Lodi City Council
February 18, 2026

LODI CITY COUNCIL
Carnegie Forum
305 West Pine Street, Lodi
AGENDA - Regular Meeting
Date: February 18, 2026
Time: Closed Session: 6:15 p.m.

Regular Session: 7:00 p.m.

Mayor Ramon Yepez
Mayor Pro Tempore Mikey Hothi
Councilmember Cameron Bregman
Councilmember Lisa Craig-Hensley
Councilmember Alan Nakanishi
Notice Regarding Public Comments
Public Comment may be submitted in the following ways:
• In-person
• Zoom Webinar
> Meeting ID: 833 1211 4928
> Passcode: 499684
> Phone number: 1 253 215 8782 or 1 346 248 7799
> Link:
https://us06web.zoom.us/j/83312114928?pwd=DuYcaRAODmYTn3u00x3hUwqeQkRDNh.1 • 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 of the meeting, but will not be read aloud at the meeting.

C-1 Call to Order / Roll Call
C-2 Announcement of Closed Session
a) PUBLIC EMPLOYEE APPOINTMENT, Pursuant to Government Code § 54957 (b). One Position: Interim City Manager.
b) CONFERENCE ON LABOR NEGOTIATIONS – Regarding International Brotherhood of Electrical Workers, Lodi City Mid -Management Association, AFSCME General Services and Maintenance & Operators, Police Mid -Managers, Lodi Police Officers Association, Lodi Police Dispatchers Association, Lodi Professional Firefighters, Lodi Fire Mid-Management, Confidential General Services, Confidential Mid-Managers, Executive Managers, and Appointed Employees, Pursuant to Government Code § 54957.6 (HR) c) CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION, significant Exposure to Litigation pursuant to Government Code § 54956.9(d)(2). Two cases.

C-3 Adjourn to Closed Session

1 City Council AGENDA February 18, 2026
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. _________________________________________________________________________________ NOTE: THE FOLLOWING ITEMS WILL COMMENCE NO SOONER THAN 7:00 P.M.

C-4 Return to Open Session / Disclosure of Action
A. Call to Order / Roll Call
B. Presentations
B.1 Presentation of Proclamation In Observance of the Month of Ramadan, February 17 - March 19, 2026 (CLK)
Attachment 1 - ProclamationAttachments:

B.2 Presentation of Recognition to Retiring Community Development Director, John Della Monica (CLK)
B.3 Presentation of Recognition to Outgoing Interim City Manager, James Lindsay (CLK) 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 and File Treasurer’s Report and Register of Claims (IS - FIN) Attachment 1 - Treasurer's Report
Attachment 2 - Register of Claims
Attachments:

C.2 Accept the Quarterly Investment Report for the Quarter Ending September 30, 2025 (IS - FIN)
Attachment 1 - Quarterly Investment Report 9.30.25Attachments:

C.3 Accept the Quarterly Report of Purchases between $30,000 and $60,000 through December 31, 2025 (IS - FIN)
Attachment 1 - $30k to $60k Purchases for Quarter 4Attachments:

C.4 Adopt a Resolution Waiving the Bid Process and Approving Renewal of Dental Claims Administration Agreement with Stanislaus Foundation for Medical Care and Further Authorizing the Interim City Manager to Execute Agreement (IS - HR) Res.

Attachment 1 - Agreement with Stanislaus
Attachment 2 - Resolution
Attachments:

2 City Council AGENDA February 18, 2026
C.5 Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $7,500 from District 2 Non-Profit Funds to Lodi Community Church (“Love Lodi”) (Total $7,500) (CLK)
Res.

Attachment 1 - Reso 2025-120 and Adopted Nonprofit Fund Policy Attachment 2 - Proposal Letter
Attachment 3 - Resolution
Attachments:

C.6 Adopt a Resolution Repealing and Replacing Resolution No. 2023 -98 and Adopting a Revised Lodi City Council Strategic Vision (CM)
Res.

Attachment 1 - Updated Strategic Vision (Clean)
Attachment 2 - Updated Strategic Vision (Redlined)
Attachment 3 - Resolution
Attachments:

C.7 Adopt a Resolution Appointing Christina Jaromay to the Position of City Treasurer of the City of Lodi (CM)
Res.

