Lodi City Council
August 2, 2023

Revised 10/2021 7/26/2023 2:57 PM

For information regarding this Agenda please contact:

Olivia Nashed
City Clerk
Telephone: (209) 333-6702
A. Call to Order / Roll Call
B. Presentations – None
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 June 30, 2023 through July 13, 2023 in the Total Amount of $4,295,878.06 (FIN)

C-2 Approve Minutes (CLK)
a) May 2, July 11, and July 18, 2023 (Shirtsleeve Sessions) b) June 7, 2023 (Regular Meeting)

Res. C-3 Adopt Resolution Authorizing City Manager to Purchase One Plug-In Hybrid Kia Sorento from Lahham Automotive, Inc. (Kia of Stockton) for Electric Utility Department ($60,000) (EU)

Res. C-4 Approve Specifications and Authorize Advertisement for Bids for 2023 Crack Seal Project and Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($75,000) (PW)

Res. C-5 Adopt Resolution Authorizing City Manager to Execute Additional Change Orders (Not to Exceed $20,000) for Lodi Station Parking Garage Repair Project, and Appropriate Fund ($20,000) (PW)

C-6 Accept Improvements Under Contract for Stormwater Trash Collection Project - Phase 2 (PW)

C-7 Accept Improvements Under Contract for Peterson Park Tennis Court Resurfacing (PW)

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: August 2, 2023
Time: 7:00 p.m.

CITY COUNCIL AGENDA
AUGUST 2, 2023

PAGE TWO

C-8 Accept Improvements Under Contract for Hale Park Parking Lot Reconstruction (PW)

Res. C-9 Adopt Resolution Authorizing City Manager to Execute Amendment No. 1 to Professional Services Agreement with Robertson-Bryan, Inc., of Elk Grove, for Aeration Basin Diffuser System Project Engineering Services ($416,967) (PW)

Res. C-10 Adopt Resolution Authorizing City Manager to Waive Bid Process and Execute Amendment No. 1 to Professional Services Agreement with Lodi Memorial Hospital Association, Inc., dba Adventist Health Lodi Memorial ($45,400) (FD)

Res. C-11 Adopt Resolution Authorizing City Manager to Execute Amendment No. 2 to Professional Services Agreement with CityBase, of Chicago, Illinois, for Payment Kiosk Services Extending Term and Increasing Fees ($30,000) (FIN)

Res. C-12 Adopt Resolution Authorizing City Manager to Enter into Professional Services Agreement in a Form Acceptable by City Attorney for Purchase and Installation of Three-Stage Elevator (Not to Exceed $160,000) and Waive Formal Bid Process (CD)

Res. C-13 Adopt Resolution Accepting Lodi Electric Utility’s 2023 Wildfire Mitigation Plan (EU)

C-14 Approve Response to San Joaquin County Grand Jury Report Regarding School Safety: A Shared Responsibility, Case No. 0322 (PD)

Res. C-15 Adopt Resolution Appropriating Funds for Vehicle Purchase for Facilities Superintendent ($45,000) (PW)

C-16 Appoint Eve Melton to the Library Board of Trustees (CLK)

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

Ord. G-1 Public Hearing to Consider Approval of Planning Commission’s Recommendation to Introduce (Introduce) Ordinance Amending Lodi Municipal Code Title 17 – Development Code – Article 3, “Site Planning and General Development Standards,” Chapter 17.34, “Signs,” by Amending Section 17.34.070, “Standards for Specific Types of Signs,” by Revising Development Standards of Subsection (F) “Programmable Electronic Signs” (Applicant: City of Lodi; File: 2023-01 Z; CEQA Status: Exempt per Section 15061(b)(3) – General Rule Exemption) (CD)

Res. G-2 Public Hearing to Consider Resolution Adopting Final Engineer’s Annual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1, Fiscal Year 2023/24; and Ordering the Levy and Collection of Assessments (PW)

H. Regular Calendar – None

CITY COUNCIL AGENDA
AUGUST 2, 2023

PAGE THREE

I. Ordinances

Ord. I-1 Adopt Ordinance No. 2016 Entitled, “An Ordinance of Lodi City Council Amending Lodi Municipal Code (Adopt) Title 17 – Development Code – Related to Section 17.10.030, “Zoning Map,” to Amend the Zoning Designation of Assessor Parcel Numbers 027-400-14 and 027-400-19 of Planned Development 35 (PD 35) to General Commercial (GC) (Application No. P2023-008) (CLK)

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 recibidas 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 C-01

COUNCIL COMMUNICATION

APPROVED: ________________________________
Stephen Schwabauer, City Manager

AGENDA TITLE: Receive Register of Claims for June 30, 2023 through July 13, 2023 in the Total Amount of $4,295,878.06

MEETING DATE: August 2, 2023

PREPARED BY: Internal Services Director

RECOMMENDED ACTION: Receive the attached Register of Claims for $4,295,878.06.

BACKGROUND INFORMATION: Attached is the Register of Claims in the amount of $4,295,878.06 for June 30, 2023 through July 13, 2023. Also attached is Payroll in the amount of $2,048,114.50 through July 9, 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 7/17/2023 12:27:42 PM
Fund Fund Title Amount
100 General Fund $1,375,889.35
120 Library Fund $35,333.56
140 Expendable Trust $206,584.62
200 Parks Rec & Cultural Services $14,290.85
205 State Grants $194.04
216 PD Misc Grants $900.00
270 Comm Dev Special Rev Fund $41,692.05
301 Gas Tax-2105 2106 2107 $3,361.68
303 Measure K Funds $215,462.21
305 TDA - Streets $7,770.62
307 Federal - Streets $321,969.16
311 State-Streets $529,206.38
350 H U D $75,856.79
355 GRANTS COMM. IMPR $71,097.24
431 Capital Outlay/General Fund $114,609.00
432 Parks & Rec Capital $2,470.00
437 IMF Parks & Rec Facilities $407.00
500 Electric Utility Fund $322,678.12
501 Utility Outlay Reserve Fund $488.97
503 Low Carbon Fuel Standard $1,501.44
504 Public Benefits Fund $4,765.98
508 Environmental Compliance $320.28
530 Waste Water Utility Fund $92,027.03
531 Waste Wtr Util-Capital Outlay $13,150.94
560 Water Utility Fund $81,547.35
600 Dial-a-Ride/Transportation $3,898.17
601 Transit Capital $466.00
643 Vehicle replacement PD $6,848.94
647 Vehicle replacement PRCS $26,549.40
650 Internal Service/Equip Maint $93,908.77
655 Employee Benefits $630,632.12
Total $4,295,878.06
AP Council Report Summary
6/30/2023-7/13/2023
City of Lodi Live v2021.6 7/17/2023 12:34:38 PM
Fund Description Amount
$945,942.05
$231,794.54
$24,276.79
$151,873.03
$3,909.99
$1,149.93
$2,012.99
$52,301.22
$50,297.24
$265,522.20
$43,967.72
$11,697.61
$189,418.14
$33,861.86
$9,742.09
$22,920.55
$7,426.55
Report Total $2,048,114.50
Council Report: Payroll
Pay Period: 7/9/2023
100 General Fund
103 Measure L
120 Library Fund
200 Parks Rec & Cultural Services
205 State Grants
214 LPD-OTS Grants
219 LPD-ABC Grant
270 Comm Dev Special Rev Fund
301 Gas Tax-2105 2106 2107
500 Electric Utility Fund
501 Utility Outlay Reserve Fund
505 IMF EU Substation & Trans Syst
530 Waste Water Utility Fund
560 Water Utility Fund
600 Dial-a-Ride/Transportation
650 Internal Service/Equip Maint
655 Employee Benefits
AGENDA ITEM C-02

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Approve Minutes
a) May 2, 2023 (Shirtsleeve Session)
b) June 7, 2023 (Regular Meeting)
c) July 11, 2023 (Shirtsleeve Session)
d) July 18, 2023 (Shirtsleeve Session)
M
EETING DATE: August 2, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Approve the following minutes as prepared:
a) May 2, 2023 (Shirtsleeve Session)
b) June 7, 2023 (Regular Meeting)
c) July 11, 2023 (Shirtsleeve Session)
d) July 18, 2023 (Shirtsleeve Session)
B
ACKGROUND INFORMATION: Attached is a copy of the subject minutes marked Exhibit A through D, respectively.

ST
RATEGIC PRIORITY ADDRESSED: Not applicable.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: Not applicable.
_______________________________

Olivia Nashed
City Clerk
Attachments
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/29 /42 /42 /44 /57 /i255 /57 /29 /30/43/44/40 /46 /i255/43/37/29 /51 /56 /35 /37 /51 /i255 /29 /40 /36 /i255 /36 /35 /44 /52 /44 /40 /46 /i255 /50 /29 /68 /44 /32 /51 /i255 /29 /40 /36 /36 /44 /51 /57 /56 /51 /51 /37 /36 /i255 /51 /32 /29 /42 /42 /44 /40 /46 /i255 /40 /37 /37 /36 /51 /27 /i255 /i255 /28 /33 /56 /40 /57 /44 /30 /i255/45/37 /43/68/37 /35 /i255 /69 /29 /70 /29 /40 /44 /51 /50 /44 /i255 /51 /32 /29 /32 /37 /36 /i255 /50 /37 /i255 /42 /37 /30 /32 /i255 /32 /50 /37 /i255 /28 /44 /32 /55 /i255 /51 /50 /33 /56 /30 /36 /i255 /40 /33 /32 /i255 /44 /40 /51 /32 /29 /30 /30 /i255 /51 /72 /37 /37 /36 /i255 /68 /56/43/72/51 /i255 /68 /56 /32 /i255 /51 /32 /29 /42 /42 /i255 /51 /50 /33 /56 /30 /36 /i255/43/37/37 /32 /i255 /58 /44 /32 /50 Exhibit A
/0 /1 /2 /3 /4 /5 /i255/7/8/9 /10 /11 /i255 /12 /8 /i255 /13 /4 /14 /15 /i255 /11 /8 /3 /1 /12 /4 /8 /14 /11 /i255 /12 /8 /i255 /12 /16 /17 /i255 /12 /9 /18 /13 /13 /4 /5 /i255 /19 /9 /8 /2 /3 /17/20/i255/4 /14 /i255 /12 /16 /18 /12 /i255 /18 /9 /17 /18 /21 /22 /4 /11 /5 /1 /11 /11 /4 /8 /14 /i255 /17 /14 /11 /1 /17 /15 /i255 /23 /4 /12 /16 /i255/24/18/25 /8 /9 /i255 /0 /9 /8 /i255 /26 /17/20/19/8 /9 /17 /i255 /27 /9 /18 /4 /28 /i255 /18 /14 /15 /i255 /27 /16 /4 /17 /13 /i255 /29 /9 /1 /5 /4 /18 /i255 /9 /17 /28 /18 /9 /15 /4 /14 /28 /i255 /12 /16 /17 /i255 /14 /17 /17 /15 /i255 /13 /8 /9 /i255 /12 /9 /18 /13 /13 /4 /5 /i255 /8 /13 /13 /4 /5 /17 /9 /11 /21 /27 /21/27 /8/20/20/17/14 /12 /11 /i255 /2 /25 /i255 /0 /1 /2 /3 /4 /5 /i255 /8 /14 /i255 /30 /8 /14 /31 /32 /28 /17 /14 /15 /18 /i255 /33 /12 /17/20/11 /30 /8 /14 /17 /21
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Exhibit C
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AGENDA ITEM C-03

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Authorizing City Manager to Purchase One Plug-In Hybrid Kia Sorento from Lahham Automotive, Inc. (Kia of Stockton) for Electric Utility Department ($60,000) M
EETING DATE: August 2, 2023
P
REPARED BY: Electric Utility Director
RE
COMMENDED ACTION: Adopt a resolution authorizing the City Manager to purchase one plug-in hybrid Kia Sorento from Lahham Automotive, Inc. (Kia of Stockton) for the Electric Utility Department in an amount not to exceed $60,000.

B
ACKGROUND INFORMATION: Lodi Electric Utility (LEU) currently maintains a diversified fleet of light duty (internal combustion, hybrid and zero emission), medium- and heavy-duty vehicles to support department operations.

S
pecifically, LEU uses a 2009 Toyota Prius Hybrid as a department pool vehicle for traveling to off-site meetings and training, including out-of-area training for Line Apprentices. Line Apprentices are currently unable to utilize this vehicle to travel to required training because it does not have sufficient cargo capacity to hold climbing tools and safety equipment required as part of their training. In addition, larger vehicles at LEU must remain in town to support day-to-day maintenance and repair activities as well as emergency response.

As a result, LEU is often forced to allow Apprentices to either use their own personal vehicles and seek reimbursement or incur rental vehicle expenses for oversized vehicles to accommodate said training needs.

A
s a light duty vehicle, while this specific vehicle is not subject to current statewide clean fleet regulations, this proposed purchase will provide replacement of an existing, older hybrid vehicle and provide LEU with a larger vehicle that meets operational needs. A plug-in hybrid is an efficient choice for drivers whose daily trips fall within the electric-only range, but who occasionally need to make longer trips. LEU staff considered a zero- emission vehicle (ZEV); however, a ZEV does not provide range assurance for longer trips. A similar sized internal combustion vehicle when researched, was of similar price. LEU currently maintains sufficient charging infrastructure to support this proposed purchase. Existing Vehicle information and estimated replacement cost below.

E
xisting Vehicle
Model
Existing
Vehicle
#
Vehicle
Year
Current
Mileage
Total
Repair
Costs
Replacement
Quote Inc.

Tax and
Delivery
Toyota Prius Hybrid 09-040 2009 49,673 $11,649 $57,354
Adopt Resolution Authorizing City Manager to Purchase One Plug-In Hybrid Kia Sorento from Lahham Automotive, Inc. (Kia of Stockton) for Electric Utility Department ($60,000)
August 2, 2023

Despite several attempts to obtain quotes from multiple dealerships, due to the increasing demand for plug-in hybrid and zero emission vehicles, Fleet received only one quote from Lahham Automotive (Kia of Stockton).

STRATEGIC VISION:
3C. Fiscal Health: Ensure elected leaders & staff retain focus on fiscal priorities.

FISCAL IMPACT: Replacement of this vehicle was approved as part of the Fiscal Year 2023/24 capital vehicle and equipment budget and will provide LEU staff more suitable means by which to travel to meetings and training requiring the transport of field and safety equipment, thus reducing the need to incur costly rental car expenses . This purchase does not impact the General Fund.

FUNDING AVAILABLE: Account No.50199000.77040.

_______________________________________
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 PURCHASE ONE PLUG-IN HYBRID KIA SORENTO FROM LAHHAM AUTOMOTIVE, INC. (KIA OF STOCKTON) FOR THE

ELECTRIC UTILITY DEPARTMENT
========================================================================

WHEREAS, Lodi Electric Utility (LEU) currently maintains a diversified fleet of light-duty (internal combustion, hybrid and zero emission), medium - and heavy-duty vehicles to support department operations. LEU uses a 2009 Toyota Prius Hybrid as a department pool vehicle for traveling to off-site meetings and training, including out-of-area training for Line Apprentices; and

WHEREAS, Line Apprentices are currently unable to utilize the current Department pool vehicle to travel to required training because it does not have sufficient cargo capacity to hold climbing tools and safety equipment required as part of their training; and

WHEREAS, larger vehicles at LEU must remain in town to support day -to-day maintenance and repair activities as well as emergency response; and

WHEREAS, as a result, LEU is often forced to allow Appr entices to either use their own personal vehicles and seek reimbursement or incur rental vehicle expenses for oversized vehicles to accommodate said training needs; and

WHEREAS, as a light duty vehicle, while this specific vehicle is not subject to curren t statewide clean fleet regulations, this proposed purchase will provide replacement of an existing, older hybrid vehicle and provide LEU with a larger vehicle that meets operational needs; and

WHEREAS, despite several attempts to obtain quotes from multiple dealerships, due to increasing demand for plug-in hybrid and zero emission vehicles, Fleet received only one quote.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to purchase one plug-in hybrid Kia Sorento from Lahham Automotive, Inc. (Kia of Stockton) for the Electric Utility Department in an amount not to exceed $60,000.

Dated: August 2, 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 August 2, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-_____
AGENDA ITEM C-04

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
K:\WP\PROJECTS\STREETS\2023 Crack Seal\CSA.doc 7/20/2023 AGENDA TITLE: Approve Specifications and Authorize Advertisement for Bids for 2023 Crack Seal Project and Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($75,000)
MEETING DATE: August 02, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: Approve specifications and authorize advertisement for bids for 2023 Crack Seal Project and authorizing City Manager to award contract to lowest responsive bidder in an amount not-to-exceed $75,000.

BACKGROUND INFORMATION: The primary cause of asphalt failure is water infiltration into the street subgrade. Crack sealing is one of the most basic, and important, preventive street maintenance practices.

This project consists of thoroughly cleaning and sealing the existing transverse and longitudinal cracks in pavement surfaces and includes other incidental and related work. This contract is intended to supplement work performed by Street Division crews to maximize the street area sealed each year. The locations are shown on Exhibit A and listed on Exhibit B.

The specifications are on file in the Public Works Department. The planned bid opening date is August 24, 2023.

The project estimate is $75,000.

Staff recommends approving the specifications and authorize advertisement for bids for 2023 Crack Seal Project and authorizing City Manager to award contract to lowest responsive bidder in an amount not-to-exceed $75,000.

STRATEGIC VISION:
5C. Infrastructure: Address deferred Maintenance
FISCAL IMPACT: By increasing the crack sealing effort, the useful life of City streets will be extended.

FUNDING AVAILABLE: Budgeted Fiscal Year 2023/24-
TDA Streets (30599000.77020): $75,000
_________________________________
Andrew Keys
Deputy City Manager/Internal Services Director
_______________________________
Charles E. Swimley, Jr.

Public Works Director
Prepared by Alice Bernardino, Associate Civil Engineer

CES/AB/CD
Attachments
cc: Utility Superintendent
M
ills Av.

Hwy
12 Hutchins St.

Kettleman Ln.

Lockeford St.

Century Blvd.

Vine St.

Pine St.

Church
S
t.

Harney Ln.

Cher
okee
Ln.

Stockton S
t.

Lower Sacram
ento Rd.

Ham
Ln. Turner Rd.

Lodi Av.

