 17, 2023
P
REPARED BY: Deputy City Manager
RE
COMMENDED ACTION: Adopt a resolution authorizing City Manager to execute a three-year professional service agreement with five optional one-year extensions with A1 Protective Services, LLC, of Rancho Cordova , for security services ($1,599,000).

BAC
KGROUND INFORMATION: The City currently has a contract for security services at City Hall Complex, HSS, Lodi Public Library and the Transit Station and Parking Structure.

The contract has been in place for the last eleven years, and is expiring on June 30, 2023. It is best practice to assess available service providers in the market through the RFP process.

In M
arch 2023, the City released a Request for Proposal (RFP) for Security Services. On March 28, 2023, the City received responses from nine firms:
• A
1 Protective Services
• American Guard Services (AGS)
• Allied Universal
• American Global Security
• CityGuard
• Contact Security
• Lyons Security
• Power Security Group
• Vigilant Private Security
The pr
oposals were independently reviewed by a team of three City staff members, including:
• A
ssistant Transportation Planner
• Literacy & Programs Manager
• Recreation Manager
The pr
oposals were evaluated on the following criteria:

• General qualifications
• Technical quality
o Expertise and Experience with similar agencies
o Bidder’s Approach
• Price

Based upon the evaluation of the information supplied in the proposals, the panel ranked the top four firms to interview for further evaluation. On April 24, 2023, the City interviewed four firms in person:

• A1 Protective Services
• American Guard Services (AGS)
• Allied Universal
• Lyons Security

The interview panel consisted of four City staff members, including:

• Deputy City Manager
• Assistant Transportation Planner
• Literacy & Programs Manager
• Recreation Manager

A1 Protective Services specializes in municipalities and government agencies, currently servicing agencies such as the City and County of San Francisco, the City of West Sacramento, the County of Sacramento and Sacramento Sewer and Sanitation District. They offer direct contact with a 24/7 dispatch center to service all of the City’s needs. Additionally, they have met the Federal Funding requirements as set forth in the RFP for the Transit site locations. A1 has committed to a strong local presence, including a locally based account manager occupy a small local office.

Annual Fee Structure for all sites is as follows:

HSS Transit Library City Hall Total
Year 1 $ 62,000 $ 272,000 $ 80,000 $ 100,000 $ 514,000 Year 2 $ 65,000 $ 285,000 $ 84,000 $ 100,000 $ 534,000 Year 3 $ 67,000 $ 297,000 $ 87,000 $ 100,000 $ 551,000 Total by Site $ 194,000 $ 854,000 $ 251,000 $ 300,000 $ 1,599,000

FISCAL IMPACT: Costs for the security services will be included in the City’s proposed Fiscal Year 2023/24 budget for each of the respective sites.

FUNDING AVAILABLE: Not applicable.

_______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO EXECUTE A THREE-YEAR PROFESSIONAL SERVICES

AGREEMENT WITH FIVE OPTIONAL ONE-YEAR EXTENSIONS WITH
A1 PROTECTIVE SERVICES, LLC, OF RANCHO CORDOVA,

FOR SECURITY SERVICES
========================================================================

WHEREAS, the City requires security services that are currently provided at the City Hall Complex, Hutchins Street Square, Lodi Public Library , and the Transit Station and Parking Structure to help ensure the safety of facilities, staff, properties and visitors; and

WHEREAS, staff recommends that the City Council authorize the City Manager to execute a Professional Services Agreement with A1 Protective Services, LLC , of Rancho Cordova, for security services, in an amount not to exceed $1,599,000 for a three -year contr act through June 30, 2025, with five optional one-year extensions.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute a three -year Professional Services Agreement with A1 Protective Services, LLC, of Rancho Cordova, California, for security services, in an amount not to exceed $1,599,000 through June 30, 2025; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute up to five one-year extensions, if it is in the best interest of the City of Lodi; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
========================================================================

I hereby certify that Resolution No. 2023-____as passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk

2023-____
AGENDA ITEM C-09

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing the City Manager to Execute Amendment No. 3 to Professional Services Agreement with Interwest Consulting Group , Inc., for Contract Planning Services Increasing the Fiscal Year 202 2-23 Amount by $30,000, Appropriate Funds for a Total Amount Not to Exceed of $8 86,000 Over the Term of the Agreement , and Request Unused Funds Roll to Future Budget Years
MEETING DATE: May 17, 2023
PREPARED BY: Community Development Director
RECOMMENDED ACTION: Adopt a resolution authorizing the City Manager to e xecute Amendment No. 3 to Professional Services Agreement with Interwest Consulting Group Inc., for contract planning services increasing the Fiscal Year 2022-23 amount by $30,000, appropriate funds in an amount not to exceed $886,000 over the term of the agreement, and request unused funds roll to future budget years.

BACKGROUND INFORMATION: Council previously approved a Professional Services Agreement with Interwest Consulting Group, Inc. (“Interwest”) on October 16, 2019 (Resolution No. 2019-203), with Extension No. 1 approved on August 9, 2021 (Resolution No. 2021-201), and Extension No. 2 approved on July 14, 2022 (Resolution No. 2022-154).

Although a City Planner position was added with the 2021-22 mid-year budget, the position was not filled until December 2023, causing temporarily reliance on contract planning services . Notwithstanding the addition of a City Planner, with a population of 67,000, additional contract planning services are needed to maintain adequate customer service levels.

Staff recommends City Council adopt a resolution authorizing the City Manager to execute Amendment No. 3 to Professional Services Agreement with Interwest Consulting Group of Roseville for contract planning services increasing the Fiscal Year 2022-23 amount by $30,000 and appropriate funds, in an amount not to exceed $ 886,000 for the life of th e agreement and request unused funds roll to future budget years.

FISCAL IMPACT: Appropriate $30,000 for fiscal year 2022-23 in an amount not to exceed $886,000 for the life of the agreement.

FUNDING AVAILABLE: Community Development Special Revenue Fund: 27082000.72450 ______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director
Interwest PSA Amendment No. 3
May 17, 2023

Page 2 of 2 ends

_______________________________
John R. Della Monica, Jr.

Community Development Director

Attachments:

Amendment No. 3 to Interwest Professional Services Agreement

RESOLUTION NO. 2023-_____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE
CITY MANAGER TO EXECUTE AMENDMENT NO. 3 TO THE PROFESSIONAL SERVICES AGREEMENT WITH INTERWEST CONSULTING GROUP, INC., A COLORADO CORPORATION, FOR CONTRACT PLANNING SERVICES;
APPROPRIATING FUNDS; AND FURTHER ROLLING UNUSED FUNDS TO

FUTURE BUDGET YEARS
========================================================================

WHEREAS, the City entered into a Professional Services Agreement with Interwest Consulting Group, Inc. ( “Interwest”) on October 16 , 20 19 (Resolution No. 2019 -203), with Extension No. 1 approved on August 9, 2021 (Resolution No. 2021-201), and Extension No. 2 approved on July 14, 2022 (Resolution No. 2022-154); and

WHEREAS, Extension No. 2 amended and extended the Professional Services Agreement through June 30, 2023, for an amount not to exceed $856,000; and

WHEREAS, with a population of 67,000 and one permanent Planner, additional contract planning services are needed to provide adequate customer service levels, requiring an increase in the not-to-exceed amount for Fiscal Year 2022-23 of $30,000; and

WHEREAS, staff recommends that the City Council authorize the City Manager to execute Amendment No. 3 with Interwest Consulting Group, Inc., a Colorado Corporation, for planning services, increasing the F iscal Year 2022-23 amount by $30 ,000, for a total amount not to exceed $886,000, and appropriate funds from 27082000.72450.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute A mendment No. 3 to the Professional Services Agreement with Interwest Consulting Group, Inc., a Colorado Corporation, for planning services, thereby increasing the Fiscal Year 2022-23 amount by $30,000, for a total amount not to exceed $886,000, over the term of the agreement; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby appropriate funds in the amount of $30,000 from 27082000.72450 and roll unused funds to future budget years ; and

BE IT FURTHER RESOLVED, pur suant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
======================================================================== I hereby certi fy that Resolution No. 202 3-_____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk
2023-______
AGENDA ITEM C-10

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Amendment 3 to Professional Services Agreement with Power Centric Solutions, LLC of Gallatin, TN for Lodi Electric Utility Engineering System Study Services ($150,000)
M
EETING DATE: May 17, 2023
P
REPARED BY: Electric Utility Director
RE
COMMENDED ACTION: Adopt a resolution authorizing the City Manager to execute Amendment 3 to the Professional Services Agreement with Power Centric Solutions, LLC of Gallatin, TN for Lodi Electric Utility Engineering System Study Services in an amount not-to-exceed $150,000.

B
ACKGROUND INFORMATION: In August 2020, the City Council approved a Professional Services Agreement (Agreement) with Power Centric Solutions, LLC (PCS) for a comprehensive engineering study of the electric distribution system.

T
he primary task associated with the original Agreement included updating Lodi Electric Utility’s (LEU) existing distribution system circuit model and analyzing load serving capabilities. In February 2021, the City Council approved Amendment 1 to the Agreement with PCS to perform updated system loss studies, support the integration of LEU’s engineering software to the new GIS platform, perform interconnection studies as needed, as well as provide other engineering expertise to support LEU. Then in September 2022, the City Council approved Amendment 2 to provide additional engineering expertise to support LEU’s various ongoing projects.

LE
U has identified various additional tasks that need significant engineering support to improve overall system performance and reliability including load growth and power flow evaluation, engineering analysis, support for relay upgrade projects at various substations, as well as engineering support associated with the State of California natural gas power plant currently under construction.

A
s a result, staff are requesting approval of Amendment 3 to the Agreement for $150,000 through December 2024. Combined with the original Agreement of $49,600, Amendment 1 for $75,000 and Amendment 2 for $125,000, this will bring the total not-to-exceed amount for PCS’s services to $399,600 through December 2024.

F
ISCAL IMPACT: Amendment 3 not-to-exceed cost of $150,000.

Adopt Resolution Authorizing City Manager to Execute Amendment 3 to Professional Services Agreement with Power Centric Solutions, LLC of Gallatin, TN for Lodi Electric Utility Engineering System Study Services ($150,000)
May 17, 2023

Page 2 ends

FUNDING AVAILABLE: Sufficient funds are available in account number 50061500.72450. Additional funds for future years will be included as part of the annual budget planning process. Any costs associated with the power plant will be fully reimbursed by the State of California.

______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

_______________________________________
Jeff Berkheimer
Electric Utility Director

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE
CITY MANAGER TO EXECUTE AMENDMENT NO. 3 TO THE PROFESSIONAL

SERVICES AGREEMENT WITH POWER CENTRIC SOLUTIONS, LLC, OF

GALLATIN, TENNESSEE, FOR LODI ELECTRIC UTILITY ENGINEERING

SYSTEM STUDY SERVICES
========================================================================

WHEREAS, in August 2020, the City Council approved a Professional Services Agreement (Agreement) with Power Centric Solutions, LLC (PCS) in the amount of $49,600 for a comprehensive engineering study of the electric distribution system with the primary task of updating Lodi Electric Utility’s (LEU) existing distribution system circuit model and analyzing load serving capabilities; and

WHEREAS, in February 2021, the City Council approved Amendment No. 1 to the Agreement with PCS in the amount of $75,000 to perform updated system loss studies, support the integration of LEU’s engineering software to the new GIS platform, perform interconnection studies as needed, as well as provide other engineering expertise to support LEU; and

WHEREAS, i n September 2022, the City Council approved Amendment No. 2 to the Agreement with PCS in the amount of $125,000 to provide additional engineering expertise to support LEU’s various projects; and

WHEREAS, LEU has identified various additional tasks that need significant engineering support to improve overall system performance and reliability , including load growth and power flow evaluation, engineering analysis, support for relay upgrade projects at various substations, as well as engineering support associated with the State of Cal ifornia natural gas power plant currently under construction.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute Amendment No. 3 to the Professional Services Agreement with Power Centric Solutions, LLC, of Gallatin, Tennessee, for Lodi Electric Utility engineering system study services, in an amount not to exceed $150,000, for a total approved contract amount of $399,600; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
========================================================================

I hereby certify that Resolution No. 2023-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk
2023-_____
AGENDA ITEM C-11

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute an Agreement for Workers’ Compensation Self-Insurance Third-Party Administrator with Acclamation Insurance Management Services, Inc., of Sacramento, for the Period July 1, 2023, to June 30, 2028 ($893,000)
M
EETING DATE: May 17, 2023
P
REPARED BY: Beverly Jensen, Risk Manager
RE
COMMENDED ACTION: Adopt resolution authorizing the City Manager to execute an agreement for Workers’ Compensation Self-Insurance Third-Party Administrator (TPA) with Acclamation Insurance Management Services, Inc. (“AIMS”), of Sacramento, for the period July 1, 2023, to June 30, 2028 ($893,000).

B
ACKGROUND INFORMATION: Workers' compensation, which is mandated by the State Labor Code, provides medical treatment coverage, temporary and permanent disability payments, survivor’s death benefits, and total disability pension benefits for employees, officers, volunteers and elected officials suffering from an industrial injury or illness. The City self-insures for workers’ compensation and contracts with a TPA to administer claims. The TPA model allows the City to benefit from professional experienced claims handlers who are able to draw on a large knowledge pool of past experiences and current trends to assist in reducing outside litigation costs.

T
he City has contracted with a TPA since 1976 and periodically solicits competitive proposals to ensure that it is obtaining the best price for the most efficient services. Sedgwick Claims Management Services, Inc. is the City’s existing TPA and the current agreement will end June 30, 2023. Following a competitive selection process, staff is recommending that the City Council authorize the City Manager to execute an agreement with AIMS for professional services as the TPA of the City’s self-insured workers’ compensation program for the period from July 1, 2023 through June 30, 2028.

Pr
oposed annual claims administration fee for Fiscal Year (FY) 2023-24 is $165,270.42, with a three percent cost of living adjustment each following year for a total of $877,443.12. There is an additional one-time data conversion fee of $15,000. The total not-to-exceed cost of the contract over five years is $893,000.

T
he Risk Management Division of the City Attorney’s office issued a request for proposals for Workers’ Compensation TPA services to nine different companies. Six companies responded. All proposals were reviewed by an evaluation panel made up of City staff from Risk Management, Human Resources, Police and Fire Departments as well as an outside subject matter expert, the Risk Manager from the City of Livermore.

Staff solicited references from all of the proposers as well. After an initial review of the responses and Adopt Resolution Authorizing City Manager to Execute an Agreement for Workers’ Compensation Self -Insurance Third-Party Administrator with Acclamation Insurance Management Services, Inc., of Sacramento, for the Period July 1, 2023, to June 30, 2 028 ($893,000)
May 17, 2023

Page 2 of 2 ends

references, the panel invited the three highest scoring firms to participate in a presentation/panel interview.

The firms selected for interviews were, AIMS, Innovative Claims Services, Inc. and Tristar Risk Management.

The panel considered various factors in making a selection, including the annual claims administration fee to the City, the cost for additional services (including bill review and utilization review), the staffing levels offered by the TPA as part of the flat annual claims administration fee, TPA’s experience working with public entities, the TPA’s recommendations for reducing the City’s overall expenditures on workers’ compensation claims, and recommendations by other current public entity clients. Based on these factors, staff recommends AIMS as the best qualified to meet the City’s needs and administer the workers’ compensation program.

AIMS has been in business for over fifty years and has extensive experience with self-insured municipalities. Based on a review of AIMS’s detailed written proposal, the presentation by AIMS staff and discussions with current public entity AIMS clients, staff believes that entering into an agreement with AIMS will, over the course of the agreement, promote financial stability by reducing the current inventory of open claims, resolving future claims before the litigation stage and ensuring that injured City employees receive early aggressive medical treatment.

In addition to the claims administration services, and consistent with the City’s existing TPA contract, AIMS will also offer medical cost containment services. These services include medical bill review, utilization review and nurse injury triage. The fees for these services are separate from the annual claims administration fee of the agreement and are billed to individual claim files as is the industry standard. The goal of these additional services is to reduce the overall cost to the City for medical care and comply with State Medical Fee schedule while ensuring injured City employees receive appropriate and high-quality medical care. Bundling these services with the TPA provider allows for seamless integration and provides for more efficient customer service, faster authorizations for care and ultimately better outcomes for injured employees.

FISCAL IMPACT: Total not-to-exceed of $893,000 for the proposed five-year agreement

FUNDING AVAILABLE: Funding is budgeted in the Workers’ Compensation Insurance Fund 66525100.72450.

________________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

_______________________________________
Janice D. Magdich
City Attorney

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH ACCLAMATION INSURANCE MANAGEMENT SERVICES, INC., OF SACRAMENTO, FOR WORKERS’ COMPENSATION THIRD-PARTY ADMINISTRATION
========================================================================

WHEREAS, the City is certified by the State of California Department of Industrial Relations under Labor Code Sections 3700 and 3705 to self -insure for providing sta tutorily required Workers’ Compensation benefits to its employees; and

WHEREAS, the City contracts for third-party administration of its self -insured Workers’ Compensation Program; and

WHEREAS, the City currently has an agreement with Sedgwick to serve as the third-party administrator (TPA) for the City’s Workers’ Compensation Program and said agreement will expire on June 30, 2023; and

WHEREAS, the City issued a Request for Proposals for Workers’ Compensation TPA services and received six responses; and

WHEREAS, a five -member evaluation panel determined that Acclamation Insurance Management Services, Inc., was the best-qualified respondent.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute a Professional Services Agreement for Workers’ Compensation self- insurance third-party administration with Acclamation Insurance Management Services, Inc., of Sacramento, California, for the period July 1, 2023, to June 30, 2028, in an amount not to exceed $893,000; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and make clerical corrections as necessary.

Date: May 17, 2023
========================================================================

I hereby certify that Resolution No. 202 3-___ was passed and adopted by the Lodi City Council in a regular meeting held May 17, 2023 by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk

2023-____
AGENDA ITEM C-12

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Funding Documents with the California Department of Transportation for Allocation of Fiscal Year 2022/23 Low Carbon Transit Operations Program Funds
MEETING DATE: May 17, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: Adopt resolution authorizing City Manager to execute funding documents with the California Department of Transportation for allocation of Fiscal Year 2022/23 Low Carbon Transit Operations Program funds.

BACKGROUND INFORMATION: The Low Carbon Transit Operations Program (LCTOP) is one of several State funding programs that are part of the Transit, Affordable Housing, and Sustainable Communities Program established by the California Legislature in 2014. The LCTOP was created to provide operating and capital funding for transit agencies to reduce greenhouse gas emissions and improve mobility, with a priority on serving designated Disadvantaged Communities.

The LCTOP is administered by California Department of Transportation in coordination with California Air Resources Board and the State Controller’s Office. Funds are distributed based on prior use of State Transit Assistance funds with 50 percent to the regional agencies, in our case, San Joaquin Council of Governments (SJCOG), and the other 50 percent to local transit operators. For the Fiscal Year 2022/23 LCTOP funding cycle, the City is eligible to receive $14,991 in a direct allocation as a transit operator. In addition, SJCOG’s regional allocation of $2,466,035 will be allocated among transit providers, with Lodi receiving $1 28,819. This provides the City with a total LCTOP allocation of $143,810.

The Transit Division plans to apply for this years’ allocation to continue the highly successful Free Student Fare program. This program provides public transit bus rides to K-12 students, allowing them to ride, free of charge, the Lodi GrapeLine's five (5) weekday regular routes, three (3) weekday express routes, and four (4) weekend routes. For students and their families, the program represents an economically affordable, safe, and reliable transportation option. The Lodi Free Student Fare Program initially began in August 2019, utilizing the LCTOP Fiscal Year 2018/19 and Fiscal Year 2019/20 allocations. It is presently being maintained using the LCTOP Fiscal Year 2021/22 allocation. As of April 2023, 163,577 total rides have been provided. This $143,810 Fiscal Year 2022/23 allocation will provide an additional 115,026 rides. Based on current ridership estimates, the allocation will extend the program through June 2025.

I
n order to c omplete the allocation process and receive LCTOP funds, the City is required to submit several supporting documents which are required to be approved by the City Council:

1. An “Auth orized Agent” form to designate the City Manager , and/or designee, as signatory on any documents associated with obtaining and managing LCTOP funds.

Adopt Resolution Authorizing City Manager to Execute Funding Documents with the California Department of Transportation for Allocation of Fiscal Year 2022 /23 Low Carbon Transit Operations Program Funds
May 17, 2023

Page 2 ends

2. The “Certification and Assurances,” which contain general conditions of the LCTOP program as well as some additional cost principles and record retention requirements that are standard for other State-funded projects.

3. Project Allocation form acknowledging Lodi as the Lead Agency and SJCOG as the Contributing Sponsor of LCTOP funds.

4. A Resolution adopted by Council approving all of the submittals on behalf of the LCTOP program.

FISCAL IMPACT: $143,810 in LCTOP funds will be additional revenue to offset operations. There is no matching requirement and there is no impact to the General Fund. All interest accrued for these funds must also be applied to the project.

FUNDING AVAILABLE: Staff anticipates receiving $1 43,810 in LCTOP funds for use over the next year beginning in Fiscal Year 2023/24.

_______________________________
Charles E. Swimley, Jr.

Public Works Director

Prepared by: Frank Huang, Assistant Transportation Planner CES/JT/FH/jb
Attachments

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO EXECUTE CERTIFICATIONS AND ASSURANCES AND

AUTHORIZED AGENT FORMS FOR THE LOW CARBON TRANSIT
OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: FREE

STUDENT FARE PROGRAM
========================================================================

WHEREAS, the City of Lodi is an eligible project sponsor and may receive State funding from the Low Carbon Transit Operations Program (LCTOP) for transit projects; and

WHEREAS, the statutes related to S tate-funded transit projects require a local or regional implementing agency to abide by various regulations; and

WHEREAS, Senate Bill 862 (2014) named the California Department of Transportation (Caltrans) as the administr ative agency for the LCTOP, and Caltrans has developed guidelines for the purpose of administering and distributing LCTOP funds to eligible project sponsors (local agencies); and

WHEREAS, the City of Lodi wishes to delegate authorization to execute t hese documents and any amendments thereto to Stephen Schwabauer, City Manager; and

WHEREAS, the City of Lodi wishes to implement the LCTOP project(s) listed above.

NOW, THEREFORE, BE IT RESOLVED by the Lodi City Council that the fund recipient agrees t o comply with all conditions and requirements set forth in the Certification and Assurances and the Authorized Agent documents and applicable statutes, regulations and guidelines for all LCTOP funded transit projects; and

BE IT FURTHER RESOLVED by the Lodi City Council that Stephen Schwabauer , City Manager, be authorized to execute all required documents of the LCTOP program and any Amendments thereto with the California Department of Transportation; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby authorize the submittal of the following project nomination(s) and allocation request(s) to Caltrans in FY 2022- 2023 LCTOP funds:

Project Name: Free Student Fare Program
Amount of LCTOP funds requested: $143,810
Project Description: The Free Student Fare Program provides safe, reliable, affordable, and environmentally green transportation options to K-12 students.

Benefit to Priority Populations : The free fare program provides transit options to students living in disadvantaged communities; Lodi’s public transit system is designed to serve priority populations.

Contributing Sponsors: San Joaquin Council of Governments

Dated: May 17, 2023
======================================================================== I hereby certify that Resolution No. 202 3-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk
2023-____
AGENDA ITEM C-13

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 1 to the Regional Early Action Planning (REAP) Grant M
EETING DATE: May 17, 2023
P
REPARED BY: Community Development Director
RECOMMENDED ACTION: Adopt a resolution authorizing the City Manager to execute Amendment No. 1 to the Regional Early Action Planning
(REAP) Grant.

BACKGROUND INFORMATION: On June 2, 2021, City Council adopted Resolution No. 2021-158 approving the participation and allocation of
funding for the Regional Early Action Planning (REAP) grant funds award to San Joaquin Council of Governments (SJCOG) on behalf of member agencies, including the City of Lodi. This Resolution also authorized the City of Lodi Community Development Department and the Economic Development Division to submit a concept letter for REAP grant funds to support the production of affordable housing and increase opportunities for low to moderate income households to access quality affordable housing, including homeownership. On November 17, 2021, the REAP grant funds were accepted and appropriated.

S
taff tried to identify consultants that could complete various feasibility studies in relation to tasks outlined in the REAP concept letter submitted by the City. Unfortunately, most consultants contacted did not currently have the capacity to take on such a task. Staff reevaluated needs and conferred with SJCOG on allowable uses. Since the cost of the consultant for the City’s 6 th Cycle
Housing Element update came in significantly higher than anticipated, it was determined amending the REAP grant would allow for remaining funds of $82,470 to be allocated towards Housing Element Costs which would reduce the overall cost burden on the City.

S
taff recommend City Council adopt a resolution authorizing the City Manager to execute Amendment No. 1 to the REAP grant.

FISCAL IMPACT: There is no fiscal impact as funds have already been accepted and appropriated and there is no change in the amount of funds the City will receive.

FUNDING AVAILABLE: Not Applicable.
___ ____________________________
J ohn R. Della Monica, Jr.

Community Development Director
Attachments:

A. SJCOG REAP – Amendment No.1

January 23, 2023
To: S
an Joaquin Council of Governments
555 East Weber Avenue
Stockton, CA 95202
From
: City of Lodi, Community Development Department
John R. Della Monica Jr., Community Development Director 221 W. Pine Street
Lodi, CA 95240
RE: CON
CEPT LETTER INTENDING TO FULFILL REAP REQUIREMENTS AMENDMENT #1 The C
ity of Lodi respectfully submits its REAP program allocation concept letter and resolution approved by the City Council on June 2, 2021.

The im
plementation of this concept represents in many ways a new order of business in helping meet the housing needs of a sizea ble portion of Lodi residents. Recent data shows that over 36 percent of Lodi residents spend greater than 30 percent of income on housing.

With
these and other measures of housing need in mind, we are enthusiastic to begin our quality affordable housing initiative to accelerate affordable housing production. This funding opportunity will help in blending the new with the existing housing stock to achieve cohesive neighborhoods and interaction among residents and neighborhood- oriented services, including recreation, transportation access, walkability, and shopping.

We lo
ok forward to hearing from you following your review of our submission below.

Sect
ion 1: Description and outline of tasks
This c
oncept letter is intended to fulfill the Regional Early Action Planning (REAP) requirement though identifying feasible approaches to increase the housing supply and accelerate the production of quality affordable housing in Lodi through the Sixth Cycle Housing Element and Affirmatively Furthering Fair Housing, analysis of impediments to fair housing , site plans of potential developments, and affordable housing ordinance and planning.

Desc
ription: Priority 1- Housing Element and Affirmatively Further Fair Housing Exhibit A
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 2 of 21 ends

Pe
r California Department of Housing and Community Development (HCD), since 1969, California has required that all local governments (cities and counties) adequately plan to meet the housing needs of everyone in the community. California’s local governments meet this requirement by adopting housing plans as part of their “general plan” (also required by the state). General plans serve as the local government’s "blueprint" for how the city and/or county will grow and develop and include eight elements: land use, transportation, conservation, noise, open space, safety, environmental justice, and housing.