Attachment 1 - ResolutionAttachments:

C.8 Adopt a Resolution Updating City Staff Signers on City of Lodi Farmers & Merchants Bank Accounts (IS - BUD)
Res.

Attachment 1 - Resolution and Signature Cards for F&M
Attachment 2 - Resolution
Attachments:

C.9 Adopt a Resolution Accepting and Appropriating the Homeless Housing, Assistance, and Prevention (HHAP) Round 5 Grant and Authorizing the Interim City Manager or Designee to Execute HHAP Round 5 Subrecipient Agreements in a Form Acceptable by the City Attorney (CD)
Res.

Attachment 1 - CIP
Attachment 2 - Resolution
Attachments:

C.10 Approve Lodi Tourism Business Improvement District 2025 Annual Report (ED) Attachment 1 - Exhibit A - Visit Lodi Annual Report 2025 and 2026 Plan
Attachments:

C.11 Adopt a Resolution Approving Lodi Electric Utility Fee Schedule and Authorizing Annual Cost Based Adjustments (EU)
Res.

Attachment 1 - ResolutionAttachments:

C.12 Adopt a Resolution Rejecting All Bids for the Adore Pets Building Demolition (PW)Res.

Attachment 1 - ResolutionAttachments:

C.13 Adopt a Resolution Authorizing Interim City Manager to Execute Amendment No. 5 with West Yost & Associates, Inc of Davis, for Fiscal Year 2025/26 Regulatory Engineering Services at White Slough Water Pollution Control Facility ($60,000) (PW) Res.

Attachment 1 - Amendment No 5
Attachment 2 - Resolution
Attachments:

3 City Council AGENDA February 18, 2026
C.14 Adopt a Resolution Authorizing Interim City Manager to Execute a Memorandum of Understanding Between the San Joaquin Council of Governments and the City of Lodi Regarding the Coordination of Ongoing Transit Planning and Programming of Federal Funds that Support the Ongoing and Future Deployment of Transit Services in the San Joaquin Region (PW)
Res.

Attachment 1 - SJCOG MOU
Attachment 2 - Resolution
Attachments:

C.15 Accept Improvements Under Contract for 2024 DeBenedetti Park South Parking Lot Expansion (PW)
Attachment 1 - Exhibit A - Project PhotosAttachments:

C.16 Set Public Hearing for March 18, 2026, to Consider Resolution Adopting Pre -Approved, Proposition 218 Consumer Price Index -Based Annual Adjustment to Rates for Solid Waste Collection (PW)
Attachment 1 - Exhibit A - Proposed RatesAttachments:

C.17 Set a Public Hearing for March 4, 2026, to Repeal and Replace Resolution No. 2018-111 and Authorize the City of Lodi to Join the Statewide Community Infrastructure Program; Authorize the California Statewide Communities Development Authority to Accept Applications from Property Owners, Conduct Special Assessment Proceedings and Levy Assessments and Special District Taxes and to Form Assessment Districts and Community Facilities Districts Within the Territory of the City of Lodi; Embody the Terms of a Joint Community Facilities Agreement Setting Forth the Provisions for Community Facilities District Financings; Approve Form of Acquisition Agreement for Use When Applicable; and Authorize Related Actions (ED) 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 to 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

4 City Council AGENDA February 18, 2026
F. Public Hearings
F.1 Public Hearing to Consider Adopting a Resolution Setting Pre -Approved Engineering News Record Adjustment Index for Usage -Based and Flat Water Rates for Residential, Commercial, and Industrial Customers (PW)
Res.

Attachment 1 - Exhibit A - Water Rates
Attachment 2 - Resolution
Attachments:

F.2 Public Hearing to Consider Waiving the First Reading and Introducing Ordinance Revising Lodi Municipal Code, Section 13.20.240 Schedule G1 -General Service-Group 1 Commercial/Industrial and Section 13.20.250 Schedule G2 -General Service-Group 2 Commercial/Industrial (Community Benefits Incentive Discount) (EU) Ord.