Hwy 99
μ
00 .510.25
Miles
Project Locations
2023 Crack Seal Project
Exhibit A
Road Name From To Length  (ft) Width  (ft) Area  (sf)
Century Blvd. 400''  W/O Sage Lower  Sacramento Rd. 1275 30 38,250 Century Blvd. 400''  W/O Sage Wy. Sage  Wy. 376 62 23,312 Century Blvd. Heavenly  Wy. Sage  Wy. 280 62 17,360
Century Blvd. Sornel  Dr. Mills  Av. 975 62 60,450
Century Blvd. WID  Canal Meadowbrook  Dr. 551 62 34,162 Century Blvd. Mills  Av. Heavenly  Wy. 679 62 42,098
Century Blvd. Meadowbrook  Dr. Sornel  Dr. 341 62 21,142 Century Blvd. SUBTOTAL 236,774
Hutchins St. Chestnut  St. Lodi  Av. 353 52 18,356
Hutchins St. Sturla  St. Chestnut  St. 231 52 12,012
Hutchins St. Connie  St. Sturla  St. 250 52 13,000
Hutchins St. Tokay  St. Connie  St. 528 52 27,456
Hutchins St. Tamarack  Dr. Rimby  Av. 314 56 17,584
Hutchins St. Cardinal  St. Ribier  Av. 283 50 14,150
Hutchins St. York  St. Park  St. 307 50 15,350
Hutchins St. Rimby  Av. Kettleman  Ln. 324 50 16,200
Hutchins St. Windsor  Dr. York  St. 260 50 13,000
Hutchins St. Park  St. Cardinal  St. 282 50 14,100
Hutchins St. Alicante  Dr. Tamarack  Dr. 278 50 13,900
Hutchins St. St.  Claire Dr. Tokay  St. 587 52 30,524
Hutchins St. Vine  St. Windsor  Dr. 222 50 11,100
Hutchins St. Ribier  Av. Alicante  Dr. 270 50 13,500
Hutchins St. Vine  St. St.  Claire Dr. 799 57 45,543
Hutchins St. SUBTOTAL 275,775
Lodi Av. E.B. Wood  Dr. Mills  Av. 425 30 12,750
Lodi Av. E.B. Sacramento  St. R.R. 230 25 5,750
Lodi Av. E.B. Pleasant  Av. Church  St. 380 30 11,400
Lodi Av. E.B. Lee  Av. Pleasant  Av. 360 25 9,000
Lodi Av. E.B. Kristmont  St. Del  Mont St. 530 30 15,900 Lodi Av. E.B. Charleston  Wy. Kensington  Wy. 820 30 24,600 Lodi Av. E.B. Virginia  Av. Ham  Ln. 1325 30 39,750
Lodi Av. E.B. Church  St. School  St. 405 30 12,150
Lodi Av. E.B. Cabrillo  Cir. Kristmont  St. 625 30 18,750 Lodi Av. E.B. School  St. Sacramento  St. 405 25 10,125 Lodi Av. E.B. Del  Mont St. Wood  Dr. 535 30 16,050
Lodi Av. E.B. Mills  Av. Charleston  Wy. 225 30 6,750
Lodi Av. E.B. Kensington  Wy. Virginia  Av. 250 30 7,500 Lodi Av. E.B. Leland  Ct. Cabrillo  Cir. 295 30 8,850
Lodi Av. E.B. Hutchins  St. Lee  Av. 325 30 9,750
Lodi Av. W.B. Allen  Dr. Lower  Sacramento Rd. 1255 31 38,905 Lodi Av. W.B. School  St. Church  St. 405 30 12,150
Lodi Av. W.B. Pleasant  Av. Lee  Av. 360 25 9,000
Lodi Av. W.B. Church  St. Pleasant  Av.. 380 30 11,400
Lodi Av. W.B. Ticknor  Ct. Corinth  Av. 210 31 6,510
Lodi Av. W.B. R.R. Sacramento  St. 225 30 6,750
Lodi Av. W.B. Lee  St. Hutchins  St. 330 30 9,900
2023 Crack Seal Project Locations
Exhibit B
Lodi Av. W.B. Ham  Ln. Ticknor  Ct. 925 31 28,675
Lodi Av. W.B. Sacramento  St. School  St. 405 30 12,150 Lodi Av. W.B. Benson  Dr. Allen  Dr. 775 31 24,025
Lodi Av. W.B. Mills  Av. Benson  Dr. 550 31 17,050
Lodi Av. W.B. Corinth  Av. Mills  Av. 970 31 30,070
Lodi Av. SUBTOTAL 415,660
Stockton St. Almond  Dr. Maxwell  St. 722 60 43,320
Stockton St. Neuharth  Dr. Almond  Dr. 576 60 34,560
Stockton St. Neuharth  Dr. Century  Blvd. 510 60 30,600 Stockton St. Idlewild  Dr. Century  Blvd. 745 60 44,700 Stockton St. Maggio  Cir Idlewild  Dr. 557 60 33,420
Stockton St. Mullen  Wy. Maggio  Cir. 184 60 11,040
Stockton St. Elgin  Av. Maxwell  St. 471 60 28,260
Stockton St. Kettleman  Ln. Elgin  Av. 581 60 34,860
Stockton St. Harney  Ln. Mullen  Wy. 388 60 23,280
Stockton St. SUBTOTAL 284,040
West Ln. NB Harney  Ln. 1000'  S/ Harney Ln. 1000 39.5 39,500 West Ln. SB 1000'  S/ Harney Ln. Harney  Ln. 1000 34 34,000 West Ln. SUBTOTAL 73,500
Lower Sacramento Rd. N.  City Limit Eilers  Ln. 500 65 32500 Lower Sacramento Rd. Woodlake  Cir. Eilers  Ln. 550 65 35750 Lower Sacramento Rd. Turner  Rd. Woodlake  Cir. 350 45 15750 Lower Sacramento Rd. 84,000
TOTAL 1,369,749
RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO AWARD A CONTRACT TO THE LOWEST RESPONSIVE BIDDER FOR THE 2023 CRACK SEAL PROJECT
=====================================================================

WHEREAS, the primary cause of asphalt failure is water infiltration into the street subgrade and crack sealing is one of the most basic, and important, preventive street maintenance practices; and

WHEREAS, this project consists of thoroughly cleaning and seali ng the existing transverse and longitudinal cracks in pavement surfaces and includes other incidental and related work; and

WHEREAS, staff recommends authorizing the City Manager to award a contract for the 2023 Crack Seal Project to the lowest responsive bidder in an amount not to exceed $75,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to award a contract for the 2023 Crack Seal Project to the lowest responsive bidder in an amount not to exceed $200,000; 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 al ter the compensation or term, and to make clerical corrections as necessary.

Dated: August 2, 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 August 2, 2023 by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-____
AGENDA ITEM C-05

COUNCIL COMMUNICATION
APPRO
VED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\TRANSIT\Lodi Station Parking Structure\2022 Structural Repair\C_Change Order Auth.docx 7/19/2023 AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Change Orders in an Amount Not- To-Exceed $20,000 for Lodi Station Parking Garage Repair Project, and Appropriating Funds in the Amount of $20,000
MEET
ING DATE: August 2, 2023
PRE
PARED BY: Public Works Director
RECO
MMENDED ACTION: Adopt Resolution Authorizing City Manager to Execute Change Orders in an Amount Not-To-Exceed $20,000 for Lodi Station Parking Garage Repair Project, and Appropriating Funds in the amount of $20,000.

BA
CKGROUND INFORMATION: The Lodi Station Parking Garage, located at 50 North Sacramento Street, was constructed in 2002, using post-tensioned concrete. In June of 2022, a vehicle hit the concrete wall barrier on the third floor of the parking structure and caused extensive damage to the barrier and the concrete floor.

Thi
s project includes the replacement of the damaged concrete parking barrier, reset the post-tension steel cable; and other incidental and related work as shown on the plans and specifications of the project.

Pl
ans and specifications for this project were approved on December 21, 2022 and the project was awarded to TPA Construction, Inc., of Roseville on March 1, 2023 in the amount of $72,000 and authorized the City Manager to execute change orders in an amount not-to-exceed $20,000.

Chang
e Order No. 1 ($19,640.00) was executed on June 13, 2023 to perform additional work on the post tension cables, which were discovered as damaged during the demolition operation.

Rec
ently, a car hit a concrete masonry short wall on the first floor of the garage, which caused new damage to the facility. The short wall is non-structural and Staff recommends executing an additional change order with TPA Construction, Inc., to perform the necessary repair. This additional Change Order request in the amount not-to-exceed $20,000 is needed to fund this repair work.

St
aff recommends authorizing City Manager to execute additional change orders, in an amount not-to-exceed $20,000, and appropriating funds in the amount of $20,000.

STR
ATEGIC VISION:
5C. Infrastructure: Address deferred maintenance.

Adopt Resolution Authorizing City Manager to Execute Change Orders in an Amount Not -To-Exceed $20,000 for Lodi Station Parking Garage Repair Project, and Appropriating Funds in the Amount of $20,000
August 2, 2023

FISCAL IMPACT: The repair is necessary to repair the vehicle damage to the existing structure.

Staff will attempt to recover the repair costs from the offending party. This project does not impact the General Fund.

FUNDING AVAILABLE: Requested Appropriation:

Transportation Development Act Funds
PWTR-22003 (60199000.77020) $20,000

______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

_______________________________
Charles E. Swimley, Jr.

Public Works Director

Prepared by Lyman Chang, City Engineer/Deputy Public Works Director CES/LC/cd

cc: Public Works Management Analyst
Facilities Superintendent
Transportation Manager
Risk Manager
Construction Manager
TPA Construction, Inc.

#206
District Nos:Citywide Project Length 1 year Priority High Section II
Expenditure Prior Years FY 22/23
Budget
FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Future Yrs Total Miscellaneous 61,911 $ 434,966$ - $ 496,877$ Contracts - $ 110,000$ 20,000$ 130,000$ Total Capital Costs 61,911 $ 544,966$ 20,000$ - $ - $ -$ - $ - $ 626,877$ Section III
Funding Source(s) Prior Years FY 22/23
Budget
FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Future Yrs Total 601 - Transit - Capital 61,911 $ 544,966$ 20,000$ 626,877$ Total Project Financing 61,911$ 544,966$ 20,000$ - $ - $ -$ - $ - $ 626,877$ Funding Sources/Methods of Financing
Estimated Project Costs
Section I:Description
Capital Improvement Program - Maintenance
Project funded with TDA (LTF) carryover funds and new funds. Prior years utilized PWTR-0001 & PWTR-0003, new CIP submittal to utilize on project for all Transit facility repairs and/or upgrades.

Additional Information
The transit-related facilities such as the Transit Station, Parking Structure, CNG Station, Bus Wash, and Bus Shelters, benches and trash receptacles and related apurtenances continue to age and reach their useful life. Repairs, replacements and upgrades are necessary to ensure the facilities remain in a state of good repair and in working order.

Justification/factor driving project
Unexpected costs for miscellaneous repairs, replacements and capital purchases to maintain all transit-funded facilities in good repair.

Munis Project Code:

FY 2023-2024
Maintenance Project Title:Transit Facility Repairs and Upgrades PWTR-22003 RESOLUTION NO. 2023-__

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO EXECUTE CHANGE ORDERS FOR LODI STATION PARKING GARAGE REPAIR PROJECT; AND FURTHER APPROPRIATING FUNDS
========================================================================

WHEREAS, in June 2022, a vehicle hit the concrete wall barrier on the third floor of the parking structure and caused extensive damage to the barrier and the concrete floor; and

WHEREAS, t his project includes the replacement of the damaged concrete parking barrier, reset of the post-tension steel cable; and other incidental and related work as shown on the plans and specifications of the project; and

WHEREAS, specifications for this project were approved on December 21, 2022. The project was awarded to TPA Construction, Inc., of Roseville on March 1, 2023, in the amount of $72,000, and Council authorized the City Manager to execute change orders in an amount not to exceed $20,000; and

WHEREAS, r ecently, a car hit a concrete masonry short wall on the first floor of the garage, which caused new damage to the facility; and

WHEREAS, staff recommends authorizing the City Manager to execute additional change orders, in an amount not to exceed $20,000; and

WHEREAS, staff further recommends appropri ating funds in the amount of $20,000 to the Transportation Development Act Funds PWTR-22003 (60199000.77020).

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute additional change orders, in an amount not to exceed $20,000, to repair the damage to the concrete masonry short wall on the first floor of the Lodi Station Parking Garage; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby appropriate funds in the amount of $20,000 to the T ransportation Development Act Funds PWTR -22003 (60199000.77020); 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: August 2, 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 August 2, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-_____
AGENDA ITEM C-06

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\CVCFILV02\PubWks$\WP\PROJECTS\STORMDRN\Stormwater Trash Collection Phase 2 (2021) (21-07)\CAccept - New Template.docx 7/19/2023 AGENDA TITLE: Accept Improvements Under Contract for Stormwater Trash Collection Project - Phase 2 MEET
ING DATE: August 2, 2023
PRE
PARED BY: Public Works Director
RECO
MMENDED ACTION: Accept improvements under contract for Stormwater Trash Collection Project - Phase 2.

BA
CKGROUND INFORMATION: The project installed a trash capture device in the storm drain line upstream from Outfall No 4 (Exhibit A). The device is designed to filter trash from the storm drain system before being discharged into the Mokelumne River.

Counc
il awarded the construction contract to Soracco, Inc., of Lodi, in the amount of $294,874, on December 01, 2021 and authorized the City Manager to execute Change Orders in an amount not-to-exceed $60,000.

On September 21, 2022, Council increased the City Manager’s change order authority by an additional $72,000. Staff requested the additional change order authority to compensate the contractor for hauling and disposing hazardous soil to the nearest hazardous waste landfill as required by the County Health Department.

The additional funds also addressed an increase in the trash collection device procurement costs associated with the substantial delays brought forth by the County’s requirements.

On D
ecember 21, 2022, Council authorized an additional change order ($35,000), for a total not-to-exceed amount of $167,000. This change order was requested to address an issue found at the Outfall No. 9 pump station, which also discharges to the Mokelumne River. Staff discovered the 60-year old flap gate at the pump station’s discharge manhole was cracked and causing water from the river to continuously backflow into the storm drain system, potentially compromising the storm drain system’s ability to adequately serve the City.

Al
l work was completed in substantial conformance with the plans and specifications approved by City Council.

The final contract price was $452,220 with $157,294.75 in change orders. A summary of the change orders are below.

CO 1
: Modify Handrails at Harmony Homes $ 3,600.00
CO 2: Escalation of trash collection unit cost due to project delays $ 23,564.75 CO 3: Haul and dispose of material at SJ County Health Dept direction $ 35,910.00 CO 4: Reconstruct Outfall No. 9 manhole and pavement repair $ 94,220.00 Cum ulative Change Order Amount: $ 157,294.75
Accept Improvements Under Contract for Stormwater Trash Collection Project - Phase 2 August 2, 2023

\\CVCFILV02\PubWks$\WP\PROJECTS\STORMDRN\Stormwater Trash Collection Phase 2 (2021) (21-07)\CAccept - New Template.docx 7/19/2023 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.

STRATEGIC VISION:
5E. Infrastructure: Proactive infrastructure development for Sphere of influence & growth areas.

FISCAL IMPACT: This project does not impact the General Fund and will slightly increase annual storm drainage maintenance costs for maintaining the trash capture device.

FUNDING AVAILABLE: This project was funded by Wastewater Capital fund.

_______________________________
Charles E. Swimley, Jr.

Public Works Director
Prepared by Alice Bernardino, Associate Civil Engineer
CES/AB/cd
Attachment
Cc: Richard Soracco
Soracco, Inc.

^
Lockeford St.

Cherokee Ln.

Turner Rd.

Victor Rd.(HWY 12)
Hwy. 99
Stockton St.
µ
0 500 1,000250
Feet
Exhibit A
Stormwater Trash Collection Project
Phase 2 (2021)
^ Capture Device Location
Outfall No. 4 Drainage Area
AGENDA ITEM C-07

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\PARKS\Peterson Park\Tennis Court Resurfacing\Caccept.docx 7/18/2023 AGENDA TITLE: A ccept Improvements Under Contract for Peterson Park Tennis Court Resurfacing MEETING DATE: August 2, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: A ccept improvements under contract for Peterson Park Tennis Court Resurfacing.

BACKGROUND INFORMATION: The Peterson Park Tennis Court surfaces were in poor condition and in need of repair. This contract filled existing joints and cracks, repaired low spots and applied a textured, color surfacing system consisting of new acrylic coatings and new textured game lines. On November 2, 2022, City Council authorized the City Manager to award contract up to $60,000 and execute change orders up to $5,000.

The City received the following bid on November 30, 2022:

Above/(Below)
Bidder Location Bid Engineer’s Estimate
Engineers Estimate $55,250.00
Vintage Contractors, Inc. San Francisco $ 47,300.00 ($7,950.00) The final cost of the contract was $50,500.00 and was completed in substantial conformance with the specifications approved by City Council. There was one change order, requested by staff, totaling $3,200.00 to re-paint existing basketball court lines at Peterson Park. The change order also added time for the delay of construction to warmer weather for a better end product and added additional days to re-paint the basketball court. Before and after construction photos of are shown in Exhibits A and B.

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.

STRATEGIC VISION:
6C. Parks: Develop & maintain sports/recreational facilities for City & public use including an indoor sports facility.

FISCAL IMPACT: This project will have a minimal long-term fiscal impact and will not impact the General Fund.

FUNDING AVAILABLE: This project was funded by Parks Capital (43299000.77020). _______________________________
Ch
arles E. Swimley, Jr.

Public Works Director
Prepared by Jimi Billigmeier, Associate Civil Engineer
CES/JB/cd
cc: PRCS Director

EXHIBIT A
Before Construction - Peterson Park Tennis Courts

EXHIBIT B
After Construction - Peterson Park Tennis Courts

AGENDA ITEM C-08

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\PROJECTS\PARKS\Hale Park\2022 Parking Lot Reconstruction\CAccept - New TemplateA.docx 7/19/2023 AGENDA TITLE: Accept Improvements Under Contract for Hale Park Parking Lot Reconstruction MEETING DATE: August 2, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: Accept Improvements under Contract for Hale Park Parking Lot Reconstruction.

BACKGROUND INFORMATION: This project consisted of reconstructing the parking lot at Hale Park. The work included replacing approximately 8,000 square feet of parking lot pavement, reconstructing a driveway approach, installing two handicap-accessible parking stalls, replacing miscellaneous concrete, and other incidental and related work.

The previous parking lot pavement was severely cracked, settled and potholed due to the age of the pavement.

The cracks had allowed water to seep into the pavement subgrade, causing the pavement to fail.

The contract was awarded to Tosted Asphalt, Inc, of Fresno, in the amount of $81,500.00, on February 15, 2023 and authorized the City Manager to execute Change Orders in the amount not-to-exceed $30,000. All work was completed in substantial conformance with the plans and specifications approved by City Council.

The final contract price was $105,329.27 with one change order.

Change Order No. 1 ($23,829.27) included additional driveway reconstruction, reconstruction of the curb ramps at the street corner and within the parking lot at the ADA parking stalls, thermoplastic striping instead of paint, and other miscellaneous items.

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.

STRATEGIC VISION:
5C. Infrastructure: Address deferred maintenance.

FISCAL IMPACT:

FUNDING AVAILABLE:

This project does not impact the General Fund.

This project was funded by 2022/23 CDBG funds
________________________________________
Char les E. Swimley, Jr.

Public Works Director
Prepared by Alice Bernardino, Associate Civil Engineer
CES/AB/cd
Attachments
cc: Parks Project Coordinator
PRCS Director, Jaromay
Exhibit A
Hale Park Parking Lot Reconstruction
Before
After

AGENDA ITEM C-09

COUNCIL COMMUNICATION
APPRO
VED: ________________________________
Stephen Schwabauer, City Manager
\\pwadc02\msc$\GROUP\ADMIN\Council\2023\08022023\RBI\CC Aeration Diffusers.docx 7/17/2023 AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Amendment No.1 with Robertson- Bryan, Inc., of Elk Grove, for Aeration Basin Diffuser System Project Engineering Services ($416,967)
MEETING DATE: August 2, 2023
PREPARED BY: Public Works Director
RECOMMENDED ACTION: Adopt Resolution Authorizing City Manager to Execute Amendment No.1 with Robertson-Bryan, Inc., of Elk Grove, for Aeration Basin Diffuser System Project Engineering Services ($416,967)
BACKGROUND INFORMATION: On November 3, 2021 Council authorized the City Manager to execute a Professional Services Agreement with Robertson-Bryan, Inc., of Elk Grove to provide engineering design and support services for the City of Lodi White Slough Water Pollution Control Facility’s (WSWPCF) Aeration Diffuser System Replacement Project in the amount of $148,124.

Amendment No.1 if approved, will add additional funding for engineering services during construction in the amount of $416,967 for the total contract amount $565,091. The project cost estimate is $3,500,000.

Staff recommends authorizing City Manager to execute Amendment No.1 with Robertson-Bryan, Inc., of Elk Grove, for Aeration Basin Diffuser System Project Engineering Services ($416,967) STRATEGIC VISION:
3D. Fiscal Health: Anticipate and advocate against unfunded mandates.

FISCAL IMPACT:

FUNDING AVAILABLE:

This project is necessary to minimize maintenance costs, maintain wastewater treatment compliance and to avoid potential fines and penalties from the State.

This does not impact the General Fund.

Wastewater Capital PWWS-21001 (53199000.77020)
_______________________________________
A
ndrew Keys
Deputy City Manager/Internal Services Director
________________________________________
Cha rles E. Swimley, Jr.