Califo
rnia’s Housing Element Law acknowledges that, in order for the private market to adequ ately address the housing needs and demand of Californians, local governments must adopt plans and regulatory systems that provide opportunities for (and do not unduly constrain) housing development. As a result, housing policy in California rests largely on the effective implementation of local general plans and, in particular, local housing elements. Per the Housing and Urban Development Department (HUD) Title VIII of the Civil Rights Act of 1968, known as the Fair Housing Act , requires HUD and recipient s of
federal funds from HUD to affirmatively further the policies and purposes of the Fair Housing Act, also known as “affirmatively further fair housing” or “AFFH.” The obligation to affirmatively further fair housing requires recipients of HUD funds to take meaningful actions, in addition to combating discrimination, that overcome patterns of segregation and foster inclusive communities free from barriers that restrict access to opportunity based on protected characteristics, which are:
• Race
• Color
• National origin
• Religion
• Sex (including gender identity and sexual orientation) • Familial status
• Disability
Generally, in administering programs and activities relating to housing and community development, the federal government, HUD, and its recipients must:
• Determine who lacks access to opportunity and address any inequity among protected class groups
• Promote integration and reduce segregation
• Transform racially or ethnically concentrated areas of poverty into areas of opportunity Out
line of Tasks: Priority 1- Housing Element and Affirmatively Further Fair Housing Ple
ase see attached Exhibit A for full outline of tasks.

Description: Priority 2 – Expediting Affordable Housing Through Site Plans, Ordinance and Planning Feasibility Study
Th
e City of Lodi currently has no ‘affordability’ ordinances in place, requiring participation in the development of affordable housing stock, meeting the current legislation. We are now preparing to take the steps necessary towards the establishment of ordinances dedicated to meeting housing goals found in our Annual Action Plan and upcoming cycle of Housing Element updates . These goals focus on a fair share of affordable housing, to a wider cross -section of our community’s population, as directed by the Department of Housing and Community Development (HCD).

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 3 of 21 ends

T
he City of Lodi is looking at a blended approach to meet our local housing objectives. Due to the unique range of residential, commercial and industrial developments within the City, determining the best application to fit project specifics will be the focus of the feasibility study. Established approaches designed to meet the Federal and State mandates are varied and are briefly outlined as follows:

Development Agreements:

As established through an annexation process, a Planned Unit Development (PD) platform allows by design, the ability to negotiate on land use designations, zoning overlay and development standards, offering the City the greatest opportunity to achieve affordability -housing goals. Considerations of affordable housing for rent and/or for sale can be realized much faster through this process but require management to maintain the ‘affordability’ mandates tied to deed restricted development.

Inclusionary Housing:

An inclusionary housing program would develop local policies that tap the economic gains from rising real estate values to create affordable housing for lower income families. An inclusionary housing program generally requires developers to sell or rent 10 to 30 percent of new residential units to lower -income residents. Many inclusionary housing programs partially offset the cost of providing affordable units by offering developers one or more incentives such as tax abatements, parking reductions, or the right t o build at higher densities. Most programs recognize that it is not always feasible to include affordable on- site units within market-rate projects. In some cases, developers can choose among alternatives, such as payment of an in-lieu fee or provision of affordable off-site units in another project.

In-lieu of Fees:

In-lieu of fees are deposited in a local affordable -housing trust fund, which through accumulation facilitates the construction of affordable housing stock within the community. The greatest impediment to goal of achieving affordable housing numbers is the time needed to accumulate adequate funding that support construction.

Potential Affordable Housing Site Plans to Determine Feasibility:

There are several locations options for Affordable Housing Development in Lodi, the City will work to create site plans to work with developers and/or Housing Authority of San Joaquin on feasibility of these projects based on site plans created.

Outline of Tasks: Priority 2 - Affordable Housing Ordinance and Planning Feasibility Study

The affordable housing feasibility study would analyze the relationship, between new market rate rental housing development and the need for additional affordable housing in the City of Lodi. This would be done using the industry standard approach of estim ating the new employment g enerated by the new development due to new household spending, then by estimating the likely combined household incomes associated with new worker households. The study would also evaluate:

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 4 of 21 ends

1. Th
e cost of providing new affordable h ousing units and t ranslate those costs to represent the maximum per square foot fee that would need to be assessed on new residential , commercial, industrial, etc. development to adequately offset induced demand for affordable housing.

2. Based on this nexus, the study would then evaluate the impact of these “maximum justifiable” fees on the financial feasibility of new development.

3. The study would outline recommendation for:
a. Development of an inclusionary housing policy and fee schedule that are intended to ensure that the ordinance is justifiable and legally defensible b. that impact fees (also known as in-lieu fees) are set at levels that adequately account for the cost of providing affordable housing and encourage on-site production of affordable housing units, while not creating undue constraints to the financial viability of new market rate housing developments

Section 2: Priority tasks fall under

The tasks within this concept letter fall under the Planning and Coordination to Develop a Regional Project Pipeline. The concept letter outlines the use of grant funds to perform feasibility studies to determine the most achievable approach to quality affordable housing, determine the most efficient locations to site housing, and to recommend local planning, permitting, and land use policies to accelerate housing production. The studies will also perform infrastructure planning to support new housing as n eeded.

These tasks all fall under the eligible activities as outlined below and in the Regional Early Action Planning (REAP) Guidelines.

Regional Project Pipeline Eligible Activities

1. Accommodate the development of housing and infrastructure that accelerate housing production.
a. Establishing pro-housing policies.

2. Activities must demonstrate a nexus to increasing housing and accelerating housing production.

3. Outreach, education, priority setting, and other related activities in consultation with SJCOG and HCD to carry out the overall program consistent with statutory objectives.

4. In consultation with local jurisdictions and/or HCD, develop and/or conduct a planning study related to regional housing and/or the acceleration of housing production.

Section 3: How much funds will be used?

Allocation $132,470
• Priority 1: Housing Element and Affirmatively Further Fair Housing - $82,470 • Priority 2: Affordable Housing Ordinance and Planning Feasibility Study - $50,000

Section 4: Schedule of tasks
Expenditure deadline: December 31, 2023

• December 1, 2021: Approximately 1/3 of allocated funds expended o Projected Schedule:
 September 1, 2021 – Contracts with architectural consultant awarded and executed. Anticipate full award amounts encumbered.
 December 31, 2021 –
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 5 of 21 ends

• Oc
tober 2021 and November 2021 contracts executed and Invoices received to demonstrate 1/3 rd of allocated funds expended or encumbered.
• December 1, 2022: Approximately 2/3 of allocated funds expended or encumbered o Projected Schedule:
 December 1, 2021 to November 30, 2022:
• A preliminary market study of valuation and an analysis of the investment opportunity for all parties will be previewed.
• Determine the cost of providing new affordable housing units and translate those costs to represent the maximum per square foot fee that would need to be assessed on new residential , commercial, industrial, etc. development, to adequately offset induced demand for affordable housing.
• Evaluate the impact of identified “maximum justifiable” fees on the financial feasibility of new development.
 December 1, 2022 –
• December 2021 – November 2022 Housing Element contracts executed and invoices received to demonstrate a minimum of 2/3rds of allocated funds are expended or encumbered.
• June 1, 2023: Approximately 85% of allocated funds expended o Projected Schedule
 December 1, 2022 – May 31, 2023
o Exhibit A demonstra tes full scope of t asks for the 6 th Cycle
Housing Element Update and will be 50% complete by May 31, 2023.
• June 1, 2023 –
o December 2022 - May 2023 invoices received to demonstrate a minimum of 85% of allocated funds are expended.
• December 31, 2023 all allocated funds expended
o Project invoices being billed to REAP would be scheduled for submission no later than November 1, 2023 to ensure f inal Invoices received and processed no later than December 1 2023 to guarantee all allocated funds are expended by expenditure deadline of December 31, 2023.

Se
ction 5: Contact Information
Pr
oject Manager: John Della Monica, Community Development Director Email: [email protected]
Phone: 209-2 69-4526
Lead Staff: Jennifer Rhyne, Neighborhood Services Manager Email: [email protected]
Phone: 209-2 69-4519
Res
pectfully submitted,
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 6 of 21 ends

Joh
n R.Della Monica Jr.

Community Development Director, City of Lodi
Email: [email protected]
Phone: 209-269-4526
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 7 of 21 ends

City of Lodi
Sixth Cycle Housing Element Update
Work Scope
November 4, 2022
Task 1 Project Initiation
Task 1.1 Project Kick-off Meeting
Mintier Harnish will facilitate a virtual project kick-off meeting with City staff. During this meeting, Mintier Harnish will work with City staff to accomplish the following:
• Review the work scope and schedule.
• Establish communication protocols, including monthly status reporting, project status coordination calls, and conference call/online video call protocols. • Determine a typical review schedule needed by City staff for draft work products. • Review and discuss overall organization of the Housing Element Update. • Discuss the community engagement strategy and the roles and responsibilities for both City staff and Mintier Harnish.
• Identify informational sources and available GIS mapping data, including level of accuracy, status, and most recent updates.
• Review preliminary RHNA and discuss the potential and strategy for an appeal. • Discuss data resources, approach, and methodology for the sites analysis. • Discuss critical housing issues and the City’s existing Housing Element. • Determine consultation and coordination with appropriate governmental agencies. • Discuss the Safety, Conservation, and Environmental Justice Element requirements. • Discuss the SB 244 disadvantaged unincorporated communities analysis.

Following the kick-off meeting Mintier Harnish will join a virtual city tour, led by City staff, to familiarize the consultant team with the city’s structure, examples of housing successes and challenges, high- and low- resource neighborhoods, and safety-related issues.

Task 1.2 Project Management
Mintier Harnish will establish regular communication and coordination with City staff that includes bi-weekly virtual check-in meetings, in-person milestone meetings, telephone conferences, emails, and other communications to ensure timely delivery and adoption of the updated Housing, Safety, Conservation, and Environmental Justice Elements. During the kick- off meeting Mintier Harnish will identify communication protocols and key project staff and consultants who will be copied on all communications. Mintier Harnish will provide monthly project status reports that identify any budget or schedule issues and, if identified, proposed resolutions. Since March 2020, when Mintier Harnish needed to adapt our work and projects to C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 8 of 21 ends

a v
irtual environment, Mintier Harnish have developed a wide range of communication and work options that Mintier Harnish can work with City staff to implement if needed.

Task 1 Deliverable
• Kick-off meeting agenda (digital; pdf)
• Communication, email, and file saving protocols; style guide (digital; pdf) Task 2 Review and Evaluate Current Housing Element
Task 2.1 Review and Evaluate Current Housing Element
Mintier Harnish will review and evaluate the City’s 2015-2023 Housing Element. Specifically, Mintier Harnish will:
• Discuss the effectiveness and continued appropriateness of current housing programs and policies
• Evaluate the City’s progress in meeting identified goals • Identify any barriers to achieving identified goals
• Review compliance with new State laws
• Identify potential revisions to existing programs
The City’s latest Housing Element Annual Progress Report will be the starting point for this evaluation. Mintier Harnish will interview City staff and compile additional information to provide an assessment of the continued appropriateness of existing programs and whether new programs should be added to address emerging trends and issues. Upon completion of this review, Mintier Harnish will provide a memorandum summarizing our findings. Mintier Harnish will also develop a recommended format and draft outline for the Housing Element Update.

Task 2 Deliverable
• 2019-2023 Housing Element evaluation (digital; Word document; pdf) Task 3 Administrative Draft Housing Element
Task 3.1 Existing Housing Needs Analysis
The Existing Housing Needs Analysis is a comprehensive evaluation of current demographic, employment, housing, and housing market conditions and trends. Mintier Harnish will use this section as the basis for determining the existing unmet housing needs in Lodi. This analysis will include the following topic areas:

Demographic Profile and Employment Profile. This section establishes “baseline” population and employment characteristics for the city, including population growth trends, age characteristics, race and ethnicity, income, local employment trends, and population and employment projections.

Household Characteristics and Housing Stock. Mintier Harnish will use recent data sources to update the description of the existing housing stock in terms of housing stock growth and composition, vacancy rates, housing age and conditions, and overcrowding. Mintier Harnish will also describe housing cost burdens and the ability of households of different income levels to C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 9 of 21 ends

pay
for housing. Mintier Harnish will describe current housing market trends, home sale prices, and rental rates based on recent data sources (e.g., DataQuick, Zillow, CalREALTORS records) and conversations with local realtors.

Special Needs Housing Analysis. Mintier Harnish will update the analysis of housing needs for special needs populations, including senior households, persons with disabilities, large families, single female-headed households, farmworkers, seasonal workers, extremely low- income households, and persons in need of emergency shelter.

Task 3.2 Fair Housing Assessment
The Mintier Harnish/Rincon team will prepare an assessment of fair housing practices. Mintier Harnish will analyze fair housing enforcement and outreach, integration and segregation patterns and trends, racially and ethnically concentrated areas of poverty, disparities in access to opportunities, and disproportionate housing needs consistent with HCD’s AFFH Guidance for All Public Entities and for Housing Elements (April 2021). Mintier Harnish will describe Lodi’s fair housing needs, including a discussion on how the proposed sites inventory promotes fair housing, and will develop meaningful actions that the City can implement to further fair housing issues in the community.

Task 3.3 Sites Inventory
The City of Lodi 6th Cycle RHNA allocation is 3,909. For the Housing Element Update, it will be imperative to take into consideration the following adequate site requirements under new housing element laws:
• No net loss of capacity when sites are developed
• Continued ability to meet the RHNA by income category • Stringent standards for assessing feasibility when reusing vacant and underutilized sites that were included in the 5th Cycle Multi-Jurisdictional Housing Element • Demonstrated trends of development
To accommodate new State legislation and requirements, additional justification is required to demonstrate that potential sites are suitable and available. This justification may include:
• Lot consolidation potential
• Feasibility of development on smaller sites
• Impediments for residential development on non-vacant sites, if applicable • Recent development on similar sites
• Substantial evidence the existing use is likely to be discontinued within the planning period
Following the analysis of available sites, Mintier Harnish will prepare a Mintier Harnishb mapping portal that will be used to share online, interactive maps with City staff and the community. Static maps created from this portal will be used to generate a sites inventory using HCD’s current worksheet format and template. Mintier Harnish will provide an expanded analysis of the sites inventory including development trends that justify the inclusion of vacant and non-vacant sites. Mintier Harnish assume one round of review on the initial information presented in the web portal and sites inventory (Excel format).

Task 3.4 Rezoning
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 10 of 21 ends

M
intier Harnish/Rincon Team will work with City staff to identify potential areas for rezoning, if the sites analyses determine it is necessary. Mintier Harnish will evaluate the City’s existing inventory of vacant and developed land within the city limits, existing uses, allowed uses, potential for development, and the General Plan land use designations and zoning map to identify potential rezoning opportunities. These opportunities for rezoning may include increasing densities, changing land use designations to allow residential or mixed uses, intensifying land use, or establishing overlay zoning to facilitate housing production.

Task 3.5 Electronic Housing Element Site Inventory Form Mintier Harnish/Rincon Team will prepare and submit an electronic copy of the final sites inventory to HCD using pre-approved Excel spreadsheets. Mintier Harnish will prepare the necessary submittals on behalf of the City using the downloadable Housing Element Sites Inventory Form.

Task 3.6 Financial and Programmatic Resources
The Financial and Programmatic Resources section will include a description of the City’s 2023- 2031 RHNA from SJCOG. This analysis will examine the resources and opportunities available for the development, rehabilitation, and preservation of housing. It will include an inventory and analysis of the land resources (i.e., vacant and underutilized sites), and the financial and administrative resources available to support housing activities.

Units Approved, Built, or Under Construction. A jurisdiction is allowed to count units that are approved, built, or under construction as of the beginning of the projection period (or completed after that date, but before Housing Element adoption) against its RHNA and calculate the remaining housing need. Mintier Harnish will count any of these units against the RHNA and calculate the remaining housing need.

Adequacy of Public Facilities and Services. Mintier Harnish will prepare an assessment of the adequacy of water and wastewater infrastructure to meet existing and future housing needs, based on information from local water and wastewater master plans, specific plans, and City staff input.

Inventory of Financial and Administrative Resources. Mintier Harnish will describe local, State, and Federal financial and administrative resources available to help the City implement its housing programs.

Energy Conservation Opportunities. Mintier Harnish will describe opportunities for energy conservation, including the City’s existing General Plan policies that promote energy conservation, and alternative energy and green building measures. Mintier Harnish will also describe local energy conservation programs, such as weatherization and rebate programs provided by local utility companies.

Task 3.7 Housing Constraints
Mintier Harnish will review and update the analysis of both governmental and non-governmental constraints, such as land and development costs, site constraints, existing or planned infrastructure, land use controls, building code regulations, fees, and permit and processing procedures. Mintier Harnish will also analyze constraints on housing for persons with disabilities, and the City’s current permitting procedures for emergency shelters, transitional and C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 11 of 21 ends

s
upportive housing, and single-room occupancy units. Mintier Harnish will update this section to address the current economic climate and housing market. The housing constraints analysis will also document local efforts to remove governmental constraints to improve the City’s ability to meet its share of the regional housing needs and satisfy the requirements of the Government Code Section 65583 et seq.

Task 3.8 Housing Element Goals, Policies, and Quantified Objectives Mintier Harnish will update the 2019-2023 Housing Element goals, policies, programs, and quantified objectives based on the evaluation of the 2019-2023 Housing Element, the housing needs and constraints identified in the Background Report, recent changes to State law, public input from the community meetings, and feedback from City staff. Housing policies and programs will build upon the most successful policies and programs in the 2019-2023 Housing Element. All programs will include specific steps; time frame for implementation; responsible department, agencies, or officials; the City’s implementation responsibilities; and measurable outcomes.

Task 3 Deliverables
• Housing needs analysis
• Fair housing assessment
• ArcGIS Online web mapping portal (online)
• Final sites inventory in HCD-approved format to be included as an Appendix to the Housing Element (digital; Excel; pdf)
• Financial and programmatic resources analysis
• Housing constraints analysis
• Housing Element Goals, Policies, and Quantified Objectives Task 4 Public Review Draft Housing Element
Task 4.1 Administrative Review Draft Housing Element
Mintier Harnish will prepare an Administrative Draft Housing Element for City staff to review.

Task 4.2 Public Review Draft Housing Element
Mintier Harnish will prepare a Public Review Draft Housing Element based on comments received from City staff on the Administrative Review Draft Housing Element. Recent changes in State law now require the City to circulate the Public Review Draft Housing Element for a minimum 30-day public comment period. At the end of the comment period, the City must allow for a minimum of 10 days to respond to public comments prior to the Planning Commission review of the Draft Housing Element.

Task 4.3 HCD Public Review Draft Housing Element
Mintier Harnish will revise the Public Review Draft Housing Element based on direction from the Planning Commission and City Council and prepare a Draft Housing Element to be delivered to HCD.

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 12 of 21 ends

Task 4 Deliverables:
• Administrative Review Draft Housing Element (digital; Word document; pdf) • Public Review Draft Housing Element (digital; Word document; pdf) • Newsletter #2 (digital; InDesign; pdf)
• Study Session Materials (digital; PowerPoint)
• HCD Review Draft Housing Element (digital; Word document; pdf) Task 5 State Certification
Task 5.1 Transmittal to HCD
Mintier Harnish will hand-deliver the Draft Housing Element to HCD. Under State law, HCD has up to 90 days to review the Draft Housing Element. During the HCD review process, Mintier Harnish will maintain close contact with the assigned HCD reviewer to respond to any questions he/she may have during the process.

Task 5.2 Meeting with HCD
Following submission of the HCD Review Draft Housing Element and prior to the end of the 90- day review period, Mintier Harnish and City staff will meet with HCD staff or conduct a phone call meeting to discuss the Draft Housing Element and preliminary HCD comments. If necessary, Mintier Harnish will have additional meetings with HCD after submitting the response to comments to facilitate the review process.

Task 5.3 Response to HCD Comments
Following the City’s receipt of HCD comments on the HCD Review Draft Housing Element, Mintier Harnish will prepare a preliminary response to HCD comments and provide this to City staff for review. Based on comments received from City staff, Mintier Harnish will then prepare and submit a formal written response to HCD comments. Mintier Harnish will work closely with HCD to seek a timely conditional approval letter prior to Planning Commission and City Council hearings.

Task 5 Deliverables:
• Completeness Checklist (digital; Word document; pdf)
• Response to HCD Comments (digital; Word document; pdf) Task 6 Community Outreach
Task 6.1 Community Engagement Strategy
Based on input from City staff at the kick-off meeting, Mintier Harnish will finalize the details of the comprehensive Community Engagement Strategy (Strategy). The strategy will describe engagement methods, responsibilities, and publicity protocols. Mintier Harnish will structure the Strategy to be inclusive of all those who make up the community, including residents; workers; businesses; property owners; developers and residential builders; educational institutions; civic, community, and non-profit organizations; religious, social, cultural, and ethnic committees; and public agencies.

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 13 of 21 ends

Task 6.2 Project Branding and Logo
Mintier Harnish will develop a branding package for the Housing Element Update. The branding package will include a project logo and style templates for all work products, maps, and publicity materials to build enthusiasm about the project and ensure that this effort is distinct in the minds of the community.

Task 6.3 Website and Online Engagement
Mintier Harnish will develop an interactive, informational website, or page on the City’s website, for the Housing Element Update to provide an easy-to-use tool for residents to stay informed during the Update process. Mintier Harnish will regularly update the online engagement tools with new questions, surveys, opinion polls, and geographic mapping tools.

Task 6.4 Newsletters
Mintier Harnish will prepare two newsletters: a Housing Element update overview and a summary of the Public Review Draft Housing Element Update.

Task 6.5 Stakeholder Interviews and Focus Group Meetings Mintier Harnish will facilitate up to 15 one-hour stakeholder interviews and up to five stakeholder focus group meetings. Mintier Harnish will work with City staff to identify participants and contact information for the interviews and focus groups. Mintier Harnish will coordinate interview times with participants and provide a summary of the stakeholder interviews and focus groups. The stakeholder interviews and focus group meetings will be conducted as virtual meetings via Zoom or other online technology.

Task 6.6 Community Workshops
Mintier Harnish will facilitate three community workshops: the first on housing concerns and needs, the second on vacant and underutilized sites assessment, and the third on the Public Review Draft Housing Element Update. Two workshops will be virtual via zoom or other online platform; the third will be in-person. Mintier Harnish will also support the workshops with online opinion surveys.

Task 6.7 Study Sessions: Planning Commission and City Council Mintier Harnish will facilitate three study sessions with the Planning Commission and City Council. The first will be a joint study session to discuss the results of the sites inventory, community discussion, stakeholder interviews, and opinion surveys. The second will be with the Planning Commission to solicit input on the Public Review Draft Housing Element Update and formulate a recommendation for the City Council. The third will be with the City Council to solicit input on the Public Review Draft Housing Element Update and request authorization to submit the Housing Element Update to HCD for the mandated 90-day review period. All three study sessions will be virtual.

Task 6.8 Translation Services
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 14 of 21 ends

M
intier Harnish will offer two types of translation services for the project: verbal translation and translation of written materials. Presentations, posters, handouts, and all other written material will be available in both English and Spanish. Translators can be present at all workshops.

Task 6 Deliverables:
• Stakeholder and community contact list (digital; Excel; pdf) • Community engagement strategy (digital; Word document; pdf) • Project logo and branding package (digital; pdf)
• Website and online engagement (digital)
• Online opinion survey (online)
• Opinion survey results summary (digital; Word document; pdf) • Newsletter #1: Housing Element Update Overview (digital; InDesign; pdf) • Newsletter #2: Public Review Draft Housing Element Update (digital; InDesign; pdf) • Stakeholder interview summary (digital; Word document; pdf) • Stakeholder focus group summary (digital; Word document; pdf) • Community workshop information boards and handouts (digital; pdf; hard copies, display boards)
• Study session materials (digital; PowerPoint presentations; pdf) Task 7 Public Hearings
Mintier Harnish will work with City staff to respond to HCD staff comments, incorporate those responses into a Public Hearing Draft Housing Element, and facilitate adoption of the Final Housing Element.

Task 7.1 Public Hearing Draft Housing Element
Mintier Harnish will prepare a Public Hearing Draft Housing Element that incorporates all of the responses to HCD comments. Mintier Harnish will provide a digital copy of the Public Hearing Draft Housing Element to post on the City website and will send out an email to stakeholders and the community.

Task 7.2 Public Hearings and Adoption
Mintier Harnish will attend two public hearings–one with the Planning Commission and one with the City Council–to present the Public Hearing Draft Housing Element, respond to questions, and record the recommendations of the Planning Commission and the action of the City Council.

Task 7.3 Final Housing Element and Transmittal to HCD
Mintier Harnish will prepare the Final Housing Element that incorporates any changes made by the Planning Commission and City Council in adopting the Housing Element. Mintier Harnish will print hard copies and provide a digital copy of the Final Housing Element. Mintier Harnish will also prepare a cover memorandum to accompany submission of the Final Housing Element to HCD for the final 60-day certification period.

Task 7 Deliverables:

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 15 of 21 ends

• P
lanning Commission and City Council Public Hearing materials (digital; PowerPoint presentations; pdf)
• Final Housing Element transmittal memorandum to HCD (digital; Word document; pdf) • Final Housing Element (1 bound hard copy; digital; Word document; pdf) Task 8 Environmental Review
Mintier Harnish will coordinate with City staff on integrating the environmental assessment for the Housing, Safety, Conservation, and environmental Justice Elements with the environmental Impact report currently being prepared for selected General Plan amendments. Mintier Harnish will provide analytical support and technical analysis as needed.

Task 9 Tribal Consultations
Mintier Harnish will assist City staff in conducting government-to-government tribal consultation in accordance with Assembly Bill 52 of 2014 (AB 52) and Senate Bill 18 of 2004 (SB 18). Mintier Harnish will prepare the AB 52- and SB 18-specific letters placed on City letterhead; prepare and submit a Native American Heritage Commission Sacred Lands File SB 18 request; and prepare a tracking sheet and instructions for City staff.

Task 9 Deliverable
• Technical memorandum documenting Tribal consultation results (digital; Word document; pdf)
Task 10 Review General Plan For Consistency
Task 10.1 Review General Plan For Consistency
Mintier Harnish will review the General Plan to ensure consistency with the Housing Element Update. Mintier Harnish will review the land use; growth management and infrastructure; community design and livability; transportation; parks, recreation, and open space; conservation; and noise elements and prepare recommendations for revisions, if appropriate.

Mintier Harnish assume that since the Safety Element has not been updated to comply with new State laws, Mintier Harnish have included work scope and budget to address that element update, which goes beyond housing element consistency. Mintier Harnish have also included work scope and budget for a new Environmental Justice Element, as wehll as a SB 244 Disadvantaged Unincorporated Communities analysis.

Task 10 Deliverable
• Memorandum summarizing General Plan consistency review (digital; Word document; pdf)
Task 11 Preparation of Other Elements of the General Plan Task 11.1 Safety Element Update
Subtask 11.1.1 Vulnerability Assessment
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 16 of 21 ends

M
intier Harnish will identify and map critical assets (emergency services, transportation, public health) that could be exposed to climate hazards and conduct a spatial and qualitative analysis of the sensitivity and adaptive capacity of each. A key component of the vulnerability assessment will be an evaluation of the potential for climate change to disproportionally impact vulnerable population groups (e.g., seniors, children, low-income communities, outdoor workers).