Attachment 1 - Ordinance (Redlined)
Attachment 2 - Ordinance (Clean)
Attachment 3 - PowerPoint Presentation
Attachments:

G. Regular Calendar
G.1 Receive Presentation of the Lodi Economic Development Strategic Plan and Consider Resolution Adopting the Plan (ED)
Res.

Attachment 1 - Lodi Economic Development Strategic Plan Attachment 2 - Resolution
Attachments:

G.2 Consider Adopting a Resolution Extending the Term of Economic Development Ad -Hoc Committee for an Additional Year (ED)
Res.

Attachment 1 - Resolution No. 2024-20
Attachment 2 - Resolution
Attachments:

G.3 Discuss and Provide Direction on the Formation of a City Council Ad Hoc Committee to Review and Make Recommendations on the City’s Delivery of Services to the Community (CM)
G.4 Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi Professional Firefighters for the Period January 1, 2026 through December 31, 2028 (IS - HR)
Res.

Attachment 1 - Memorandum Placeholder
Attachment 2 - Resolution
Attachments:

G.5 Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi City Mid -Management Association for the Period January 1, 2026 through December 31, 2028 (IS - HR)
Res.

Attachment 1 - Memorandum Placeholder
Attachment 2 - Resolution
Attachments:

G.6 Adopt a Resolution Defining Benefits and Approving Benefit Modifications and Compensation for Unrepresented Mid -Management and General Service employees (CM)
Res.

Attachment 1 - ResolutionAttachments:

5 City Council AGENDA February 18, 2026
G.7 Adopt a Resolution Approving Side -Letter Agreements Between the City of Lodi and Local 1245 International Brotherhood of Electrical Workers (IS - HR) Res.

Attachment 1 - Side-Letter Agreement (Benefits)
Attachment 2 - Side-Letter Agreement (Apprentice)
Attachment 3 - Resolution
Attachments:

G.8 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jennifer Fontanilla, Library Director, Including Future Wage Adjustments to Bring the Library Director’s Base Salary to $172,010 Annually, effective January 4, 2027, Elimination of CalPERS Cost -Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum and Exh A
Attachment 2 - Resolution
Attachments:

G.9 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Christina Jaromay, Parks, Recreation and Cultural Services Director, Including Future Wage Adjustments to Bring the PRCS Director’s Base Salary to $219,390 Annually, effective January 4, 2027, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) Res.

Attachment 1 - Addendum with Exh A Documents
Attachment 2 - Resolution
Attachments:

G.10 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jeffrey Berkheimer, Electric Utility Director, Including Future Cost of Living Increases, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum
Attachment 2 - Resolution
Attachments:

G.11 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Ricardo Garcia, Police Chief Including a One -Point Two One Percent (1.21%) Equity Adjustment to Bring the Police Chief’s Base Salary to $269,921 Annually, effective January 5, 2026, Future Cost of Living Increases, Reduction in CalPERS Cost -Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum and Exh A Original Agreement
Attachment 2 - Resolution
Attachments:

G.12 Adopt a Resolution Authorizing the City Manager to Execute an Addendum #2 to the Employment Agreement with Luis Aguilar, Economic Development Director, Including a Five Percent (5%) Equity Adjustment to Bring the Economic Development Director’s Base Salary to $198,198 Annually, effective January 5, 2026, Future Cost of Living Increases, Elimination of CalPERS Cost -Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum #2 and Exh A with Prior Addendum and Agreement
Attachment 2 - Resolution
Attachments:

6 City Council AGENDA February 18, 2026
G.13 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Kenneth Johnson, Fire Chief, Including a Five Percent (5%) Equity Adjustment to Bring the Fire Chief’s Base Salary to $236,752 Annually, effective January 5, 2026, Future Cost of Living Increases, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum and Exh A Original Agrmt
Attachment 2 - Resolution
Attachments:

G.14 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Katie O. Lucchesi, City Attorney, Including Wage Adjustment to Bring the City Attorney’s Base Salary to $303,680 Annually, Elimination of CalPERS Cost -Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
Res.