Public Works Director
CES/LR/cd

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE
CITY MANAGER TO EXECUTE AMENDMENT NO. 1 TO THE PROFESSIONAL SERVICES AGREEMENT WITH ROBERTSON-BRYAN, INC., OF ELK GROVE, FOR

AERATION BASIN DIFFUSER SYSTEM PROJECT ENGINEERING SERVICES ========================================================================

WHEREAS, on November 3, 2021, Council authorized the City Manager to execute a Professional Services Agreement with Robertson- Bryan, Inc., of Elk Grove, to provide engineering design and support services for the City of Lodi White Slough Water Pollution Control Facility’s (WSWPCF) Aeration Diffuser System Replacement Project in the amount of $148,124; and

WHEREAS, staff recommends authorizing the City Manager to execute Amendment No. 1 to the Professional Services Agreement with Robertson- Bryan, Inc., of Elk Grove, for engineering services during construction of the Aeration Basin Diffuser System Project in the amount of $416,967 for the total contract amount of $565,091.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute Amendment No. 1 to the Professional Services Agreement with Robertson-Bryan, Inc., of Elk Grove, for Aeration Basin Diffuser System Project Engineering Services to add additional funding in the amount of $416,967 (total contract amount of $565,091) for engineering services during construction and extend the term of the Agreement through September 1, 2025; 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: August 2, 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 August 2, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-_____
AGENDA ITEM C-10

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt a Resolution Authorizing City Manager to Waive the Bid Process and Execute Amendment No. 1 with Lodi Memorial Hospital Association, Inc., DBA Adventist Health Lodi Memorial ($45,400)
M
EETING DATE: August 2, 2023
P
REPARED BY: Fire Chief
RE
COMMENDED ACTION: Adopt a resolution authorizing City Manager to waive the bid process and execute Amendment No. 1 with Lodi Memorial Hospital Association, Inc., DBA Adventist Health Lodi Memorial ($45,400)
BAC
KGROUND INFORMATION: On October 5, 2017, the Lodi Fire Department entered into a professional service agreement with AH Lodi Memorial Occupational Health and has been utilizing their services for annual physicals since then.

A
ccording to the International Association of Firefighters (IAFF), occupational cancer is one of the leading causes of death for U.S. firefighters, and accounted for 74% of in-line duty deaths in 2022. Firefighters have a 9% increased risk of a cancer diagnosis and are 14% more likely to die from cancer than the general population. Additionally, cancer is a presumptive work-related illness under the California Labor Code. Early detection is the way to mitigate this outcome. If found in early stages, the survival rate is nearly 90%; however, if the cancer is detected in a later stage, that survival rate drops to approximately 21%. The average cost of a cancer workers’ compensation claim varies depending on the type of cancer and how early it’s diagnosed, but some state studies have estimated a cost of $250,000 per claim.

O
ver the past few years, there has been discussion between the Fire, Risk, and Human Resources Departments of adding cancer screening to the fire department’s annual physicals. Staff has researched different options of screening that target the cancers that most affect fire personnel. Staff recommends adding following screenings and has also provided a letter of recommendation from Dr. Kevin Buckman, MD, Emergency Medicine Specialist (see attached).

1. C
arcino-embryonic antigen (CEA) – CEA, as a tumor marker is associated with colorectal cancers, other
gastrointestinal cancers, and lung cancer.

2. Carbohydrate (cancer) antigen 19-9 – CA19-9 shows elevated levels with pancreatic and gastr
ointestinal cancers.

3. Alpha-fetoprotein (AFP) – AFP, as a tumor marker, is associated with liver cancer, germ cell cancers, and other
gastrointestinal cancers.

4. Lipase & Amylase Tests – These blood tests detect early signs of pancreatic cancer and pancreatic diseases.

5. TSH – The serum (blood) TSH test is used to detect thyroid abnormalities.

6. Abdominal Ultrasounds – abdominal ultrasounds look at liver, pancreas, gallbladder, kidneys, adrenal glands, stomach and spleen to detect cancers and diseases.

7. Aortic Aneurism Ultrasounds – this ultrasound detects whether or not an individual has an abdominal aortic aneurism which are connected to smoke inhalation.

8. Cardiac Screening – Currently stress tests are only provided to our Hazmat Team Members. Stress tests are recommended for everyone over the age of 40 and are used to detect cardiovascular disease.

Funding for these additional screenings will add a cost of $45,400 over the course of the next four and a half years, approximately $10,100 each year. Consistent with Lodi Municipal Code 3.20.070, staff recommends authorizing the City Manager to waive the bid process and allow Adventist Health Lodi Memorial to provide the additional screening/testing as part of the Lodi Fire Departments annual physicals. This has the least impact on operations as the screening and testing can be provided in Lodi and is the most cost-effective option.

STRATEGIC PRIORITY ADDRESSED: 7.A: - Public Safety – Reach and maintain full staffing – Adding cancer screening and additional testing to annual physicals, will assist in detecting any cancers or diseases caused by firefighting in early stages to increase survival rate and reduce Workers Compensation costs in the future.

FISCAL IMPACT: This addition will impact fiscal years 2024 – 2027 and will be included in respective budget submissions.

FUNDING AVAILABLE: 10041000.72373

_______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

________________________________________
Ken Johnson
Fire Chief

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO WAIVE THE BID PROCESS AND EXECUTE
AMENDMENT NO. 1 TO THE PROFESSIONAL SERVICES AGREEMENT
WITH LODI MEMORIAL HOSPITAL ASSOCIATION, INC.,

DBA ADVENTIST HEALTH LODI MEMORIAL
========================================================================

WHEREAS, the Lodi Fire Department entered into a P rofessional Services Agreement with Adventist Health Lodi Memorial Occupational Health for annual physicals; and

WHEREAS, according to the International Association of Firefighters (IAFF), occupational cancer is one of the leading causes of death for U.S. firefighters, and accounted for 74% of in- line duty deaths in 2022; and

WHEREAS, staff recommends amending the Professional Services Agreement to include the following screenings: carcino-embryonic antigen (CEA), carbohydrate (cancer) antigen 19-9, alpha-fetoprotein (AFP), lipase and amylase tests, TSH, abdominal ultrasounds, aortic aneurism ultrasounds, and cardiac screening; and

WHEREAS, funding for these additional screenings will add a cost of $45,400 over the course of the next four and a half years, approximately $10,100 each year , and will be included in each fiscal year’s operating budget; and

WHEREAS, consistent with Lodi Municipal Code 3.20.070, staff recommends authorizing the City Manager to waive the bid process and execute the amendment for Adventist Health Lodi Memorial to prov ide the additional screening/testing as part of the Fire Department’s annual physicals.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to waive the bidding requirements and execute Amendment No. 1 to the Professional Services Agreement with Lodi Memorial Hospital Association, Inc., doing business as Adventist Health Lodi Memorial, extending the term to December 31, 2027, and amending the scope of service to include cancer screening, in an amount not to exceed $45,400, for a total amount not to exceed $130,400; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (Res. 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: August 2, 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 August 2, 2023 by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk
2023-____
AGENDA ITEM C-11

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt a Resolution Authorizing City Manager to Execute Amendment No. 2 to Professional Services Agreement with CityBase, of Chicago, IL., for Payment Kiosk Services Extending the Term and Increasing Fees ($30,000) M
EETING DATE: August 2, 2023
P
REPARED BY: Revenue Manager
RE
COMMENDED ACTION: Adopt a resolution authorizing City Manager to execute Amendment No. 2 to Professional Services Agreement with CityBase, of Chicago, IL., for payment kiosk services extending the term and increasing the fees ($30,000)
B
ACKGROUND INFORMATION: The Revenue Division is responsible for collecting payments for the City of Lodi. Utility payments are currently accepted via online, kiosk, interactive voice response, drop-off box and U.S. mail. The current system, Citybase, is being used for kiosk payments is sufficient to meet the needs of the customers and the Finance Department.

K
iosk services provided by Citybase are a convenient 24-hour payment option for customers who would like to pay by cash, credit c ard, or check. The kiosk option gives customer the ability to pay when it is convenient for them and gives them the option to pay by cash. Please see statistics below since inception of Citybase:

Average Number of
Payments Per Month
Average Payment
Amount
Percentage of Customers
Kiosk 1,785 $209.00 6%
T
he Finance Department is requesting that the contract for Citybase be extended 6 months during the conversion of a new kiosk provider and increase the fees by $30,000, for a total contract amount of $327,000.

FI
SCAL IMPACT: Costs for kiosk services are paid by the utilities for which the kiosk collects revenues. Approximately 14% of the cost is General Fund expense F
UNDING AVAILABLE: As per attached breakdown.

FY 22/23

10020203.72312 25% $ 550.00
50060001.72312 25% $ 550.00
53053001.72312 25% $ 550.00
56052001.72312 25% $ 550.00

FY 23/24

10020203.72312 25% $ 6,950.00
50060001.72312 25% $ 6,950.00
53053001.72312 25% $ 6,950.00
56052001.72312 25% $ 6,950.00

_______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCUL AUTHORIZING THE
CITY MANAGER TO EXECUTE AMENDMENT NO. 2 TO THE

PROFESSIONAL SERVICES AGREEMENT WITH CITYBASE, OF

CHICAGO, ILLINOIS, FOR PAYMENT KIOSK SERVICES
========================================================================

WHEREAS, the City processes and collects all payments for utilities, parking permits, general invoices, reconnections fees, and deposits; and

WHEREAS, CityBase is our current provider for kiosk services and is sufficient to meet the needs of the customers and the Finance Department; and

WHEREAS, kiosk services provided by CityBase are a convenient 24 -hour payment option for customers who would like to pay by cash, credit card, or check; and

WHEREAS, staff recommends amending the current agreement to extend the terms for an additional six months and increase the fees.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorizes the City Manager to execute Amendment No. 2 to the Professional Services Agreement with CityBase, of Chicago, Illinois, to ext end the term for an additional six months and increase the fees by $30,000, for an authorized total contract amount of $327,000; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q for 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.

Date: August 2, 2023
========================================================================

I hereby certify that Resolution No. 202 3-___ was passed and adopted by the Lodi City Council in a regular meeting held August 2, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-____
AGENDA ITEM C-12

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt a Resolution Authorizing the City Manager to Enter into A Professional Services Agreement in A Form Acceptable by The City Attorney for The Purchase and Installation of a Three -Stage Elevator in An Amount Not to Exceed $160,000 And Waive the Formal Bid Process
M
EETING DATE: August 2, 2023
P
REPARED BY: Community Development Director
RE
COMMENDED ACTION: A dopt a resolution authorizing the City Manager to enter into a professional services agreement in a form acceptable by the city attorney for the purchase and installation of a three-stage elevator in an amount not to exceed $160,000 and waive the formal bid process.

B
ACKGROUND INFORMATION: On November 4, 2020, the City Council adopted the San Joaquin Community Response to Homelessness – 2020
San Joaquin Strategic Plan (Strategic Plan). The Strategic Plan includes goals and strategies developed from community feedback, which includes increasing access an d reducing barriers to homeless crisis response services and ensure households experiencing homelessness have access to affordable housing.

W
ith the Access Center Project moving forward and the Temporary Access Center currently open for operation, the need for transitional and supportive housing in Lodi is even more apparent.

In ac
cordance with the American Rescue Plan Act (ARPA) of 2021, Department of Health Care Service (DHCS) developed a Medi- Cal Home and Community -Based Services (HCBS) Spending Plan detailing a series of initiatives to enhance, expand and strengthen HCBS in California. The Housing and Homelessness Incentive Program (HHIP) is one of the HCBS Transition Initiatives and is intended to support the delivery and coordination of health and housing services for Medi -Cal members statewide. HHIP is intended to bolster housing and homelessness -focused efforts and investments at local levels, with the aim of building or expanding capacity and partnerships to connect Medi-Cal members to needed housing services and achieving progress in reducing and preventing homelessness. As part of these efforts to meet HHIP program priorities and m easures, HPSJ is partnering with local partners and organizations which deliver housing, or supportive services to Medi-Cal members who are homeless or at risk of homelessness.

W
hen City Staff became aware of this potential funding opportunity, they began discussions with HPSJ and submitted a proposal that would include the purchase of an existing hotel at 22 S. Main Street and convert it to 40 +/- units of transitional and supportive housing units. The project would allow for individuals that have jobs or other steady income (SS, SSDI, VA, etc.) to be housed in a transitional setting with continued wraparound services until they are able to progress to other permanent housing opportunities. After the second round of funding became available, HPSJ staff Adopt Resolution for 22 S Main Street Project Elevator Purchase August 2, 2023

presented the Lodi proposal to their Board and it was approved with a $3,000,000 award to the project on April 26, 2023. City Council accepted and appropriated the funds on June 7, 2023 and authorized the purchase of the property on June 21, 2023.

As funds must be fully expended by the end of the 2023 calendar year, Staff is continuing to move the project forward timely. Additionally, due to the truncated timeline to complete the project, it will be necessary to move quickly on executing agreements to complete the rehabilitation for the project on time. One of these agreements includes the purchase and installation of a three-stage LULA type elevator. Staff has received one quote ( attached in Exhibit A) that may be updated to include additional material cost and is seeking additional quotes to ensure fiscal accountability . However, based on this initial quote, staff is requesting approval of funds not to exceed $160,000 for the elevator purchase in line with the current quote received.

Staff recommends City Council Adopt a resolution authorizing the City Manager to enter into a professional services agreement for the purchase and installation of a three- stage elevator in an amount not to exceed $160,000 in a form substantially similar to ( Exhibit B) and acceptable by the City Attorney. Prior to execution, the Agreement will be finalized to include the selected company based on qualifications and price, final scope of equipment and services.

STRATEGIC PRIORITY ADDRESSED: Strategic Milestone 1-A, expand opportunities for downtown living, and;
Strategic Milestone 4- E, adopt standards and policies
to promote housing for all economic levels.

FISCAL IMPACT: The HPSJ grant will provide $3,000,000 in funds for the Acquisition and development of transitional and
supportive housing that will be affordable to residents.

FUNDING AVAILABLE: 35599000.77020 - $160,000

______________________________________
Andrew Keys
Deputy City Manager/Internal Services Director

_____________________________________
John R. Della Monica, Jr.

Community Development Director

Attachments:

Exhibit A: Quote from NationwideLifts
Exhibit B: Sample Professional Services Agreement

Nationwide Lifts Page 1
NOT TO EXCEED $160,000
Upgrade of interior material approx. $ 22,000.00
Quote:

Date: 07/15/2023
Rep: John Schmeltz
Nationwide Lifts
4667 Golden Parkway #108
El Dorado Hills, California 95762
Phone: (888) 323-8755
Fax: (877) 825-6001
Bill To City of Lodi
221 W Pine Street
Lodi, California 95240
Phone:

Ship To: City of Lodi
22 S Main Street
Lodi, California 95240
Product Name Description Quantity Unit Price Total Price

FREEDOM
LU/LA
(Orion)

COMMERCIAL ELEVATOR (LU/LA)
- 1400 Pounds Capacity
- Smooth Hydraulic Operation
- Number of Levels: 2 (two)
- Travel Distance: Approximately 153 inches
- Cab Configuration: Enter/Exit Same-Side
- Gate: 2 Speed Sliding (Match Cab)
- Landing Doors: 2 Speed Sliding (Primed)
- Cab Size: 48" W x 54” D x 84"T
- Cab Walls: Standard White
- Floor: Plywood Sub-Floor
- Fixtures: Stainless Steel
- Keyless Hall Calls
- Phone in cab in cab
- Battery Backup Lighting
- Manual Emergency Lowering
- No Fire Service
Add Third Floor 117 Inches
California State Inspection Included
1 1
$129,00.00
$9,000.00
$129,00.00
$9,000.00
Thank You, Total: $138,000.00

EXHIBIT A
John Schmeltz
1 AGREEMENT FOR PROFESSIONAL SERVICES
ARTICLE 1

PARTIES AND PURPOSE
Section 1.1 Parties
THIS AGREEMENT is entered into on ______________, 2023, by and between the CITY OF LODI, a municipal corporation (hereinafter “CITY”), and TBD (hereinafter “CONTRACTOR”).

Section 1.2 Purpose
CITY selected the CONTRACTOR to provide the services required in accordance with attached Scope of Services, Exhibit A, attached and incorporated by this reference.

CITY wishes to enter into a n agreement with CONTRACTOR for Purchase and installation of Three-Stage Elevator at 22 S. Main Street (hereinafter “Project”) as set forth in the Scope of Services attached here as Exhibit A. CONTRACTOR acknowledges that it is qualified to provide such services to CITY.

ARTICLE 2

SCOPE OF SERVICES
Section 2.1 Scope of Services
CONTRACTOR, for the benefit and at the direction of CITY, shall perform the Scope of Services as set forth in Exhibit A.

Section 2.2 Time For Commencement and Completion of Work CONTRACTOR shall commence work pursuant to this Agreement, upon receipt of a written notice to proceed from CITY or on the date set forth in Section 2.6, whichever occurs first, and shall perform all services diligently and complete work under this Agreement based on a mutually agreed upon timeline or as otherwise designated in the Scope of Services.

CONTRACTOR shall submit to CITY such reports, diagrams, drawings and other work products as may be designated in the Scope of Services.

CONTRACTOR shall not be responsible for delays caused by the failure of CITY staff to provide required data or review documents within the appropriate time frames.

The review time by CITY and any other agencies involved in the project shall not be counted against CONTRACTOR’s contract performance period. Also, any delays due to weather, vandalism, acts of God, etc., shall not be counted. CONTRACTOR shall Exhibit B
2 remain in contact with reviewing agencies and make all efforts to review and return all comments.

Section 2.3 Meetings
CONTRACTOR shall attend meetings as may be set forth in the Scope of Services.

Section 2.4 Staffing
CONTRACTOR acknowledges that CITY has relied on CONTRACTOR’s capabilities and on the qualifications of CONTRACTOR’s principals and staff as identified in its proposal to CITY. The Scope of Services shall be performed by CONTRACTOR, unless agreed to otherwise by CITY in writing. CITY shall be notified by CONTRACTOR of any change of Project Manager and CITY is granted the right of approval of all origina l, additional and replacement personnel at CITY’s sole discretion and shall be notified by CONTRACTOR of any changes of CONTRACTOR’s project staff prior to any change.

CONTRACTOR represents it is prepared to and can perform all services within the Scope o f Services (Exhibit A) and is prepared to and can perform all services specified therein. CONTRACTOR represents that it has, or will have at the time this Agreement is executed, all licenses, permits, qualifications, insurance and approvals of whatsoever nature are legally required for CONTRACTOR to practice its profession, and that CONTRACTOR shall, at its own cost and expense, keep in effect during the life of this Agreement all such licenses, permits, qualifications, insurance and app rovals, and shall indemnify, defend and hold harmless CITY against any costs associated with such licenses, permits, qualifications, insurance and approvals which may be imposed against CITY under this Agreement.

Section 2.5 Subcontracts
Unless prior written approval of CITY is obtained, CONTRACTOR shall not enter into any subcontract with any other party for purposes of providing any work or services covered by this Agreement.

Section 2.6 Term
The term of this Agreement commences on August 3, 2023 and terminates upon the completion of the Scope of Services or on March 31, 2024, whichever occurs first. 3 ARTICLE 3

COMPENSATION

Section 3.1 Compensation
CONTRACTOR’s compensation for all work under this Agreement shall co nform to the provisions of the Fee Proposal, attached hereto as Exhibit B and incorporated by this reference.

CONTRACTOR shall not undertake any work beyond the scope of this Agreement unless such additional work is approved in advance and in writing by CITY.

Section 3.2 Method of Payment
CONTRACTOR shall submit invoices for completed work on a monthly basis, or as otherwise agreed, providing, without limitation, details as to amount of hours, individual performing said work, hourly rate, and indicating to what aspect of the Scope of Services said work is attributable. CONTRACTOR’s compensation for all work under this Agreement shall not exceed the amount of the Fee Proposal.

Section 3.3 Costs
The Fee Proposal shall include all reimbursable costs requ ired for the performance of the Scope of Services. Payment of additional reimbursable costs considered to be over and above those inherent in the original Scope of Services shall be approved in advanced and in writing, by CITY.

Section 3.4 Auditing
CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for services under this Agreement. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance needed to conduct such an audit.

CONTRACTOR agrees that CITY or its delegate will have the right to review, obtain and copy all records pertaining to performance of this Agreement.

CONTRACTOR agrees to provide CITY or its delegate with any relevant information requested and shall permit CITY or its delegate access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this requirement. CONTRACTOR further agrees to maintain such records for a period of three (3) years after final payment under this Agreement.

4 ARTICLE 4

MISCELLANEOUS PROVISIONS

Section 4.1 Nondiscrimination
In performing services under this Agreement, CONTRACTOR shall not discriminate in the employment of its employees or in the engagement of any sub CONTRACTOR on the basis of race, color, religion, sex, sexual orientation, marital status, national origin, ancestry, age, or any other criteria prohibited by law.