Subtask 11.1.2 AB 747 Analysis
Mintier Harnish will coordinate with City staff, and other emergency management personnel to select up to three emergency scenarios and assess the capacity of the City’s evacuation route options under selected conditions, including those most likely to be influenced by climate change. The analysis will be informed by existing evacuation plans and analyses to develop a model that provides evacuation route vulnerability scores for residential parcels (and commercial properties if the City desires).

Through this analysis, Mintier Harnish will develop a vulnerability score. The vulnerability score will be assigned to each parcel based on the modeled time estimated to evacuate outside city boundaries. This model will not include dynamic traffic modeling. The analysis will be used to determine if the City should consider putting additional or alternate evacuation contingency plans in place and what additional measures or contingency plans and options it should consider implementing. Mintier Harnish will include key findings and policy recommendations for inclusion in the Safety Element and develop a brief technical memorandum describing the methodology of the results and high-level recommendations.

Subtask 11.1.3 SB 99 Analysis
Mintier Harnish will identify residential developments in any hazard area identified in the Safety Element that do not have at least two emergency evacuation routes. Mintier Harnish will coordinate with City staff to develop a citywide map using ESRI that identifies communities with less than two ingress/egress and provide a narrative description of the implications for evacuation planning. Mintier Harnish will use the analysis to determine if the City should consider specific plans or policies to address any identified access limitations or constraints.

Subtask 11.1.4 Safety Element Policy Memorandum
Mintier Harnish will review the existing Safety Element and identify necessary updates to bring it into compliance with State law. Mintier Harnish will provide a memorandum summarizing the most recent applicable legislation requirements, recommendations on how the City can comply with these requirements, and critical updates that will be needed for the existing Safety Element.

Subtask 11.1.5 Administrative Draft Safety Element
Mintier Harnish will update background information, associated maps, and the regulatory context for the following topics currently included in the Safety or Conservation Element: soils, seismic, and other geologic hazards; flood hazards; fire hazards; hazardous materials and waste; aircraft hazards; and emergency response.

Subtask 11.1.6 Public Review Draft Safety Element
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 17 of 21 ends

M
intier Harnish will revise the Administrative Draft Safety Element in response to a single set of consolidated comments from City staff.

Subtask 11.1.7 Community Workshop: Safety Element
Mintier Harnish and City staff will facilitate one virtual community workshop on the Safety Element. Mintier Harnish will present the Draft Safety Element and discuss key changes and updates.

Subtask 11.1.8 Planning Commission and City Council Joint Study Session Mintier Harnish will assist City staff in facilitating a virtual joint study session with the Planning Commission and City Council to present the Draft Safety Element and discuss the results of the community workshop. Mintier Harnish will solicit input and direction from the Planning Commission and City Council. Mintier Harnish will revise the Safety Element as necessary following the study session.

Subtask 11.1.9 Adoption Hearings
Mintier Harnish will attend Planning Commission and City Council adoption hearings for the Safety Element as a part of the Housing Element Adoption Hearings (Task 7).

Subtask 11.1.10 Prepare Final Documents
Mintier Harnish will prepare the Final Safety Element in a format consistent with the adopted 2014 Lodi General Plan.

Task 11.1 Deliverables:
• Draft Vulnerability Assessment (digital; Word document; pdf) • Final Vulnerability Assessment (digital; Word document; pdf) • Evacuation Analysis – Technical Memorandum (digital; Word document; pdf) • Draft Evacuation Map (digital; GIS; pdf)
• Final Evacuation Map (digital; GIS; pdf)
• Draft Safety Element Policy Memorandum (digital; Word document; pdf) • Final Safety Element Policy Memorandum (digital; Word document; pdf) • Administrative Draft Safety Element Update (digital; Word document; pdf) • Public Review Draft Safety Element Update (digital; Word document; pdf) • Community Workshop Materials (digital; PowerPoint presentations; display boards and handouts)
• Final Safety Element Update (digital; Word document; pdf)

Task 11.2 Conservation Element
Mintier Harnish will update the Conservation Element, in conjunction with the Safety Element to identify rivers, creeks, stream, flood corridors, riparian habitats, and land that may accommodate floodwater for purposes of groundwater recharge and stormwater management.

Task 11.3 Environmental Justice Element
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 18 of 21 ends

Subtask 11.3.1 Administrative Draft Environmental Justice Element Mintier Harnish will prepare an Administrative Draft Environmental Justice Element that aligns with the Governor’s Office of Planning and Research Guidelines. Mintier Harnish will use CalEnviroScreen 4.0 to determine areas of concern regarding environmental justice issues that is consistent with SB 535 (Disadvantaged Communities). The updated Environmental Justice Element at a minimum will address goals, policies, and programs pertaining to the following topics: educational attainment, pollution burden of disadvantaged communities, and identification of burdensome quality of life metrics including poverty, unemployment, linguistic isolation, and health.

Subtask 11.3.2 Public Review Draft Environmental Justice Element Mintier Harnish will revise the Administrative Draft Environmental Justice Element in response to a single set of consolidated comments from the City. Mintier Harnish will prepare a Public Review Draft Environmental Justice Element.

Subtask 11.3.3 Community Workshops: Environmental Justice Element Mintier Harnish will work with City staff and community organizations to facilitate two community workshops on the Environmental Justice Element. Mintier Harnish will present the purpose of the Environmental Justice Element and discuss key goals, policies, and programs that are included as part of the Draft. Mintier Harnish will then facilitate a question-and-answer session and interactive small group sessions. Mintier Harnish will summarize the results of the input received.

Subtask 11.3.4 Planning Commission and City Council Joint Study Session Mintier Harnish will assist City staff with facilitating a virtual joint study session with the Planning Commission and City Council to present the Draft Environmental Justice Element and discuss the results of the community workshops. Mintier Harnish will solicit input and direction from the Planning Commission and City Council. Mintier Harnish will revise the Environmental Justice Element as necessary following the study session.

Subtask 11.3.5 Adoption Hearings
Mintier Harnish will attend Planning Commission and City Council adoption hearings for the Environmental Justice Element as a part of the Housing Element Adoption Hearings (Task 7).

Subtask 11.3.6 Prepare Final Documents
Mintier Harnish will prepare the Final Environmental Justice Element.

Task 11.3 Deliverables:
• Administrative Draft Environmental Justice Element (digital; Word document; pdf) • Public Review Draft Environmental Justice Element (digital; Word document; pdf) • Community workshop materials (digital; PowerPoint presentations; display boards and handouts)
• Final Environmental Justice Element (digital; Word document; pdf) C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 19 of 21 ends

Task 11.
4 SB 244 Disadvantaged Unincorporated Communities (DUCs) Analysis
Subtask 11.4.1 Research
Mintier Harnish will research and review existing San Joaquin County and LAFCO documents to confirm any identified DUCs in the county. Mintier Harnish will also use criteria included in SB 244 to ensure all potential DUCs have been identified. As part of this research, Mintier Harnish will compare DUC locations as they relate to the City of Lodi’s current Sphere of Influence (SOI). If desired by the City, Mintier Harnish will also include the areas proposed to be included in the expanded SOI.

Subtask 11.4.2 DUC Infrastructure Assessment
Following the research, review, and identification of a DUC(s) within the City’s SOI, Mintier Harnish will prepare a memorandum highlighting the identified DUCs and their infrastructure deficiencies. It is assumed that existing published documents (i.e., municipal service reviews, infrastructure plans, and any community/areas plans) that pertain to the DUC areas will provide the majority of the required data needed to determine and identify existing deficiencies in infrastructure. For any infrastructure data not published, Mintier Harnish will contact the appropriate local agencies to obtain missing infrastructure information necessary to conduct the infrastructure assessment. As part of our documentation, Mintier Harnish will provide a brief overview of each DUC, the geographical setting, and an initial summary of infrastructure and services.

Subtask 11.4.3 Land Use Element Amendments
Mintier Harnish will determine whether a General Plan amendment is required to address disadvantaged unincorporated communities consistent with SB 244. If an amendment is required, Mintier Harnish will include those changes as a part of our Task 10 General Plan consistency review.

Task 11.4 Deliverables:
• Memorandum summarizing the DUC review (digital; Word document; pdf) • DUC Infrastructure Assessment (digital; Word document; pdf) Task 12 Zoning Code Compliance
Mintier Harnish will review the City Zoning Code and make recommendations to make it consistent with State housing law. Mintier Harnish will conduct a thorough diagnosis of the Zoning Code and identify provisions that are inconsistent with recent changes in State housing law. Mintier Harnish will prepare a Zoning Code Diagnosis Report that describes any provisions of the current Zoning Code that conflict with, or do not fully address, State housing law (e.g., objective design standards, ADUs) and provide recommendations to correct any deficiencies.

Task 12 Deliverable:

C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 20 of 21 ends

• Zoni
ng Code Diagnosis Report (digital; Word document; pdf)
C-33-004 A-1
City of Lodi
REAP Funds Cooperative Agreement

Page 21 of 21 ends

RESOLUTION NO. 2023-_____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE
CITY MANAGER TO EXECUTE AMENDMENT NO. 1 TO THE REGIONAL

EARLY ACTION PLAN GRANT
========================================================================

WHEREAS, the Housing and Community Development Department (HCD) has provided funds for Regional Early Action Planning (REAP); and

WHEREAS, the funds provided by HCD have been made available through the San Joaquin Valley REAP Committee on behalf of Fresno Council of Governments, Kern Council of Governments, Kings County Association of Governments, Madera County Transportation Commission, Merced County Association of Governments, Stanislaus Council of Governments, Tulare County Association of Governments, and San Joaquin Counc il of Governments (SJCOG); and

WHEREAS, the San Joaquin Council of Governments of behalf of San Joaquin County Member Agencies (City of Lodi, City of Escalon, City of Lathrop, City of Manteca, City of Ripon, City of Stockton, City of Tracy, and County of San Joaquin), have been delegated the responsibility for the administration of the grant allocation and establishing necessary procedures; and

WHEREAS, the SJCOG had allocated $132,470 to the City of Lodi to accelerate quality affordable housing stock, including affordable homeownership opportunities, in accordance with State of California affordable housing legislation; and

WHEREAS, staff recommend an amendment to adjust the approved tasks to allow for remaining REAP grant funds of $82,470 to be shifted to help fund the City’s 6 th Cycle Housing Element Update.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute A mendment No. 1 to the Regional Early Action Planning Grant; and

BE IT FURTHER RESOLVE D, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: May 17, 2023
========================================================================

I hereby certi fy that Resolution No. 202 3-_____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk
2023-______
AGENDA ITEM C-14

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\COUNCIL\2023\C_Adopt Citywide Fleet Electrification Master Plan.docx 4/28/2023 AGENDA TITLE: Adopt the City of Lodi Fleet Electrification Master Plan MEETING DATE: May 17, 2023
PREPARED BY: Public Works Director
Electric Utility Director
RECOMMENDED ACTION: Adopt the City of Lodi Fleet Electrification Master Plan.

BACKGROUND INFORMATION: The California Air Resources Board (CARB) is drafting an Advanced Clean Fleets (ACF) regulation which is expected to take effect on January 1, 2024.

In July 2022, City Council approved a Professional Services Agreement with ICF Consulting, LLC (ICF) for fleet electrification master planning services.

The purpose of these efforts was to develop a comprehensive system wide assessment of electric vehicle needs for the City and to recommend a strategy for a multi-tiered vehicle purchase and replacement process, inclusive of the facilities and infrastructure required to support those vehicles.

The ACF regulation requires state and local government agencies to convert their fleet vehicles having gross vehicle weight rating of more than 8,500 pounds, to zero emission vehicles. Since emergency use and light duty vehicles are exempt from State requirements to electrify, the City does not anticipate a requirement to convert 100% of its citywide fleet to zero-emission under existing regulations. The Citywide Fleet Electrification Master Plan effort was intended to evaluate vehicle classes for which electric alternatives are available, the cost of said alternatives, upfront and lifecycle costs, financing incentives and options, as well as operational challenges and safety as it relates to electric alternatives.

Staff and ICF presented the draft Fleet Electrification Master Plan to the City Council at the April 25, 2023 shirtsleeve meeting. Staff and ICF answered questions and concerns from the Council during the meeting. The final version of the Fleet Electrification Master Plan is prepared and ready to be adopt by the City Council. Staff will be utilizing this master plan to plan our electric vehicle purchase and charging infrastructure installation. Due to the fact fleet electrification is relatively new and evolving, staff may modify the master plan as fitted in the future to comply with CARB ACF regulations.

Staff recommends the City Council adopt the City of Lodi Fleet Electrification Master Plan.

FISCAL IMPACT: There will be an increase in upfront vehicle procurement cost and the charging infrastructure cost. Most costs will be paid by the respective utility funds. Fleet in the Parks Department will be paid by General Fund.

FUNDING AVAILABLE: Not applicable.
________________________________
Charles E. Swimley, Jr. Jeff Berkheimer
Public Works Director Electric Utility Director
Cc: Utility Manager
Fleet Superintendent
Parks, Recreation and Cultural Services Director

i | Page

City of Lodi
Fleet Electrification
Master Plan

May 2023

ICF

ii | Page

Table of Contents
Executive Summary ...................................................................................................................................................... 1 The Imperative for EV Fleet Transition and Baseline Inventory Analysis ..................................................................... 3 The Need to Transition to Electric Vehicles .............................................................................................................. 3 Overview of City’s Existing Fleet ............................................................................................................................... 6 Fleet Transition Plan ................................................................................................................................................... 10 Process for Determining the EV Replacement Recommendations ........................................................................ 10 Key Assumptions ..................................................................................................................................................... 11 Electric Vehicle Acquisition and Timeline Recommendations ................................................................................ 13 Fleet EV Charging Infrastructure ................................................................................................................................. 16 Process for Determining the EV Charging Infrastructure Needs ............................................................................ 16 Scenario 1 – 1:1 Vehicle to Port Ratio Charging Infrastructure Scenario ............................................................... 17 Scenario 2 – Maximum Vehicle to Port Ratio Charging Infrastructure Scenario .................................................... 18 Scenario 3 – 1:1 Vehicle-to-Port Ratio Charging Infrastructure with Reduced Dwelling Time .............................. 21 Grid- and Site-Level Electrical System Capacity and Potential Upgrades ............................................................... 23 The Role of Distributed Energy Resources (DER) in Reducing EV Charging Costs .................................................. 29 Charging Infrastructure Cost ................................................................................................................................... 31 Weighing the Benefits and Drawbacks of the Two Charging Infrastructure Alternatives ...................................... 33 Projected Costs & Benefit & Other Barriers to Fleet Conversion ............................................................................... 34 Cost of Transition of Fleet Electrification ............................................................................................................... 34 Environmental Benefit of the Transition ................................................................................................................ 36 Barrier to Transition .................................................................................................................................................... 36 Technology Availability & Procurement Challenges ........................................................................................... 37 Infrastructure Buildout Challenges ..................................................................................................................... 37 Workforce Training ............................................................................................................................................. 38 Emergency Response Vehicles ............................................................................................................................ 38 Funding & Financing Programs ................................................................................................................................... 39 Stacking Opportunities ........................................................................................................................................... 41 Funding and Financing Recommendations ............................................................................................................. 43 Options for Medium- and Heavy-Duty EVs ......................................................................................................... 43 iii | Page

Options for Light-Duty ZEVs ................................................................................................................................ 44 Options for Charging Infrastructure ................................................................................................................... 44 Recommendations for Implementation ..................................................................................................................... 45 Appendix A – Details of Funding & Financing Programs ............................................................................................ 47 Funding Programs ................................................................................................................................................... 47 Federal Programs ................................................................................................................................................ 47 State Programs.................................................................................................................................................... 49 Local Programs .................................................................................................................................................... 60 Financing Programs .................................................................................................................................................... 60 Public-Private Partnerships ..................................................................................................................................... 60 Purchasing Contracts from Sourcewell ................................................................................................................... 61 Financing Options through IBank ........................................................................................................................... 62 Infrastructure State Revolving Fund (ISRF) ......................................................................................................... 62 Climate Tech Finance .......................................................................................................................................... 63 Charging Infrastructure-as-a-service ...................................................................................................................... 63

1 | Page

Executive Summary
The City of Lodi is proactively making strides towards
compliance with forthcoming state-level Zero Emission
Vehicle (ZEV) mandates, particularly focusing on the
Advanced Clean Fleets (ACF) regulation. The ACF
regulation will require transitioning the City's
departmental fleet of internal combustion engine (ICE)
vehicles to electric vehicles (EV). Such a transition is expected to both provide benefits and bear challenges as compared to business-as-usual ICE vehicle replacement.

Although transitioning to EVs can yield long-term cost
savings for the City due to demonstrably lower operating expenses, it is crucial to acknowledge the considerable upfront costs and operational and logistical challenges that must be addressed. Moreover, lack of technology
availability, especially for specialty vehicles, as well as high upfront cost of vehicles and infrastructure could
pose significant challenges to the City as it strives to achieve compliance. These potential challenges require
careful planning and strategic investment to successfully achieve a full EV fleet. The City’s fleet currently consists of approximately 243 vehicles: 193 are gasoline-
powered, 45 are diesel-powered, and 5 are battery-
electric.

To this end, the City has initiated a comprehensive study to develop a Fleet Electrification Master Plan. The plan aims to assess the City's current fleet and provide
recommendations for cost effective transition to clean
transportation alternatives, along with installing EV
charging stations for City fleet vehicles. Furthermore, the plan offers guidance on the potential funding and
financing sources available to facilitate the transition to an all-electric fleet.

The assessment carried out during this project revealed that out of the 243 vehicles currently in the City's fleet, a total of 126 could potentially be transitioned to battery- electric and plug-in hybrid electric vehicle (PHEV). This transition would require the installation of a robust
charging infrastructure, consisting of between 41 to 70 dual-port chargers (DPCs) with power levels ranging from 2 kW to 56 kW. This charging infrastructure will be
critical to ensure that the City's electric fleet can be efficiently charged and operated without disruption.

Based on the findings of the project team's assessment, transitioning the City's fleet to EVs will require a capital investment of $2.7 million for vehicle procurement and
between $720,000 to $1.25 million for charging
infrastructure (in net present value). The project team evaluated an alternate scenario in which City vehicles
have only 2 hours of available charging time to respond promptly to emergency situations. In this case, the City would need to invest $4.1 million in deploying charging infrastructure at its facilities. In addition to the charging infrastructure cost, the project team also estimated that the City of Lodi will require approximately $300,000 for electrical infrastructure upgrades (e.g., transformers, panels, conduit) to accommodate the need for the
proposed fleet electrification master plan.

Based on the project team's estimates, the total cost of ownership for an EV fleet over its lifetime could be
approximately $480,000 less than operating a fleet with ICEs. The potential cost savings can be further enhanced by pursuing and obtaining various vehicle incentives and tax credits provided by state and federal governments. In an optimal scenario, the City could save up to $2.1

2 | Page

million in total cost of ownership by leveraging all
available grants and credits. Of course, the total amount of funding made available to the City is contingent on
successful application processes, which can take
considerable time and resources.

The project analysis also revealed that transitioning to an EV fleet will not only result in long-term cost savings, but also provide substantial environmental benefits for the City of Lodi. By replacing 126 fossil fuel vehicles with battery and plug-in hybrid EVs, the City could reduce
over 9,859 metric tons of GHG emissions and eliminate
more than 25,000 pounds of nitrogen oxide emissions.

This environmentally responsible outcome would be
equivalent to removing over 2,130 passenger vehicles
from the road for a year or planting around 162,670
trees. Despite all these benefits, transitioning to an EV fleet is a complex and multi-faceted process that the City must carefully consider. Some of the challenges that the City might face during this transition include:
• Upfront costs: While EVs have a lower total cost of
ownership over their lifespan, the initial cost of
purchasing an EV can be higher than a traditional ICE
vehicle. This can be a significant financial hurdle for a City with limited budgets.

• Limited availability of EV models: While there are an increasing number of EV models available on the market, the selection of vehicles is still limited compared to
traditional ICE vehicles. This can make it difficult for the City to find the right type of EV for its specific needs. • Limited production capacity: EV manufacturers may
have limited production capacity, which can result in
longer delivery times for the City when purchasing EVs
for its fleet. The COVID-19 pandemic has highlighted the vulnerability of global supply chains, and disruptions in the supply of parts and components that can impact the
production of EVs.
• Limited dealership networks: The distribution
network for EVs is still evolving, and there may be limited dealership networks available in some regions. This can make it more difficult for the City to access and purchase EVs for its fleet.
• Charging infrastructure: The City will need to install a network of charging stations to support its EV fleet,
which can be a costly and time-consuming process. They
also need to ensure that the charging stations are
strategically located and able to handle the increased
demand for electricity.
• Range anxiety: EVs have a limited range compared to
ICE vehicles, which can cause "range anxiety" among
drivers. This can be particularly challenging for fleet vehicles that need to cover a wide range of distances in a single day.
• Uncertainty in charging time: In this assessment, the project team assumed that most of the City vehicles
would have at least 8 hours of charging time. However,
there may be situations where emergency response and
utility fleet vehicles need faster charging times to
maintain their availability on the road. To accommodate such scenarios, the City would need to invest in building a more powerful charging infrastructure, which could be significantly more expensive and place a much higher
burden on the City's electrical infrastructure. As
described earlier, under a scenario where City vehicles have only 2 hours of available charging time to address emergency situations in a timely manner, the City would need to invest $4.1 million in deploying charging
infrastructure at its facilities. This cost does not include potential expenses associated with grid upgrades, such
as transformers and panels.

Transitioning to an EV Fleet Requires
Meticulous Planning, Substantial
Investment, and Unwavering Collaboration
among Stakeholders, and Experts
There are several challenges to consider
when transitioning to an EV fleet: upfront
costs, limited EV models, production
capacity, charging infrastructure, range
anxiety, uncertainty in charging time,
dependence on power grid, parking space
availability, and workforce training

3 | Page

• Dependence on the power grid: EVs require
electricity to operate, and any disruption to the power grid can impact the ability of the City to charge its
vehicles. This can be particularly challenging during
extreme weather events, such as high winds, wildfires, or flooding, which can cause widespread power outages.

Most EV charging stations do not have backup power
sources, which means that they will not be operational
during power outages. This can impact the ability of the City to keep its EV fleets charged and operational.

Additionally, during emergencies, such as natural
disasters or other crises, the power grid may need to
prioritize power to critical infrastructure, such as
hospitals and emergency services. This may result in less power being available for charging EVs.
• Parking space availability: EV charging infrastructure typically requires dedicated parking spaces for charging, which can impact the availability of parking for other
vehicles. This can be particularly challenging in areas where parking is already limited.
• Workforce training: EVs have a different set of
maintenance requirements than ICE vehicles. The City
will need to invest in workforce training to ensure that its technicians have the necessary skills and knowledge to maintain and repair EVs. The technology used in EVs is different from traditional ICE vehicles, and there may be a limited number of skilled technicians available to
service and maintain EVs. This can impact the ability of the City to keep its EV fleets running smoothly.
• Take Home Vehicles: Electrifying take-home vehicles
presents various challenges, including a lack of
residential charging infrastructure, which can make it
difficult for employees to charge their vehicles at home and lead to range anxiety. Different usage patterns
between take-home and fleet vehicles may also impact
the selection and placement of charging infrastructure.

Installing charging infrastructure in residential areas can be costly, particularly for smaller fleets with limited budgets. Furthermore, reimbursing employees for home
charging may prove challenging if separate meters are
not in place.

Transitioning to an EV fleet requires detailed planning, significant investment, and strong collaboration among
stakeholders. Although this report offers a blueprint for the City to comply with state zero-emission mandates
and transition its fleet to EVs, it's important to
acknowledge that the listed challenges are not
exhaustive, and further obstacles may emerge during the process.

The Imperative for EV Fleet Transition and Baseline Inventory Analysis The Need to Transition to Electric Vehicles
To accelerate the adoption of zero -emission vehicles (ZEVs), the state of California has implemented a range of measures, including mandates requiring automakers to produce a
certain percentage of ZEVs, financial incentives for
consumers, and investments in charging and fueling
infrastructure. In September 2020, Governor Newsom signed Executive Order No. N -79-20, which sets ambitious goals of transitioning to 100 percent light-duty ZEVs by 2035 and all medium- and heavy-duty vehicles to ZEVs by 2045. The order also includes directives for accelerating the deployment of charging infrastruct ure, increasing the number of ZEVs in public fleets, and promoting consumer awareness and
adoption of EVs. This executive order lays the foundation for implementing policies to achieve these targets. To date, California has implemented several regulations that address all vehicle modes, including light -, medium -, and heavy -duty vehicles, transit vehicles, and rail. Table 1 Source: CARB
4 | Page

provides a summary of the most significant regulations currently in effect pertaining to the zero-emission transition of on-road vehicles.

Of all these regulations , the Advanced Clean Fleet (ACF) regulation will have the most direct impact on municipalities. The ACF regulation applies to cities, counties, public utilities, special districts, local agencies or districts, and State government agencies that own a Class 2b -8 vehicle. When adding vehicles to their California fleet, affected fleet owners must add ZEVs according to a specific schedule. The percentage of ZEVs required depends on the population density of the county where the fleet operates. For fleets outside designated low- population counties, 50 percent of the total number of vehicle additions must be ZEVs beginning January 1 , 2024, increasing to 100 percent beginning January 1, 2027. For fleets in designated low-population counties, 100 percent of the total number of vehicle additions must be ZEVs beginning January 1, 2027. The entities affected must provide annual reports, s tarting April 1, 2024, and maintain records to demonstrate compliance with the regulation. The following entities and vehicles are exempt from requirements: school buses, military tactical vehicles, vehicles awaiting sale, emergency vehicles, historical vehicles, dedicated snow removal vehicles, two-engine vehicles, heavy cranes, transit vehicles subject to the Innovative Clean Transit regulation, and vehicles subject to the Zero-Emission Airport Shuttle Regulation. The regulation also offers several exemptions, some of which are described here:
• Exemptions for purchasing new ICE vehicles if a suitable ZEV or NZEV configuration is unavailable . CARB will establish a ZEV Purchase Exemption List, which will specify vehicle configurations unavailable as ZEV s or NZEVs, and fleet owners may purchase an internal combustion engine ( ICE) vehicle of the same configuration and weight class from this list. Fleet owners may also request exemptions by submitting a ZEV Purchase Exemption Application, which requires det ailed information about the vehicle configuration needed and documentation from manufacturers stating the unavailability of ZEV or NZEV options. CARB will rely on various sources of information and their engineering and business judgment to determine if the criteria for exemption are met. If a suitable ZEV or NZEV is identified, the exemption request will be denied, and the vehicle configuration will be removed from the ZEV Purchase Exemption List. • Backup Vehicle Exemption: Fleet owners can designate vehicles as backup vehicles during the March reporting period if they meet specific criteria related to vehicle operation, reporting, and compliance. • Daily Usage Exemption: Fleet owners can request an exemption to purchase a new ICE vehicle if no suitable battery electric vehicle (BEV) is available that can meet the demonstrated daily usage needs of the fleet. • ZEV Infrastructure Delay Extension: Fleet owners can request extensions if they experience delays due to circumstances beyond their control while installing ZEV fueling infrastructure. Two extensions are available:
a) ZEV Infrastructure Construction Delays: Fleet owners may request this extension if they experience construction delays. They must submit documentation showing the executed contract for ZEV fueling infrastructure installation, reasons for the delay, and supporting documents b) ZEV Infrastructure Site Electrification Delays : This exemption allows fleet owners to request extensions on ZEV compliance deadlines if their electric utility provider cannot supply the needed power for ZEV charging or refueling. Fleet owners can request an initial 3 -year extension and an additional 2-year extension, providing documentation about site electrification, utility response, and infrastructure capacity.