Section 4.2 ADA Compliance
In performing services under this Agreement, CONTRACTOR shall comply with the Americans with Disabilities Act (ADA) of 1990, and all amend ments thereto, as well as all applicable regulations and guidelines issued pursuant to the ADA.

Section 4.3 Indemnification and Responsibility for Damage CONTRACTOR to the fullest extent permitted by law, shall indemnify and hold harmless CITY, its electe d and appointed officials, directors, officers, employees and volunteers from and against any claims, damages, losses, and expenses (including reasonable attorney’s fees and costs), arising out of performance of the services to be performed under this Agre ement, provided that any such claim, damage, loss, or expense is caused by the negligent acts, errors or omissions of CONTRACTOR, any subcontractor employed directly by CONTRACTOR, anyone directly or indirectly employed by any of them, or anyone for whose acts they may be liable, except those injuries or damages arising out of the active negligence , sole negligence, or sole willful misconduct of the City of Lodi , its elected and appointed officials, directors, officers, employees and volunteers. CITY may, at its election, conduct the defense or participate in the defense of any claim related in any way to this indemnification. If CITY chooses at its own election to conduct its own defense, participate in its own defense, or obtain independent legal counsel in defense of any claim related to this indemnification, CONTRACTOR shall pay all of the costs related thereto, including without limitation reasonable attorney fees and costs. The defense and indemnification obligations required by this Agreement are un dertaken in addition to, and shall not in any way be limited by the insurance obligations set forth herein.

Section 4.4 No Personal Liability
Neither the City Council, nor any other officer or authorized assistant or agent or City employee shall be person ally responsible for any liability arising under this Agreement.
5 Section 4.5 Responsibility of CITY
CITY shall not be held responsible for the care or protection of any material or parts of the work described in the Scope of Services prior to final accept ance by CITY, except as expressly provided herein.

Section 4.6 Insurance Requirements for CONTRACTOR
CONTRACTOR shall take out and maintain during the life of this Agreement, insurance coverage as set forth in Exhibit C attached hereto and incorporated by this reference.

Section 4.7 Successors and Assigns
CITY and CONTRACTOR each bind themselves, their partners, successors, assigns, and legal representatives to this Agreement without the written consent of the others. CONTRACTOR shall not assign or trans fer any interest in this Agreement without the prior written consent of CITY. Consent to any such transfer shall be at the sole discretion of CITY.

Section 4.8 Notices
Any notice required to be given by the terms of this Agreement shall be in writing signed by an authorized representative of the sender and shall be deemed to have been given when the same is personally served or upon receipt by express or overnight delivery, postage prepaid, or three (3) days from the time of mailing if sent by first class or certified mail, postage prepaid, addressed to the respective parties as follows:

To CITY: City of Lodi
221 West Pine Street
P.O. Box 3006
Lodi, CA 95241-1910
Attn: John R. Della Monica, Jr.

To CONTRACTOR: TBD
Still waiting on additional quotes

Section 4.9 Cooperation of CITY
CITY shall cooperate fully and in a timely manner in providing relevant information it has at its disposal relevant to the Scope of Services.

Section 4.10 CONTRACTOR is Not an Employee of CITY
CONTRACTOR agrees that in undertaking the duties to be performed under this Agreement, it shall act as an independent contractor for and on behalf of CITY and not an employee of CITY. CITY shall not direct the work and means for accomplishment of 6 the services and work to be performed hereunder. CITY, however, retains the right to require that work performed by CONTRACTOR meet specific standards without regard to the manner and means of accomplishment thereof.

Section 4.11 Termination
CITY may terminate this Agreement, with or without cause, by giving CONTRACTOR at least ten (10) days written notice. Where phases are anticipated within the Scope of Services, at which an intermediate decision is required concerning whether to proceed further, CITY may ter minate at the conclusion of any such phase.

Upon termination, CONTRACTOR shall be entitled to payment as set forth in the attached Exhibit B to the extent that the work has been performed. Upon termination, CONTRACTOR shall immediately suspend all work o n the Project and deliver any documents or work in progress to CITY. However, CITY shall assume no liability for costs, expenses or lost profits resulting from services not completed or for contracts entered into by CONTRACTOR with third parties in reliance upon this Agreement.

Section 4.12 Confidentiality
CONTRACTOR agrees to maintain confidentiality of all work and work products produced under this Agreement, except to the extent otherwise required by law or permitted in writing by CITY. CITY agrees to maintain confidentiality of any documents owned by CONTRACTOR and clearly marked by CONTRACTOR as “Confidential” or “Proprietary”, except to the extent otherwise required by law or permitted in writing by CONTRACTOR. CONTRACTOR acknowledges that CITY is subject to the California Public Records Act.

Section 4.13 Applicable Law, Jurisdiction, Severability, and Attorney’s Fees This Agreement shall be governed by the laws of the State of California.

Jurisdiction of litigation arising from this Agreement sha ll be venued with the San Joaquin County Superior Court. If any part of this Agreement is found to conflict with applicable laws, such part shall be inoperative, null, and void insofar as it is in conflict with said laws, but the remainder of this Agreeme nt shall be in force and effect. In the event any dispute between the parties arises under or regarding this Agreement, the prevailing party in any litigation of the dispute shall be entitled to reasonable attorney’s fees from the party who does not preva il as determined by the San Joaquin County Superior Court.

7 Section 4.14 City Business License Requirement
CONTRACTOR acknowledges that Lodi Municipal Code Section 3.01.020 requires CONTRACTOR to have a city business license and CONTRACTOR agrees to secure such license and pay the appropriate fees prior to performing any work hereunder.

Section 4.15 Captions
The captions of the sections and subsections of this Agreement are for convenience only and shall not be deemed to be relevant in resolving any ques tion or interpretation or intent hereunder.

Section 4.16 Integration and Modification
This Agreement represents the entire understanding of CITY and CONTRACTOR as to those matters contained herein. No prior oral or written understanding shall be of any f orce or effect with respect to those matters covered hereunder. This Agreement may not be modified or altered except in writing, signed by both parties.

Section 4.17 Contract Terms Prevail
All exhibits and this Agreement are intended to be construed as a single document. Should any inconsistency occur between the specific terms of this Agreement and the attached exhibits, the terms of this Agreement shall prevail.

Section 4.18 Severability
The invalidity in whole or in part of any provision of this Agre ement shall not void or affect the validity of any other provision of this Agreement.

Section 4.19 Ownership of Documents
All documents, photographs, reports, analyses, audits, computer media, or other material documents or data, and working papers, wheth er or not in final form, which have been obtained or prepared under this Agreement, shall be deemed the property of CITY. Upon CITY’s request, CONTRACTOR shall allow CITY to inspect all such documents during CONTRACTOR’s regular business hours. Upon term ination or completion of services under this Agreement, all information collected, work product and documents shall be delivered by CONTRACTOR to CITY within ten (10) calendar days.

CITY agrees to indemnify, defend and hold CONTRACTOR harmless from any liability resulting from CITY’s use of such documents for any purpose other than the purpose for which they were intended.

8 Section 4.20 Authority
The undersigned hereby represent and warrant that they are authorized by the parties to execute this Agreement.

Section 4.21 Federal Transit Funding Conditions
If the box at left is checked, the Federal Transit Funding conditions attached as Exhibit D apply to this Agreement. In the event of a conflict between the terms of this Agreement or any of its other exhibits, and the Federal Transit Funding Conditions, the Federal Transit Funding Conditions will control.

Section 4.22 Counterparts and Electronic Signatures
This Agreement and other documents to be delivered pursuant to this Agreement may be executed in one or more counterparts, each of which will be deemed to be an original copy and all of which, when taken together, will be deemed to constitute one and the same agreement or document, and will be effective when counterparts have been signed by each of the parties and delivered to the other parties. Each party agrees that the electronic signatures, whether digital or encrypted, of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. Delivery of a copy of this Agreement or any other document contemplated hereby, bearing an original manual or electronic signature by facsimile transmission (including a facsimile delivered via the Internet), by electronic mail i n “portable document format” (“.pdf”) or similar format intended to preserve the original graphic and pictorial appearance of a document, or through the use of electronic signature software will have the same effect as physical delivery of the paper docume nt bearing an original signature.

//

//

//

//

//

RESOLUTION NO. 2023-__

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE

CITY MANAGER TO WAIVE THE FORMAL BID PROCESS AND EXECUTE A

PROFESSIONAL SERVICES AGREEMENT IN A FORM ACCEPTABLE TO

THE CITY ATTORNEY FOR THE PURCHASE AND INSTALLATION OF A

THREE-STAGE ELEVATOR AT THE TRANSITIONAL AND SUPPORTIVE HOUSING PROJECT LOCATED AT 22 SOUTH MAIN STREET
========================================================================

WHEREAS, on November 4, 2020, the City Council adopted the San Joaquin Community Response to Homelessness – 2020 San Joaquin Strategic Plan (Strategic Plan) ; and

WHEREAS, in accordance with the American Rescue Plan Act (ARPA) of 2021, Department of Health Care Services (DHCS) developed a Medi -Cal Home and Community - Based Services (HCBS) Spending Plan detailing a series of initiatives to enhance, expand and strengthen HCBS in California. The Housing and Homelessness Incentive Program (HHIP) is one of the HCBS Transition Initiatives and is intended to support the delivery and coordination of health and housing services for Medi -Cal members statewide. HHIP is intended to bolster housing and homelessness -focused efforts and investments at local levels, with the aim of building or expanding capacity and partnerships to connect Medi -Cal members to needed housing services and achieving progress in reducing and preventing homelessness; and

WHEREAS, DHCS established required submissions and deliverables for managed care plans in participating counties to identify current state, priorities, invest ments, and monitor progress for HHIP; and will be distributing incentives for plans to oversee and administer payment for HHIP project(s); and

WHEREAS, as part of efforts to meet HHIP program priorities and measures, Health Plan of San Joaquin (HPSJ) wil l partner with local organizations which deliver housing or supportive services to Medi-Cal members who are homeless or at risk of homelessness; and

WHEREAS, the City of Lodi submitted a proposal to HPSJ for acquisition and renovation of a hotel at 22 South Main Street for development of a Transitional and Supportive Housing project; and

WHEREAS, HPSJ Board awarded $3,000,000 on April 26, 2023 towards the project submitted; and

WHEREAS, the Lodi City Council accepted and appropri ated the grant funds on June 7, 2023 and authorized the acquisition of the property on June 21, 2023; and

WHEREAS, the project needs to be completed by the end of calendar year 2023 and there will be a need to execute agreements expeditiously to complete the project on time; and

WHEREAS, staff identified a three- stage elevator that would be sufficient and cost effective to purchase and install at the 22 S outh Main Street Transitional and Supportive Housing project to meet accessibility standards; and

WHEREAS, staff has received one quote that may be updated to include additional material cost and is seeking additional quotes to ensure fiscal accountability. S taff is recommending a not-to-exceed amount of $160,000 in line with the current quote received.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby determine that due to the project completion timeline, it is in the best interests of the City to meet the grant obligation deadline and waive the formal bidding procedures required under Lodi Municipal Code Section 3.20.070; and

BE IT FURTHER RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute a P rofessional Services Agreement in a form acceptable to the City Attorney for the purchase and installation of a three- stage elevator , in an amount not to exceed $160,000. The Council further authorizes the City Manager to make such additional revisions or additions to the Agreement as may be necessary, excluding those impacting project term and revenue, subject to approval as to form by the City Attorney; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (Res. 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: August 2, 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 August 2, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-_____
AGENDA ITEM C-13

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Accepting Lodi Electric Utility’s 2023 Wildfire Mitigation Plan M
EETING DATE: August 2, 2023
P
REPARED BY: Electric Utility Director
RE
COMMENDED ACTION: Adopt a resolution accepting Lodi Electric Utility’s 2023 Wildfire Mitigation Plan.

B
ACKGROUND INFORMATION: In September 2018, the State of California enacted SB 901, requiring municipal electric utilities to create a Wildfire Mitigation Plan (WMP) and submit it to the state by January 1, 2020, and annually thereafter. The intent of this submittal is to meet this annual regulatory requirement.

S
taff created Lodi Electric Utility’s (LEU) first WMP in 2019. The WMP was audited by a Council authorized and CPUC approved independent third-party auditor. Council subsequently approved LEU’s WMP in Resolution 2019-247. As required by SB 901, LEU staff then provided annual updates to Council in December 2020, December 2021 and November 2022.

S
taff has now concluded its year 2023 update to WMP, incorporating the most recent information on staffing- levels, infrastructure status, vegetation management progress, wire-down metrics and other statistics and information collected in the past year. LEU respectfully submits this 2023 WMP update to Council for acceptance.

ST
RATEGIC VISION:
7H. Public Safety: Address strategic safety problem areas in the community.

F
ISCAL IMPACT: Not applicable.

F
UNDING AVAILABLE: Not applicable.
_______________________________________

Jeff Berkheimer
Electric Utility Director
PREPARED BY: Hasan Shahriar, Engineering and Operations Manager

LODI ELECTRIC UTILITY

WILDFIRE

MITIGATION
PLAN 2023

VERSION 1.0

August 2, 2023

TABLE OF CONTENTS
Revision Log, Key Changes ............................................................................................................................. 4 I. Overview ................................................................................................................................................. 5 A. Policy Statement ................................................................................................................................... 5 B. Purpose of the Wildfire Mitigation Plan ............................................................................................. 5 C. Background ............................................................................................................................................ 5 D. Overall Risk Profile .................................................................................................................................. 5 E. Organization of the Wildfire Mitigation Plan .................................................................................... 8 II. Objectives of the Wildfire Mitigation Plan ........................................................................................ 8 III. Roles and Responsibilities ..................................................................................................................... 9 A. Utility Governance Structure ............................................................................................................... 9 B. Wildfire Prevention .............................................................................................................................. 11 C. Wildfire Response and Recovery ..................................................................................................... 11 D. Coordination with Water Utility and Public Safety ........................................................................ 13 E. Coordination with Communication Infrastructure Providers ...................................................... 14 F. Standardized Emergency Management System ......................................................................... 14 IV. Wildfire Risks and Drivers Associated with Design, Construction, Operation, and Maintenance ....................................................................................................................................... 15 A. Particular Risks and Risk Drivers Associated with Topographic and Climatological Risk Factors ................................................................................................................................................... 15

B. Enterprisewide Safety Risks ................................................................................................................ 16 C. Changes to CPUC Fire Threat Map ................................................................................................. 18 V. Wildfire Preventative Strategies ........................................................................................................ 18 A. High Fire Threat District ....................................................................................................................... 18 B. Weather Monitoring ............................................................................................................................ 18 C. Design and Construction Standards ............................................................................................... 19 D. Vegetation Management ................................................................................................................. 20 E. System Maintenance and Inspections............................................................................................ 23 F. Reclosing Policy ................................................................................................................................... 25 G. De-energization ................................................................................................................................... 26 VI. Community Outreach and Public Awareness .............................................................................. 27 VII. Restoration of Service ......................................................................................................................... 28 VIII. Evaluation of the Plan ........................................................................................................................ 29 A. Metrics and Assumptions For Measuring Plan Performance....................................................... 29 Metric 1: Fire Ignitions .............................................................................................................................. 29 Metric 2: Wires Down ............................................................................................................................... 30 Metric 3: Inspection-Cycle Completion .............................................................................................. 31 Metric 4: Vegetation-Management Cycle Completion.................................................................. 32 B. Impact of Metrics on Plan ................................................................................................................. 32 C. Monitoring and Auditing the Plan .................................................................................................... 32 D. Identifying and Correcting Deficiencies in the Plan .................................................................... 33 E. Monitoring the Effectiveness of Inspections ................................................................................... 33 IX. Independent Auditor .......................................................................................................................... 34 X. Cross References to SB-901 Requirements ..................................................................................... 35 I. WSAB Guiadance Advisory Opinion Recommendations ........................................................... 38

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REVI SION LOG, KEY CHANGES

Date Location Description
12/7/2020 Sec. III

Sec. IV.B

Sec. V

Sec. VI

Sec. V.G

Sec. IX

Sec. VIII
C: Updated with current staffing levels
E: Updated infrastructure status

Eliminated redundant map

C: Updated with latest vegetation crew information and adding tree-inventory.

D: Added details of in-progress tree inventory

Replaced projected progress with dates of council presentations and other events which have since occurred

Expanded list with additional de-energization consequences

Replaced planned Audit with actual Audit dates and findings and other updates subsequent to prior year’s plan

Updated metrics
11/30/2021 Sec I.D

Sec. VIII

Sec. V.F
Created new sub. sec. “Risk Profile” & consolidated related info

Updated all metrics, Clarified reporting dates for metrics

Updated Reclosing section to include trial device
11/2/2022 Sec. VIII A Updated metrics for last one year. 7/17/2023 Sec. VIII A Updated metrics.

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I. OVERVIEW
A. POLICY STATEMENT
Lodi Electric Utility’s (LEU’s) overarching goal is to provide safe, reliable, and economic electric service to its local community. In order to meet this goal, LEU strives to construct, maintain, and operate its electrical lines and equipment in a manner that minimizes the risk of catastrophic wildfire posed by its electrical lines and equipment.

LEU is a department within the City of Lodi. As a public entity whose service territory is contained entirely within the City limits, LEU’s interests are entirely aligned with the City’s and the population we serve; we have no fiduciary obligation to any shareholders taking precedence over our customer-residents, nor any other priorities greater than Lodi’s. LEU is singularly focused on serving Lodi, to the greatest extent possible. Lodi’s wildfire prevention and mitigation efforts are thus benefited by Lodi’s organizational structure and focus.

B. PURPOSE OF THE WILDF IRE MITIGATION PLAN
This Wildfire Mitigation Plan describes the range of activities that LEU is taking to protect LEU infrastructure from wildfire impacts and to mitigate the threat of power-line ignited wildfires, including its various programs, policies, and procedures. This plan is subject to direct supervision by Lodi’s City Council and is implemented by the Electric Utility Director. This plan complies with the requirements of Public Utilities Code section 8387 for publicly owned electric utilities to prepare a wildfire mitigation plan by January 1, 2020, and annually thereafter.

This Wildfire Mitigation Plan describes the safety-related measures that LEU follows to reduce its risk of causing wildfires.

C. BACKGROUND
LEU has provided Electric Service to the City of Lodi for over 110 years with n o known history of causing any widespread fire, nor suffering a widespread and prolonged outage due to any fire.

While no utility is fully immune to fire, LEU’s history of outages and fire is consistent with operating a utility in an urban area.

D. OVERALL RISK PROFILE
Wildfire risk is greatly reduced by LEU’s topography, setting, and urbanization. LEU is located in a region of the state with a very low wildfire risk. LEU is entirely situated within the California Public

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Utilities Commission’s (CPUC) lowest fire-threat risk-tier (Tier-1) with no part of LEU’s service territory in or near the High Fire Threat District designed in the CPUC’s Fire Threat Map1. Lodi Electric’s service territory is predominantly categorized as either “non-fuel” or “moderate” in the California Department of Forestry and Fire Protection’s (CALFIRE) Fire and Resource Assessment Program (FRAP) Fire Threat Map2. The area that is categorized as “moderate” is only approximately 2% of LEU’s service territory primarily along the Mokelumne River. Cal Fire also provides the following statement with regard to the Local Responsibility Area for the County of San Joaquin, which LEU’s Service Territory is entirely within, “Update, 6/2008: CAL FIRE has determined that this county has no Very High Fire Hazard Severity Zones in LRA. Therefore [San Joaquin] county will not have a map of recommended VHFHSZ in LRA”3. Based on a review of local conditions and historical fires, Lodi Electric has determined that its electrical lines and equipment do not pose a significant risk of catastrophic wildfire.

LEU’s territory is flat, lacking any mountains, valleys, and similar hard to access locations. The City of Lodi’s General Plan describes LEU’s service territory as, “…not characterized by substantial areas of wildlands. The topography of the area is relatively homogenous and steep slopes that could contribute to wildland fires are not common. Data provided by the California Department of Conservation Fire and Resource Assessment Program in 2007 indicate that no portions of the [City’s] Planning Area are classified as having a “High” or “Very High” risk.” LEU is bordered on the northern edge by the Mokelumne River. LEU is further benefited by advantageous land use in the surrounding area. In contrast with utilities traversing through large wilderness areas with decades of dry fuel accumulation, LEU is surrounded by miles of actively managed grape vineyards. Grape vineyards, with their open-space, moisture content, and active management, are frequently considered a very good firebreak, "The fire just came up to the edge of the vineyard and stopped."
4 Further, much of LEU’s underground circuitry exists on the perimeter of LEU’s service territory, and functions as a buffer between LEU’s overhead infrastructure and the unimproved land abutting LEU’s service territory.

LEU’s Service Territory is limited to a dense urban footprint (approximately 13.7 square miles of land). With an estimated population of more than 68,000; this results in a density of ~5,000 persons per square mile of LEU service-territory; this density is advantages to the Utility as it provides tremendous visibility on LEU’s infrastructure and any problems which arise. Problems within LEU’s territory are therefore generally discovered very quickly. LEU’s compact territory also allows LEU personnel to reach nearly every utility asset within a 10 -minute drive from its headquarters. The high visibility and close proximity therefore generally result in quick discovery and quick addressing of problems. This is in stark contrast with utilities having thousands of miles of line traversing inaccessible areas of California’s dry forests, far from urban areas, lacking any

1 Cal Fire Map ID: FTHREAT_MAP, Oct. 20, 2005
2 Cal Fire Map ID: FTHREAT_MAP, Oct. 20, 2005
3 Cal Fire Map ID: FHSZL06_1_MAP, Oct. 02, 2007,
http://www.fire.ca.gov/fire_prevention/fhsz_maps_sanjoaquin (05/22/2019) 4 Mohan, Geoffrey. “Vineyards may have kept the wine country fire from getting worse.” Los Angeles Times, web. https://www.latimes.com/business/la-fi-vineyards-firebreak-20171012-story.html

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meaningful public visibility, and with potentially great travel distances required for the Utility and fire-fighting resources in responding to a problem.

As detailed extensively in the plan below, Lodi is also well-positioned with impressive water resources and fire-fighting capabilities, making for another stark contrast with utilities traversing sparse wilderness areas.

Despite LEU’s low-risk profile, LEU takes appropriate actions to help its region prevent and respond to the increasing risk of wildfires. In its role as a public agency, LEU closely coordinates with other local safety and emergency officials to help protect against fires and respond to emergencies. LEU follows applicable design, construction, operation, and maintenance requirements that reduce safety risks associated with its system.

WSAB Requested Risk Profile Information
Utility Name

Lodi Electric Utility (LEU)
Size (Sq Mi.) ~ 13.7 Sq. Mi.

Assets  Distribution
 Sub-transmission (60 kV)

Note-1: LEU owns shares in generation plants outside of LEU service territory, managed and operated by NCPA.

Note-2: A 27 MW Peaker-Plant, owned and operated by NCPA, is found within LEU’s service territory
Number of Customers
Served
Approximately 28,000 active accounts, of which approximately are 22,600 residential accounts, and the balance is divided between commercial/industrial/misc. Estimated 2021
Population: 68,000+
Customer Classes  Residential
 Government
 Small/Medium Business
 Commercial/Industrial
Location / Topography Central Valley, approximately 100% urban / Flat Percent Territory in CPUC
High Fire Threat Districts
0%
CAL FIRE FRAP Map Fire
Threat Zones
Non-Fuel
Existing Grid Hardening
Measures
Approximately 50% underground. Overhead hardening
measures include pole-changeouts, overclassing poles,
reconductoring with steel-reinforced conductors, etc.

Utility Fire Threat Risk Level Low

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E. ORGANIZATION OF THE WILDFIRE MITIGATION PLAN
This Wildfire Mitigation Plan includes the following elements:
• Objectives of the plan;
• Roles and responsibilities for carrying out the plan; • Identification of key wildfire risks and risk drivers; • Description of wildfire prevention, mitigation, and response strategies and programs; • Community outreach and education;
• Metrics for evaluating the performance of the plan and identifying areas for improvement; and
• Review and validation of the plan.

II. OBJECTIVES OF THE WILDFIRE MITIGATION PL AN
The primary goal of this Wildfire Mitigation Plan is to describe LEU’s programs, practices, and measures in-place, which effectively reduce the probability that LEU’s electric supply system could be the origin or contributing source for the ignition of a wildfire; and in doing the aforementioned, comply with CA PUC Section 8387 and CA SB-901 2018 and its underlying goal to operate the electric-system safely when in high wildfire risk conditions. To support this goal, LEU regularly evaluates the prudent and cost-effective improvements to its physical assets, operations, and training that can help reduce the risk of equipment-related fires.

The secondary goal of this Wildfire Mitigation Plan is to improve the resiliency of the electric grid.

As part this plan, LEU continues to assess and implement new industry practices and technologies that reduce the likelihood of an interruption (frequency) in service, improve the restoration (duration) of service, and increase public safety during high wildfire risk conditions.

Impacted by Another
Utility’s PSPS?
No known historical instances
Mitigates Impact of Other
Utility’s PSPS?
Not as LEU interprets this question
Expects to Initiate its own
PSPS?
No
Prevailing Wind Directions
& Speeds by Season
Low

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III. ROLES AND RESPONSIBI LITIES
A. UTILITY GOVERNANCE S TRUCTURE

City of Lodi Organization Chart (Excerpt, As Relevant to Wildfire Mitigation)

LEU’s governance begins with the citizens of Lodi electing a City Council. The City Council appoints a city manager who in turn hires directors and chiefs to run the various departments and utilities within the City’s auspices.

A key difference between LEU and Investor Owned Utilities (IOUs) is that LEU is publicly owned and overseen by the very community it serves; LEU has no shareholders and is not-for-profit.

Citizens of Lodi
Lodi City
Council
City Manager
Electric Utility
Director
Engineering &
Operations
Mgr.

Operations
Division
Engineering
Division
Electric
Superintendent
Substation
Division
Construction /
Maint. Division
Vegetation
Management
Police Chief Fire Chief Public Works
Director
Water Utility
Parks & Rec
Director

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Some of these positions’ duties, specific to wildfire mitigation include:
:

City Manager:

• Oversight responsibility for the underlying departments

Electric Utility
Director:

• Management of the Electric Utility
• Overall implementation of this plan

Fire Chief:

• Fire response
• Medical-emergency response
• Maintaining a high-state of readiness (including staffing, training, perpetrations, equipment status)
• Implementation of Incident Command System protocols
• Certain public safety functions, partly overlapping with the Police Chief

Public Works
Director:

• Management of the water system (including ensuring adequate supply, delivery, redundancy and back-up)
• Maintenance of any City-Owned street trees (trimming, removal, etc.)

Police Chief:

• Law enforcement
• Certain public safety functions, partly overlapping with the Fire Chief

Parks & Rec.

Director:

• Overall condition of City’s Parks (including vegetation management and fuel removal)

Engineering &
Operations
Manager:
• Management of Engineering Division
• Design practices
• Specifications
• Standards
• Management of Operations Division
• Utility Mapping

Electric
Superintendent:
• Management of Substation Division
• Management of Construction Division
• Vegetation Management program (inspections & trimming) • Conducting system patrols and inspections

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B. WILDFIRE PREVENTION
Under the City’s organizational arrangement, LEU’s Director has overall responsibility for the implementation and execution of this plan; LEU’s Engineering and Operations Manager oversees responsibility for electric facility design; and LEU’s Electric Superintendent oversees responsibility for construction, maintenance, inspections, and vegetation management.

Other City departments contribute greatly to wildfire prevention efforts. Lodi’s Fire Department conducts various forms of community outreach and has historically worked with Lodi’s Parks & Recreation Department to conduct annual inspections of trees and vegetation in certain within certain properties controlled by the City, with the goal of identifying and removing fire -fuels such as dead trees or underbrush which may have accumulated.

C. WILDFIRE RESPONSE AN D RECOVERY
LEU is available to its customers 24 hours per day, seven days per week, 365 days per year.

During a wildfire or other public safety event, LEU’s operations center has the ability to dispatch personnel to aide as needed around the clock. In the event that an incident requires more personnel than LEU has on hand, LEU has mutual-aid agreements in place and available to provide nearly unlimited line-worker resources.

LEU staff has the following obligations regarding fire prevention, response, and investigation:
• Operate the electrical system in a manner that will minimize potential wildfire risks. • Take all reasonable and practicable actions to minimize the risk of a catastrophic wildfire caused by LEU’s electric facilities.
• Coordinate with federal, state, and local fire management personnel as necessary or appropriate to implement LEU’s Wildfire Mitigation Plan. • Immediately report fires, pursuant to existing POU practices and the requirements of this Wildfire Mitigation Plan.
• Take corrective action when the staff witnesses or is notified that fire protection measures have not been properly installed or maintained.
• Comply with relevant federal, state, and industry standard requirements, including the industry standards established by the California Public Utilities Commission. • Collect and maintain wildfire data necessary for the implementation of this Wildfire Mitigation Plan.
• Provide suitable training programs for all employees having obligations for implementation of this Wildfire Mitigation Plan.

The City has established and positioned numerous public safety and water-utility resources, available to assist in combating wildfires and assisting with other public safety events and emergencies.

Fire Department staffing fluctuates from time-to-time, but has budgeted approximately 54 personnel, including 48 line staff.

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The Insurance Services Office (ISO) measures the effectiveness of fire-mitigation services in fire protection areas throughout the country5. The ISO assigns each area a Public Protection Classification (PPC) rating between one and ten (where one is the best, and ten is the worst). As of May 2019, Lodi has the nearly highest ISO PPC rating of two. The Lodi Fire Department’s high ranking places Lodi, in the top 95 percent of the ISO’s fire-mitigation effectiveness rankings, nationwide. A Class 2 ISO rating “indicates that the Fire Department is strateg ically placed throughout the City, and has adequate personnel, equipment, and expertise to serve the current population.”6

Source:
https://www.isomitigation.com/p
pc/program-works/facts-and-
figures-about-ppc-codes-
around-the-country/
5/9/2019

Unlike many volunteer fire departments, Lodi’s Fire Department is staffed with professional firefighters 24/7/365 and maintains a constant high-level of readiness.” As of 8/7/2019, the department met the self-imposed National Fire Protection Association’s response time criteria of 6 minutes for 90% of all calls.7
As of 2021, the City operated 28 groundwater wells providing a total pumping capacity of 37,910 gallons per minute8,9 in addition to a Surface Water Treatment Plant, which currently has a capacity of 10-million gallons per day10,11. The 28 wells are computer controlled and “operate automatically on pressure demand, so that when water use increases, more wells are started ”12. “Seven wells are fitted with emergency diesel powered generators. (….will help maintain water pressure during power outages….)”13 The City has 5 million gallons of water storage, spread

5 http://www.iso.com/isoPassportHelp/reading_loc_ppc_reports.htm 6 City of Lodi, General Plan, 4/2010 § 3.3
7 Lodi Ca. Incident Compliance Percentage Report, June July 2019 8 City of Lodi, Public Works, Annual Water Quality Report For 2021 9 City of Lodi, Public Works, Water Master Plan, 2012, § 2.1 10 City of Lodi, Urban Water Management Plan, Pg. 40
11 City of Lodi, Public Works, Annual Water Quality Report For 2021 12 City of Lodi, Public Works, Annual Water Quality Report For 2021 13 City of Lodi, Public Works, Annual Water Quality Report For 2021

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across different tanks14. During peak-season (roughly coinciding with high-heat and fire-season), the City’s Water Utility’s operating practice is to maintain its massive storage reserves at a nearly - full capacity.
“The City of Lodi owns and operates 28 emergency standby generator sets that range in size between six kilowatt (kW) to 2,000kW. The generators are located at critical facilities where operation during an extended power outage is necessary to maintain public health and/or safety. Examples of these facilities include fire stations, water wells, the Surface Water Treatment Plant, sanitary lift stations, White Slough Water Pollution Control Facility (WSWPCF), the police station, and Lodi Public Library.”15 The Library will also serve as a community resource center during a de-energization event.

The City has also undertaken replacement projects to upsize two and three inch water mains, to larger sizes, capable of providing more flows during fires. 16 Additionally, Lodi’s Fire Department has the ability to pump water from the Mokelumne River -- a nearly unlimited fire-water resource on the northern edge of town. Lodi’s Fire Department also has access to wide -area mutual-aid resources, able to provide yet more water tenders and substantial additional fire-fighting resources.

Police Department staffing fluctuates from time-to-time, but has budgeted approximately 109 full-time employees, comprised of 77 sworn officers, 32 support staff, and various additional volunteers.”17

“The City has adopted the San Joaquin County Hazard Mitigation Plan . This plan identifies measures to reduce the impacts of natural and manmade hazards and to facilitate the recovery and repair of structures if damage should occur from hazardous events.” 18 “The City provides street standards for all street types, thus ensuring appropriate standards for emergency access and evacuation.”19
D. COORDINATION WITH WATER UTILIT Y AND PUBLIC SAFETY
Lodi’s Fire Department, Lodi’s Public Works (including the Water Utility), and Lodi’s Electric Utility, are all departments within the same organization. This unified structure results in frequent contact and communication between the departments on many fronts and topics, and a beneficial familiarity in working together. Lodi’s Fire Department, (generally by way of its 24-hour Fire Dispatch), is well-versed in requesting assistance from LEU during emergencies. Fire Dispatch requests LEU’s assistance for every structure fire; for all other fires (e.g. vehicle fires) LEU assistance

14 City of Lodi, General Plan, 4/2010 § 3.3
15 City of Lodi, City Council meeting, June-19 2019, Agenda Item C-11 16 City of Lodi, General Plan, 4/2010 § 3.3
17 PD provided info, 10/2020
18 City of Lodi, General Plan, 4/2010 § 8.5
19 City of Lodi, General Plan, 4/2010 § 8.5

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is always available, with utilization determined on a case-by-case basis by the event’s Incident Commander. Examples of LEU assistance include, to de-energize lines for fire and rescue operations, and to assess the hazards when overhead lines are on the ground (such as due to car accidents). While Lodi’s Police Department requests assistance from LEU less often, the same communication channels and access exist and are available.

The Water Utility’s infrastructure is designed to automatically increase pressure and water-supply to the areas of the system where it’s needed, 24 hours per day, without any human involvement required. In the rare event that an unusually large or prolonged event requires more water than is normally possible, Lodi’s Water Utility staff are available 24 hours per day; Lodi’s Fire Department is able to notify the Water Utility of any unusual need. Upon such notification, the Water Utility has some additional ability to manually increase supply and pressure , and allocate more water to certain parts of town.

E. COORDINATION WITH COMMUNICATION INFRAS TRUCTURE

PROVIDERS
In the event of a disaster, Lodi has various different communication channels available for notifying and messaging the public.
• Lodi has access to the County of San Joaquin’s emergency alert system – able to interrupt radio and television programming to provide an emergency message. • The County of San Joaquin also has a cell-phone triangulation system, able to message cell phones within a user-definable region. This system is available to Lodi for emergency use.
• Lodi has the ability to broadcast a message onto the AM spectrum. • Lodi Unified School District has public-messaging capabilities available to the City. • Lodi recently implemented a reverse-911 system, whereby emergency personnel can send an emergency notification message to area cell-phones, land-lines, and VOIP phones.
• LEU also provides notifications on our website www.lodielectric.com • LEU has recently implemented an Outage Management System (OMS) and an Interactive Voice Response (IVR) system, for outage dispatch and notification purposes.

F. STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
As a local governmental agency,20 the City of Lodi has planning, communication, and coordination obligations pursuant to the California Office of Emergency Services’ Standardized Emergency Management System (“SEMS”) Regulations,
21 adopted in accordance with
Government Code section 8607. The SEMS Regulations specify roles, responsibilities, and structures of communications at five different levels: field response, local government,

20 As defined in Cal. Gov. Code § 8680.2.
21 19 CCR § 2407.

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operational area, regional, and state.22 Pursuant to this structure, the City of Lodi annually coordinates and communicates with the relevant safety agencies as well as other relevant local and state agencies.

Under the SEMS structure, a significant amount of preparation is done through advanced planning at the county level, including the coordination of effort of public, private, and nonprofit organizations. San Joaquin County serves as the Operational Area; Lodi’s representation includes the City of Lodi’s Fire Chief. The Operational Area includes local and regional organizations that bring relevant expertise to the wildfire prevention and recovery planning process.

Pursuant to the SEMS structure, City of Lodi representatives participate in regular meetings (typically monthly) and various simulation exercises (typically yearly), wherein various disasters (e.g. flood, earthquake, fire, etc.) are simulated.

LEU is a member of the California Utility Emergency Association, which plays a key role in ensuring communications between utilities during emergencies. LEU also participate in the Western Energy Institute’s Western Region Mutual Assistance Agreement, which is a mutual assistance agreement covering utilities across a number of western states.

IV. WILDFIRE RISKS AND DRIVERS ASSOCIATED WITH DESIGN,

CONSTRUCTION, OPERATION, AND M AINTENANCE
A. PARTICULAR RISKS AND RISK DRIVERS ASSOCIATED WITH

TOPOGRAPHIC AND C LIMATOLOGICAL RISK FACTORS

22 Cal. Gov. Code § 2403(b):
(1) “Field response level” commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat. (2) “Local government level” manages and coordinates the overall emergency response and recovery activities within their jurisdiction.
(3) “Operational area level” manages and/or coordinates information, resources, and priorities among local governments within the operational area and serves as the coordination and communication link between the local government level and the regional level. (4) “Regional level” manages and coordinates information and resources among operational areas within the mutual aid region designated pursuant to Government Code §8600 and between the operational areas and the state level. This level along with the state level coordinates overall state agency support for emergency response activities. (5) “State level” manages state resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and state level, and serves as the coordination and communication link with the federal disaster response system.

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Within LEU’s service territory and the surrounding areas, the primary risk drivers for wildfire are the following:
• Extended drought
• High winds
• Low humidity
Specific risks from these risk-drivers include increased vegetation mortality, contributing dry-fuels to the region, as well as deceased vegetation in its weakened-state potentially falling into energized lines during high-wind events. As mentioned in this plan, in contrast with the vegetation encountered by utilities traversing vast stretches of the California wilderness, the vegetation within LEU’s territory is much healthier, limited, less-dense, and managed, consistent with that of an urban/suburban utility; further the land-use surrounding LEU is overwhelmingly actively-managed grape vineyards extending for miles in every direction.

LEU is unable to identify any direct risks of catastrophic wildfire in LEU’s service territory in connection with “dynamic climate change” risks. Indirect risks to LEU’s territory include the possible reduction of local Fire Department resources at times of mutual-aid deployments including combatting wildfires in State Responsibility Areas (a 12/12/2017 News Release by Cal Fire, US Forest Service and the Tree Mortality Task Force reports 129 Million dead-trees in California, predominantly in the Sierra Nevada region of the state).

B. ENTERPRISEWIDE SAFETY RISKS
Fire risks due to drought and windy conditions are low within LEU’s service territory. Lodi is a well- developed urban area with over 50 percent underground high voltage circuitry. In consultation with numerous experts and stakeholders, the CPUC created and adopted a statewide fire threat map to delineate the boundaries to identify, evaluate and potentially adopt stricter fire -safety regulations that apply to overhead power lines, electric equipment, and communications lines located within those boundaries. Drawing on the immense collective expertise responsible for the creation of the CPUC’s map, LEU’s methodology was to overlay LEU’s service territory and overhead transmission lines coming into the City of Lodi onto the fire threat map and therein identify potential areas of concern. LEU’s service territory and transmission all lines fall under the category of Tier-1 (i.e. low risk). The description of tiered fire threat zones are shown in Table-1 and the overlay of LEU’s service territory over the CPUC fire threat map is shown as Exhibit -1 below.

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Table – 1
Description of tiered fire threat zones
Zone Category Description
Tier 3 Extreme
Wildland areas where exposure to overhead power lines, the availability of water resources, and emergency responder circulation routes affect response times to combat wildland fires.

Tier 2 Elevated Elevated risk due to vegetation, high voltage regional transmission lines crossing the area, and adjacency to Tier 3 fire threat zones.

Tier 1 Low Well-developed areas, typically with underground high voltage circuitry.

Exhibit – 1
Overlay of LEU’s service territory over the CPUC fire threat map

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C. CHANGES TO CPUC FIRE THREAT MAP
Currently LEU does not propose any changes to the borders of the High Fire Threat District boundaries as indicated in CPUC’s fire threat map (adopted by the CPUC January 19, 2018).