5 | Page

Table 1. California Regulations Supporting ZEV Deployment Regulation Description
Advanced Clean Cars
II
The Advanced Clean Cars II regulation will reduce light-duty passenger car, pickup truck, and SUV emissions from the 2026 model year through 2035. The regulations amend the Zero-Emission Vehicle Regulation to require an increasing number of ZEVs , including battery-electric, hydrogen fuel cell electric, and plug- in hybrid EVs . By 2035, the regulation requires 100% of new passenger vehicles sold in the state to be ZEVs. These amendments support California Governor Newsom’s executive order that all new passenger vehicles sold in California must be zero emissions by 2035. The Low-Emission Vehicle Regulations were also amended to include increasingly stringent standards for gasoline cars and heavier light-duty trucks.

Advanced Clean
Trucks Regulation
The ACT regulation requires manufacturers of medium - and heavy-duty vehicles to sell increasing percentages of ZEVs in California, culminating in a requirement for 100% ZEV sales by 2045.

Innovative Clean
Transit Regulation
The ICT regulation, adopted in December 2018, requires public tra nsit agencies to transition to a 100% zero-emission bus (ZEB) fleet by 2040. All transit agencies that own, operate, or lease buses with a gross vehicle weight rating (GVWR) greater than 14,000 lbs. must comply with the regulation. The ZEB purchase requirements vary depending on the transit agency's size.

Advanced Clean
Fleets Regulation
Starting in 2024, the regulation requires fleets operating in California to transition to zero emission technology with the goal of transitioning all drayage trucks to zero emission by 2035 and the rest of the medium- and heavy-duty (MD-HD) vehicles to zero emission by 2045. Specific to municipality fleets, 50% of the total number of vehicle additions must be ZEVs beginning January 1, 2024, increasing to 100% beginning January 1, 2027.

Upcoming fleet requirements are influencing the City's short-term compliance priorities and long-term strategies for fleet procurement, maintenance, and operation. The central approach focuses on transitioning to the most cost-effective EVs that fulfill the fleet's existing operational needs. To achieve this, the City has devised a master plan that includes conducting a comprehensive inventory of its fleet to identify opportunities for EV adoption, developing a plan for deploying EV charging infrastructure at City facilities, and collaborating with local and regional partners to secure funding and support for the transition to EVs. 6 | Page

Overview of City’s Existing Fleet
Currently, the City’s on-road fleet consists of 243 vehicles, the majority of which are fueled by gasoline. Note that of these 243 vehicles, the following public safety and EVs were excluded from the assessment: 77 police department vehicles, 20 fire department vehicles, and 3 EVs. In summary, emergency response and public safety vehicles were excluded from this assessment due to their exemption from the ACF regulation, and the unavailability of suitable ZEV or NZEV replacements in many instances. Furthermore, some of these vehicles are designated as take- home, which presents additional challenges that are elaborated upon in the document. This means that out of the City’s 243 vehicles, only 143 vehicles are considered in this fleet electrification master plan.

The vehicle type distribution of the analyzed 143 vehicles is illustrated in Figure 1 below. Approximately 57 percent of the vehicles are light -duty, and the remainder of vehicles are considered medium - to heavy -duty (MD-HD) vehicles. Also as shown in Figure 2, the majority of the vehicles (approximately 91 vehicles) typically dwell at the MSC site, 18 of them dwell at the City hall, 17 at Park & Rec, and the rest are within the Hutchins Street Squ are, Surface Water Treatment Plant, and White Slough facilities.

Figure 1. Vehicle Types of Existing Fleet

Sedan
7%
SUV
8%
Minivan
6%
Light-Duty Pickup
36%
Medium-Duty Pickup
15%
Van
6%
Medium-Duty
Vocational Truck
1%
Box Truck
1%
Street Sweeper
1%
Bucket Truck
6%
Heavy Truck
13%
7 | Page

Figure 2. Number of Vehicles by Dwelling Location

The existing retirement schedule for the City’s fleet is shown in Figure 3. This schedule is based on the fleet-provided in-service date and retirement years for each vehicle. The existing retirement schedule shows a high number of vehicle retirements in 2023, due to a number of vehicles that were scheduled to retire before 2023 based on fleet- provided values for the typical lifespan of each vehicle type. Additionally, the City provided some input on adjusted retirement years based on vehicle attributes, such as mileage and utilization, that were also considered in the replacement schedule. In the recommended EV replacement schedule, fleet vehicles that were scheduled to retire before 2023 were adjusted to retire based on average lifetime mileage assumptions by vehicle type per a tool created by Argonne National Laboratory called the Alternative Fuel Life Cycle Environmental and Economic Transportation (AFLEET) tool. These lifetime mileage assumptions are described in more detail later in this section.

Figure 3. Retirement Schedule of Existing Fleet

On average, City fleet vehicles operate around 25 miles per day; however, this varies significantly across different vehicle types. For instance, bucket trucks have the highest average daily mileage at 33 miles, while cargo vans 0 10
20 30
40 50
60 70
80 90
100
MSC City Hall Parks & Rec White Slough Surface Water
Treatment Plant
Hutchins Street
Square
Number of Vehicles
Street Sweeper Heavy Truck
Bucket Truck Box Truck
Medium-Duty Vocational Truck Medium-Duty Pickup
Van Light-Duty Pickup
Minivan SUV
Sedan
0 5
10 15
20 25
30Number of Vehicles
Replacement Year
Street Sweeper Heavy Truck
Bucket Truck Box Truck
Medium-Duty Vocational Truck Medium-Duty Pickup
Van Light-Duty Pickup
Minivan SUV
8 | Page

have the lowest at approximately 14 miles. Notably, even within the same vehicle type, there is considerable variation in daily mileage. For example, bucket trucks can travel anywhere from 10 to 87 miles per day. The distribution of the City’s fleet daily mileages are illustrated as a box and whisker chart in Figure 4.

Also, according to data provided, the City fleet is estimated to annually consume 54,000 gallons of diesel and 42,000 gallons of gasoline as demonstrated in Figure 5. Heavy trucks, bucket trucks and light-duty pickups are the top three major consumers of gasoline and diesel at the City.

Figure 4. Whisker plot demonstrating the variation in daily operations of City fleet vehicles

9 | Page

Figure 5. Annual Fuel Consumption

0 5,000
10,000
15,000
20,000
25,000
30,000Gallons of Fuel
Gasoline
Diesel
10 | Page

Fleet Transition Plan
Process for Determining the EV Replacement Recommendations To determine the most suitable EV replacements for the City's existing fleet, ICF leverages its extensive EV Library, which contains up -to-date information about currently available and soon -to-be-released EV models. ICF also utilizes its Fleet Assessment Model to evaluate the type of operations, daily mileage, fuel consumption, and retirement year of each vehicle in the City's fleet, providing a comprehensive view of the existing vehicles' requirements. The process ensures that the recommended EV replacements are the most suitable option for each vehicle, considering their unique operational requirements, while also considering factors such as performance, availability, and cost -effectiveness. The process for determining the EV replacement recommendations is summarized in the following steps:
 Data Collection: ICF maintains a comprehensive database known as the "EV Library" that contains all the essential information about each EV available in the market, such a s vehicle type, sub -type, application, expected availability, all-electric range, battery size, drivetrain, GVWR, and vehicle price.  Fleet Assessment : To identify appropriate replacement options that meet the existing vehicle requirements, ICF utilizes its Fleet Assessment Model, which assesses the operations, daily mileage, fuel consumption, and scheduled retirement year of each vehicle in the City's fleet.  Identifying Potential EV Replacements: ICF utilizes the Fleet Assessment outcomes to determine the EVs from the EV Library that meet the City's operational and financial criteria. ICF’s fleet assessment model makes the best effort to select EV counterparts with operational specifications consistent with standard vehicles, however, it is possible that manufacturers may not be building EVs with identical specifications.  Evaluation of EV Replacements : ICF evaluates the potential EV replacements by considering factors such as their performance, reliability, availability, and cost-effectiveness.

Table 2 below shows the number of available BEV/PHEV models by year and vehicle type.

Table 2. EV Availability by Vehicle Type
Vehicle Type BEV
Models
PHEV
Models
Total EV
Models
Earliest
Available

PHEV BEV
Currently
Available
Next 5
Years
Currently
Available
Next 2
Years
Sedan 42 27 69 2021 27 0 38 4
SUV 59 31 90 2021 30 1 49 10
Minivan 1 1 2 2022 1 0 1 0
Light-Duty Pickup 14 18 32 2021 18 0 5 9
Medium-Duty Pickup 7 12 19 2021 12 0 4 3
Van 31 0 31 2021 0 0 25 6
Step Van 20 0 20 2021 0 0 19 1
Medium-Duty Vocational 31 4 35 2021 4 0 29 2
Box Truck 16 0 16 2021 0 0 14 2
Street Sweeper 2 0 2 2020 0 0 2 0
Refuse Truck 5 0 5 2021 0 0 5 0
Shuttle Bus 3 0 3 2022 0 0 3 0
Transit Bus 44 0 44 2021 0 0 44 0
School Bus 33 0 33 2021 0 0 33 0
Bucket Truck 1 0 1 2021 0 0 1 0
Heavy Truck 19 0 19 2021 0 0 15 4
Motorcycle 37 0 37 2021 0 0 36 1
11 | Page

Key Assumptions
The project team relied on several key assumptions and data sources for this analysis, including those shown in the list below. These assumptions were applied within ICF’s Fleet Assessment Model tool (“the model”), which was used to analyze the fleet and develop EV replacement recommendations.  EV Recommendation Threshold: replacement of existing vehicles with EVs is recommended on a per -vehicle basis if a commercially available EV equivalent is capable of meeting the daily estimated range requirements of the vehicle. To assess the cost of a fleetwide transition, this analysis evaluates the total cost of ownership (TCO) for replacing all vehicles with EV equivalents that have adequate range, regardless of the cost differential between EV replacements and existing ICE vehicles.
 Vehicle Pricing: the model uses the manufacturer suggested retail prices (MSRPs) for EVs where available. When MSRP pricing is unavailable, the model uses average pricing based on vehicle and fuel type via Argonne National Laboratory’s Alternative Fuel Life Cycle Environmental and Economic Transportation (AFLEET) Tool a nd ICF’s Comparison of Medium - and Heavy -Duty Te chnologies in California report for the California Electric Transportation Coalition (CalETC report). Vehicle pricing was escalated annually using the U.S. Energy Information Administration’s (EIA) 2022 Annual Energy Outlook (AEO) Table 52. New Light-Duty Vehicles Prices and ICF’s CalETC report for the California Electric Transportation Coalition.  Fuel and Maintenance: the model uses the gasoline and diesel prices provided by the City, which are $6.10 per gallon of diesel and $5.39 per gallon of gasoline and incorporates the 2022 California Energy Commission (CEC) price escalation projections in its Integrated Energy Policy Report (IEPR). The model determines the average annual fuel use for each vehicle based on its annual mileage and average fuel economy (miles per gallon), and then multiplies the fuel use value by the price per gallon of fuel. ICF uses annual mileage and fuel efficiency data provided by Lodi when available. When annual mileage or fuel efficiency data is not available, the model uses assumptions by vehicle and fuel type from
the AFLEET Tool and ICF’s CalETC report. The model also uses these sources to estimate average per mile maintenance costs based on vehicle and fuel type. Maintenance costs are escalated 2.2 percent annually.
 Electricity Price: the model uses a $0.16/kWh base rate, based on the City’s electric utility rate, and assumed an annual escalation of 3 percent between 2022 through 2045 and 1 percent afterward.  Timing of Vehicle Replacements : to establish the vehicle replacement schedule, ICF employed the Cit y Fleet Replacement Policy and Guideline (Table 3). For each vehicle, ICF calculated the time frame until it reached the "red” year and used this to estimate the appropriate replacement year. ICF relied on the City -provided annual mileage data to determine when vehicles would enter the “red” zone.

Table 3. City of Lodi Fleet Replacement Policy and Guideline Use Classification Service Life (years) Anticipated Mileage by “Red” Year Green Yellow Red
Police Patrol <4 4 to 6 >6 100,000
Police Undercover <3 3 to 8 >8 80,000
Police Motorcycles <3 3 to 5 >5 60,000
Fire Engine <10 10 to 25 >25 150,000
General Purpose Transportation <8 8 to 10 >10 120,000
Light/Medium Commercial <10 10 to 15 >15 120,000
12 | Page

Heavy Duty Commercial <15 15 to 20 >20 100,000
Light Transit Buses <5 6 to 10 >10 220,000
Heavy Transit Buses <12 12 to 15 >15 500,000
Special Purpose Specific to each vehicle/equipment as approved by the City Manager
 Timeframe: This analysis focuses on vehicle replacements occurring in 2023 through 2040, with TCO calculations extending across the vehicle lifespans of all replacements out to 2050.  Discount Rate: A discount rate of 5 percent was used to estimate the net present v alue (NPV) of future cash flows.
 Vehicle Ranges : The estimated mileage ranges per vehicle were accounted for when recommending EV replacements. The analysis used an average temperature range of 41 to 92°F to assess the potential impact temperatures in Lodi can have on EV ranges; this is estimated to reduce EV model ranges to 75 percent of their maximum mileage range. For L odi’s current vehicles, the model estimated the range required each day by dividing the fleet-provided annual mileage by 250 days per year; this varies from 4 to 87 miles per day depending on the vehicle.

13 | Page

Electric Vehicle Acquisition and Timeline Recommendations The City of Lodi's fleet comprises 243 vehicles, with the following distribution:
• 77 vehicles belong to the police department (excluded from this analysis)
• 20 vehicles belong to the fire department (excluded
from this analysis)
• 3 vehicles are already EVs
• 73 vehicles are subject to ACF (above 8,500 lbs. GVWR) • 70 vehicles are not subject to ACF
This analysis concentrates on the 73 ACF -subject vehicles and the 70 vehicles not associated with either the police or fire department. The analysis excluded police and fire department vehicles primarily because proven EV technology is currently lacking for these fleet segments. While several electric pursuit- rated vehicles exist (e.g., Ford Mustang Mach-E, Tesla Model Y, and F -150 Lightning), they are still undergoing testing by a limited number of police departments nationwide.

Furthermore, as first responders, these vehicles often have insufficient downtime for charging, making it challenging to transition them to EVs at this time. Also, it should be note that some of these vehicles are take home vehicles of which electrification of them could pose several challenges. One of the primary issues is the lack of charging infrastructure in residential areas, which can make it difficult for employees to charge their vehicles at home. This can lead to range anxiety, where employees worry about not having enough charge to get to and from work. Additionally, take-home vehicles may have different usage patterns than fleet vehicles, which can impact the selection and placement of charging infrastructure. The cost of installing charging infrastructure in residential areas can also be a challenge, particularly for smaller fleets with limited budgets. Also there will be a challenge on how fleet could reimburse their employee for charging at home if the y do not have separate meters. Additionally, some of these t ake-home vehicles are used by troubleshooters who provide 24/7 response to electrical emergencies. The unique operational requirements of troubleshooters, such as the need for rapid response times and specialized equipment, may limit the range of suitable EV models.

For the 143 on -road vehicles examined in this analysis, the project team found that most have commercially available EV equivalents (or will soon have them). However, this may not hold true for specialty vehicles, as some upfitters have not yet begun working with EV chassis. The analysis conducted for this project was set up to recommend EV replacement for all 143 of those vehicles in order to assess the timeline, cost, and emissions impacts of replacing all vehicles that have EV equivalents.

The project team used the model to identify the lowest- cost EV replacement on a vehicle -by-vehicle basis that would meet each vehicle’s daily mileage and charging dwell time constraints. Table 5 below summarizes the EV makes and models recommended to replace the City’s existing fleet vehicles through 2040, including both battery BEVs and plug-in hybrid EVs (PHEV). Importantly, this initial analysis was designed to identify and recommend the lowest-cost EV replacement that can meet the daily mileage requirements for each existing vehicle, and as such the model used for this analysis did not filter for either all- electric BEVs or PHEVs. Compared to PHEVs, which have a Figure 6. Vehicles considered in this analysis
Number of Vehicles
14 | Page

hybrid ICE-EV powertrain, BEVs are anticipated to result in greater reductions in emissions because of zero tailpipe emissions.

Table 4. Electric Vehicle Recommendations
Vehicle Type Recommended Make/Model/EV Type Quantity
Sedan Chevrolet - Bolt EV 1LT 10
SUV Chevrolet - Bolt EUV LT 5
Kia - Niro Plug-in Hybrid SUV 6
Light-Duty Pickup Chevrolet - Silverado EV 41
Lordstown Motors – Endurance (Crew Cab) 8
Minivan Canoo – Lifestyle Vehicle 8
Medium-Duty Pickup Ford – E-Transit Chassis Cab 16
Van Canoo - MPDV1 4
Maxwell Vehicles – ePro SR Passenger Van 1
Medium-Duty Vocational Truck Ford - E-Transit (Chassis Cab) 2 Street Sweeper Global - M3 SUPERCHARGED 2
Bucket Truck Terex – EV Aerial (Class 6) 9
Heavy Truck – Straight Truck Peterbilt - 220EV (Class 7 - 141 kW) 13 Box Truck – Class 4/5 SEA Electric – SEA Hina M5 Box 1
The project team also established a proposed timeline for EV replacement based on the existing fleet's retirement schedule and the predicted availability of recommended replacement EV models. Figure 7 illustrates the recommended replacement timeline for all 143 vehicles. The replacement timeline also introduces some flexibility in 2040, where the City may choose to retire some vehicles slightly before or slightly after 2040 based on its annual or departmental budget.

Figure 7. Recommended EV Replacement Timeline: Vehicle Types

0 5
10 15
20 25
30 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of Vehicles
Box Truck - CLASS 4/5 Bucket Truck
Heavy Truck - Straight Truck Light-Duty Pickup
Medium-Duty Pickup Medium-Duty Vocational Truck
Minivan Sedan
Street Sweeper SUV
Van - Cargo Van - Passenger
15 | Page

Considering the ACF regulation, the project team also established EV replacement timelines for vehicles impacted by the rule (e.g., MD-HD vehicles) and vehicles not impacted by the rule (e.g., light-duty vehicles). The reason why to consider the fleet in terms of “ACF” and “non-ACF” vehicles has to do with the fact that the ACF regulation has three different regulatory components: state and local agencies, drayage fleets, and high priority/federal fleets. The City of Lodi would be subject to the state and local agency regulatory component of the ACF, which requires that 50 percent of vehicle purchases to be zero-emission beginning in 2024 and 100 percent of vehicle purchases are zero-emission by 2027. In other words, the City of Lodi can reduce the number of EV replacements between 2024 through 2026 and instead opt for s tandard ICE vehicle replacements, which would be allowed to operate through the end of each vehicles’ useful life. Based on this 50 percent ZEV purchase requirement between 2024 through 2026, the total number of EV replacements for vehicles subject to the ACF regulation decreases from 73 EVs to 56 EVs. The EV replacement timeline for “ACF” vehicles is shown in Figure 8, and the EV replacement timeline for “non- ACF” vehicles is shown in Figure 9.

Figure 8. Recommended EV Replacement Timeline - Vehicles Subject to ACF by Type

0 1
2 3
4 5
6 7
8 9
10 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of Vehicles
Box Truck - CLASS 4/5 Bucket Truck Heavy Truck - Straight Truck Light-Duty Pickup Medium-Duty Pickup Medium-Duty Vocational Truck Street Sweeper Van - Cargo
16 | Page

Figure 9. Recommended EV Replacement Timeline - Vehicles Not Subject to ACF by Type

This analysis presents two EV replacement timelines for the City of Lodi: one for vehicles affected by the ACF regulation and one for vehicles not affected. These timelines are designed to help the City comply with future state policies and demonstrate how 126 vehicles will transition to EVs. The actual transition may commence after 2023, taking into account extended lead times on orders or the City's decisions on when to initiate purchases. In the next section, the team will describe two charging infrastru cture options to support these 126 EVs, each with its own advantages and drawbacks.

Fleet EV Charging Infrastructure
This section describes the charging infrastructure analysis conducted by the project team for the fleet vehicles. We assessed the charging infrastructure needs under two different scenarios. In the first scenario, the project team assessed the need for charging infrastructure assuming a dedicated charging plug for each vehicle. This scenario is called the 1:1 vehicle-to-plug (V2P) ratio scenario. The project team also assessed the charging infrastructure needs under an alternative scenario where the team in creased the V2P ratio to minimize the number of electric vehicle service equipment ( EVSE) needed while meeting the overall charging demand for the fleet vehicles. Under both scenarios, the project team developed a rollout schedule as well as cost estimates for the deployment of EVSEs.

Process for Determining the EV Charging Infrastructure Needs To estimate charging infrastructure needs for the 1:1 V2P scenario, the team first calculated each vehicles ’ daily electricity consumption based on average daily mil eage and energy efficiency (kWh per mile). For each vehicles’ daily energy demand, the project team also included the potential energy demand due to the use of Power Take Off (PTO), or the transfer of engine power to external devices (e.g., pumps, cherry pickers, etc.). Next, the team divided the energy consumption by the assumed average charging time of 8 hours per vehicle. This allowed the team to determine the necessary charging power level for each vehicle to meet daily travel demand. The data was then grouped into five vehicle classes (Light Duty, Light -Duty Pickup, Medium Duty, Heavy Duty, and Street Sweeper) and the number of DPCs, as well as their power levels, were identified for each group at each City facility.

For each charger group, the team used the maximum power level requirement as the power level for the chargers 0 2
4 6
8 10
12 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of Vehicles
Light-Duty Pickup Minivan Sedan SUV Van - Passenger
17 | Page

in that group. For instance, for the 10 light-duty vehicles (sedan, SUV, and minivans) located at City Hall, they needed charging ports with power levels between 0.4 kW and 3 kW. Ins tead of providing multiple chargers with different power levels, the team recommended five DPCs with a power level of 6 kW (each port providing 3 kW). This allows light-duty vehicles at City Hall to use any available charger, rather than being limited to specific ones.

In the maximum V2P scenario, the team calculated each vehicle's daily energy use and determined how long it would take for a vehicles’ charge to drop from 100 percent to 20 percent. Vehicles were then sorted into five classes and grouped by facility. The vehicle that took the least number of days to reach 20 percent charge determined the maximum V2P ratio. For example, at City Hall, 9 light -duty vehicles take an average of 7 days to reach 20 percent charge. However, one SUV needs recharging every two days due to its 55-mile daily mileage. Because of this, a V2P ratio of 2 is assumed, meaning each charging port can serve two vehicles, with one charging on odd days and the other on even days. Regarding charger power levels, the highest power level required for each group was assigned to all chargers in that group. This approach could be refined by using charging management solutions to further increase the V2P ratio, reducing the number of chargers and their associated power levels.

Scenario 1 – 1:1 Vehicle to Port Ratio Charging Infrastructure Scenario This scenario assumes a dedicated plug for each EV. To determine the power requirements (kW) of each EVSE, the nominal vehicle miles traveled (VMT) for each vehicle as well as vehicle efficiency assumptions were used.

Additionally, the location of chargers are assumed to be the same as the dwelling location of EVs. Table 5 illustrates the number of DPC stations by maximum power level that the project team estimated for this scenario. Please note that the power is for the whole DPC station, and not for the single port.

Table 5. Number of Chargers by Max Power Level (kW) under 1:1 V2P Ratio Scenario

Number of DPCs Max Power Level (kW)
Dwell Location Light
Duty
Light-
Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Light
Duty
Light-Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Total Power
Demand
(kW)
City Hall 5 3 2 0 0 6 5 3 N/A N/A 51
Hutchins Street
Square 0 1 0 0 0 N/A 2 N/A N/A N/A 2
MSC – Public 3 10 7 3 1 4 9 11 24 56 304
MSC – LEU 5 3 6 4 0 5 3 54 41 N/A 522
Parks & Rec 0 6 2 1 0 N/A 5 8 2 N/A 46
Surface Water
Treatment Plant 2 1 0 0 0 2 2 N/A N/A N/A 6
White Slough 2 2 1 0 0 4 4 3 N/A N/A 20
Total Number of
Chargers 17 26 18 8 1
- - - - - 952 Total Number of
Vehicles 32 49 33 13 2
In this scenario, the project team assumed that charging stations would be installed in the same year that an EV replaces an ICE vehicle. However, due to factors such as permitting, construction, and product availability, there may be a delay in completing the installation of charging stations. Thus, it is recommended that the procurement process for EVSE should commence at least one year prior to the purchase of an EV. 18 | Page

The results of the 1:1 V2P ratio scenario recommend a total of 70 DPC stations to be deployed across the City’s seven facilities, with an average of four stations installed per year. The highest total number of EVSE deployments will be required in 2040 (8 chargers in total), however, the City may opt to install some of those chargers in ye ars slightly before or slightly after 2040. Note that the MSC-Public and MSC-LEU will require the highest number of charging stations, 24 and 18, respectively. MSC-LEU refer to the vehicles owned by the Lodi Electric Utility (LEU) vehicles, and MSC-Public refers to vehicles own ed by the public fleets. The EVSE rollout schedule for the 1:1 V2P ratio scenario is shown in Figure 10 and Figure 11.

Figure 10 - EVSE Rollout Schedule by Vehicle Type, 1-to-1 V2P Ratio Scenario

Figure 11 - EVSE Rollout Schedule by Base Location, 1-to-1 V2P Ratio Scenario

Scenario 2 – Maximum Vehicle to Port Ratio Charging Infrastructure Scenario To determine the maximum V2P ratio for the optimized scenario, the project team needed to calculate the highest number of vehicles that could share one EVSE plug while still maintaining their operational duty cycle. To estimate the maximum V2P ratio, the team used the nominal VMT for each vehicle and the assumed vehicle efficiency to determine the number of days it takes for each vehicle to reach 20 percent battery state of charge (SoC) 1, which is
the industry standard for requiring a vehicle to be recharged. The team then calculated the total number of vehicles in each vehicle class that could complete their duty cycle with this S oC threshold. This process was performed for

1 State of Charge describes the current level of electrical charge stored in a battery relative to its maximum capacity. 0 2
4 6
8 10
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of DPCs
Heavy Duty Light Duty Light-Duty Pickup Medium Duty Street Sweeper 0 1
2 3
4 5
6 7
8 9
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of DPCs
City Hall Hutchins Street Square
MSC - Public MSC-LEU
Parks & Rec Surface Water Treatment Plant
White Slough
19 | Page

each vehicle class and base location with BEV replacements. The resulting maximum V2P ratio for each vehicle type and base location is presented in the Table 6 below.