V. WILDFIRE PREVENTATIVE STRATEGIES
A. HIGH FIRE THREAT DISTRICT
LEU, as a member of California Municipal Utilities Association (CMUA), participated in the development of the CPUC’s fire-threat map which designates a high-fire threat district. In the map development process, LEU served as a territory lead, and worked with utility st aff and local fire and government officials to identify the areas of LEU’s service territory that are at an elevated or extreme risk of power line ignited wildfire. It was determined that LEU’s service territory and 60 kV transmission lines leading into the service territory are located outside of the high fire threat district as designated by the CPUC Fire-Threat Map.

LEU’s efforts to improve this plan and achieve its goals are ongoing, including its efforts to identify existing and emerging fire threats and validate the characterization of LEU’s service territory. LEU will continue to review any new information, and any future updates in the CPUC’s Fire-Threat Maps, and revisit the above assessment as necessary.

B. WEATHER MONITORING
LEU monitors current and forecasted weather data from a variety of sources including:
• LEU’s in-house weather station
• United States National Weather Service
• “PG&E Weather Awareness” website23 (an aggregation of regional PSPS, wind, temperature, Red-Flag and other information)
• “PG&E PSPS Maps” website24
• National Fire Danger Rating System (NFDRS)

23 https://www.pge.com/en_US/safety/emergency-preparedness/natural-disaster/wildfires/psps-weather- map.page?WT.mc_id=Vanity_weather
24 https://www.pge.com/en_US/safety/emergency-preparedness/natural-disaster/wildfires/psps-event- maps.page

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C. DESIGN AND CONSTRUCTION STANDARDS
LEU’s electric facilities are designed and constructed per the City of Lodi’s Electric Overhead Construction Standards to meet or exceed the relevant federal, state, or industry standard s. LEU treats CPUC General Order (GO) 95 as a key industry standard for design and construction of overhead electrical facilities. LEU meets or exceeds all standards in GO 95. Additionally, LEU monitors and follows as appropriate the National Electric Safety Code.

Additional wildfire-mitigating design and construction standards LEU employs include:
• LEU stocks a wide range of covered-wires for use as jumpers and lead-wires

• LEU has specified all overhead transformers and capacitors to have bushing covers pre- installed. In targeting the locations where distance between energized medium-voltage phases are in their closest proximity to each other (or ground potential), the combination of bushing covers and covered leads greatly reduces the ability for wildlife, foliage, balloons or other foreign objects to make contact with energized parts and potentially ignite a fire

• All new distribution pad-mount transformers and switches have their medium-voltage interfaces specified as dead-front. In contrast with live-front equipment, dead-front equipment reduces the possibility of an unintended object making contact with energized components and igniting a fire. Examples include: wildlife (snakes, burrowing - rodents, etc.), a dropped-tool or a piece of foliage or debris which blows-in while the cabinet is energized and open for servicing.

• LEU recently introduced natural ester oil (Envirotemp/FR3) into its specifications for oil- filled distribution transformers and switches. “Envirotemp FR3 fluid has exceptionally high fire and flash points of 360
°C and 330°C, respectively - the highest ignition resistance of any high fire point dielectric fluid currently available. It qualifies as a “high fire point”, “less flammable”, “IEC Class K”, and “non-propagating” fluid. FR3 fluid is FM Global Approved and Underwriters Laboratories Classified as a Less-Flammable Dielectric Liquid.

FR3 fluid possesses a 100% fire safety record, and is an ideal choice for transformers positioned indoors, underground, and in close proximity to buildings and other equipment”
25 • New subdivisions and large commercial customers are connected by extending underground facilities, limiting the creation of additional overhead exposure 26

25 Cargill, EnvirotempTM FR3TM Natural Ester Dielectric Fluid Overview, Page-1 26 Very rare exceptions may exist, such as for new minor-infill subdivisions found in overhead regions and where design constraints preclude underground infrastructure

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• LEU is aggressively pursuing the removal of aged small-diameter overhead copper primary-voltage conductor (specifically, #6CU solid), commonly replacing it with larger diameter, stranded conductor with a steel core. LEU believes this will provide greater safety, reliability and minimize lines-down events and in turn, fires associated with them.

LEU anticipates nearly all of this conductor will be removed from the system over the next 5-years. LEU does not have robust historical data on how much has been removed from the system to-date, but has the following data-points which are indicative of LEU’s efforts:

4/28/2021 2/15/2022
System Inventory of
Overhead #6CU Conductor
(Approx.)
302,400 feet 217,650 feet

D. VEGETATION MANAGEMEN T
LEU strives to meet or exceed the minimum industry standard vegetation management practices. The recommended time-of-trim guidelines do not establish a mandatory standard, but instead provide useful guidance to utilities. LEU will use specific knowledge of growing conditions and tree species to determine the appropriate time -of-trim-clearance in various circumstances.

GO 95, Rule 35, Table 1
Case Type of Clearance Trolley
Contact,
Feeder and
Span Wires, 0-
5kv
Supply
Conductors
and Supply
Cables, 750 -
22,500 Volts
Supply
Conductors
and Supply
Cables, 22.5
- 300 kV
Supply
Conductors
and Supply
Cables, 300 -
550 kV (mm)
13 Radial clearance of
bare line conductors
from tree branches
or foliage
18 inches 18 inches ¼ Pin
Spacing
½ Pin
Spacing
14 Radial clearance of
bare line conductors
from vegetation in
the Fire-Threat District
18 inches 48 inches 48 inches 120 inches

Appendix E, Guidelines to Rule 35
The radial clearances shown below are recommended minimum clearances that should be established, at time of trimming, between the vegetation and the energized conductors and associated live parts where practicable. Reasonable vegetation management practices may make it advantageous for the purposes of public safety or service reliability to obtain greater clearances than those listed below to ensure compliance until the next scheduled

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maintenance. Each utility may determine and apply additional appropriate clearances beyond clearances listed below, which take into consideration various factors, including:
line operating voltage, length of span, line sag, planned maintenance cycles, location of vegetation within the span, species type, experience with particular species, vegetation growth rate and characteristics, vegetation management standards and best practices, local climate, elevation, fire risk, and vegetation trimming requirements that are applicable to State Responsibility Area lands pursuant to Public Resource Code Sections 4102 and 4293.

Voltage of Lines Case 13
Radial clearances for any conductor of a line operating at 2,400 or more volts, but less than 72,000 volts
4 feet

Radial clearances for any conductor of a line operating at 72,000 or more volts, but less than 110,000 volts
6 feet

Radial clearances for any conductor of a line operating at 110,000 or more volts, but less than 300,000 volts
10 feet

Radial clearances for any conductor of a line operating at 300,000 or more volts
15 feet

LEU has taken an aggressive approach to vegetation management. As many of the fires which ravaged the state from 2015-2022 appear to have included contact between power lines and vegetation, LEU believes that vegetation management is one of the most effective methods to avoid wildfires.
• LEU has greatly increased its vegetation management efforts in recent years, resulting in more frequent visits to more locations and better clearances from lines. LEU’s 2022 vegetation management budget is now triple its 2020 level. This increased attention to vegetation is seen in the chart below from 2020; notice the sharp rise following the increase in LEU’s vegetation budget:

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• Despite the increased cost of doing so, LEU often pursues tree-removals instead of trimming; this is particularly beneficial for faster growing species which require more frequent return visits. LEU has setup a program to provide customers who undergo tree removal, with complimentary starter trees, which will better co-exist in the vicinity of power lines.
• LEU’s typical practice for trimming exceeds GO-95 Table-1, as well as the recommendations in GO-95 Appendix-E Case-13. LEU’s standard practice in trimming is to provide a minimum five-foot clear zone area around all secondary-voltage overhead infrastructure, a minimum ten-foot clear zone around all primary-voltage overhead infrastructure, and a minimum 15-foot clear zone around all sub-transmission and transmission overhead infrastructure. In instances including when our arborists believe that this high degree of trimming may kill a tree, they will occasionally reduce these large clearances while still complying with GO-95’s proscribed values.

LEU, Typical Trimming Clearances:

Secondary
Voltage
≤ 600V
Primary
Voltage
12 kV LL
Sub-Transmission /
Transmission Voltage
60 kV LL
5’ 10’ 15’

While LEU’s typical-practices already greatly exceed the state’s GO-95 requirements, LEU will at times trim vegetation even further for various reasons including arboricultural best practices, matching prior trimming cuts, aesthetics, or customer request.

Additional features of LEU’s tree trimming program:
• Prioritization given to dense-vegetation areas.
• Consideration for vegetation-species, when determining prioritization. • When LEU encounters fast-growing or invasive species beneath overhead power lines, subject to permission from tree’s owner, LEU will undertake complete removal in lieu of trimming.
• If LEU can anticipate an imminent seasonal growth spurt, LEU will generally trim deciduous trees beyond LEU’s typical amounts.
• LEU averages two dedicated tree crews throughout the year; LEU’s tree contractor has over 900 employees27, and offers the ability to greatly scale-up the number of crews on a job-by-job basis should a particular job need additional crews and resources. • LEU’s contractor can provide cranes, as needed.

27 https://westcoastarborists.com/

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• Every tree in proximity of electric infrastructure will be visited every 18-24-months, some even more frequently.
• LEU has surveyed trees in its service territory and collected a detailed tree inventory of all trees in proximity to power lines, collecting: species, height, GPS coordinates, imagery, health, condition, and trimming priority.
• While customer-initiation is not required, customers with concerns can submit a request to have their vegetation situation reviewed. Customer-initiated requests are visited for assessment purposes within 48-hours, and frequently as fast as same-day. • Minimization of fuel-accumulation by removal of trimmings and resulting wood byproducts (with rare exceptions for property owners requesting to maintain possession).

LEU’s urban service territory is again distinguished from utilities having lines traversing vast, isolated, rural lands and dry wild forests. The fuel-loading underneath LEU’s assets is consistent with the health, levels and species of vegetation found in other urban/suburban setting s. Nearly all vegetation in the vicinity of LEU’s lines and Rights-of-Way belongs to private parties or the City of Lodi. These parties bear the responsibility for the removal of any accumulation of fuels (e.g. fallen logs, dead shrubbery) on their respective properties. LEU believes that the vegetation- owning parties within its territory succeed at removing accumulated fuels at a level vastly exceeding what is seen in California’s wildland areas.

E. SYSTEM MAINTENANCE A ND INSPECTIONS
Periodic patrols and inspections provide the opportunity of identifying and remedying certain anomalous conditions prior to realization of any harm, possibly including wildfire.

LEU meets or exceeds the minimum inspection cycles provided in CPUC GO 165 and CPUC GO 95, Rule 18. Additionally, LEU staff uses their knowledge of the specific environmental and geographical conditions to determine when certain areas require more frequent inspections.

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General Order 165
Table 1 -- Distribution Inspection Cycles (Maximum Intervals in Years) Patrol Detailed Intrusive
Urban Rural Urban Rural Urban Rural
Transformers
Overhead 1 21 5 5 --- ---
Underground 1 2 3 3 --- ---
Padmounted 1 2 5 5 --- ---
Switching/Protective Devices
Overhead 1 21 5 5 --- ---
Underground 1 2 3 3 --- ---
Padmounted 1 2 5 5 --- ---
Regulators/Capacitors
Overhead 1 21 5 5 --- ---
Underground 1 2 3 3 --- ---
Padmounted 1 2 5 5 --- ---

Overhead Conductor and Cables 1 21 5 5 --- ---
Streetlighting 1 2 x x --- ---
Wood Poles under 15 years 1 2 x x --- ---
Wood Poles over 15 years which have not been
subject to intrusive inspection 1 2 x x 10 10
Wood poles which passed intrusive inspection --- --- --- --- 20 20

(1) Patrol inspections in rural areas shall be increased to once per year in Extreme and Very High Fire Threat Zones in the following counties: Imperial, Los Angeles, Orange, Riverside, Santa Barbara, San Bernardino, San Diego, and Ventura. Extreme and Very High Fire Threat Zones are designated on the Fire and Resource Assessment Program (FRAP) Map prepared by the California Department of Forestry and Fire Protection’s Fire and Resource or the modified FRAP Map prepared by San Diego Gas & Electric Company (SDG&E) and adopted by Decision 12-01-032 in Phase 2 of Rulemaking 08-11-005. The fire threat map is to be used to establish approximate boundaries and Utilities should use their own expertise and judgment to determine if local conditions require them to adjust the boundaries of the map.

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F. RECLOSING POLICY
In contrast with the majority of electric utilities in California, prior to 11/2021, LEU did not have any traditional reclosers deployed downstream of LEU’s substations.

In 11/2021 LEU completed installation of a single, new type of non-spark emitting protection device with limited reclosing functionality. This single trial-device was located immediately behind sidewalk deep within our urban setting, positioned upstream of a circuit -branch, monitoring various short downstream line-lengths, with trivial vegetation exposure nearly all of which is within residential private property. This device replaces a traditional spark -emitting fuse that was formerly at this location, and under standard operation this trial device should never emit sparks to the ground below. This device is designed to minimize and contain outages on the lines it monitors downstream, and prevent impacts from spilling-over and affecting other customers on the circuit. The areas downstream are unlikely to get draped with windblown vegetation due to urban environment. Prior to the installation of this device, fusing limitations would have resulted in certain mis-coordinations in the protection scheme, and created circuit- level outages affecting substantially more customers. One of the critical customers downstream of this device is a large school. The Utility’s belief is that the installation of this device will provide a net benefit to life-safety by increasing the uptime to this critical customer and in minimizing the downtime to others in the wider area.

Power outages create serious adverse impacts to life-safety (find examples in Section-V(G) De- Energization), these impacts increase as outages are extended. Nationwide, momentary-faults account for greater than 70-80% of all faults

28. Policies which disable reclosing functionality,
unnecessarily extend what would otherwise be momentary and self-clearing faults and outages, and consequently, increase the adverse life-safety impacts of an outage. Further, undertaking such actions based largely upon weather predictions of unknown accuracy, carries the risk of doing so unnecessarily.

The concept of disabling reclosing is predicated on the assumption that a small limited number of subsequent line-tests could possibly cause a problem not caused by the initial incident. In most situations (momentary self-clearing faults, urban lines not at risk of starting fires) there is no harm caused by successive tests, and no safety benefit gained by disabling reclosing , while there is potential harm caused by not re-powering lines to critical customers.

It is LEU’s goal to reduce outages both in count and duration. In determining a policy for reclosing, LEU has considered its lone instance of a non-traditional field-recloser, its unique and low-risk urban setting and its beneficial service-territory specifics; LEU has additionally considered the large-scale adverse customer impacts arising from disabling reclosing at the substation -level.

In consideration of the above, LEU finds that the public-interest is better served by not disabling reclosing functionality as a wildfire precautionary measure, and that doing -so would yield hard- to-identify benefits to wildfire reduction in LEU’s territory.

28 Cooper Power Systems, Electrical Distribution System Protection, P.7

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G. DE-ENERGIZATION
While utilities in certain sparsely populated, hard-to-access wildland areas will occasionally conduct a de-energization (AKA “Public Safety Power Shutoff” or “PSPS”), the decision to do so in dense urban population centers such as the City of Lodi, introduces greater safety concerns and other drawbacks.

Some of the serious adverse impacts to life-safety include:
• During Northern California’s 2017 wildfires, five persons died, unable to open their garage-doors after loss of power29.
• During an evacuation or other emergency, turning off the power to streetlights, gas pumps, elevators and other equipment can compound the severity. • A large percentage of Lodi’s signalized intersections do not have battery backups.

During loss of power, numerous four-way arterial intersections (and others) lose their traffic-signal and street-lighting, greatly increasing the risk of traffic accidents. • Under fire-threat conditions which already cause first responders to be stretched thin, de- energization imposes additional demands on first responders, such as combating looting, controlling unpowered intersections, evacuating residents, responding to heat -related medical issues, etc. and more.
• D epending on the area involved, de- energization may remove the primary source of power to certain Water Utility infrastructure, whose wells, pumps and other assets are distributed across LEU’s territory. The continued delivery of water is integral to combating fires and providing safe clean drinking water to the residents of the City. • Lodi is known to reach triple-digit summertime temperatures. Upon loss of power, certain vulnerable residents who depend on air conditioning can suffer heat-related medical issues.
• C ritical customers such as hospitals, medical facilities rely on power in perfo rming emergency life-saving procedures. These customers traditionally have backup generators, however, there is no guarantee a generator will work. In Jan. 2021 LEU had first-hand experience with a backup generator failing to start during an outage event . • Som
e residential customers’ medical conditions require specialized at-home powered medical equipment. While the best-practice would be for these customers to maintain backup sources and to pre-arrange exit plans, many do not. Further, these customers do not always identify themselves to LEU, creating the situation where any power-line under

29 https://www.sacbee.com/news/politics-government/capitol-alert/article218811560.html

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consideration for de-energization risks disconnecting an unknown number of these critical customers.
• Industry-wide, many house fires have been caused by customers who attempt to use a stove during a power outage, mistakenly leaving it in the on-position, and are not present when power is restored.
• C ell phones , laptops, electric cars, electric wheelchairs, and other battery-powered objects are unable to charge during loss-of-power.
• O nce the conditions triggering de -energization have passed, utilities usually methodically patrol every section of every line to verify their condition is acceptable for re - energization (e.g. free of tree-branches and in good condition). Unlike a momentary outage with an instantaneous restoration, this methodical inspection process can be very lengthy and increases each of the above impacts.

Further, de-energizing lines as a preventative measure to prevent a potential theoretical chain- of-events of unknown certainty, in the lowest wildfire risk-tier of the state, based largely upon weather predictions of unknown accuracy, carries the risk of being undertaken unnecessarily .

Due to minimal risk of LEU’s electrical supply facilities causing a power-line ignited wildfire, LEU has taken the position that the practice of voluntarily de-energizing lines on a precautionary basis due to fire-threat conditions is not applicable to LEU’s service territory and system, and as a result LEU is not adopting specific protocols for doing so. This decision is in-line with various other utilities, including Los Angeles Department of Water and Power (LADWP) 30. LEU will re-evaluate this determination in future updates to this Wildfire Mitigation Plan.

In the extraordinary and yet-to-occur event that an upstream feed to LEU, operating beyond LEU’s control, is de-energized as part of a PSPS, LEU would utilize the communication and notification approach identified in Section III-E of this report. PG&E has never placed LEU’s service lines on the PSPS list for either notification or de-energization. NCPA’s backup power plant located within LEU’s service territory can serve critical loads during a loss of power.

VI. COMMUNITY OUTREACH A ND PUBLIC AWARENESS
LEU presented the draft version of this plan to the Lodi City Council and the public during the October 15, 2019 Council meeting and the final version of the inaugural plan at the November 20, 2019 Council meeting. In addition to having provided continuous public access to this document on LEU’s homepage, LEU provided an annual revision to the Lodi City Council in 12/2020 and will continue to do so annually. As detailed further in Section IX, LEU contracted with an independent third party to perform an audit of this Wildfire Mitigation Plan. The audit findings were presented to the Lodi City Council at a public meeting, giving the general public

30 LADWP Wildfire Mitigation Plan Ver. 1.1, April 17, 2020, section 4.7, pages 30, 34

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an opportunity to provide comments. LEU also posted the plan and auditor’s findings on LEU’s website www.lodielectric.com and made both available for public review and comment.

VII. RESTORATION OF SERVI CE
LEU has an Electric Emergency Plan (EEP) which governs the order in which loads are restored to service. The EEP shows the order in which circuits are to be brought up following a city -wide blackout. Vital loads are restored first followed by non-vital loads. In the event of a partial outage, circuits will be brought back as conditions permit in the order of priority listed in the EEP.

In the case of wildfires involving lines and other utility assets and resulting in outages, once conditions have been made safe to do so, LEU will visually inspect every involved asset looking for visual damage and any hazards potentially remaining. Patrols will be conducted using a combination of human resources (both internal and depending on the scale, mutual aid resources) and may involve certain technology (possibly including drones, bin oculars, etc.) prior to reenergizing circuits.

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VIII. EVALUAT ION OF THE PLAN
A. METRICS AND ASSUMPTI ONS FOR MEASURING PL AN PERFORMANCE LEU will track four metrics to measure the performance of this Wildfire Mitigation Plan: (1) number of fire ignitions; (2) wires down within the service territory; (3) inspection-cycle completion; and (4) vegetation-management cycle completion.

Assumptions underlying the use of these metrics: As catastrophic wildfires are a subset of all fires, tracking and reporting all fire ignitions (as defined in metric-1) will necessarily capture wildfires.

As wires-down events have the possibility of causing wildfires, tracking and reporting th ese events (as defined in metric-2) will over-time reveal LEU’s success at minimizing their occurrence and in-turn fires caused by such events. As inspections provide the opportunity of remedying certain conditions prior to realization of any harm, the successful progression of inspections is important to capturing this opportunity.

Due to the non-aligning year-to-year dates for the annual meeting where this plan is presented, in 2021 LEU added the clarification that metric-reporting for this plan covers the period of November-1 (prior year) to October-31 (current year).

METRIC 1: FIRE IGNIT IONS
For purposes of this metric, a fire ignition is defined as follows:
• An LEU facility was associated with the origin of the fire 31; • The fire was self-propagating and of a material other than electrical and/or communication facilities;
• The resulting fire traveled greater than one linear meter from the ignition point; and • LEU has knowledge that the fire occurred.

In future Wildfire Mitigation Plans, LEU will provide the number of fires that occurred that were less than 10 acres in size. Any fires greater than 10 acres will be individually described.

31 Origin of the Fire distinguishes from fires of external origin e.g. a discarded cigarette butt, arson etc., which then spreads to involve utility facilities. This distinction is in keeping with the goal of identifying and minimizing utility-sources of fire, and not diluting the metric’s value with fires of unrelated origin.

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Date Range Count
11/1/2019 – 10/31/2020 LEU had zero known events meeting the above criteria 32 33. 11/1/2020 – 10/31/2021 LEU had one known incident of fire ignition meeting the above criteria34
11/1/2021 – 10/31/2022 LEU had two known incident of fire ignition meeting the above criteria35
11/1/2022 - 6/30/2023 LEU had zero known events meeting the above criteria 36 37.

METRIC 2: WIRES DOWN
The second metric is the number of distribution and transmission wires downed within LEU ’s service territory. For purposes of this metric, a wires-down event includes any instance where an electric transmission or primary distribution conductor falls to the ground or on to a foreign object.

LEU will not normalize this metric by excluding unusual events, such as severe storms. Instead, LEU will supplement this metric with a qualitative description of any such unus ual events.

Date Range Count
11/1/2019 – 10/31/2020 LEU had one such documented event meeting this criteria (outage No. 83-20), due to the failure of a hot-tap.38
11/1/2020 – 10/31/2021 LEU had two events meeting this criteria39 11/1/2021 – 10/31/2022 LEU had zero known events meeting this criteria 11/1/2022 - 6/30/2023 LEU had zero known events meeting this criteria

32 Data per LEU Operations, 11/20/2020.
33 At least one known fire grew to involve LEU assets (outage 57-20), however, the fire was started by a homeless person and was not utility-caused. This incident and possibly others, were not counted in this year’s metric, as their external origin did not meet the defined criteria, nor the intention of this metric. 34 Data per LEU Operations, 11/16/2021. This fire is believed to be the result of an overhead transformer malfunction in an urban location, resulting in a secondary-bushing failure which emitted sparks onto dry vegetation located on customer-maintained private property. 35 Data per LEU Operations. This fire is believed to be the result of an overhead transformer malfunction in an urban location, resulting in a secondary-bushing failure which emitted sparks onto dry vegetation located on customer-maintained private property.
36 Data per LEU Operations, 11/20/2020.
37 At least one known fire grew to involve LEU assets (outage 57-20), however, the fire was started by a homeless person and was not utility-caused. This incident and possibly others, were not counted in this year’s metric, as their external origin did not meet the defined criteria, nor the intention of this metric. 38 Data per LEU Operations, 11/20/2020.
39 Data per LEU Operations, 11/16/2021.

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METRIC 3: INSPECTION -CYCLE COMPLETION
The Third metric relates to the completion percentage of each system-inspection cycle. As discussed in Section V-D System Maintenance and Inspections, LEU practices the inspection cycles specified in GO-165. For Urban utilities, GO-165 provides a maximum detailed-inspection cycle of 5-years for overhead, underground and padmounted infrastructure.

LEU will at times shift resources to accelerate or prioritize one category of inspection over another for strategic purposes (while achieving all required inspection timelines); this has the result of making the completion percentages of the various cycles uneven.

Date Range Cycle Type Percent of Cycle Completed
11/1/2019 –
10/31/2020
Detailed overhead
(5-year inspection cycle)

Detailed underground
(5-year inspection cycle)

Intrusive Overhead
(10/20-year cycle)
Approx. 55%

0%

0%
11/1/2020 –
10/31/2021
Detailed overhead
(5-year inspection cycle)

Detailed underground
(5-year inspection cycle)

Intrusive Overhead
(10/20-year cycle)
Approx. 55%40

0%

100%
41 11/1/2021 -
10/31/2022
Detailed overhead
(5-year inspection cycle)

Detailed underground
(5-year inspection cycle)

Intrusive Overhead
(10/20-year cycle)
Approx. 45%

100%

0%
11/1/2022 -
6/30/2023
Detailed overhead
(5-year inspection cycle)

Detailed underground
(5-year inspection cycle)

Intrusive Overhead
(10/20-year cycle)
Approx. 0 %

0 %

0 %

40 Data per LEU Superintendent, 11/16/2021
41 Data per 2021 Osmose inspections

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METRIC 4: VEG ETATION -MANAGEMENT CY CLE COMPLETION
The Fourth metric relates to the completion percentage of each vegetation-management cycle. As discussed in Section V-D Vegetation Management, all vegetation within proximity of LEU assets is visited at a minimum every 18-24 months. LEU tracks the progress of this by dividing its service territory into sixty-six similarly sized grids, and focusing and containing vegetation- management efforts to service one grid at a time until that grid’s completion, before advancing to the next grid. While the amount of vegetation needing addressing in each grid is not exactly equal, the metric of percent complete, serves a reasonable approximation for progress towards the stated goal.

To satisfy the above stated targets, LEU would normally complete vegetation management in approximately 50 – 66% of the system grids each year. In the 2020, however, LEU increased and accelerated its efforts on vegetation management; resulting in an increase in the number of vegetation crews and a substantial increase in utility-spend.

Date Range Percent of Grids Completed in Date Range
11/1/2019 – 10/31/2020 100%
11/1/2020 – 10/31/2021 66%42
11/1/2021 – 10/31/2022 66%
11/1/2022 - 6/30/2023 68%

B. IMPACT OF METRICS ON PLAN
A discussion of how the application of previously identified metrics to previous plan performance has informed the plan, is required by SB-901. With LEU’s Wildfire Mitigation Plan having been in- place for a short-duration, metric gathering provides insufficient data points for trending and comparisons. LEU anticipates that as the data collection history becomes more robust, LEU may be able to identify areas of its operations and service territory that are disproportionately impacted and may be better positioned to evaluate potential improvements to the plan.

C. MONITORING AND AUDITING THE PLAN
The inaugural version of this Wildfire Mitigation Plan was presented publicly to the Lodi City Council. LEU will present plan updates to the Lodi City Council on an annual basis. Additionally,

42 Data per LEU Superintendent, 11/16/2021

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a qualified independent evaluator has evaluated the plan and presented a report on their findings to the Lodi City Council.

The LEU Wildfire Mitigation Plan will be internally audited for completeness, effectiveness and implementation annually by the Electric Utility Director, in preparation for the presentation to the Lodi City Council.

D. IDENTIFYING AND CORRECTING DEFICIENCI ES IN THE PLAN LEU’s Utility Director shall identify any deficiencies in the plan’s implementation and take appropriate action to remedy any issues found.

Additionally, the third-party auditor described in VIII.C will review the plan and provide feedback to LEU and the Lodi City Council. Findings from the above audits will be recorded and appropriate corrections to the Wildfire Mitigation Plan and supporting procedures and processes will be made.

E. MONITORING THE E FFECTIVENESS OF INSPECTIONS
A key mitigation measure against wildfires in LEU’s service territory is vegetation management , (described in greater detail in section V-D, Vegetation Management). All vegetation program matters are overseen by LEU’s Electric Superintendent. LEU uses contract tree trimmers who audit the vegetation in need of management and maintain the proscribed clear -zones. LEU audits the contractors and conducts Quality Assurance as to their successful implementation of LEU’s requirements, by at times working directly with them, and also by conducting audits (approximately weekly) of their work.

In addition, LEU Staff performs system patrols and inspections (described further in section V-E, System Maintenance and Inspections) to identify system issues and deficiencies. The results of these patrols and the associated corrective action are prioritized based on their degree of safety-concern.

The findings of the above audits, together with any trending provided by the metrics tracked in VIII-A of this plan will provide evidence of the effectiveness of the LEU Wildfire Mitigation plan.

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IX. INDEPENDENT AUDITOR
Public Utilities Code section 8387(c) required LEU to contract with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of this Wildfire Mitigation Plan. The independent evaluator must issue a report which is posted to Lodi Electric Utility’s website and presented to the Lodi City Council at a public meeting.

LEU is a member of the Northern California Power Agency (NCPA). In 2022, LEU leveraged the expertise of NCPA in selecting and engaging an independent evaluator (Guidehouse) as required in PUC Section 8387(c). Guidehouse performed an audit of LEU’s Wildfire Mitigation Plan and was given the opportunity to audit the LEU processes as necessary to complete the audit. Following the completion of their audit, Guidehouse briefed relevant LEU staff and prepared a written report of its findings. In November of 2022, Guidehouse provided its Independent Evaluation report, which LEU made available to the public at the November 2022 Council meeting; the Wildfire Mitigation Plan and Guidehouse report were also made available to the public on LEU’s website where they have remained continuously since their completion .

Lodi Electric Utility Wildfire Mitigation Plan
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July 17, 2023 35

X. CROSS REFERENCES TO SB -901 REQUIREMENTS

CROSS REFERENCES TO SB 901 REQUIREMENTS
Requirement Statutory Language Location in
POU Template
Persons
Responsible
PUC § 8387(b)(2)(A): An accounting of the responsibilities of persons responsible for executing the plan. Section III Objectives of
the Plan
PUC § 8387(b)(2)(B): The objectives of the wildfire mitigation plan. Section II
Preventive
Strategies
PUC § 8387(b)(2)(C): A description of the preventive strategies and programs to be adopted by the local publicly owned
electric utility or electrical cooperative to minimize the risk of its electrical lines and equipment causing catastrophic wildfires, including consideration of dynamic climate change risks.

Section V
Evaluation
Metrics
PUC § 8387(b)(2)(D): A description of the metrics the local publicly owned electric utility or electrical cooperative plans to use to evaluate the wildfire mitigation plan’s performance and the assumptions that underlie the use of those metrics.

Section VIII.A
Impact of
Metrics
PUC § 8387(b)(2)(E): A discussion of how the application of previously identified metrics to previous wildfire mitigation plan performances has informed the wildfire mitigation plan.

Section VIII.B

Deenergization
Protocols
PUC § 8387(b)(2)(F): Protocols for disabling reclosers and deenergizing portions of the electrical distribution system that consider the associated impacts on public safety, as well as protocols related to mitigating the public safety impacts of those protocols, including impacts on critical first responders and on health and communication infrastructure.

Section V.F
Section V.G
Customer
Notification
Procedures
PUC § 8387(b)(2)(G): Appropriate and feasible procedures for notifying a customer who may be impacted by the
deenergizing of electrical lines. The procedures shall consider the need to notify, as a priority, critical first responders, health care facilities, and operators of telecommunications
infrastructure.

Section III.D
Section III.E
Section III.F
Section V.G

Vegetation
Management
PUC § 8387(b)(2)(H): Plans for vegetation management. Section V.D Inspections
PUC § 8387(b)(2)(I): Plans for inspections of the local publicly owned electric utility’s or electrical cooperative’s electrical infrastructure.

Section V.E

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July 17, 2023 36
Prioritization of
Wildfire Risks
PUC § 8387(b)(2)(J): A list that identifies, describes, and prioritizes all wildfire risks, and drivers for those risks, throughout the local publicly owned electric utility’s or electrical cooperative’s service territory. The list shall include, but not be limited to, both of the following:

(i) Risks and risk drivers associated with design, construction, operation, and maintenance of the local publicly owned electric utility’s or electrical cooperative’s equipment and facilities.

(ii) Particular risks and risk drivers associated with topographic and climatological risk factors throughout the different parts of the local publicly owned electric utility’s or electrical cooperative’s service territory.

Section IV.A

Section IV.B
CPUC Fire
Threat Map
Adjustments
PUC § 8387(b)(2)(K): Identification of any geographic area in the local publicly owned electric utility’s or electrical cooperative’s service territory that is a higher wildfire threat than is identified in a commission fire threat map, and identification of where the commission should expand a high fire threat district based on new information or changes to the environment.

Section IV.C
Enterprisewide
Risks
PUC § 8387(b)(2)(L): A methodology for identifying and
presenting enterprisewide safety risk and wildfire-related risk. Section IV.B Restoration of
Service
PUC § 8387(b)(2)(M): A statement of how the local publicly owned electric utility or electrical cooperative will restore service after a wildfire.

Section VII
Monitor and
Audit
PUC § 8387(b)(2)(N): A description of the processes and procedures the local publicly owned electric utility or electrical cooperative shall use to do all of the following:

(i) Monitor and audit the implementation of the wildfire mitigation plan.

(ii) Identify any deficiencies in the wildfire mitigation plan or its implementation, and correct those deficiencies.

(iii) Monitor and audit the effectiveness of electrical line and equipment inspections, including inspections performed by contractors, that are carried out under the plan, other applicable statutes, or commission rules.

Section VIII.C-E

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July 17, 2023 37
Qualified
Independent
Evaluator
PUC § 8387(c): The local publicly owned electric utility or electrical cooperative shall contract with a qualified
independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of its wildfire mitigation plan. The
independent evaluator shall issue a report that shall be made available on the Internet Web site of the local publicly owned electric utility or electrical cooperative, and shall present the report at a public meeting of the local publicly owned electric utility’s or electrical cooperative’s governing board.

Section IX

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July 17, 2023 38

Information NOT REQUIRED BY SB 901
Template Topic Location in POU Template
Policy Statement Section I.A
Purpose of the Plan Section I.B
Background Section I.C
Risk Profile Section I.D
Organization of the Plan Section I.E
Coordination with Water Utilities Section III.D
Coordination with Communication Companies Section III.E Standardized Emergency Management Systems Section III.F High Fire Threat District Section V.A
Weather Monitoring Section V.B
Design and Construction Section V.C
Community Outreach Section VI

I. WSAB GUIADANCE ADVIS ORY OPINION RECOMMEN DATIONS

The December 2020 California Wildfire Safety Advisory Board (WSAB) Publication, “Guidance Advisory Opinion for the 2021 Wildfire Mitigation Plans of Electric Publicly Owned Utilities and Cooperatives” identifies fourteen specific recommendations that POUs are requested to address in their future WMPs.

As specified in Public Utilities Code § 8387(b)(1), each POU is required to perform a comprehensive revision to the POU’s WMP at least once every three years. Pursuant to this guidance, the POUs will be updating their WMPs based on the direction of their local governing boards within this 3-year cycle. Because the WSAB’s recommendations have been provided after the initial WMP submission, the POUs will have varying capacities to fully address each recommendation in their subsequent WMP revision cycles.

Lodi Electric Utility Wildfire Mitigation Plan
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July 17, 2023 39
This section lists the WSAB’s recommendations. For each of these, LEU seeks to do one or more of the following:

(1) Provide a narrative response to the recommendation
(2) Provide a cross-reference to the section in this WMP where the topic is addressed (3) Describe why the recommendation is not applicable to LEU (4) Inform the WSAB of the POU’s intent to address the recommendation at the point of the POU’s next comprehensive revision.

WSAB Recommendation - 1: The Board requests that the WMP and Independent Evaluator Reports be prominently displayed and easily located on the POU websites. To assist the Board in its review, the WMP could also include an index or table that shows where each section of the statute is addressed in the WMP.

In the WMP update, the Board hopes to receive context-setting information at the beginning of each POU plan to help situate the Board’s general understanding about each POU and Cooperative’s risk profile in accordance with the statutory requirements. Public Utilities Code Section 8387(b)(2) details what risks are to be addressed including all wildfire risks, and drivers for those risks, throughout the service territory such as the utility’s grid configuration and condition, climate threat and geographic location. Without this information, the Board is unable to provide an individualized response to each filing. The goal would be to provide the unique utility context in the WMP document up front with the following information:

Size of the utility territory in square miles;  Asset identification including transmission, distribution, and generation;  Number of customers, which may differ from the number of city or county residents;  Types of customer classes served;  Location and topography including percentage urban, wildland, or wildland-urban interface;  Typical prevailing wind directions and speeds within the territory differentiated by season;  Territory maps with CPUC High Fire Threat Districts (HFTD) or California Department of Forestry and Fire Protection (CAL FIRE) Fire and Resource Assessment Program (FRAP) Fire Threat Zones (FTZ) overlaid with distribution and transmission assets, again, considering the limitations of Federal Infrastructure Protection Protocols;  Existing system hardening measures installed compared to non-hardened infrastructure such as 1) miles underground or overhead, 2) number of wooden, steel, or composite poles, 3) number of wooden, steel, fiberglass, or composite cross arms, and 4) miles of covered conductor;  Impact on the POU of another utility’s Public Safety Power Shutoff (PSPS) or similar wildfire related de-energization events, existing measures to mitigate the other utility’s PSPS, and whether the POU expects to call its own PSPS, or engages in the de - energization of lines that are fire threatened. To simplify this requirement, the Board developed a template for its own review and asks that it be applied to the POU WMPs:

Lodi Electric Utility Wildfire Mitigation Plan
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July 17, 2023 40

LEU Response: LEU’s WMP and Independent Evaluator Reports are prominently displayed and easily located on LEU’s website; they can also be found by conducting a web-search for “Lodi Electric Utility Wildfire Plan.” To assist the Board in its review, the WMP also includes an index or table that shows where each section of the statute is addressed in the WMP. LEU has provided some context-setting and risk discussion unique to LEU’s territory, as well as the WSAB’s requested template. Please refer to Sec. I.D “Overall Risk Profile.”

WSAB Recommendation – 2: In the WMP update, the Board recommends utilities provide a paragraph describing the public review of the plan and how it is approved, if required. The Board requests additional data on monitoring and auditing and how that information is presented. A brief explanation on each POUs budget mechanism to be used to perform wildfire mitigation would also be helpful to the Board.

LEU Response:

WSAB Recommendation – 3: In the future, the Board recommends IEs perform a robust evaluation of the contents and substance of the POUs WMP. The Board especially appreciates evaluations of how each POU compares to the IE’s assessment of industry standards.

LEU Response:

WSAB Recommendation - 4: The 2021 POU WMPs and/or updates should be based on the guidelines. It would be helpful to create a revised template that reflects the learnings from the 2020 initial effort. To develop that template in a timely manner, the Board invites the municipal utility associations CMUA, the Southern California Public Power Association, the Northern California Power Agency, and the Golden State Power Cooperative, to work collaboratively with the WSAB to identify the utility groupings and develop a revised template for 2021. The Board appreciated the discussion with the municipal utility and cooperative associations at the workshop on November 18, 2020 and looks forward to further discussion at the final Board meeting of 2020, scheduled for December 9, 2020 at 1pm. The Board will continue to work with these associations to develop future WMP guidelines within in the next 120 day or no later than March 1, 2021. Of course, feedback from the individual agencies is also welcomed.

LEU Response:

WSAB Recommendation - 5: In the next round of WMPs, utilities should provide the context- setting information discussed above. POUs should include a detailed protocol to address these concerns in order for the Board to understand the strategic direction and effectiveness of each POU and assist in furthering best practices.

LEU Response:

WSAB Recommendation - 6: For planning purposes, the Board understands that there is a distinction between being a resident of a community and being customer of a utility. The utility plan, while frequently a part of the municipal plan, should address the utility customer dimensions of emergency preparedness planning with respect to PSPS and wildfires and the unique concerns of more vulnerable customers such as: Access and Functional Needs, medical baseline, non-English speakers, and those at risk of losing water or telecommunications service. The Board recommends future WMPs continue to describe the specific methods, content, and timing used to communicate with customers. Beginning with the 2021 WMPs, the POUs should provide an evaluation of whether the current method of emergency communication appears sufficient and, if not, what can be done to improve it, especially protocols for notifying customers, essential service providers, and other critical facilities of IOU or self-triggered PSPS events.