Table 6 - Estimated Maximum Vehicle-to-Plug Ratio
Dwell Location Light
Duty
Light-Duty
Pickup Medium Duty Heavy
Duty
Street
Sweeper
City Hall 2 7 4 N/A N/A
Hutchins Street Square N/A 12 N/A N/A N/A
MSC 3 4 2 1 1
MSC-LEU 2 12 1 1 N/A
Parks & Rec N/A 4 2 12 N/A
Surface Water Treatment Plant 3 23 N/A N/A N/A
White Slough 3 9 10 N/A N/A
Consider the following example : in this hypothetical maximum V2P scenario, assume a ratio of 5. In this case, a single DPC station can be shared among 10 vehicles at a specific location. With this arrangement, each pair of vehicles would need to charge once every 5 days, following a schedule that ensures all vehicles receive the necessary charging. This is visually demonstrated in Table 7 below.

Table 7 - Hypothetical Vehicle Charging Schedule
Plug #1 Plug #2 Vehicle ID
1 2 3 4 5 6 7 8 9 10
Day 1 1 2 X X 5
Days
5 Days 5
Days 5 Days Day 2 3 4
5 days
5 days
X X
Day 3 5 6
5 Days
5 Days
X X
Day 4 7 8
5 Days
5 Days
X X
Day 5 9 10
5 Days
5 Days
X X
Day 6 1 2 X X
5 Days 5 Days Day 7 3 4
5 days
5 days
X X
Day 8 5 6
5 Days
5 Days
X X
Day 9 7 8
5 Days
5 Days
X X
Day 10 9 10
5 Days
5 Days
X X
Day 11 1 2 X X
5 Days 5 Days Day 12 3 4
5 days
5 days
X X
Day 13 5 6
5 Days
5 Days
X X
Day 14 7 8
5 Days
5 Days
X X
Day 15 9 10
5 Days
5 Days
X X
Day 16 1 2 X X
5 Days 5 Days Day 17 3 4
5 days
5 days
X X
Day 18 5 6
5 Days
5 Days
X X
Day 19 7 8
5 Days
5 Days
X X
Day 20 9 10
5 Days
5 Days
X X
Day 21 1 2 X X
5 Days 5 Days Day 22 3 4
5 days
5 days
X X
Day 23 5 6
5 Days
5 Days
X X
Day 24 7 8
5 Days
5 Days
X X
Day 25 9 10
5 Days
5 Days
X X
Day 26 1 2 X X
5 Days 5 Days Day 27 3 4
5 days
5 days
X X
Day 28 5 6 5
Days
5 Days
X X
Day 29 7 8 X X
Day 30 9 10 X X
20 | Page

Table 8 summarizes the number of chargers by power level that the project team estimated for this scenario. Please note that the rated power is for the whole DPC station and not for the single port.

Table 8. Number of Chargers by Power Level (kW) under maximum V2P Ratio Scenario

Number of DPCs Max Power Level (kW)
Dwell Location Light
Duty
Light-
Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Light
Duty
Light-Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Total Power
Demand
City Hall 3 1 1 0 0 16 40 35 N/A N/A 123
Hutchins Street
Square 0 1 0 0 0 N/A 22 N/A N/A N/A 22
MSC 1 3 4 3 1 16 40 42 29 56 447
MSC-LEU 3 1 6 4 0 16 40 54 41 N/A 576
Parks & Rec 0 2 1 1 0 N/A 40 35 29 N/A 144
Surface Water
Treatment Plant 1 1 0 0 0 13 40 N/A N/A N/A 53
White Slough 1 1 1 0 0 16 40 35 N/A N/A 91
Total Number of
Chargers 9 10 13 8 1
- - - - - 1456 Total Number of
Vehicles 32 49 33 13 2
The rollout schedule for this scenario was determined based on the first EV that required a corresponding plug. For instance, let us consider a charging station for light -duty pickups at the MSC-Public that can accommodate a total of 6 vehicles (V2P ratio of 3), which is triggered in 2023 when the first light -duty pickup truck transitions to an EV.

In this case, another charging station would not be necessary until the seventh vehicle appears.

Figure 12 and Figure 13 below depict the number of EVSE required by year to accommodate the accompanying EVs.

The results of the maximum V2P ratio scenario recommend a total of 41 DPCs to be deployed across the City’s seven facilities, with an average of two station installations per year. Similar to the 1:1 V2P ratio scenario, the highest number of EVSE is required in 2040 (6 chargers in total); however, the City may opt to install some of those chargers in years slightly before or slightly after 2040, especially since years 2029 and 2034 do not require any installations.

Note that in this scenario as well, the MSC-LEU and MSC-Public will require the highest number of charging stations, 14 and 12, respectively.
21 | Page

Figure 12 - EVSE Rollout Schedule by Year and Vehicle Type, Maximum V2P Ratio Scenario

Figure 13 - EVSE Rollout Schedule by Year and Base Location, Maximum V2P Ratio Scenario

Scenario 3 – 1:1 Vehicle-to-Port Ratio Charging Infrastructure with Reduced Dwelling Time
As a sensitivity analysis, the project team also analyzed a scenario where instead of 8 hours of dwelling time, all vehicles operated by the City will only have 2 hours of dwelling time. This scenario represents a case where, under emergency situations, vehicles need to charge in a significantly shorter timeframe (in this case 2 hours). The project team assessed this scenario to illustrate how the power level of the chargers and overall power de mand at each facility will change if the City were to decide to pursue this scenario. Table 9 illustrates the number of chargers by power level that the project team estimated for this scenario. Please note that the rated power is for the whole DPC station and not for the single port. As shown, this scenario will add 3.8 MW of additional load on the City’s grid with 3.3 MW of that being at the MSC. In the reduced dwelling time scenario, the added load would place significant strain on the Henning sub, enough to require additional significant costs to accommodate the induced demand by 0 1
2 3
4 5
6 7
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of DPCs
Heavy Duty Light Duty Light-Duty Pickup Medium Duty Street Sweeper 0 1
2 3
4 5
6 7
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Number of DPCs
City Hall Hutchins Street Square

MSC MSC-LEU
Parks & Rec Surface Water Treatment Plant
White Slough
22 | Page

EVs using higher power chargers. Therefore, it is unlikely that the City may pursue this charging configuration or infrastructure upgrades, especially when the previous two scenarios accommodate the fleet with significantly less strain at the distribution level.

Table 9. Number of Chargers by Max Power Level (kW) under 1:1 V2P Ratio Scenario with Reduced Dwelling Time

Number of DPCs Max Power Level (kW)
Dwell Location Light
Duty
Light-
Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Light
Duty
Light-Duty
Pickup
Medium
Duty
Heavy
Duty
Street
Sweeper
Total Power
Demand
(kW)
City Hall 5 3 2 0 0 23 21 13 N/A N/A 204
Hutchins Street
Square 0 1 0 0 0 N/A 7 N/A N/A N/A 7
MSC – Public 3 10 7 3 1 16 35 46 94 223 1,224
MSC – LEU 5 3 6 4 0 21 13 216 163 N/A 2,090
Parks & Rec 0 6 2 1 0 N/A 19 33 9 N/A 188
Surface Water
Treatment Plant 2 1 0 0 0 9 7 N/A N/A N/A 25
White Slough 2 2 1 0 0 18 16 14 N/A N/A 82
Total Number of
Chargers 17 26 18 8 1
- - - - - 3,819 Total Number of
Vehicles 32 49 33 13 2

23 | Page

Grid- and Site-Level Electrical System Capacity and Potential Upgrades This section outlines the anticipated effects of the City's fleet electrification on Lodi Electric Utilities' distribution system. It starts with a brief overview of the power delivery system and highlights the City facilities where EVs will be stationed. Furthermore, it provides an overview of the implications for the power system and the costs associated with managing the increased load from these vehicles.

The introduction of EVs in areas with power grid constraints may require equipment upgrades and new infrastructure investments, depending on the scale of the additional load from the vehicles. However, with proper planning and the implementation of new utility programs and initiatives, distribution utilities can effectively incorporate a substantial number of EVs into the grid, ensuring pow er quality, safety, and reliability. This section also briefly addresses the potential use of distributed energy resources (DERs) to mitigate the grid impacts of EV charging.

Figure 14. Structure of the Electric Power System2

As background information, electricity is generated at large central power plants using a variety of sources, such as coal, natural gas, nuclear fuels, solar, wind, battery storage, and hydropower. Transformers then increase (step up) the voltage level of the generated electricity to deliver power over transmission lines to load centers, often located far from power plants. Subsequently, transformers decrease (step down) the voltage to a lower level, allowing underground and overhead distribution lines to carr y electricity to customers. Additional pole -mounted or pad - mounted transformers are often needed to further step down the voltage, making it safe for residential and business customers to use. On the other hand, industrial customers with heavy equipment and machinery typically receive electricity at higher voltage levels compared to residential and business customers.

EVSE, like chargers, are typically installed at distribution voltages on customer premises, which can include residential, office and commercial garages, fleet depots, and public parking lots. Although electric utilities can manage low levels of EV adoption, the clustering of EVs (e.g., fleets) and the introduction of heavy -duty EVs (e.g., trucks) have the potential to negatively impact the City’s distribution system . In such scenarios, it is crucial for electric vehicle and fleet owners to work closely with utilities to successfully integrate EVs into the power system.

2 Source: US Energy Information Administration. Available online: https://www.eia.gov/energyexplained/electricity/delivery-to-consumers.php

24 | Page

To evaluate the impact of the City's fleet transition to EVs on Lodi Electric Utilities' distribution system, ICF estimated the additional load from EV charging based on the previously described charging scenarios:
• A 1:1 V2P ratio scenario with 8 hours of available dwelling time, implying that each EV would require its own dedicated charger, and
• A maximum V2P ratio scenario
The tables below illustrate the incremental power demand expected in each of the scenarios at various locations in the City.

Table 10. Incremental Charging Demand - 1:1 Vehicle Charging Port Ratio Dwell Location Power Demand (kW)
City Hall 51
Hutchins Street Square 2
MSC 304
MSC-LEU 522
Parks & Rec 46
Surface Water Treatment Plant 6
White Slough 20
Table 11. Incremental Charging Demand - Max Vehicle to Charging Port Ratio Dwell Location Power Demand (kW)
City Hall 123
Hutchins Street Square 22
MSC 447
MSC-LEU 576
Parks & Rec 144
Surface Water Treatment Plant 53
White Slough 91

For both vehicle to charger ratio scenarios, ICF determined the impacts of EV charging at each site based on the estimated incremental EV charging demand and the available transformer capacity at each location. 3 At locations where ICF projected that new transformers would be necessary, it was assu med that the transformer with the minimum power rating required to resolve an overload would be used. For instance, a 25 kilovolt -amperes (kVA) transformer would address overloads ranging from 0 kVA to 25 kVA, a 50 kVA transformer would handle overloads between 25 kVA and 50 kVA, and so forth.

In both the 1:1 and maximum V2P ratio scenarios, the analysis indicates that LEU will need two new transformers at the MSC site – one at the Public Works Department and another at the utility premise – to support the increased EV charging load. The total capital cost of these transformers (excluding labor, commissioning, etc.) is $120,000, with each transformer costing $60,000. The new 500 kVA transformer at the utility premise is likely to be sufficient for serving the new load, as ICF's projection of 522 kW of load from EV charging represents a worst -case snapshot in time of EV charging demand. The EV charging demand during most hours is expected to be lower than the 522

3 The Hutchins Street Square site has two 3-phase transformers, rated at 750 kVA and 300 kVA. The available capacity at these transformers (before the addition of EV load) was 609.84 kW and 228.12 kW respectively. 25 | Page

kW estimate. Additionally, ICF assumed a transf ormer installation cost of $40,000. In addition to the transformer upgrades needed at the MSC, the analysis also shows that a new 25 kVA transformer, at a capital cost of $2,800 , will also be required at City Hall and the Parks and Rec site under the maximum V2P scenario. ICF assumed that the installation cost of the transformer for this site is insignificant. As directed by LEU, ICF did not consider the White Slough site in this analysis as LEU’s distribution system does not power the site. There is a 2.5 MW generator at White Slough, which can accommodate the incremental EV charging load if required.

In addition to the transformer upgrades at the MSC site, our analysis indicates that the City needs to purchase and install two dedicated panels/switchgears for the new transformers considered at MSC. These panel upgrades are necessary when the City decides to have dedicated transformers for chargers, as they ensure proper distribution and control of electricity to the charging infrastructure. The project team has assumed a cost of $25,000 for each panel and an additional $25,000 for the installation of each panel.

26 | Page

Table 12. Site Level Incremental Charging Demand and Costs of New Infrastructure - 1:1 Vehicle to Charger Ratio Dwell Location City
Hall
Hutchins Street
Square MSC - PW MSC - LEU Parks &
Rec
Surface Water
Treatment Plant
White
Slough Total Cost
Incremental EV Charging Power Demand (kW) 51 2 304 522 48 6 19 Available Electrical Capacity at Site (kW) 117.28 609.84 228.12 N/A N/A 127.16 886.8 N/A New Transformer(s) Required? No No Yes Yes No No No
Transformer Capacity (kVA) N/A N/A $500 500 N/A N/A N/A Estimated Transformer Cost ($) N/A N/A $60,000 $60,000 N/A N/A N/A $120,000 Estimated Transformer Installation/Labor Cost ($) N/A N/A $40,000 $40,000 N/A N/A N/A $80,000 Estimated Panel Cost ($) N/A N/A $25,000 $25,000 N/A N/A N/A $50,000 Estimated Panel Installation Cost ($) N/A N/A $25,000 $25,000 N/A N/A N/A $50,000 Total Cost ($) $300,000

27 | Page

Table 13. Site Level Incremental Charging Demand and Costs of New Infrastructure – Maximum Vehicle to Charger Ratio Dwell Location City Hall Hutchins Street
Square MSC - PW MSC -
LEU
Parks &
Rec
Surface Water
Treatment Plant
White
Slough Total Cost
Incremental EV Charging Power Demand (kW) 123 22 447 576 144 53 91 Available Electrical Capacity at Site (kW) 117.28 609.84 228.12 N/A N/A 127.16 886.8 N/A New Transformer(s) Required? Yes No Yes Yes No No No
Transformer Capacity (kVA) 25 N/A 500 500 25 N/A N/A
Estimated Transformer Cost ($) $2,800 N/A $60,000 $60,000 $2,800 N/A N/A $125,600 Estimated Transformer Installation/Labor Cost ($) N/A N/A $40,000 $40,000 N/A N/A N/A $80,000 Estimated Panel Cost ($) N/A N/A $25,000 $25,000 N/A N/A N/A $50,000 Estimated Panel Installation Cost ($) N/A N/A $25,000 $25,000 N/A N/A N/A $50,000 Total Cost ($) $305,600
28 | Page

The investments needed to support the increased EV load can be divided into two main categories: investments required for building EVSE, and investments required for constructing or upgrading the electrical distribution system infrastructure serving an EV charging site (Figure 15). The customer or owner of an EV site bears all costs related to the first category and may also be responsible for costs associated with dis tribution system upgrades if their EV project triggers the need for such upgrades. In situations where a primary electrical feeder or source substation project is needed to accommodate hundreds or thousands of kilowatts of new load, the electric utility ma y distribute these costs among its rate base.

Figure 15. EVSE Infrastructure Requirements and Ownership

The cost information provided in Tables 11 and 12 demonstrates the cost for both utility and facility level electrical infrastructure upgrades ne eded. As shown, under the 1:1 V2P ratio, the City will need to invest approximately $300,000 to upgrade its electrical system infrastructure to accommodate the additional loads from the charging infrastructure. Under the maximum V2P ratio scenario, th is co st will increase to $306,000 considering the transformer upgrade needed at the City Hall.

29 | Page

The Role of Distributed Energy Resources (DER) in Reducing EV Charging Costs Modular distributed energy resources (DERs) such as battery energy storage systems (BESS) and solar photovoltaics (PV) can play a role in reducing EV charging costs by providing energy and capacity services for EV charging sites.

However, the benefit of installing such DERs is dependent on several factors, including but not limited to location, cost, and the utilization rate of the chargers. Sites that demonstrate ideal criteria and potential for high utilization will experience increased benefits.

BESS enables use cases that can deliver significant financial benefits to the battery owner/operator under the right conditions (e.g., tariff rate structures, customer site demand, etc.). Two use cases most pertinent to EV charging sites include time-of-use bill management and demand charge management. In the first instance (time -of-use bill management), the spread between on- and off-peak prices acts as a signal to the storage device to charge during the low- priced hours and discharge during the high -priced hours. A battery co -located with EV chargers at a potential site could charge during off-peak periods from the grid. The battery could then discharge during times of peak demand to reduce grid impacts and cost.

The second use case (demand charge management) is generally beneficial to large electricity consumers with short duration load spikes who must pay demand charges based on their peak 15 -minute electricity usage each month.

Customers can use batteries to reduce their load during peak periods and in turn lower their demand charges.

Battery discharge during peak periods could also help a customer reduce the charging site’s maximum monthly EV charging demand (kW). For EV charger installations that are subject to demand charges, the use of BESS can help minimize demand charges.

DERs can also help mitigate the cost of upgrading electrical infrastructure, such as transformers, due to the added load from charging infrastructure in several ways. First, DERs, such as PV, BESS, and small-scale wind turbines, can provide local electricity generation and storage capabilities, contributing to the overall energy mix. This reduces the need for additional power generation during peak demand periods, which alleviates stress on the electrical infrastructure. By leveling the load, transformers and other components can operate within their designed capacity, reducing the need for costly upgrades. Second, DERs, particularly BESS and smart grid technologies, can participate in demand response programs. For example, d uring periods of high demand or when the grid is stressed, these systems can be used to reduce or shift electricity consumption, easing the burden on transformers and other grid components. This demand-side management can help defer or avoid infrastructure upgrades related to increased load from charging infrastructure. Also, DERs can be configured to create microgrids, which are small-scale, localized power networks that can operate independently from the main grid. When a microgrid is capable of “islanding,” it can disconnect from the main grid during periods of high demand or grid stress, reducing the load on transformers and other grid components. This can help delay or avoid the need for costly upgrades to accommodate the added load from charging infrastructure.

DERs can also increase the resiliency of the City of Lodi's charging infrastructure, particularly during power outages and emergencies, through several approaches. First, by integrating DERs such as solar panels and BESS into microgrids, the City of Lodi can create localized power networks that can operate independently from the main grid.

In the event of a power outage or emergency, these microgrids can continue to provide electricity to critical charging infrastructure, ensuring that EVs can still be charged, and essential services can be maintained. Second, BESS can be installed alongside charging infrastructure and other DERs. These storage systems can store excess energy generated by DERs or the main grid during periods of low demand. During power outages or emergencies, stored 30 | Page

energy can be used to power EV charging stations, ensuring continued operation even when the main grid is down.

Third, DERs with islanding capabilities can disconnect from the main grid during power outages and continue to generate and supply electricity to local loads, such as charging infrastructure. This ensures that critical charging infrastructure remains operational during emergencies, providing a reliable source of power for EVs used by first responders, emergency services, and the general public. Furthermore, by deploying a diverse mix of DERs throughout the city, Lodi can increase the redundancy and diversification of its power supply. This reduces the risk of widespread power outages affecting the entire charging infrastructure, as different DERs can continue to provide power even if one source is compromised during an emergency.

The cost of implementing DERs can have a significant impact on the overall cost of fleet electrification. Several factors can influence the cost of DERs, including the type of tech nology, installation, operation, and maintenance costs. Despite these costs, DERs can provide long -term financial benefits and contribute to the affordability , sustainability, and resiliency of fleet electrification. For example, the upfront cost of DER te chnologies can vary significantly depending on the specific resources being deployed. For instance, solar panels, wind turbines, energy storage systems, and combined heat and power (CHP) systems each have different capital costs. While some DER technologies have experienced significant cost reductions in recent years, such as solar panels and batteries, others might still have relatively high initial costs. The City needs to carefully evaluate the costs and benefits of different DER technologies based on their specific needs and local conditions. The installation costs for DERs can also affect the overall cost of fleet electrification. Proper installation of DER technologies requires infrastructure, such as mounting structures for solar panels, or suitable locations for wind turbines. Additionally, interconnection with the existing electrical infrastructure, distribution level and larger grid level upgrades, and compliance with regulations and safety standards can further increase installation costs. Fleet operators must consider these expenses when determining the feasibility of integrating DERs into their electrification plans. Additionally, the operation and maintenance (O&M) costs of DERs must be taken into account as they contribute to the total cost of ownership for fleet electrification. While some DER technologies, such as solar panels, have relatively low O&M costs, others, like wind turbines and CHP systems, might r equire more frequent maintenance or replacement of parts. By assessing the long-term O&M costs of various DER technologies, The City can make informed decisions about which resources are the most cost-effective to incorporate into their electrification strategies. 31 | Page

Charging Infrastructure Cost
With respect to cost for charging infrastructure deployment, the project team is using cost estimates based on a comprehensive literature review that ICF has conducted. This include d reviewing the work completed by International Council on Clean Transportation 4 (ICCT), National Renewable Energy Laboratory 5 (NREL), Rocky Mountain Institute 6 (RMI), Environmental Defense Fund 7 (EDF), Department of Energy 8 (DOE), Electric Power Research Institute9 (EPRI), National Renewable Energy Laboratory10 (NREL) and many others where they quantified both the cost of equipment as well as charger installation. Additionally, the equipment and installation cost for 19kW chargers has been provided by the City of Lodi, which is used to interpolate for higher power charger costs.

It should be noted that the costs mentioned only cover the equipment and its installation and do not take into account any infrastructure upgrades required, such as distribution upgrades, that may need to be carried o ut by the utilities. A summary of these costs can be found in Table 14. The cost of electrical infrastructure upgrades were summarized earlier in Tables 11 and 12.

Table 14. Charger Equipment and Installation Cost by Capacity Charger Capacity
(kW)
EVSE Capital
Cost
EVSE Installation
Cost
Charger Capacity
(kW) EVSE Capital Cost EVSE Installation Cost
3 $2,500 $3,500 32 $17,500 $27,500
4 $2,500 $3,500 33 $18,000 $28,500
5 $2,500 $3,500 34 $18,500 $29,500
6 $2,500 $3,500 35 $19,500 $31,000
7 $3,000 $4,500 36 $20,000 $32,000
8 $3,500 $5,000 37 $20,500 $33,000
9 $4,000 $6,000 38 $21,500 $34,500
10 $4,500 $6,500 39 $22,000 $35,500
11 $5,000 $7,000 40 $23,000 $36,500
12 $5,266 $8,000 41 $23,500 $38,000
13 $5,712 $8,500 42 $24,000 $39,000
14 $6,158 $9,000 43 $25,000 $40,000
15 $6,500 $9,500 44 $25,500 $41,500
16 $6,866 $10,500 45 $26,500 $42,500
17 $7,287 $11,000 46 $27,000 $43,500
18 $7,708 $11,500 47 $27,500 $45,000
19 $8,000 $12,000 48 $28,500 $46,000
20 $9,000 $13,500 49 $29,000 $47,000
21 $9,500 $14,500 50 $29,500 $48,000
22 $10,500 $15,500 51 $30,500 $48,500
23 $11,000 $17,000 52 $31,000 $48,500
24 $11,500 $18,000 53 $31,500 $48,500
25 $12,500 $19,000 54 $32,000 $49,000
26 $13,000 $20,500 55 $32,500 $49,000
27 $14,000 $21,500 56 $33,500 $49,000

4 https://theicct.org/sites/default/files/publications/ICCT_EV_Charging_Cost_20190813.pdf 5 https://www.sciencedirect.com/science/article/pii/S2542435120302312 6 https://rmi.org/wp-content/uploads/2020/01/RMI-EV-Charging-Infrastructure-Costs.pdf 7 http://blogs.edf.org/energyexchange/files/2021/03/EDF-GNA-Final-March-2021.pdf 8 https://afdc.energy.gov/files/u/publication/evse_cost_report_2015.pdf 9 https://www.epri.com/research/products/000000003002000577 10 https://www.cell.com/action/showPdf?pii=S2542-4351percent2820percent2930231-2 32 | Page

Charger Capacity
(kW)
EVSE Capital
Cost
EVSE Installation
Cost
Charger Capacity
(kW) EVSE Capital Cost EVSE Installation Cost
28 $14,500 $22,500 57 $34,000 $49,000
29 $15,000 $24,000 58 $34,500 $49,500
30 $16,000 $25,000 59 $35,000 $49,500
31 $16,500 $26,000 60 $35,500 $49,500
The approximate total cost of DPC stations in the 1-to-1 V2P ratio scenario is $721,89811, with the largest investment required in the year 2040, totaling around $93,987 across all base locations. Among the seven base locations where EVSE will be installed, the MSC-LEU incurs the highest investment of approximately $406,346. Total EVSE costs (i.e., hardware and installation) by year and base location for the 1:1 V2P ratio scenario are illustrated in Figure 16.

Figure 16 - EVSE Costs by Year and Base Location, 1-to-1 V2P Ratio Scenario

The cost of DPC stations under the maximum V2P ratio scenario amounts to approximately $1,248,258. The largest investment occurs in the year 2024, with the cost of charging stations totaling around $ 172,220 for all base locations. Among the seven base locations where EVSE will be installed, MSC-LEU necessitates the highest level of investment at roughly $ 467,059. Total EVSE costs by year and location for the maximum V2P ratio scenario are illustrated in Figure 17.

11 Note that this is not in net-present value
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 White Slough
Surface Water Treatment Plant
Parks & Rec

MSC-LEU
MSC
Hutchins Street Square
City Hall
33 | Page

Figure 17 - EVSE Rollout Schedule by Year and Vehicle Type, Maximum V2P Ratio Scenario

As described earlier, ICF examined a scenario with a 1:1 V2P ratio and shorter dwelling times (Scenario 3). As shown in Table 9, this scenario would require chargers with significantly higher power levels, up to 223 kW. Based on the project team's assessment, the total cost of chargers, including hardware and installation, for this scenario would be around $4.1 million. The high cost of charging infrastructure in this case is primarily due to the large number of Direct Current Fast Chargers (DCFCs) needed to accommodate this scenario12.

Weighing the Benefits and Drawbacks of the Two Charging Infrastructure Alternatives It is crucial to discern the disparities between the two charging scenarios, especially regarding costs and logistics. In the first scenario, a 1:1 V2P ratio is assumed, which means each EV is assigned a dedicated plug. This scenario requires a higher number of charging stations, but each station has a lower kW demand compared to the maximum V2P scenario. This translates into a lower overall cost for the charging infrastructure, which is approximately $721,898.

On the other hand, the second scenario assumes a maximum V2P ratio charging infrastructure, which determines the maximum number of vehicles that could share one plug while maintaining their duty cycle. This scenario requires fewer charging stations, but each station has a higher kW demand compared to the 1:1 V2P ratio scenario.

This translates into a higher overall cost for the charging infrastructure, which is approximately $1,248,258.

Another factor to consider between the two scenarios is potential space requirements, as Scenario 1 implicates the acquisition and installation of 70 stations. Moreover, for S cenario 1, since it involves the installation of more charging stations, construction costs such as trenching and installing conduit will be higher than the maximum V2P scenario. It is vital to comprehend these differences to make well-informed decisions when implementing charging infrastructure.