LEU Response:

Lodi Electric Utility Wildfire Mitigation Plan
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July 17, 2023 41
WSAB Recommendation - 7: The Board requests information from utilities on their existing and planned system upgrades. In future WMPs, the Board would like to understand the details of each utility’s system hardening and grid design programs described in the WMP filing. Text of the WMPs should indicate the goals of the programs and the risk any particular program is designed to mitigate. The Board also wants to understand each POUs approach to PSPS mitigation and prevention. Finally, POUs should identify any supply shortages.

LEU Response:

WSAB Recommendation - 8: To prevent unanticipated ignitions due to our changing environmental circumstances, utilities should consider additional visual patrols on all potentially impacted circuits annually. The Board requests that future WMPs describe the unique risks a utility is inspecting for such as insect, wildfire incursion, wood split, woodpeckers, purposeful insulator destruction, termites, etc., be included in the WMP text. WMPs should also describe whether and how system inspections lead to system improvements.

LEU Response:

WSAB Recommendation - 9: The Board encourages POUs to consider different options for surfacing for further consideration and remediation, previously unidentified risks that could lead to catastrophic wildfires. POUs could work with the municipal and cooperative utility associations and neighboring utilities or create their own engineering or risk management teams.

LEU Response:

WSAB Recommendation - 10: The Board recommends the WMPs state the particular wildfire risks associated with system design and construction such as topography and location near a HFTD of another utility. The Board would also like information about G.O. 95 exempt assets and possible updates to G.O. 95 that could facilitate more resilient utility transmission and distribution assets.

LEU Response:

WSAB Recommendation - 11: To understand the engineering needs and wildfire risk, the Board requests POUs include context setting information in the WMPs including information about the prevailing wind directions and speeds, differentiated by season, along with average weather conditions by season. The Board requests information on how and why situational awareness technology is installed, and where on the system. The Board would also like insight into decisions that are made not to install situational awareness technology. Are there constraints such as budgets, availability of equipment, knowledge to effectively deploy, or qualified personnel to install and monitor effectively? The Board also requests information about whether this modeling data is received from or shared with other agencies, utilities, or fire professionals.

LEU Response:

WSAB Recommendation - 12: The Board recommends the 2021 WMP Updates describe treatment plans for all types of vegetation associated with utility infrastructure, from the ground to the sky, which includes vegetation above and below electrical lines. In order to understand current and future risk profiles for each POU, the WMPs should highlight:
 The reasoning behind each treatment plan and the ecological impact of the treatment options chosen;  How vegetation management in the HFTD or Fire Threat Zones differs from other areas, including within private property and urban landscaping;  The difference between any enhanced vegetation management and the vegetation management that meets the G.O. 95 standard;  A list of native and non-native species and describe how treatment methods vary; and  The new growth that occurs in areas that has previously been cleared or treated, and how the POUs tracks growth.

LEU Response:

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July 17, 2023 42
WSAB Recommendation - 13: The Board recommends the POU WMPs list the qualifications of any experts relied upon, such as scientific experts in ecology, fire ecology, fire behavior, geology, and meteorology. The WMPs should specify the level of expertise of the POU staff that manages the contractors performing vegetation management.

The Board also recommends the WMPs describe measures each POU takes to ensure that POU staff and contractors comply with or verify compliance with Cal/OSHA standards on Minimum Approach Distances (MAD). Ensuring that on Qualified Electrical Workers treat vegetation within the MAD of an energized utility line as required by Cal/OSHA, is critical to fostering a strong safety culture.

LEU Response:

WSAB Recommendation - 14: The Board recommends WMPs describe whether the POU has considered innovative and alternative approaches to vegetation management such as, but not limited to requiring property owners to manage vegetation a certain distance from structures or utility lines, and pilot programs in home hardening.

LEU Response:

Please note that with the 2021 restructuring of the WSAB to be under the Office of Energy Infrastructure Safety, the link on the CPUC’s website 43 to find “The Board’s Guidance Advisory Opinion is available at…..” is broken as of 11/2021, as is the following page, https://www.cpuc.ca.gov/wsab.

43 CPUC site: https://www.cpuc.ca.gov/news-and-updates/all-news/wsab-approves-guidance-advisory-opinion-for- the-2021-wmps-of-electric-pous-and-cooperatives
RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL ACCEPTING LODI ELECTRIC UTILITY’S 2023 WILDFIRE MITIGATION PLAN

========================================================================

WHEREAS in September 2018, California adopted SB 901, amending PUC code Section 8387 to require publicly-owned electric utilities to create a Wildfire Mitigation Plan (WMP); and

WHEREAS Lodi Electric Utility (LEU) solicited input from various entities and stakeholders and discussed a draft plan with City Council and the public on October 15, 2019; and

WHEREAS, a CPUC- approved independent third-party auditor review ed the plan and provided their report to Council on November 20, 2019, concluding that LEU’s 2019 WMP is in compliance with SB 901; and

WHEREAS, City Council approved LEU’s first WMP by Resolution No. 2019-24; and

WHEREAS, SB 901 requires annual updates to the WMP and LEU has now completed year 2023 updates.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby accept the Lodi Electric Utility 2023 Wildfire Mitigation Plan.

Dated: August 2, 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 on August 2, 2023 by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-____
AGENDA ITEM C-14

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Approve Response to San Joaquin County Grand Jury Report Regarding School Safety:

A Shared Responsibility, Case #0322
M
EETING DATE: August 2, 2023
P
REPARED BY: Chief of Police
RE
COMMENDED ACTION: Approve response to San Joaquin County Grand Jury Report regarding School Safety: A Shared Responsibility, Case #0322.

B
ACKGROUND INFORMATION: The Lodi Police Department received a Grand Jury report from the San Joaquin County Grand Jury. Their report reviewed state-mandated school safety measures focusing on law enforcement and local school district partnerships in San Joaquin County and emphasized the importance of communication, relationship building, and practical training exercises. The report found that many districts’ Comprehensive School Safety Plans showed a lack of meaningful collaboration between districts and local law enforcement agencies, causing confusion and chaos during an emergency. The Grand Jury recommends that each law enforcement agency in San Joaquin County to meaningfully collaborate and approve the updated Comprehensive School Safety Plan for school sites within that agency’s jurisdiction.

T
he City of Lodi has 90 days to respond to the Grand Jury’s report, with a deadline of September 13, 2023. Upon City Council approval, the response will be finalized and submitted to the presiding judge of San Joaquin County Superior Court. Staff has carefully reviewed Grand Jury Case #0322 and offers the attached response.

ST
RATEGIC PRIORITY ADDRESSED: Not Applicable.

FIS
CAL IMPACT: Not Applicable.

F
UNDING AVAILABLE: Not Applicable.
_______________________________________

Sierra Brucia
Chief of Police
Attachment
June 15, 2023

Honorable Michael D. Coughlan, Presiding Judge
San Joaquin County Superior Court
180 E Weber Ave, Suite 1306J
Stockton, California 95202

Re: Lodi Police Department Response to Grand Jury Case #0322 Report

Judge Coughlan,

On June 13, 2023, the City of Lodi Police Department (“LPD”) received a copy of the San Joaquin County Grand Jury Case #0322 Report titled “School Safety: A Shared Responsibility” (“Report”). Generally, the Report reviewed state-mandated school safety measures focusing on law enforcement and local school district partnerships in San Joaquin County and emphasized the importance of communication, relationship building, and practical training exercises.

City Response to the Report

Firstly, LPD would like to state its agreement with the Report that the safety of our children is paramount, and we are committed to continued timely and meaningful collaboration with the Lodi Unified School District (“LUSD”) to mitigate safety risks and reduce the severity of tragic outcomes in emergency events.

Particularly relevant to LPD, the Report included the following:

-Findings - F2.4 Many district CSSPs [Comprehensive School Safety Plans] show a lack of meaningful collaboration between districts and local law enforcement agencies, causing confusion and chaos during an emergency.

-Recommendations - R2.4 By December 15, 2023, each law enforcement agency in San Joaquin County will meaningfully collaborate and approve the updated CSSP: for school sites within that agency’s jurisdiction.

LPD and LUSD MOU History – Strong Relationship and Continued Communication

In response to F2.4 and R2.4 above, LPD agrees that meaningful collaboration with LUSD on training and plans prior to and during an emergency can prevent confusion and chaos. To this point, LPD has had a longstanding positive relationship with LUSD through a Memorandum of Understanding (“MOU”), which has been in effect for over two decades. Under the MOU, LUSD provides funding for two LPD School Resource Officers (“SROs”), and LPD matches this funding to provide two additional SROs. The MOU provides opportunities for both agencies to collaborate on the role of the SROs, their safety plans, and training priorities. The SROs are then dedicated as follows: one SRO to Lodi High, one to SRO to Tokay High, and the two remaining SROs divide their time between Lodi Middle, Millswood Middle, and rotationally through the LUSD elementary schools.

In addition to the MOU, LPD, and LUSD:

• coordinated revising LUSD’s emergency response plans for criminal incidents in 2019.

• LUSD currently contracts with a retired LPD chief to advise on campus safety and security. This close relationship facilitates regular discussions between LUSD and LPD on safety matters.

• LUSD and LPD public information officers frequently connect over school safety issues to quickly broadcast pertinent safety information to students, parents, and staff via social media to mitigate chaos and confusion during emergencies.

LPD and LUSD Collaborative Safety Training

LPD has partnered with LUSD for several large-scale active shooter exercises through the years. These exercises included Lodi Fire, American Medical Response, and Lodi Memorial Hospital. They utilized role players and allowed for the practice of concepts such as the Incident Command System, triaging, student/parent collection points, searches, and quickly seeking out and neutralizing threats.

In addition to these exercises, LPD conducts regular training that includes active killer situations, hostage rescue, and room searches, all of which play a role in an active shooter response. Every SRO is required to complete basic SRO school, which includes training on active shooters/killers. They must also attend additional classes to learn to deal with active shooters and other campus emergencies.

San Joaquin County Communicator’s Group

In late 2022, LPD assisted LUSD in creating the San Joaquin County Communicator’s Group, which meets quarterly. The purpose of this group is to network and familiarize with public communications stakeholders throughout the region. LPD hosted the very first meeting, which involved a full day of ICS training and scenarios. During the quarterly meetings, they conduct live media training scenarios, and tabletop exercises, provide legal updates, and participate in roundtable discussions on current public information officer trends and practices.

These meetings have developed invaluable working relationships with all local law enforcement entities, school districts, private utility companies, the California Office of Emergency Services, the San Joaquin County Office of Education, the Department of Public Health, the District Attorney’s Office, and more.

Within six months, 93 members have joined from throughout the county.

As a result, LPD and LUSD have been asked to provide training at the California Public Relations Association in Sacramento on June 21, 2023. This is recognition at the highest levels of a strong and meaningful working relationship and will show how those relationships are moving our organizations forward in the realm of effective communication strategies.

Summary

LPD is committed to the highest level of safety of children and will continue to engage in a meaningful collaboration with LUSD to create a positive school environment, including a strong safety culture for residents in the City of Lodi. These efforts will include updating existing comprehensive school safety plans, regular communication between agencies, training SROs, and large-scale training for LUSD staff and students, support during actual criminal and emergency incidents, and coordinating public messaging to reduce confusion and increase transparency.

Should you need any additional information on LPD’s response to the Report, please contact me by email at [email protected] or by phone at (209) 333-5517.

Kind Regards,

Capt. Eric VerSteeg

Cc via email only:

Mr. Irving Jimenez, [email protected]
AGENDA ITEM C-15

COUNCIL COMMUNICATION
APPRO
VED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\COUNCIL\2023\CC Fleet Vehicle Approp.docx 7/19/2023 AGENDA TITLE: Adopt Resolution Appropriating Funds for Vehicle Purchase for Facilities Superintendent ($45,000)
MEET
ING DATE: August 2, 2023
PRE
PARED BY: Public Works Director
RECO
MMENDED ACTION: Adopt resolution appropriating funds for vehicle purchase for Facilities Superintendent in the amount of $45,000.

BA
CKGROUND INFORMATION: The Public Works Department, Facilities Division, currently has a 2017 Dodge Ram 1500 pickup truck. Vehicle 04-54-17 has only 52,000 miles but has to date cost the division over $20,000 in repairs. The chronic history of breakdowns is not only expensive, it impacts Fleet productivity with the vehicle constantly being out of service. It is recommended that this vehicle be disposed and replaced with a new truck for the division.

The
City Manager has current authority to purchase a vehicle up to $50,000; however, this proposed purchase was not included in the Fiscal Year 2023/24 budget, resulting in the funds not being appropriated.

St
aff recommends authorizing appropriation of funds for vehicle purchase for the Facilities Division, in the amount of $45,000.

STR
ATEGIC VISION: Not applicable.

FI
SCAL IMPACT: Replacing the current vehicle will save the division the cost of additional repairs associated with this highly unreliable vehicle.

FUNDI
NG AVAILABLE: Requested Appropriation:

Publ
ic Works Vehicle Replacement Fund (64599100.77040) - $45,000 _______________________________________
A
ndrew Keys
Deputy City Manager/Internal Services Director
________________________________________
Cha rles E. Swimley, Jr.

Public Works Director
CES/
RAY/cd
RESOLUTION NO. 2023-__

A RESOLUTION OF THE LODI CITY COUNCIL APPROPRIATING FUNDS

FOR VEHICLE PURCHASE FOR FACILITIES SUPERINTENDENT
========================================================================

WHEREAS, the Public Works Department Facilities Division currently has a 2017 Dodge Ram 1500 pickup truck, Vehicle 04-54-17, which has only 52,000 miles but has to date cost the division over $20,000 in repairs; and

WHEREAS, staff recommends authorizing the appropriation of funds for a vehicle purchase for the Facilities Division, in the amount of $45,000, to the Public Works Vehicle Replacement Fund (64599100.77040).

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby appropriate funds for a vehicle purchase for the Facilities Division, in the amount of $45,000, to the Public Works Vehicle Replacement Fund (64599100.77040); 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: August 2, 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 August 2, 2023 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-_____
AGENDA ITEM C-16

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Appoint Eve Melton to the Library Board of Trustees M
EETING DATE: August 2, 2023
P
REPARED BY: City Clerk
RE
COMMENDED ACTION: Appoint Eve Melton to the Library Board of Trustees.

BAC
KGROUND INFORMATION: The City Council directed the City Clerk to post for one expiring term on the Library Board of Trustees on March 1, 2023.

The M
ayor reviewed the applications, conducted interviews, and recommends the City Council concur with the appointment as detailed below for the Planning Commission.

APPOINTMENT:

Library Board of Trustees
Eve Melton Term to expire June 30, 2026
S
TRATEGIC PRIORITY ADDRESSED: Not applicable.

F
ISCAL IMPACT: Not applicable.

F
UNDING AVAILABLE: Not applicable.
_______________________________________

Olivia Nashed
City Clerk
AGENDA ITEM G-01

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Public Hearing to Consider Approval of the Planning Commission Recommendation to Introduce an Ordinance Amending Title 17 – Development Code – Article 3 “Site Planning and General Development Standards”, Chapter

17.34 “Signs,” by amending Section 17.34.070 “Standards for Specific Types of Signs,” by revising the Development Standards of Subsection (F) “Programmable Electronic Signs.” (Applicant: City of Lodi; File Number: 2023-01 Z; CEQA Status:

Exempt per Section 15061(b)(3) – General Rule Exemption.) MEETING DATE: August 2, 2023
PREPARED BY: Community Development Director
RECOMMENDED ACTION: Consider approval of the Planning Commission recommendation to introduce an ordinance amending Lodi Municipal Code Section

17.34.070 to expand programmable electronic sign provisions to provide for messaging opportunities with the issuance of a Use Permit, exempt per California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) – General Rule Exemption.

BACKGROUND INFORMATION: On August 24, 2022, December 14, 2022, and March 22, 2023, Lodi Municipal Code Section 17.34.070 was brought to
Planning Commission seeking direction on amendments to
provisions of the Programmable Electronic Signs ordinance. The Commission suggested various operational regulations and provided direction to staff concerning allowable sign size, percentage of allowable electronic area, brightness, message duration, security, location, and approval process. Limits on operation, such as level of brightness and controls to ensure traffic safety were expressed by the Commission. The Commission requested staff amend the co de to allow programmable electronic signage with an electronic display area of up to 100% of the maximum allowable 48 square feet with the approval of a Use Permit.

The following operational standards are proposed for all programmable electronic signs:

Criteria Standard
Brightness Maximum of 0.3 foot-candles over ambient light, measured with a foot-candle meter
Message Duration ▪ Minimum display time: 8 seconds
▪ Transition between messages shall appear to be
instantaneous
▪ Serial messages which continue across one or more
transitions are prohibited
Message Movement Flashing, blinking, fading, scrolling, dissolving, animation or effects that give the appearance of movement are prohibited Automatic Controls Electronic displays must be equipped with automatic controls to adjust brightness based on ambient lighting conditions to maintain compliance with maximum brightness standards at all times
Message Security Electronic display content must be changeable only via a secure, password-protected wireless or wired connection

On May 10, 2023, Planning Commission approved the recommendation that City Council amend Title 17 of the Lodi Municipal Code, Section 17.34.070 “Standards for Specific Types of Signs,” by revising the Development Standards of Subsection (F) “Programmable Electronic Signs.”

STRATEGIC PRIORITY ADDRESSED: No strategic significance.

FISCAL IMPACT: Not applicable.

FUNDING AVAILABLE: Not applicable.

_____________________________________
John R. Della Monica, Jr.

Community Development Director

AGENDA ITEM G-02

COUNCIL COMMUNICATION
APPRO
VED: ________________________________
Stephen Schwabauer, City Manager
\\cvcfilv02\pubwks$\WP\DEV_SERV\LandscapeDistrict\FY 2023-24 Engineer's Report\CC-080223-PH_2023AnnualReport - New Template.docx 7/10/2023 AGENDA TITLE: Public Hearing to Consider Resolution Adopting Final Engineer’s Annual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1, Fiscal Year 2023/24; and Ordering the Levy and Collection of Assessments MEET
ING DATE: August 2, 2023
PRE
PARED BY: Public Works Director
RECO
MMENDED ACTION: Public hearing to consider resolution adopting Final Engineer’s Annual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003 -1, Fiscal Year 2023/24; and ordering the levy and collection of assessments.

BA
CKGROUND INFORMATION: Over the past 19 years, the City Council has formed a total of 16 zones of the Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1 (District). The scope of maintenance activities funded by the District includes landscape and irrigation, masonry block walls, and street parkway trees. The activities and levy amounts vary by zone, as described in the City of Lodi, Consolidated Landscape Maintenance Assessment District No. 2003-1, Annual Report (Report), Fiscal Year 2023/24.

The
Report includes diagrams of the District showing the area and properties proposed to be assessed; an assessment of the estimated costs of maintenance, operations and servicing of improvements; and the net levy upon all assessable lots and/or parcels within the District.

The
cost of maintenance increased slightly compared to last year; however, it is still more than the amount being assessed to the district. Similar to last year, the account has a substantial reserve, generated over many years, which will be utilized to allow the individual zone and the total District’s assessment for Fiscal Year 2023/24 to remain unchanged from Fiscal Year 2022/23. Staff intends to utilize the reserve to offset annual increases until such time that the reserve is reduced to an appropriate level. At that time, the assessment will be adjusted as necessary.

The
individual zone assessments range from $18 to $55 per Dwelling Unit Equivalent (DUE). The assessments per DUE vary because the specific improvements maintained in each zone are different. The average assessment per DUE is $44.

Th
e District’s Fiscal Year 2023/24 budget is provided in Exhibit A. The Engineers Report is provided in Exhibit B.

STR
ATEGIC VISION:
3A.

Fiscal Health: Promote City's transparency & fiscal fluency.

Public Hearing to Consider Resolution Adopting Final Engineer’s Annual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003- 1, Fiscal Year 2023/24; and Ordering the Levy and Collection of Assessments August 2, 2023