12 L2 chargers provide a lower power output than DCFC chargers, which offer a much higher power output. L2 chargers typically have a power output of around 7-10 kW, while DCFC chargers can provide a power output of up to 350 kW. $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 White Slough
Surface Water Treatment Plant
Parks & Rec

MSC-LEU
MSC
Hutchins Street Square
City Hall
34 | Page

Projected Costs & Benefit & Other Barriers to Fleet Conversion Cost of Transition of Fleet Electrification
The fleet electrification cost analysis revealed that transitioning to EVs is a more cost-effective option than business- as-usual ICE vehicle replacements. The project team produced two cost analyses, one without incentives, and one with government incentives that reduce the cost of the vehicles . These incentive programs (e.g., HVIP, CVRP, IRA) are further described in the next section. In the scenario w ithout incentives, replacing the current fleet with ICE vehicles would cost approximately 6 percent more than the EV replacement scenario by 2040; whereas with incentives (i.e., HVIP, CVRP, IRA), replacing the current fleet with ICE vehicles would cost approximately 28 percent more than the EV replacement scenario by 2040. Note that these cost analyses do not account for the needed grid and utility level upgrades needed to accommodate the charging infrastructure. As described earlier, the City would need to invest approximately $300,000 to upgrade the electrical infrastructure at various facilities to accommodate the added load from chargers. Even with these electrical infrastructure upgrades, the EV scenario still shows a total cost that is lower than the scenario where the City continues purchasing ICE vehicles. The transition scenarios are illustrated in Figure 18 and Figure 19, showing net present value (NPV) costs for the fleet without incentives and with incentives, respectively. Additionally, Figure 18 and Figure 19 each break down the costs by subjectivity to the ACF regulation and the overall fleet.

One of the main reasons for the cost savings associated with EVs is the significant reduction in operating costs. EVs have lower fuel costs since they are powered by electricity, which is typically cheaper than gasoline or diesel fuel.

Additionally, EVs have fewer moving parts, which means they require less maintenance and have lower repair costs.

This leads to lower total cost of ownership over the vehicle's lifetime. Moreover, EVs are becoming increasingly cost-competitive with ICE vehicles in terms of upfront costs. While the initial cost of an EV is typically higher than a comparable ICE vehicle, this cos t differential is shrinking as EV technology improves and production volumes increase. Funding in the form of incentives and grants for EVs also contribute to reduced capital cost burdens for vehicles; a more detailed discussion on the incentives the City may be eligible for and how to secure them is provided in the Funding & Financing Programs section of this report.

The analysis showed that EV replacements recommended for the City of Lodi have a 60 percent reduction in NPV fuel costs and a 65 percent reduction in maintenance costs compared to ICE vehicles. Without incentives, overall EV capital costs are approximately 4 percent greater than ICE vehicle capital costs; with incentives, however, EV capital costs can be up to 54 percent less than ICE vehicle capital costs (in a best -case scenario of incentive and grant acquisition), with the greatest savings available for vehicles subject to the ACF regulation. The City may be able to achieve greater capital cost savings through vehicles not subject to the ACF regulation by only making cost- effective (i.e., within 10 percent of ICE vehicle purchase price) EV purchases . However, it should be noted tha t purchasing fewer EVs would increase fuel and maintenance costs overall over time. 35 | Page

Figure 18. Fleet TCO Comparison - NPV Costs through 2040 (without incentives)

Figure 19. Fleet TCO Comparison - NPV Costs through 2040 with applicable incentives (amount not guaranteed)

As the City of Lodi plans to build a fleet EV charging infrastructure, it is important to consider the maintenance costs, staffing needs, and any additional training required for maintenance staff. Transitioning to EVs and installing charging infrastructure will necessitate extra staffing for maintenance and operation s, such as regular upkeep of the charging equipment, addressing any issues, and ensuring the equipment functions properly. In terms of staffing, the City might need to hire new employees or assign existing staff members to handle these tasks. This could involve electricians, maintenance technicians, or other trained personnel with the necessary skills and knowledge to maintain the charging infrastructure. Moreover, the City should consider the level of training required for their staff $4,632,020 $4,875,919
$2,661,451 $2,896,879
$7,293,471
$7,772,798
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000

EV ICE EV ICE EV ICE
Capital Fuel Maintenance Infrastructure
$3,260,926
$4,875,919
$2,370,802
$2,896,879
$5,631,728
$7,772,798
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000

EV ICE EV ICE EV ICE
Capital Fuel Maintenance Infrastructure
Subject to ACF Not Subject to ACF Overall Fleet
Subject to ACF Not Subject to ACF Overall Fleet
36 | Page

to maintain the infrastructure, including electrical safety, troubleshooting, repair techniques, and other relevant skills. All of these factors will incur additional costs for the City, which must be taken into account. Note that the cost information provided earlier does not include the staffing and maintenance costs associated with EV charging infrastructure.

Environmental Benefit of the Transition
In addition to the long- term cost savings of transitioning to an EV fleet, this analysis has also shown that the decision can yield significant environmental benefits for the City of Lodi .

Our analysis indicates that the transition to EVs can provide substantial environmental benefits in addition to cost
savings for the City of Lodi. Specifically, we found that the EV replacement scenario could result in a reduction of nearly 10,000 metric tons (MT) of GHG emissions over the lifespan of the vehicles ( Figure 21). This would be equivalent to removing more than 2,100 passenger vehicles from the road for a year or planting approximately 162,670 trees.

Additionally, over 25,000 lbs. of nitrogen oxide (NOx)
emissions would be eliminated. These results highlight the significance of sustainable transportation practices in reducing the transportation carbon footprint and addressing the exasperators of climate change. Thus, transit ioning to EVs is not only a cost -effective solution but also an
environmentally responsible decision for the City of Lodi.

Figure 21. Total Fleet Cumulative GHG Emissions (MT), by Vehicle Replacement Scenario

Barrier to Transition
Moving to an EV fleet involves a complicated and diverse approach that requires the City to undertake careful consideration. There are numerous significant obstacles to transitioning the Lodi City fleet to EVs, including the -
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050 GHG Metric Tons
ICE Emissions Recommended EV Replacement Emissions
9,859 MT
GHG Emission Reductions (Lifetime)
25,003 Lbs
NOx Emission Reductions (Lifetime)
2,130 Vehicles
Equivalent to removing passenger
vehicles from the road for one year
162,670 Trees
Equivalent to tree seedlings grown for 10
years
Figure 20. Summary of Environmental Benefits with the EV Replacement Scenario
37 | Page

higher initial expe nses of EVs relative to ICE vehicles, the limited availability of EV models, the possibility of production capacity constraints, an ever -changing distribution network, and the necessity for charging infrastructure development. Moreover, factors such as range anxiety, reliance on the power grid, space constraints for charging, and workforce training for EV and EVSE maintenance could pose challenges in the transition process.

This section delves deeper into some of these challenges.

Technology Availability & Procurement Challenges
One of the most significant procurement challenges associated with fleet electrification is the limited availability of vehicles and charging infrastructure at hand or ready to deploy.

On the vehicle side, although the number of EV models on the market is increasing, the selection remains limited compared to ICE vehicles. This can pose challenges for cities trying to find the right type of EV to meet specific needs and requirements for various municipal services. Furthermore, EV manufacturers may encounter limited production capacity, potentially leading to longer delivery times for cities purchasing EVs for their fleets. The COVID -19 pandemic has underscored the vulnerability of global supply chains, with di sruptions in parts and components supply impacting EV production. Despite the availability of EV technologies, the distribution network is still evolving.

In some regions, dealership networks might be limited, making it more difficult for cities to access and purchase EVs for their fleets. Ultimately, these issues could affect the pace of fleet electrification.

Regarding infrastructure, the manufacturing of specialty equipment, like transformers, can involve long lead-times, potentially delaying planned vehicle or charger purchases . This is because, without the added load capacity, the grid might be unable to accommodate the increased power demand. Coordination with suppliers and contractors to identify areas where site readiness can be expedited will be critical for seamless EV charger installations.

Infrastructure Buildout Challenges
As the City moves towards expanding its fleet of EVs, it must proactively anticipate and address the challenges associated with inst alling sufficient charging stations to support its goals. Deploying charging infrastructure in a strategic and planned manner can help address these challenges more effectively. One of the challenges the City may face is electric grid limitations as well as site electrical infrastructure constraints. Therefore, it is necessary to review the distribution network by utility representatives to determine whether upgrades will be required or recommended. Interconnection challenges may vary based on the location, number, and schedule of charging stations, as well as charging speed. For instance, DCFC designed for heavy -duty vehicles require a higher power rating and may require more significant upgrades to the electrical infrastructure as compared to level 2 stations for light-duty vehicles.

There is another potential challenge that may arise during the transition to an all- electric fleet, which is related to site constraints. EV charging infrastructure typically requires dedicated parking spaces for charging, pot entially affecting the availability of parking for other vehicles. This can be particularly challenging in areas where parking is already limited.

Moreover, EVs rely on electricity, and disruptions to the power grid can impact the city's ability to charge its vehicles.

This is particularly challenging during extreme weather events that cause widespread power outages. Most EV charging stations lack backup power sources, which can impact the ability of the city to keep its EV fleets charged and operational du ring emergencies. Additional costs could potentially be incurred as it relates to back -up generation sources and fuel to operate said equipment.
38 | Page

Workforce Training
EVs have different maintenance requirements than ICE vehicles. Cities will need to invest in workforce training to ensure their technicians possess the necessary skills and knowledge to maintain and repair EVs. Limited availability of skilled technicians to service and maintain EVs can impact the ability of the City to keep its EV fleets running smoothly. To successfully transition to an EV fleet, the City must take into account staffing and training recommendations. Additional staff may need to be hired to ensure expertise in EV procurement, charging infrastructure installation, and fleet management. They must be knowledgeable about the technologies and processes involved in managing an EV fleet.

Training is also crucial to equip staff with the necessary skills and knowledge to manage the new EV fleet. This training must cover topics such as EV charging infrastructure, battery technology, and EV maintenance.

Furthermore, the City may need to invest in ongoing training programs to ensure staff stay up to date with the latest developments in EV technology and maintenance. Regular training sessions, workshops, and seminars can be included. The City must also establish a comprehensive training program for drivers who will be operating within the new EV fleet. The program must cover safe driving practices, range management, and charging protocols.

Emergency Response Vehicles
Transitioning emergency response vehicles to EV presents a unique set of challenges that need to be carefully considered and addressed. One of the primary concerns is ensuring that EVs can meet the rigorous performance and reliability standards required for emergency response, including high-speed acceleration, extended driving range, and the ability to handle diverse driving conditions. Additionally, these vehicles must be able to support the power demands of specialized equipment, such as communication systems, emergency lights, and other life- saving tools, without significantly reducing their driving range. Another challenge lies in the availability and deployment of charging infrastructure that can provide fast and reliable charging for emergency response vehicles. These vehicles may require more frequent charging due to the high energy demands associated with emergency response operations, which could lead to increased downtime if charging infrastructure is insufficient or unreliable. Ensuring that charging stations are strategically located near emergency response facilities and are compatible with the unique needs of emergency vehicles is essential to maintaining an effective response capability.
39 | Page

Funding & Financing Programs
Upon estimating the cost associated with transitioning the fleet and deployi ng the required infrastructure, the project team crafted a funding and financing strategy to reduce the City of Lodi's cost of transitioning to an all- electric fleet. The strategy was created following a meticulous research process on various grants, rebat es, and incentives available to the City, for which it was qualified to apply, through consultations with the Alternative Fuels Data Center's (AFDC) Laws and Incentives Database. The database contains information on nearly 1,000 regulations, incentives, an d programs related to EVs and EVSEs . Moreover, leveraging their expertise in California's policy landscape, the team identified and presented additional funding opportunities for the City.

The funding aspect of the plan outlines the various programs available for EV procurement and charging infrastructure development, including federal programs like the tax rebates for EVs and charging infrastructure provided through the Inflation Reduction Act (IRA). The plan includes state programs such as the Low Carbon Transportation Investments and Air Quality Improvement Program administered by the CARB and the Clean Transportation Program managed by the CEC. The plan provides information on eligibility requirements, application procedures, and the possibility of stacking multiple funding sources; a summary of funding and financing options is available in Table 15, and stacking opportunities are summarized in Table 16.

The plan's financing component presents strategies for reducing the costs involved in transitioning to an all-electric fleet. These strategi es include public -private partnerships (PPP), Charging as a Service (CaaS), and low -interest loans. PPPs are collaborations between the public and private sectors to jointly finance, build, and operate a project or service, leveraging the resources, expertise, and incentives of both sectors. For charging infrastructure deployment, a PPP can finance the installation and maintenance of charging stations, with the private partner being an infrastructure provider such as an energy company, a charging network operator, or a private equity firm. In this arrangement, the private partner provides financing for the charging infrastructure in exchange for a long -term contract with the public sector to operate and maintain the charging stations, generating a steady revenue stream for the private partner and increased access to charging infrastructure for the public sector.

Additionally, the plan discusses t he CaaS model which offers EV charging infrastructure on a subscription or pay - per-use basis to customers such as fleet operators and commercial property owners. The provider is responsible for installation, operation, and maintenance of the charging stations, and customers pay based on energy consumption or time spent charging. The CaaS model allows fleet operators to shift to electric fleets without large initial investments. The plan evaluates the options and selects the most appropriate option based on fleet-specific factors.

40 | Page

Table 15. Summary of funding and financing programs
Program Type Eligibility Funding Amount
IRA – Vehicle Tax
Credit Federal tax credit Individuals, businesses, and tax- exempt organizations
Up to $7,500 for light-duty ZEVs
Up to $40,000 for medium- and heavy-duty
ZEVs
IRA - Alternative Fuel
Infrastructure Tax
Credit
Federal tax credit Individuals and businesses
30% of the cost or 6% in the case of property
subject to depreciation, not to exceed
$100,000
CMAQ Program Federal grant
program Public and private organizations Up to 50 percent of identified funds HVIP Point-of-sale
incentive
Class 2b-8 ZEVs purchased by
individuals and businesses $7,500 to $120,000 (Base)
Carl Moyer State incentive Clean combustion and Zero emissions Requires scrappage
Up to $160,000 for 0.02 engines
Up to $410,000 for ZE trucks
EnergIIZE State incentive
Public and private fleets of medium
and heavy-duty vehicles as well as
public charging
Up to 50 percent of the project cost
CVRP State tax rebate Individuals and businesses
Public Fleets
Up to $7,000 per rebate; maximum of two
rebates
Up to 30 rebates per year for public fleets
LCFS Credit based
program Non-residential EV charging Number of credits earned x Credit price TCIRP State grant Clean vehicle replacement and EV
infrastructure deployment Project specific
CALeVIP SJVAPCD
Incentive Project
Local EV project
incentives
California site owners, public or
private $3,500 per EV charger (Base).

SJVAPCD Fueling
Infrastructure
Incentive Program
Local EV
infrastructure
incentives
Local public or private organizations 50% of project cost (Base) PPP Joint financing Public and private organizations Varies Sourcewell Purchasing
contracts
Individuals, businesses, and tax-
exempt organizations EV lease- to -purchase pathways
IBank Loan financing Individuals, businesses, and tax- exempt organizations
Between $1,000,000 and $65,000,000
Loan terms vary
CIaaS EV charger revenue Individuals and businesses Varies by electric utility rates

41 | Page

Stacking Opportunities
Aside from each incentive program providing funding to facilitate the transition to clean vehicle technologies, to the extent possible, fleets may want to stack up and combine multiple funding sources to reduce the cost of transition. Examples include using one grant to fund vehicles and another to fund charging infrastructure, using a state grant to meet the match requirements of a federal grant, or stacking non-utility funding with participation in a utility program. It should be noted that despite the incentive programs having their own unique eligibility criteria, these programs often provide stacking opportunities. For example, with respect to HVIP program, local- and federal- funded incentives may be combined with HVIP vouchers, so long as each incentiv e program is not paying for the same incremental costs, or the total sum of incentives does not exceed the total cost of the vehicle. Local incentives that may be combined with HVIP include programs administered by local air districts or local municipalities that are locally funded. Federal incentive programs may be combined with HVIP vouchers, including funding provided by the Federal Transit Administration (FTA), the Department of Energy (DOE), and other federal agencies. Except for public transit buses, stacking HVIP with State-funded incentives is not allowed. To clarify this, Table 16 shows the stacking opportunities across various funding sources described in this report. Each cell in the table shows whether the two funding programs (the one representing the row and the one representing the column) can be stacked or not. In cases where one funding program only pays for infrastructure and the other p rogram only pays for vehicles, we marked those as “No Overlap”.
42 | Page

Table 16. Stacking Opportunities across various programs

Program
IRA
Alt. Fuel Infrastructure
Tax Credit
CMAQ Program
HVIP
Carl Moyer
EnergIIZE
CVRP
LCFS
TCIRP
SCAQMD Incentive
Project
SJVAPCD Fueling
Infrastructure Incentive
Program
IRA N/A Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Alternative Fuel
Infrastructure Tax Credit Yes N/A Yes Yes Yes Yes Yes Yes Yes Yes Yes CMAQ Yes Yes N/A Yes Yes Yes Yes Yes Yes Yes Yes
HVIP Yes Yes Yes N/A No No No N/A No No Overlap No Overlap Carl Moyer Yes Yes Yes No N/A No No Yes No No Overlap No Overlap EnergIIZE Yes Yes Yes No No N/A No N/A No Yes Yes
CVRP Yes Yes Yes No No No N/A N/A Yes No Overlap No Overlap LCFS Yes Yes Yes Yes Yes Yes Yes N/A Yes Yes Yes
TCIRP Yes Yes Yes No No No Yes Yes N/A No No
CALeVIP SJVAPCD
Incentive Project Yes Yes Yes No Overlap No Overlap Yes No Overlap Yes No N/A Yes SJVAPCD Fueling
Infrastructure Incentive
Program
Yes Yes Yes No Overlap No Overlap Yes No Overlap Yes No Yes N/A 43 | Page

Funding and Financing Recommendations
Fleet electrification is crucial for reducing emissions and achieving sustainability goals, but it poses challenges such as high upfront costs, limited charging infrastructure, and the need for specialized maintenance and training.

Although zero -emission v ehicle and infrastructure costs are expected to decrease over time, present financial burdens are hindering more widespread or rapid adoption. This guide identifies funding and financing options that can help advance fleet electrification and infrastructure deployment. Various funding and financing sources are available, including federal, state, local, and utility programs. The programs identified in this guide were selected based on the City’s likely eligibility to receive funds, based on each specific program’s requirements. Most programs identified in this guide do not require matching funds and can offer tens to hundreds of thousands of dollars in fleet electrification support; however, most of these programs only provide funding for either just zero-emission vehicle purchases or just refueling infrastructure. Additionally, total funding amounts vary based on vehicle size and purpose, as well as charger power levels in the case of EV infrastructure. As the City embarks on its fleet electrification process, the following recommendations based on vehicles and infrastructure may be considered.

For m ore detailed explanations of the various funding and financing options, see the Funding and Financing Programs in the Appendix A of this report.

Options for Medium- and Heavy-Duty EVs
A funding strategy to consider for medium- to heavy-duty zero-emission vehicles that combines different incentives for maximum financial support is listed below:
• State programs (non-stackable) directed towards fleet vehicles, such as one of:
a. Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) b. Carl Moyer Program
c. VW Environmental Mitigation Program
• Federal program directed towards fleet vehicles, such as the:
a. Inflation Reduction Act
b. CMAQ Improvement Program
• Financing for leased or owned fleet vehicles, through options such as:
a. Public-Private Partnerships
b. Purchasing Contracts from Sourcewell
First, the City shall consider the funding potential from State programs. The funding potential of State programs is significant, ranging b etween thousands and hundreds of thousands of dollars for eligible zero -emission vehicles.

However, funding provided by one State program cannot be stacked with funding from another State program.

Pursuing any of the three primary state programs suggested here —HVIP, Carl Moyer, VW Trust—would make the City ineligible for also receiving funds from the TIRCP. Moreover, any additional funds towards the same vehicle or fleet of vehicles must come from other sources, which can either be the applicant’s own match ing funds or funds from local and federal incentives.

The choice between one of the three primary State programs can be narrowed down based on the City’s specific vehicle needs. For example, HVIP offers funding for more vehicle classes. HVIP’s maximum base amount of funding increases incrementally between Class 2b through 8 vehicle classes, ranging between $7,500 to $120,000 (as shown 44 | Page

in Table 16). If the City has more medium -duty vehicles than heavy -duty vehicles, funding potential could be maximized through the HVIP program and a combination of other local or federal incentives. On the other hand, if the City has more heavy-duty vehicles, like Class 8 trucks, or foresees higher utilization of heavy-duty vehicles into the future, it may consider the Carl Moyer Program or VW Mitigation Program instead. If the City has any environmental goals in lieu of State policies, such as the Advanced Clean Trucks (ACT) regulation, the City may prefer to apply to programs directed more towards heavy-duty trucks and buses. However, pursuing either the Carl Moyer or VW Mitigation programs would mean t he City would have to adhere to scrappage requirements set by those programs.

Assuming the City selects one of the three primary State programs, the next applicable pool of funding could come from the IRA, which would pay the minimum of 30 percent of the vehicle purchase price, or the funding cap based on the GVWR. Additionally, the City may submit a CMAQ Program application for zero -emission vehicle and infrastructure funding, if it can demonstrate emission reductions that would benefit a nonattainment zon e. It is likely the case that federal funding would be applied after whatever amount is discounted by the selected State program, and any remaining balance due on the vehicle purchase would need to be fulfilled either by the City or through a financing agreement in the form of a loan or bond program.

Options for Light-Duty ZEVs
A funding strategy to consider for light-duty zero-emission vehicles that combines different incentives for maximum financial support is listed below:

1. State program directed towards passenger vehicles, such as:
a. California Clean Vehicle Rebate Project (CVRP)

2. Federal program directed towards passenger vehicles, such as:
a. Inflation Reduction Act
b. CMAQ Improvement Program

3. Financing for leased or owned passenger vehicles, through options such as:
a. Public-Private Partnerships
b. Purchasing Contracts from Sourcewell
Based on current program descriptions and requirements, there are fewer funding opportunities for light-duty zero- emission vehicles compared to those for medium- and heavy-duty zero emission vehicles. Most of the funding that the City may find itself eligible for is through the IRA or approved CMAQ Program project, in the form of direct payments and grants, respectively. Alternatively, the City may consider mixed ownership contracts through innovative PPPs or Sourcewell contracts.

Options for Charging Infrastructure
A funding strategy to consider for charging infrastructure that combines different incentives for maximum financial support is listed below:

1. State programs, such as some of:
a. Energy Infrastructure Incentives for Zero-Emission (EnergIIZE) b. California Electric Vehicle Infrastructure Project (CALeVIP) c. Low Carbon Fuel Standard (LCFS)
45 | Page

2. Local programs, such as the:
a. SJVAPCD Clean Vehicle Fueling Infrastructure Incentive Program

3. Federal programs, such as the:
a. Inflation Reduction Act
b. CMAQ Improvement Program

4. Financing programs such as the:
a. Charging Infrastructure-as-a-service
b. Financing Options through IBank
i. Infrastructure State Revolving Fund (ISRF)
ii. Climate Tech Finance
Based on current program descriptions and requirements, the greatest stacking potential exists within the charging infrastructure landscape. In the case of funding for charging infrastructure, most State program incentives can be combined with other federal, state, or local agency incentives.

In addition to EnergIIZE and CALeVIP, the City would be eligible to generate LCFS credits from electricity dispensed by charging infrastructure and sell the credits through a broker for additional funds. As with vehicle procurement, the IRA (through the Alternative Fuel Refueling Property Credit) is another funding option available to reduce overall charging infrastructure project costs, provided that the site meets the outlined environmental justice requirements.

In the case that the City is ineligible for charging infrastructure tax credits from the IRA, direct payments are available specifically for the Commercial Clean Vehicle Credit and Alternative Fuel Infrastructure programs. Other options, such as the ISRF and CaaS, are available for acquisition or operation stages, respectively.

Recommendations for Implementation
Taking an EV transition plan into the implementation phase requires a significant amount of planning, coordination, and allocation of resources. It is a complex process that involves multiple steps and considerations, as outlined in this report.

Developing a detailed implementation plan should be the first step in the process. This plan should outline the specific actions that need to be taken, the timelines for each action, and the budget needed to transition to an EV fleet. The plan should outline the infrastructure upgrades needed, the budgetary mechanisms, the procurement strategy, and the utility coordination – even in the case of City of Lodi that owns and operates its own utility . For example, one of the most important next steps will be to conduct a comprehensive analysis on charging infrastructure, including the development of engineering documents that outline the technical sp ecifications for the charging stations and help to ensure that they are installed safely and efficiently. Once the plan is developed, allocating funding is the next critical step. This is a significant investment, and the City may need to seek grants and other funding sources to supplement their budget.

The City's successful transition to EVs will heavily rely on securing enough funding. To achieve this, the City should consider exploring different funding sources such as grants, loans, and other financing options to ensure that the transition is completed in a timely manner and within budget. Additionally, th e City should also assess different procurement options for acquiring EVs, which may include leasing or purchasing, depending on the City's specific requirements and available resources.
46 | Page

Establishing a dedicated project team to manage the implementation of the EV transition plan is also an essential ingredient in a successful transition. This team should include staff with expertise in fleet management, EV charging infrastructure, procurement, grant application writing, and financing. Collaboration with stakeholders, such as EV manufacturers and charging infrastructure providers, is also crucial to the success of the EV transition plan.

Pilot programs can also be a helpful tool to analyze the feasibility of the transition plan before scaling up. This approach allows the City to identify and address any challenges or issues before committing significant investment to a full-scale transition.

47 | Page

Appendix A – Details of Funding & Financing Programs
Funding Programs
Federal Programs
There are several federal incentive programs that are aimed at increasing the adoption of EVs and the installation of EV charging stations. Some of the key federal incentive programs include the Inflation Reduction Act (IRA) and the Alternative Fuel Infras tructure Tax Credit. These incentive programs offer different tax credits for qualifying vehicles and can reduce EV charging equipment installation costs. The federal government has initially aimed its incentive programs towards the promotion of light -duty EVs and the installation of lower- power EV charging stations. However, there are now programs available that cater to MH-HD EVs as well. This section is meant to provide a general overview of the federal incentive programs that the City may be eligible for and serve as a starting point for the application process.

Inflation Reduction Act
The IRA contains several provisions aimed at increasing the number of clean fuels and vehicles used by fleets. The IRA will offer refundable income tax credits for qualifying EVs and extends tax credits for alternative fuel refueling property through 2032. Notably, the IRA will provide different tax benefits based on the type of applicant and type of EVs being considered for purchase. Figure 18 features an illustration that breaks down eligible applicants, types of EVs, and maximum applicable tax credits under the IRA. The final tax credit amount offered through IRA is the smallest of the following amounts:
• 30 percent of the vehicle purchase price for EVs and FCEVs • The incremental cost of the EV compared to an equivalent ICE vehicle Figure 22. Summary of IRA Tax Credits Available for Individuals and Commercial Entities The IRA has several clean vehicle credit options, most notably: 1) credits for n ew clean vehicles purchased in or after 2023 and 2) commercial clean vehicle credits that are aimed at individuals and their businesses, which may qualify for a credit up to $7,500 when buying new, qualified BEVs or FCEVs assembled in North America. Qualifying BEVs must have a battery capacity of at least 7 kilowatt-hours (kWh) and have a GVWR of less than 14,000 lbs.; no IRA
Individuals & their
Businesses
Light- to Medium-
Duty BEVs and
FCEVs
Credit up to $7,500
for vehicles with
GVWR < 14,000 lbs
Businesses & Tax-
Exempt
Organizations
Light- to Heavy-Duty
BEVs and FCEVs
Credit up to $7,500
for vehicles with
GVWR < 14,000 lbs
Credit up to $40,000
for all other vehicles
48 | Page

restrictions are set for FCEVs. Additionally, the vehicle’s MSRP cannot exceed $55,000 for light -duty vehicles or $80,000 for vans, SUVs, and pickup trucks. Credit for new clean vehicle purchases between 2023 through 2032 can be claimed by filing Form 8936, Qualified Plug -In Electric Drive Motor Vehicle Credit , and providing the vehicle identification number (VIN). One important thing to note is that the Clean Vehicle Credit is not eligible for direct pay.

Businesses and tax-e
xempt organizations can receive a tax credit or direct payment of up to $40,000 for buying a qualified commercial clean vehicle under IRC 45W. The credit amount is based on the lesser of 15 percent of the vehicles’ basis or the incremental cost of the vehicle. The maximum credit is $7,500 for qualified vehicles with GVWRs under 14,000 pounds and $40,000 for all other vehicles. To qualify, the vehicle must be made by a qualified manufacturer as defined in IRC 30D(d)(1)(C), be for use in the business, not for resale, primarily used in the US, and not have received a credit under sections 30D (Clean Vehicle Credit) or 45W (Commercial Clean Vehicle Credit). The vehicle must meet also one of the following requirements a) it must be treated as a motor vehicle for purposes of title II of the Clean Air Act and manufactured primarily for use on public roads (excluding vehicles operated exclusively on a rail or rails), or b) i t must be classified as mobile machinery according to IRC 4053(8), including vehicles that are not designed to transport a load over a public highway. Additionally, the vehicle or machinery must be either a PHEV that draws significant propulsion from an electric motor with a battery capacity of at least 7 kilowatt hours if the GVWR is under 14,000 pounds, or 15 kilowatt hours if the GVWR is 14,000 pounds or more.

Alternatively, it can be an FCEV that meets the requirements of IRC 30B(b)(3)(A) and (B). There is no limit to the number of credits a business can claim, but the credits are nonrefundable and can only be carried over as a general business credit.

Additionally, the Alternative Fuel Infrastructure Tax Credit is a federal income tax credit for businesses and individuals who install alternative fuel infrastructure. As of January 1, 2023, fueling equipment for natural gas, propane, hydrogen, electricity, E85, or diesel fuel blends containing a minimum of 20 percent biodiesel, is eligible for a tax credit of 30 percent of the cost or 6 percent in the case of property subject to depreciation, not to exceed $100,000. Note that permitting and inspection fees are not included as part of the covered expenses. Also note that under IRC 30C, the Alternative Fuel Infrastructure Tax Credit is direct pay eligible, meaning that entities that do not benefit from income tax credits, such as state, local, and tribal governments or other tax-exempt entities can elect to receive these tax credits in the form of direct payments.

Eligible fueling equipment must be installed in locations that meet one of the following census tract requirements:
• The census tract is not an urban area;
• A population census tract where the poverty rate is at least 20 percent; or • Metropolitan and non-metropolitan area census tract where the median family income is less than 80 percent of the state median family income level.

Additionally, eligible projects must also meet workforce requirements, such as apprenticeships and prevailing wages. To apply for the credit, the Internal Revenue Service (IRS) requires that Form 8911 be completed and filed
with a federal income tax return.

CMAQ Improvement Program
The Infrastructure Investment and Jobs Act (IIJA), also known as the Bipartisan Infrastructure Law (BIL), continues the Congestion Mitigation and Air Quality Improvement Program (CMAQ). The CMAQ Program provides funding to State DOTs and MPOs for projects that reduce mobile source emissions in nonattainment or maintenance areas.

Eligible project types include transit improvements, travel demand management strategies, congestion relief efforts 49 | Page

(such as high occupancy vehicle lanes), diesel retrofit projects, alternative fuel vehicles and infrastructure, and medium- or heavy-duty zero emission vehicles and related charging equipment. Projects supported with CMAQ funds must demonstrate emissions reductions, be in or benefit a U.S. EPA- designated nonattainment or maintenance area and be a transportation project. Descriptions for projects relevant to fleet electrification and eligible for CMAQ funding are listed below:

1. Diesel Retrofits: Vehicle and engine replacements, engine rebuild and conditioning, after -treatment or other technologies, heavy -duty vehicle retirement programs; applies to on -road vehicles, non -road construction equipment, and freight and intermodal projects.

2. Alternative Fuel Vehicles and Infrastructure: Purchases, conversion to alternative fuels, diesel alternatives, hybrids; fueling facilities that dispense one or more alternative fuels (public and private facilities eligible).

The FHWA administers the federal-aid program through State departments of transportation ( DOTs) and metropolitan planning organizations ( MPOs), which make decisions about how to spend federal transportation funds through a continuous transportation planning process. All eligible CMAQ funded projects must be included in the MPO’s metropolitan transportation plans and transportation improvement program (TIP) where applicable, and the State DOT’s statewide transportation improvement program (STIP). In 2019, the City’s MPO, San Joaquin Council of Gover nments (SJCOG), solicited a call for projects for the CMAQ Program, which made approximately $20.5 million available for 14 eligible projects
13 in San Joaquin County, to be programmed in FYs 2020/21, 2021/22, and 2022/23. Applicants may ask for up to 50 percent of available funds identified in the call for projects.

Projects are ranked based on CARB’s cost effectiveness calculation methodology 14, which calculates air quality benefits of a project as CMAQ dollars per pound of emissions, and the lower the value, the higher the rank. In other words, SJCOG reviews transportation projects with the lowest cost- effectiveness values to determine the fina l funding recommendations. Although no local match is required, the CARB cost effectiveness calculation methodology would estimate a lower cost effectiveness value if a project utilizes local dollars, which would make the project rank higher and increase the likelihood of approval.

To apply for CMAQ Program funding, the City would need to wait for the next call for projects by SJCOG and submit
an application similar to the 2019 SJCOG CMAQ Application (complete with air quality calculations, project description, and work phase timeline). Note that private agencies and non -profit agencies can sub mit a CMAQ Program project application only if it establishes a partnership with a public agency, which would oversee the application and investment process.

State Programs
The State of California has its own set of programs that provide financial incentives to purchase or lease EVs. For example, the Clean Vehicle Rebate Project (CVRP) provides rebates up to $7,000 for the purchase or lease of a new, eligible zero-emission or light-duty PHEV. Additionally, CARB has several programs in place to increase the adoption of MD-HD EVs and installation of charging stations. The Electric Truck and Bus Voucher Incentive Project (ETVIP) provides vouchers to cover a portion of the cost of MD-HD electric trucks, buses, and delivery vehicles. The Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) provides vouchers for the purchase or lease of hybrid and zero -emission MD-HD trucks and buses. The Carl Moyer Program provides grants for the purchase of cleaner-than-required engines, including elec tric powertrains, for MD-HD vehicles. The following sections are

13 https://www.sjcog.org/DocumentCenter/View/5972/FY-2019-20-CMAQ-Approved-Programming-Recommendations 14 https://ww2.arb.ca.gov/resources/documents/congestion-mitigation-and-air-quality-improvement-cmaq-program 50 | Page

intended to provide high -level descriptions of State incentive programs the City may be eligible for and provide starting points for application processes.

Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) The Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) is a first-come first-served, point-of- sale incentive program. HVIP funding is available for vehicles between Class 2b through 8 weight classes: the funding amounts for ZEVs by weight class for FY22-23 is shown in Table 18. Additionally, incentives for electric power take- off (ePTO) may cover up to 65 percent of the incremental cost of the ePTO, not to exceed the funding amounts listed in Table 19.

Table 17. HVIP FY22-23 Zero-Emission Funding Table
Vehicle Weight Class Funding Amount (Base)
Class 2b $7,500
Class 3 $45,000
Class 4-5 $60,000
Class 6-7 $85,000
Class 8 $120,000
Table 18. HVIP FY22-23 Eligible ePTO Voucher Table
Energy Storage Capacity Base Vehicle Incentive
3 – 10 kWh $20,000
10 – 15 kWh $30,000
16 – 25 kWh $40,000
>25 kWh $50,000
For HVIP, purchasers are not required to apply for a voucher, instead, HVIP has streamlined the process by having dealers become HVIP-approved and having dealers submit requests for HVIP vouchers to CARB. Upon approval, the voucher amount is discounted from the purchase order. This process makes it simpler for purchasers to explore the HVIP-eligible vehicle catalog and work with HVIP-approved dealers for direct access to incentives. Currently, HVIP offers vouchers for 151 vehicles, many of which can be found across at least 65 HVIP-approved dealers in California.

Individuals who wish to purchase vehicles are allowed to request a maximum of 30 vo uchers annually. It's worth mentioning that the voucher amount may be adjusted based on the type of applicant and vehicle. Table 20 outlines the voucher adjustments based on the applicant type, while Table 21 describes the adjustments based on the vehicle type. These adjustments to the voucher amount will be applied by the dealership, so it is recommended that buyers contact dealers ahead of time to find out if they are eligible for any increased voucher amounts. For instance, the City may be eligible for a 15 percent increase in the HVIP voucher amount, as census tracts in the area have been identified as disadvantaged communities by CARB 15.

Noteworthy to mention is that except for public transit buses, HVIP cannot be stacked with State-funded incentives.

However, local- and federal-funded incentives may be combined with HVIP vouchers, so long as each incentive program is not paying for the same incremental costs, or the total sum of incentives does not exceed the total cost of the vehicle.

Table 19. HVIP FY22-23 Public and Private Fleet Voucher Adjustments Voucher Adjustment Type Voucher Adjustment Base

15 CARB Climate Investments Priority Populations 2022 CES 4.0 51 | Page

Public and Private fleets with 10 or fewer medium- and heavy-duty vehicles +15% Public fleets with 11 or more medium- and heavy-duty vehicles 0% Private fleets with between 11 and 100 medium- and heavy-duty vehicles 0% Private fleets with between 101 and 400 medium- and heavy-duty vehicles -20% Private fleets with more than 500 medium- and heavy-duty vehicles -50%

52 | Page

Table 20. HVIP FY22-23 Vehicle Voucher Modifiers
Modifier Type Modifier Amount
Class 8 Drayage Truck Early Adopter* +25%
Refuse* +25%
Disadvantaged Community** +15%
Class 8 Fuel Cell +100%
Public Transit Agencies*** +15%
School Buses for Public School Districts (not including Set-Aside funds) +65% Plug-in Hybrid -50%
In-Use Converted/Remanufactured -50%
*As part of CARB’s Refuse Reimagined initiative, a voucher enhancement of 25% is applied to HVIP eligible refuse vehicles used for solid waste collection starting November 18, 2022. This increased incentive amount is available until Dec. 31, 2023. The existing Drayage Truck Early Adopter 25% voucher enhancement is also extended until Dec. 31, 2023.
**For vehicles domiciled in a disadvantaged community that are purchased or leased by any public or private small fleet with 10 or fewer trucks or buses, and less than $50 million in annual revenue for private fleets, or for any purchase or lease by a California Native American tribal government. There is no revenue provision for public fleets.
***The Public Transit Modifier is reserved for transit buses purchased by a city or county government; a transportation district/transit district; or a public agency. Public transit includes paratransit services.

Carl Moyer Program
The Carl Moyer Memorial Air Quality Standards Attainment Program (Carl Moyer Program) is a grant program in California that provides funding to offset the incremental cost of purchasing or leasing eligible equipment or technologies that reduce emissions from mobile sources, such as MD-HD trucks, buses, and other off-road vehicles and equipment. The Carl Moyer Program provides funding for the purchase or lease of new, cleaner engines and equipment and the retrofit or replacement of existing engines and equipment. This program covers a wide range of equipment types and technologies, including BEVs, PHEVs, FCEVs , and technologies to reduce emissions from diesel engines, such as diesel particulate filters and diesel oxidation catalysts. The program also provides funding for the purchase of alternative fuel vehicles and the installation of alternative fueling infrastructure such as EVSEs, hydrogen fuel stations, and compressed natural gas fueling stations.

The Carl Moyer program is an example of a program that cannot be stacked with other State -funded programs, such as HVIP, and there are other caveats that make Carl Moyer distinct from HVIP and similar programs. One of the key differences between HVIP and Carl Moyer is the scrappage requirement. An applicant is required to scrap existing vehicles in order to use funds from the Carl Moyer program. This is to ensure that the funding will achieve early or extra emission reductions beyond the natural turnover of vehicles. Additionally, the Carl Moyer program only provides funding to replace vehicles that are six years and older. For example, this year, the newest existing engine model year that is eligible to participate in the program would be 2017, and 2018 to 2023 model year vehicles would not be eligible to be scrapped, leaving them available for purchase by any consumer.

Moreover, the Carl Moyer program applies a cost-effectiveness limit to calculate the amount of funding that can be allocated to a certain project. On November 19, 2021, CARB approved amendments to the Carl Moyer program’s cost effectiveness limits and funding caps for optional advanced technology and ZE replacement on-road projects.

The amended cost-effectiveness limits are presented in Table 21.

Table 21. Amended Cost-Effectiveness Limits for Carl Moyer Program Cost-Effectiveness (CE) Limit Types
Old CE
Limits
($/ton)
New CE
Limits
($/ton)
53 | Page

Base Limit $30,000 $33,000
Optional Advanced Technology Limit $100,000 $109,000
On-Road Optional Advanced Technology Limit – 0.02 g/bhp-hr or cleaner $100,000 $200,000
On-Road Optional Zero-Emission Limit $100,000 $500,000
School Bus (combustion) $276,230 $300,000
To apply for funding through the Carl Moyer Program, eligible entities must submit a grant application during the annual application period, and follow the guidelines and requirements outlined in the grant application. CARB evaluates applications based on specific criteria and selects the most promising projects for funding. Applicants must bear in mind that the Carl Moyer program also has tax implications. Current federal and state laws do not exclude Carl Moyer Program grants from gross income, and therefore, the grant received through these programs is subject to federal and state income tax. In other words, a fraction of the grant may have to be paid as income tax, which can increase out of the pocket costs for purchasing new vehicles with the Carl Moyer program.

VW Environmental Mitigation Program
The California Volkswagen (VW) Environmental Mitigation Program is a state initiative that aims to reduce the impact of VW's excess diesel emissions on the environment. It provides funding opportunities for eligible entities to implement projects that reduce NOx emissions from mobile sources like heavy-duty vehicles, trucks, and buses, as well as off-road equipment, ferries, and shore power systems. The program has a total allocation of $423 million, of which $90 million is allocated to zero-emission Class 8 freight and port drayage trucks, and $60 million allocated to combustion freight and marine projects (e.g., Low NOx natural gas trucks). Public agencies, private companies, and nonprofit organizations are eligible to apply for funding on a first-come, first-served basis.

The VW Environmental Mitigation program has a vehicle scrappage requirement and requires that both the old and new vehicles operate within the State 75 percent or more of the time. It should be noted that as with most State programs, VW Trust funding cannot be stacked with other State funding sources, such as HVIP or Carl Moyer.

However, like HVIP, transit agencies may stack Federal Transit Administration (FTA) funds with VW Mitigation Trust funds for purchasing zero-emission transit buses and supportive infrastructure. One caveat is that VW funds cannot be stacked with any other funding sources that takes credit for NOx emission reductions.

Table 22 below illustrates the eligibility criteria for VW Trust Fund. As shown, for non -government fleets, the program covers up to 75 percent of the cost of zero-emissions truck (with the maximum funding of $200,000) and 25 percent (50 percent for drayage trucks) of Low NOx natural gas engines (with the maximum funding of $85,000).

As an example, if a new Class 8 zero-emission truck costs $350,000 before taxes, the amount of funding is calculated as the minimum of a) 75 percent x 350,000 = $262,500, and b) funding cap of $200,000. In this example, the available funding is $200,000. Alternatively, a non-drayage Low NOx CNG truck with a purchase price of $200,000 would have a funding amount equal to the minimum of a) 25 percent x $200,000 = $50,000, and b) funding cap of $85,000. In this case, the program would offer $50,000 toward purchasing a Low NOx natural gas truck.

Table 22. Eligibility Criteria for VW Environmental Mitigation Program for HD Vehicles Baseline
Equipment
Baseline
Technology
Replacement
Technology Ownership Category
Maximum
Incentive
Percentage
(of cost)
Maximum
Incentive Cap
(per equipment)

Non-Government 75% $200,000
54 | Page

Class 8 Freight
Trucks (including
drayage trucks,
waste haulers,
dump trucks, and
concrete mixers)
Engine Model
Years 1992 to
2012*
Zero-Emission
Vehicle Government 100%
Engine Model
Years 1992-
2012*
Low NOx
(certified 0.02
g/bhp-hr)
Non-Government 25% (Non-Drayage)
$85,000 50% (Drayage)
Government 100%

Energy Infrastructure Incentives for Zero-Emission (EnergIIZE) The California Energy Commission (CEC) Clean Transportation Program is a program that provides funding to support the development and deployment of clean transportation technologies in California, including EVs and EV charging infrastructure. The program offers funding for a wide range of clean transportation projects, including:
• Development and deployment of EVs and charging infrastructure; • Fleet electrification and charging infrastructure for medium- and heavy-duty vehicles; • Workplace and public charging infrastructure; and
• Development of hydrogen fueling infrastructure
The CEC Clean Transportation Program also includes several rebate and incentive programs to support the purchase of EVs, such as the Electric Vehicle Charging Equipment Rebate Project, which provides rebates for the purchase and installation of EV charging equipment. To apply for funding through the CEC Clean Transportation Program, eligible entities must submit a proposal through a competitive solicitation process that occurs periodically, and
follow the guidelines and requirements outlined in the solicitation. The CEC evaluates proposals based on specific criteria and selects the most promising projects for funding.

As part of the draft funding allocations for FY 2022–23, CEC has allocated more than $160 million to support medium- and heavy-duty ZEV infrastructure to address the need for rapid transition to zero-emission technologies across the state. To facilitate distribution of the Clean Transportation Program funds allocated to MD-HD vehicles, in March 2022 the CEC and CALSTART launched the $50 million EnergIIZE Commercial Vehicles block grant which will provide exclusive zero-emission infrastructure funding to support the transition of MD-HD vehicles to BEVs and FCEVs. Participation in the EnergIIZE incentive project requires that the applicant or the funding recipient belong to one of the following categories: a) a business, organization, or individual responsible for the operation of a MD-HD ZEV (vehicle Class 2b and above) in the State, or b) a business, organization, or individual responsible for the engineering, construction, procurement, and completion of a ZE infrastructure site in the state of California which shall service MD -HD ZEVs Class 2b or above. EnergIIZE also establishes four “Funding Lanes” each with differing qualifications and incentive structures, as shown in Table 23. Of the four available funding lanes, the EV Fast-Track is the most accessible funding lane for municipal or commercial fleets to participate in, since any of the following that apply mean that the fleet is eligible:

EnergIIZE EV Fast-Track Eligibility for Commercial Fleets • Can provide proof of ownership for MD/HD ZEV(s) registered in the state of California. • Can show proof of purchase order (PO) for a vehicle(s) registered in the State of California, funded or otherwise incentivized through state/federal projects. Funding and incentive sources may include but are not limited to: Clean Off-Road Equipment Voucher Incentive Project (CORE), Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP), VW, Carl Moyer, AB 6178, Transit and Intercity Rail Capital Program (TIRCP), California Secure Transportation Energy Partnership (CALSTEP) CMO, and DERA. 55 | Page

• MD/HD off-road equipment does not require vehicle registration, but must reside and operate 75 percent of its time in the state of CA.

Table 23. EnergIIZE incentive structure across four funding lanes EV Fast-Track EV Jump Start Public Charging
Station Hydrogen Fueling
Type of Application First Come, First
Served Competitive Competitive Competitive
Maximum Incentive Offering
50% of Hardware and
Software Costs
Incurred
75% of Hardware,
Software, and Soft
Costs
50% of Hardware
and Software Costs
Incurred
50% of Hardware and
Software Costs Incurred
Eligible for Milestone
Payments Yes Yes Yes Yes
Maximum
Project Cap
$500,000 $750,000 $500,000 $2,000,000
California Electric Vehicle Infrastructure Project (CALeVIP) The California Electric Vehicle Infrastructure Project (CALeVIP) was introduced by the CEC in December 2017 to provide incentives for EV charging infrastructure. The project simplifies the funding process and accelerates charger deployment, with each project targeting specific regions throughout the state that have low rates of infrastructure installation. Through 2022, the CEC has allocated $200 million for charger rebates through CALeVIP, and 13 regional incentive projects covering 36 counties have been launched. Funding amounts are also available for disadvantaged communities and multifamily complexes, and CEC staff works with local gove rnments to leverage other funding opportunities to increase chargers in focused locations. To apply for CALeVIP, the applicant needs to follow these steps:

1. Determine eligibility: The CALeVIP program provides incentives for the installation of electric vehicle (EV) chargers in California. Eligible applicants include public agencies, non-profit organizations, businesses, and individuals who own or lease property in California where EV chargers will be installed.

2. Choose project type: CALeVIP offers two types of projects: Regional incentive projects and Equity incentive projects. Regional incentive projects provide incentives for EV chargers in specific regions throughout California, while equity incentive projects provide higher incentives for EV chargers installed in disadvantaged communities and multi-unit dwellings.

3. Choose charger type: CALeVIP provides incentives for Level 2 and DCFCs

4. Apply for incentives : Once the applicant has determined their eligibility and chosen their project and charger type, they can apply for incentives through the CALeVIP website. The application process involves submitting an online application, providing project details and specifications, and signing a rebate agreement.

Eligibility requirements for CALeVIP vary depending on the type of project and the applicant. However, generally, to be eligible for incentives, applicants must meet the following requirements:
• Applicant Requirement : To be eligible for any CALeVIP rebate, the applicant must be a site owner or authorized agent, a b usiness, nonprofit, California Native American tribe, or public/government entity based in California or operating as a California- based affiliate. Some projects require a valid California business license, except for public agencies or joint powers authority agencies. • Site Requirements: To qualify for rebates for electric vehicle charging stations in California, the properties must be located in the state and comply with federal, state, and municipal laws. DCFC sites must be publicly 56 | Page

available 24/7 and loc ated in specific areas such as airports, gas stations, and hospitals. Level 2 charging sites must be located in eligible commercial sites, workplaces, multiunit dwellings, public facilities, or curbside charging sites. Some eligibility criteria only apply to certain rebate programs, and more information can be found on individual project pages.
• Disadvantaged Community (DAC) and Low -Income Community (LIC) Requirements : Some CALeVIP rebates are only available for EV charger installation sites located in disad vantaged or low -income communities, which are identified by the CalEnviroScreen tool and census tracts that are at or below 80 percent of the statewide median income. These sites may qualify for higher rebate amounts from some projects. For CALeVIP 2.0, a DAC is defined as an area that falls into one of the three categories mentioned, while an LIC is defined as census tracts that are below 80 percent of the statewide median income or at or below the threshold designated as low-income by the HCD’s Revised 2021 State Income Limits. For CALeVIP

1.0, a DAC is defined as any census tract that scores in the top 50 percent of CalEnviroScreen 3.0, and an LIC is defined as census tracts that are either below 80 percent of the statewide median income or at or below the threshold designated as low-income by the HCD’s 2016 State Income Limits. • Installation Requirements: According to CA Public Utilities Code 740.20, EV chargers must be installed by Electric Vehicle Infrastructure Training Program (EVITP) certified electricians for all CALeVIP projects except for the Central Coast, Northern California, San Joaquin Valley, and Sonoma Coast projects. If the charging installation supports a port supplying 25 kW or more, at least 25 percent of the electricians working on the crew must be EVITP certified. One crew member may be both the contractor and the EVITP -certified electrician. To find an EVITP-certified electrician or other EV charging provider, visit CALeVIP Connects. • Equipment Requirements: To be eligible for CALeVIP rebate, DCFC equipment must be new, have at least an SAE CCS connector, be networked, capable of 50 kW or greater, use an open standard protocol, be approved by a Nationally Recognized Testing Laboratory (NRTL) Program, and accept some form of credit card and multiple forms of payment if payment is required. For Level 2 charging equipment, it must be new, ENERGY STAR certified, networked, capable of 6.2 kW or greater per connector, use an open standard protocol, have a minimum two -year networking agreement, an d accept some form of credit card and multiple forms of payment if payment is required.

Eligible costs for CALeVIP projects include solar EV charging systems, demand management equipment, installation costs, network agreements, and other related expenses. Costs such as permits required by authorities having jurisdiction are not eligible for reimbursement, and certain projects may not cover upgrades of existing ADA noncompliance.

Specific to SJV, the SJVAPCD Incentive Project is a program that aims to reduc e air pollution and greenhouse gas emissions in the San Joaquin Valley region of California. The program offers funding and incentives to encourage the deployment of clean transportation technologies, especially charging infrastructure. The incentives can be combined with other federal, state, or local agency incentives, however applicants are ineligible if they have already received incentives funded by investor -owned utilities (IOUs) such are Charge Ready (SCE), EV Charge (PG&E), or Power Your Drive (SDG& E).
16 Non-residential properties, such as commercial, workplace, or light -duty fleet sites, can apply for Level 2 charger projects that are private access. The program offers eligible entities up to $70,000 per charger for DCFC installations or 75 percent of eligible project costs, whichever is less. The incentive for Level 2 chargers is $3,500 per connector. Additionally, entities with sites located in DACs are eligible for up to $80,000 per

16 https://calevip.org/sites/default/files/docs/calevip-san-joaquin/Implementation-Manual-San-Joaquin-Valley.pdf 57 | Page

DCFC, or 80 percent of eligible project costs, whichever is less; the incentive for L2 chargers within a DAC area is $4,000 per connector. In San Joaquin county, entities can apply for up to 10 Level 2 charger incentives, provided that funding is available. The most recent figures for available funding in SJV are shown in Figure 19, illustrating that there are currently $1.42 million in remaining funds for L2 chargers. The SJV Incentive Project outlines specific equipment requirements, as summarized in Figure 24. The program also provides rebates for other equipment, including transformers, electric panels, demand management equipment, select distributed energy resources, and installation costs (labor and materials). Eligible fleets can start the application online , and rebates are reserved on
a first-come, first-served basis.

Figure 23. SJV Incentive Project Available Funding, as of Fri Jan 20, 2023

Figure 24. SJV Incentive Project Requirements and Additional Information

California Clean Vehicle Rebate Project (CVRP)
The Clean Vehicle Rebate Project (CVRP) promotes clean vehicle adoption in California by offering rebates from $1,000 to $7,000 for the purchase or lease of new, eligible light-duty zero-emission vehicles , including EVs, PHEVs,
and FCEVs. Applicants must be based in California and submit a CVRP application within three months of the vehicle purchase or lease date while funds are available. Eligible vehicles must meet the following criteria for a purchaser or lessee to qualify for a rebate:
$1,403,000
$337,267
$265,000
$1,530,348
$645,294
$1,507,385 $361,706
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
DCFC Funds L2 Charger Funds
Remaining Provisionally Reserved Reserved Issued
Equipment Requirements
• Purchased new, dual standard chargers with both CHAdeMO and SAE CCS connector options (DCFC)
• ENERGY STAR ® Certified (for Level 2)
• Networked: Equipment and network must have remote diagnostics and be capable of “remote start.” Must also be capable of usage data collection. Minimum 2-year (for Level 2) or 5-year (for DCFC) networking agreement (eligible towards total project cost) • Capable of 6.2 kW or greater (for Level 2), 50 kW or greater (for DCFC) • If payment is required, must accept some form of credit cards and multiple forms of payment

58 | Page

Have a base MSRP for the following vehicle categories:
o Base MSRP of $60,000 or less for vehicles that fall under the Large Vehicles category (i.e., Minivans, Pickups, SUVs)
o Base MSRP of $45,000 or less for light-duty vehicles (i.e., hatchbacks, sedans, wagons, and two- seaters)
With the exception of FCEVs, all vehicles must meet the base MSRP caps according to the listed vehicle categories above. According to the CVRP Implementation manual, the CVRP rebate can be combined with federal, state, or local agency incentives as well as Administrator match funding, if available, to help further buy -down an eligible vehicle’s cost17. It should be noted that individuals and businesses are limited to one rebate for a non-FCEV and one rebate for a FCEV, for a total of two rebates; when individuals or businesses meet their two -rebate limit, they will remain ineligible for an additional rebate. In contrast, public fleets are eligible for up to 30 rebates per year.

Low Carbon Fuel Standard (LCFS)
The Low Carbon Fuel Standard (LCFS) is a regulatory program that incentivizes fuel carbon intensity reduction and non-residential ZEV infrastructure. In particular, fleets that own Level 2 and DC fast chargers are eligible to apply for the generation of LCFS credits, since electricity is a low-carbon transportation fuel. The number of credits a fleet generates depends on the amount and carbon intensity of electricity dispensed to vehicles. For example, Based on data from March 2023, fleets can increase their LCFS revenue streams b y up to 20 percent using renewable electricity for charging or purchasing Renewable Energy Certificates (RECs), as illustrated in Figure 25.

Participants in the LCFS program can manage fuel and credit transactions through the LCFS Reporting Tool and Credit Bank & Transfer System (LRT -CBTS), part of CARB’s database management system for all LCFS processes.

Credits earned through the LCFS program may be sold by a registered broker, and the value of the credits are generally required to be reinvested in electric vehicle infrastructure or services. This could include services such as EV purchases and maintenance, charging infrastructure purchases and maintenance, electricity costs, and administrative fees. The value of the LCFS credits for any one EV charging site is influenced by many factors including but not limited to: the number of EV chargers in operation, the type of EV chargers installed, the amount of fuel dispensed, and the value of the credit when sold. One limitation of LCFS credits are the fluctuations in their selling price, as illu strated in Figure 26,
which can lower EV and EV charging infrastructure deployment potential. For example, while in 2020, the LCFS credits were traded at $200 per credit, the credit prices have dropped to ~$60 per credit in the first quarter of 2023
Figure 25. An Example of Annual Revenues Generated using LCFS

17 https://cleanvehiclerebate.org/sites/default/files/docs/nav/transportation/cvrp/documents/CVRP-Implementation-Manual.pdf Source: https://www.act-news.com/low-carbon-revenue-opportunities/ Assuming an average credit price of $100/credit
Assumes Class 6 truck with 20,000 annual miles and 1.3 kWh/mi electricity consumption rate

59 | Page

Figure 26. Monthly LCFS Credit Price and Volume Transacted (March 2023)

Transit and Intercity Rail Capital Program (TIRCP)
The Transit and Intercity Rail Capital Program (TIRCP) provides grants from the Greenhouse Gas Reduction Fund (GGRF) to fund capital improvements that modernize California’s transit systems to reduce greenhouse gas emissions, increase ridership, integrate rail services, and improve safety. TIRCP has awarded $9.1 billion to almost 100 projects in California. AB 180 appropriated $3.63 billion to the program and $350 million for High Priority Grade Crossing Improvement and Separation projects. CalSTA has awarded $2.54 billion to existing projects and will award the rest to new projects by April 2023. The programmatic goal is to provide at least 25 percent of funding to projects that directly benefit disadvantaged communities.

According to the most recent TIRCP guidelines
18, a project is considered eligible for TIRCP funding if the application can demonstrate that the project will achieve a reduction in greenhouse gas emissions using the CARB quantification methodology

19. Projects that demonstrate significant reductions in vehicle miles traveled and congestion are more likely to be approved. Significant change will be measured both in percentage terms (percent increase compared to the existing system or corridor) and in total quantity terms (increase in number of riders and passenger miles per day). Moreover, while there is no minimum match requirement for this funding source, funding leverage is desirable and will be considered in the evaluation of expected project benefits. If a project is awarded funds, all funds identified as committed to the project (i.e., other federal, state, local, regional, or private sources) may be required as a funding match at the time of project selection.

Clean fleet, facility, and network improvement projects that help replace aging vehicle fleets with zero -emission vehicles, and associated fueling or charging infrastructure or facility modifications, may be eligible for TIRCP funding.

Such projects may qualify through efforts that improve network efficiency with transit priorit y investments, implement improvements to payment systems to increase ridership, or improve integration with other corridors and operators. Smaller and rural agencies that may have difficulty transitioning to electrified fleets without additional support are encouraged to apply for TIRCP funding and seek technical assistance. Zero-emission vehicle leases are also eligible, but benefits modeled must match the duration of the lease.

18 https://calsta.ca.gov/-/media/calsta-media/documents/tircp-cycle-6-draft-guidelines_a11y.pdf 19 https://ww2.arb.ca.gov/sites/default/files/auction-proceeds/calsta_tircp_finalqm_cycle4.pdf $17
$55
$31
$61
$100
$89
$160
$192 $199
$188
$124
$79
$0
$50
$100
$150
$200
$250
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Credit Price ($/MT)
60 | Page

Applications must be submitted in accordance with the Call for Projects. For example, the application guidance for Cycle 6 are provided at: https://calsta.ca.gov/subject-areas/transit-intercity-rail-capital-prog.

Local Programs
SJVAPCD Clean Vehicle Fueling Infrastructure Incentive Program The SJV Air Pollution Control District (SJVAPCD) Clean Vehicle Fueling Infrastructure Incentive Program provides incentive for the installation of new stations, conversion of existing stations, and expansion of existing stations for hydrogen fueling, and electric battery charging of heavy -duty vehicles. The program is open to two types of applicants:
• Public entities – include but are not limited to State, metropolitan, county, city, multi-county special district (e.g., water districts), school districts, universities, and federal agencies. • Private entities – include but are not limited to private organizations and corporations.

The Program offers funding for the installation, conversion of existing station, or expansion to existing station, of Level 2 or better charging stations. Projects are funded on a first come, first serve basis after applicants submit entity details and planned infrastructure project forms t o the SJVAPCD. Applicants must have a signed, executed contract from the SJVAPCD prior to purchase and installation of new equipment. Incentive amounts for private projects are based on the following percentage of eligible costs shown in Table 24:

Table 24. SJVAPCD Clean Vehicle Fueling Infrastructure Program Funding Amount Maximum Percentage of Eligible Cost* Project Types
50% Baseline maximum for all projects
65% Projects with solar/wind power systems
*Additional 5% funding available to applicants of heavy -duty truck parking facilities that provide communal charging opportunities (e.g., truck yards, truck depot, truck stops etc.)
Eligible costs are limited to the purchase and installation of the equipment for power delivery or fueling directly related to the infrastructure project. Besides equipment and installation c osts, these include fees incurred pre - contract execution and other eligible costs included in the Carl Moyer guidelines as determined by SJVAPCD. One potential requirement for participation is that the SJVAPCD may require a California Environmental Quality Act (CEQA) review to be performed and obtain approval prior to funding, which can potentially pose as a barrier for select projects.

Financing Programs
Public-Private Partnerships
Public-private partnerships (PPP) can be used to build charging infrastructure by involving a private partner who finances initial capital costs with private debt and equity in exchange for returns on investment over time. This involves a partnership between a government entity and a private sector company, where the latter takes the lead in designing, financing, constructing, and operating the charging infrastructure. The government entity provides funding, land, and other resources, while the private partner is responsible for financing and operating the charging infrastructure. This model allows for the sharing of risks and benefits and can lead to the faster deployment of charging infrastructure, as well as increased innovation. 61 | Page

There are several PPP models that are available for charging infrastructure deployment. Some of the common PPP models include:
• Build-Operate-Transfer (BOT) Model : Under this model, a private partner is responsible for the design, construction, and operation of charging infrastructure, and transfers the ownership to the government or public entity after a specified period of time.
• Design-Build-Finance-Operate-Maintain (DBFOM) Model : Similar to the BOT model, a private partner takes responsibility for design, construction, financing, operation, and maintenance of charging infrastructure, but operates it for a specified period of time before transferring ownership back to the government or public entity.
• Concession Model: This model involves the government granting a private partner the right to build and operate charging infrastructure within a specified area for a specified period of time, in exchange for payment or a share of revenue.
• Joint Venture Model: This model involves the formation of a joint venture between the public and private sectors, where both partners collaborate to develop and operate charging infrastructure.

The choice of PPP model depends on the specific goals and needs of the government or public entity and the private partner. The model selected should allow for efficient and effective deployment of charging infrastructure while ensuring that public interest is protected.

There are a few examples of PPPs for MD -HD EVs. One example is the CARB and the South Coast Air Quality Management District (SCAQMD) partnership, which aims to accelerate the deployment of MD-HD EVs in the State of California. The partnership provides funding for the deployment of these types of EVs, as well as for the construction of charging infrastructure. Another example is the partnership between the Port of Los Angeles and the private sector to deploy and test mediu m-duty electric delivery trucks. The partnership aims to reduce air pollution and greenhouse gas emissions from cargo movement in and out of the port, and to demonstrate the feasibility of electric trucks in a real-world commercial environment.

Purchasing Contracts from Sourcewell
Sourcewell is a government agency that provides cooperative purchasing contracts to public entities in the United States and Canada. Sourcewell financing is a way for entities to finance the purchase of goods or services, spreading the cost of the purchase over time. By pooling the purchasing power of its members, Sourcewell is able to negotiate lower prices and better terms on the products and services it procures. This allows its members to save time and money compared to if they had to purchase these products and services on their own. In terms of charging infrastructure, Sourcewell may negotiate contracts with suppliers and manufacturers of EV charging equipment and services and offer these contracts to its members. By leveraging the collective purchasing power of its members, Sourcewell may be able to secure more favorable pricing, terms, and conditions, which can help reduce the cost of procurement for its members.

There are a variety of Sourcewell purchasing contracts available for fleet related services , including loan and lease
programs for EVs, charging equipment, and workforce training. Figure 27 shows some of Sourcewell’s current finance and leasing contracts. These purchasing contracts can make it easier for entities with limited bud gets to access the goods and services they need. D&M Leasing has partnered with Sourcewell to offer EV leasing and purchasing solutions to commercial and government entities. Municipal leases remain eligible for any applicable state and federal incentives, and D&M Leasing simplifies the process of receiving the largest federal tax -credit.

Lease terms range from 24 through 60 months, and at the end of the lease, fleets may purchase the vehicles. Over 62 | Page

the duration of the lease, fleets also have access to vehicle telematics and vehicle maintenance programs through D&M Leasing’s fleet management program. Merchants Fleet Management is another Sourcewell partner that offers EV leasing and management solutions, along with EV fleet pilot programs. Merchants Fleet Management can facilitate the delivery of different EV models to help fleet managers understand vehicle capabilities and determine which subsections of their business should adopt more EVs. NCL Government Capital, another contract available through Sourcewell, differs from the two previous contracts by offering tax -exempt financing solutions to acquire light- through heavy-duty vehicles.

Figure 27. Sourcewell Financing & Leasing Contracts

Financing Options through IBank
The California Infrastructure and Economic Development Bank (IBank) is a state agency that has broad authority to issue tax-exempt and taxable revenue bonds, provide financing to public agencies, provide credit enhancements, acquire or lease facilities, and leverage State and Federal funds. IBank’s current programs include the Infrastructure State Revolving Fund (ISRF) Loan Program and partnership with Climate Tech Finance. The ISRF offers low -cost financing to state and local government entities and non-profit organizations sponsored by a government entity for a wide variety of infrastructure and economic development projects. In partnership with Climate Tech Finance, this program provides loan guarantees to de-risk the lending process for banks and open new sources of working capital for climate tech entrepreneurs. These financing options provide small- and mid-sized governments and businesses with low-cost and direct financing for EVs and EV charging infrastructure through different loan and repayment structures. Generally speaking, IBank interest rates are set based on a combination of an Interest Rate Benchmark and Interest Rate Adjustments, which are dependent upon the repayment source. The Interest Rate Benchmark will be based on the Thompson's Municipal Market Data Index (MMD) and use published letter category ratings for the pledged revenue stream to determine the base (market price) spread from the MMD AAA GO Scale applicable to the borrower. Interest Rate Adjustments will cause the interest rate on financing to generally be below the Interest Rate Benchmark. The specifics of these programs are discussed below.

Infrastructure State Revolving Fund (ISRF)
The ISRF most notably finances economic development and public infrastructure projects, but private developments, such as zero-emission vehicle fleets and charging stations, qualify as well. ISRF financing is available in amounts ranging from $1 million to $65 million, with loan terms for the useful life of the project —up to a D&M Leasing (#030122-CVL)
• Open-end leases
• Municipal leases
• Vehicle maintenance programs
• Fuel programs
• Telematics
• Vehicle remarketing
• License, title, & registration
• Fleet replacement schedules
• Vehicle optimization analysis
• Driver safety
• Reporting
• Minority Business Enterprise
Merchants Fleet Management
(#030122-MAG)
• Fleet leasing
• Short-term leases & rentals
• Rent to lease conversion
• Vehicle maintenance programs
• Connected vehicle technology &
telematics
• Driver safety
• Vehicle data management
• Vehicle registration services
• Remarketing & guarantee buy
• Ready fleet
• Electric vehicles (EVs)
• Charging infrastructure & EV
vehicle services
NCL Government Capital
(#011620-NCL)
• Tax exempt municipal lease
• FMV lease
• TRAC lease
• Flex Plus lease
• PO only
• Deferred payments
• Customized terms

63 | Page

maximum of 30 years. The origination fee for processing of an ISRF loan the greater of $10,000 or 1 percent of the original loan amount. Applications for ISRF are continuously accepted and can be filled out in detail after initial consultation with IBank to determine if the project meets creditworthiness and underwriting criteria. Applications approved by the IBank board can have funds issued within 45 to 90 days, and different financing repayment solutions, such as revenue producing enterprise systems or property/sales/special taxes, can be used to repay ISRF financings.

Climate Tech Finance
The Climate Tech Finance partnership is meant to accelerate the development and adoption of technologies that reduce greenhouse gases across California. The program is administered by the Bay Area Air Quality Management District (BAAQMD) in partnership with IBank but is accessible to entities statewide. The BAAQMD recommends contacting their office via email for proposed projects. Through the IBank and Climate Tech Finance partnership, applications for loans and loan -guarantees are available for projects focusing on emission -reducing technologies.

Climate Tech Finance offers loan guarantees of up to $5 million are offered on loans of up to $20 million, with up to a 7-year term (the loan term can be longer). For the loan guarantee, 80 percent of the loan amount is backed by a leveraged trust fund held by the State of California. A single loan guarantee is then issued by the State of California to cover the entire single 90 percent loan guarantee. IBank provides loans for public entities ranging from $500,000 to $30 million, with up to 30-year terms.

Charging Infrastructure-as-a-service
Charging Infrastructure-as-a-service (CIaaS) for EV chargers refers to the provision of EV charging infrastructure as a service to customers. CIaaS for EV chargers offer a range of charging solutions and services that can be tailored to the needs of businesses, municipalities, and property managers. This type of service allows them to provide charging infrastructure to their customers without having to invest in the equipment themselves, and also allowing them to manage the installation, maintenance, and billing of the service, which can make the adoption of EV more accessible and convenient for the end-users. Some established companies providing CIaaS for EV chargers include:

1. ChargePoint: This company offers a variety of EV charging solutions, including CIaaS for businesses, municipalities, and property managers. ChargePoint provides the charging stations and manages the installation, maintenance, and billing for the service.

2. EVgo: EVgo is another provider of CIaaS for EV chargers. The company offers a network of fast -charging stations for EV drivers and provides CIaaS to businesses, municipalities, and property managers. EVgo also offers a mobile app for customers to locate and pay for charging services.

3. Blink Charging: Blink Charging is a provider of EV charging equipment and services, including CIaaS for businesses, municipalities, and property managers. The company provides the charging equipment and manages the installation, maintenance, and billing for the service.

4. Greenlots: Greenlots is an open-source network provider of EV charging infrastructure and services. They offer a variety of charging solutions, including CIaaS for businesses, municipalities, and property managers.

The company provides the charging stations, manages the installation, maintenance, and billing, and also offers a mobile app for customers to locate and pay for charging services.

5. SemaConnect: SemaConnect is another provider of EV charging infrastructure and services. The company offers a range of charging stations and manages the installation, maintenance, and billing for the service.

They also provide a web -based network management system that allows property managers and fleet operators to manage and monitor EV charging on their premises.

AGENDA ITEM C-15

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Implement a Citywide Cash Handling Policy
MEETING DATE: May 17, 2023
PREPARED BY: Revenue Manager
RECOMMENDED ACTION: Adopt resolution authorizing City Manager to implement a Citywide Cash Handling Policy
BACKGROUND INFORMATION: The Revenue Division manages the City's cash handling and safety of all money received. There has been no formal cash handling policy, and this causes inconsistency in cash handling practices and the safekeeping of money throughout the departments. Currently, the Revenue Division has to recount money that a department has processed. This can lead to issues because too many people are handling the money instead of being handled by a solitary person.

A formal cash handling policy in the City will give all departments consistency, best practices, controlled safekeeping, training, and accountability. The Revenue Division will train all staff regarding cash handling and counting and reconciling cash drawers before the execution of the policy. Each department will be given the tools to perform the duties to ensure the proper handling, safekeeping of monies, and balance of a drawer.

Training to balance and reconcile a drawer correctly will eliminate the need for a second person in the Revenue Division to handle the money already processed by the initial department. In addition, this policy will help keep and maintain accurate records between cash drawers and the general ledger.

The Revenue Division has created cash-handling training for each new hire and all employees to repeat every two years. Audits will be performed randomly on cash drawers to maintain the balanced integrity of the cash drawers and cash handling practices. Safes will be bought for each department that does not currently have one that bolts to a wall or ground to store checks and cash safely.

Therefore, staff proposes implementing an Administrative Policy and Procedure titled Cash Handling Policy and provide the information needed to safely keep and handle money for the City. The policy was omitted from the original packet on the April 19, 2023 council meeting.

FISCAL IMPACT: Purchase of Safes - $5,000
FUNDING AVAILABLE: 10020203.72359
_______________________________________

Andrew Keys
Deputy City Manager/Internal Services Director

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO IMPLEMENT A CITYWIDE CASH HANDLING POLICY ============================================================================

WHEREAS, the Revenue Division currently manages the City’s cash handling and safety of all money received; and

WHEREAS, there currently is not a formal cash handling policy to avoid inconsistency in cash handling practices and the safekeeping of all money throughout the departments within the City; and

WHEREAS, currently the Revenue Division has to recount money processed by the departments; and

WHEREAS, a formal cash handling policy in the City will provide departments with consistency, best practices, controlled safekeeping, training and accountability. Additionally, the policy will help keep and maintain accurate records between cash drawer and the general ledger; and

WHEREAS, staff recommends that the City Council approve the Citywide Cash Handling Policy to control the management of money and its safekeeping.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to approve a Citywide Cash Handling Policy; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Counci l Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is her eby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and make clerical corrections as necessary.

Date: May 17, 2023
============================================================================

I hereby certify that Resolution No. 2023-___ was passed and adopted by the Lodi City Council in a regular meeting held May 17, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

PAMELA M. FARRIS
Assistant City Clerk

2023-____

AGENDA ITEM C-16

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Accept Monthly Protocol Account Report through April 30, 2023 M
EETING DATE: May 17, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Accept Monthly Protocol Account Report through April 30, 2023.

B
ACKGROUND INFORMATION: The City Council, at its meeting of December 7, 2022, adopted Resolution No. 2022-300 approving the amended policy relating to the City’s “Protocol Account.” As a part of this policy, it was directed that a monthly itemized report of the “Protocol Account” be provided to the City Council.

A
ttached please find the cumulative report through April 30, 2023.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: Not applicable.
_______________________________

Olivia Nashed
City Clerk
Attachments
\\cvcfilv01\administration$\Administration\CLERK\Budget\Finance\Misc\ProtocolSummary2022-23.doc Page 1

PROTOCOL ACCOUNT SUMMARY
FISCAL YEAR 2022-23
Cumulative Report through April 30, 2023

Date Vendor Description Amount Balance
Starting Bal.
$6,500.00
9/13/22 Kaylee Clayton Reimbursement for
Creamer
$11.58 $6,488.42
11/16/22 Fiori’s Butcher Shoppe Council Dinner (Closed
Session at 5 p.m.)
$172.28 $6,316.14
11/16/22 Smart & Final Water & Supplies for
Carnegie Forum
$40.47 $6,275.67
11/23/22 Etsy Mayor Chandler’s Gift $164.44 $6,111.23
11/28/22 Creative Trophy &
Engraving
Mayor’s Plaque &
Community Service Award
Plaques
$119.28 $5,991.95
12/5/22 Crystal Plus Council Member Kuehne’s
Gift
$177.66 $5,814.29
12/5/22 Smart & Final Supplies for
Reorganization
$15.14 $5,799.15
12/7/22 Costco Paper Goods for
Reorganization
$63.29 $5,735.86
12/7/22 Safeway Flowers for Jan Chandler $33.55 $5,702.31 12/15/22 Frosted Flour Deposit for Desserts for
Reorganization
$25.00 $5,677.31
12/21/22 Giuffra’s Party Rentals Linens, Wine Glasses & Coffee Mugs for
Reorganization
$123.95 $5,553.36
12/21/22 Safeway Flowers for Council
Member Kuehne's Family
$62.72 $5,490.64
12/21/22 Frosted Flour Desserts for
Reorganization
$48.10 $5,442.54
12/21/22 Hollywood Café Food for Reorganization $844.35 $4,598.19 12/27/22 Cook’s Printing Magnetic Plates for
Carnegie Forum (3)
$79.20 $4,518.99
2/28/23 Smart & Final Water for Carnegie $31.48 $4,487.51 3/2/23 The UPS Store Kofi Gift Repair Shipping $33.44 $4,454.07 3/16/23 Bruening Glass Works Kofu Gift Repair $295.00 $4,159.07 3/31/23 Cook’s Printing Name Tags for Council $68.19 $4,090.88 4/3/23 DeVinci’s Closed Session Dinner $156.37 $3,934.51 4/28/23 Abrahamson Printing Business Cards $201.09 $3,733.42

Total
Expenditures:
($2,766.58)
Ending Bal.
$3,733.42
Prepared by: PMF
AGENDA ITEM C-17

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Receive Report Regarding Communication Requesting State of California Legislature Action on Fentanyl and Substance Use-Related Legislation M
EETING DATE: May 17, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Receive report regarding communication requesting State of California Legislature action on Fentanyl and substance use-related legislation.

B
ACKGROUND INFORMATION: The League of California Cities requested the City of Lodi to provide a letter calling on the California State Assembly to enact a legislative solution providing funding and resources to address the fentanyl crisis.

T
he letters were due to the California State Assembly Members’ offices by Friday, May 12, 2023. Due to Mayor Hothi’s travel to the NCPA conference and the urgent nature of this letter, Mayor Pro Tempore Craig signed the letter of action and it is attached. The hard copy of the letter was mailed out on Monday, May 8.

F
ISCAL IMPACT: Not Applicable
F
UNDING AVAILABLE: Not Applicable
_______________________________________

Olivia Nashed
City Clerk

AGENDA ITEM C-18

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Receive Report Regarding Communication Supporting the TradePort California Project M
EETING DATE: May 17, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Receive report regarding communication s upporting the TradePort California Project.

B
ACKGROUND INFORMATION: The City was asked to provide a letter of support to the U.S. Department of Transportation for the TradePort California project. The project consists of a 425-mile-long corridor stretching from the Los Angeles area, through the Central Valley, to the Sacramento and Bay Area Regions.

T
he letter outlines the participation of private and public agencies in the project, the short-term and long-term goals and benefits, and impacts of the project on the State’s infrastructure, employment market, and trade market.

M
ayor Pro Tempore Craig received a presentation on this project during a San Joaquin Council of Governments policy conference.

Let
ters were due by Friday, May 12, 2023, and due to this urgency, Mayor Hothi signed the letter of support on Tuesday, May 9. A copy of the letter is attached to this report.

F
ISCAL IMPACT: Not Applicable
F
UNDING AVAILABLE: Not Applicable
_______________________________________

Olivia Nashed
City Clerk

AGENDA ITEM C-19

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\UTILITY RATES\W_WW\2023 W_WW Rate Increase\CCSetPH_WW Rates.docx 5/8/2023 AGENDA TITLE: Set Public Hearing for June 21, 2023, to Consider Adopting Resolution Setting Pre-Approved Engineering News Record Adjustment Index for Wastewater Rates for Residential, Commercial, and Industrial Customers
MEETING DATE: May 17, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: Set Public H earing for June 21, 2023 , to consider adopting resolution setting pre -approved Engineering News Record adjustment index for wastewater rates for residential, commercial, and industrial customers.

BACKGROUND INFORMATION: The City Council has made numerous wastewater rate decisions over the past several years. On March 20, 2019, Council voted to approve a five- year program of rate adjustments for water, wastewater, and solid waste services, in accordance with the Proposition 218 rate setting process. The proposed rate adjustments are needed to generate sufficient revenue to meet ongoing operation and maintenance costs and debt service obligations, as well as, necessary capital maintenance improvements.

For the wastewater utility, the annual rate adjustment, if approved, is the lesser of the Engineering News Record (ENR) index change or three percent. A summary of the past years’ wastewater rate adjustments relative to the ENR index change is provided in the table below. The purpose of this table is to demonstrate that, due to sound financial management, past actual rate increases have frequently been below the approved maximum or deferred to coordinate with the programming of capital improvement projects.

Cap
ENR
Index
Approved/
Recommended
July 2017 3.0% 4.2% 0%
July 2018 3.0% 2.7% 0%
July 2019 3.0% 2.9% 2.9%
July 2020 3.0% 1.5% 0%
July 2021 3.0% 3.1% 0%
July 2022 3.0% 8.9% 3%
July 2023 3.0% 3.0% 3%
A
t present, the wastewater operating fund balance exceeds target operating reserves. This surplus will be needed to fund wastewater capital expenditures amounting to almost $30 million over the next five years without borrowing. Council recently awarded several large projects including the White Slough Water Pollution Control Facility (WSWPCF) Electrical Building Associated Improvements Project ($14,400,000); White Slough Set Public Hearing for June 21, 2023, to Consider Adopting Resolution Setting Pre-Approved Engineering News Record Adjustment Index for Wastewater Rates for Residential, Commercial, and Industrial Customers May 17, 2023

Page 2 ends
← All documents from this meeting