Attachment 1 - Addendum with Amend #1 and Original Agreement Attachment 2 - Resolution
Attachments:

G.15 Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Olivia Nashed, City Clerk, Including Wage Adjustment to Bring the City Clerk’s Base Salary to $162,842 Annually, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) Res.

Attachment 1 - Addendum and Exh A
Attachment 2 - Resolution
Attachments:

G.16 Adopt a Resolution Appointing an Interim City Manager Candidate, a Retired PERS Annuitant, at a Rate of $140 per hour and Not to Exceed 960 hours in a Fiscal Year (IS - HR)
Res.

Attachment 1 - ICM Employment Agreement
Attachment 2 - Resolution
Attachments:

H. Ordinances
H.1 Waive the Second Reading and Adopt Ordinance No. 2044 Amending Lodi Municipal Code Chapter 15.44 “Off-Site Improvements and Dedications,” by Updating Section

15.44.040 “Exemption or Deferment” (CLK)
Ord.

Attachment 1 - Redlined Ordinance
Attachment 2 - Clean Ordinance
Attachments:

H.2 Waive the Second Reading and Adopt Ordinance No. 2045 Amending Lodi Municipal Code Chapter 2.12 “City Manager” by Revising Section 2.12.050 “Removal” (CLK) Ord.

Attachment 1 - Proposed Changes to LMC 2.12.050 City Manager Removal (Redlined)
Attachment 2 - Proposed Changes to LMC 2.12.050 City Manager Removal (Clean)
Attachments:

7 City Council AGENDA February 18, 2026
I. 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 least 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/.
-----------------------------------------------------------------------------------------------------------------------------------------------------

8 AGENDA ITEM B.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Presentation of Proclamation In Observance of the Month of Ramadan, February 17 - March 19, 2026 (CLK) MEETING DATE:

February 18, 2026
PREPARED BY:

Olivia Nashed, City Clerk
RECOMMENDED ACTION:

Mayor Yepez will present a proclamation in observance of the month of Ramadan, February 17 - March 19, 2026.

BACKGROUND INFORMATION:

Ramadan is the ninth month of the Islamic lunar calendar and is regarded as the holiest month in Islam. It commemorates the period when the first verses of the Qur’anwere revealed to the Prophet Muhammad in 610 CE in the Cave of Hira near Mecca. During Ramadan, Muslims around the world fast from dawn to sunset, refraining from food, drink, and other physical needs as a means of spiritual reflection, self-discipline, and increased devotion. The fast is one of the Five Pillars of Islam, making it a central religious commitment. The month concludes with the celebration of Eid al-Fitr, three days of festivities marked by communal prayers, charity, and gatherings with family and friends.

Lodi Muslim Mosque, Masjid Ya Rasool-Allah, Khurram Shehzan Khan, Roger Khan, Mohsen Masood Khan and Muhammad Sohrab Ali Khan will be present to accept the proclamation.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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9 PROCLAMATION

Ramadan 2026

WHEREAS, Ramadan is the ninth month of the Islamic lunar calendar and is observed by Muslims worldwide as a sacred month of fasting, prayer, reflection, and community; and

WHEREAS, during Ramadan, Muslims abstain from food a nd drink from dawn to sunset, engage in increased acts of charity and service, and gather with family, friends, and neighbors to break their fast at sunset; and

WHEREAS, Ramadan commemorates the revelation of the Qur’an and serves as a time for spiritual growth, self -discipline, compassion, and renewed commitment to faith and moral values; and

WHEREAS, the observance of Ramadan concludes in the celebration of Eid al -Fitr, a joyful holiday marked by prayer, generosity, and fellowship; and

WHEREAS, the va lues emphasized during Ramadan , charity, service, gratitude, unity, and compassion , strengthen the social fabric of our entire community and reflect our shared commitment to mutual respect and understanding; and

WHEREAS, the Muslim community in Lodi enriches our us through its leadership in civic engagement, charitable work, business, education, healthcare, public service, and the arts.

NOW, THEREFORE, BE IT RESOLVED that I, Ramon Yepez, Mayor of the City of Lodi, do hereby recognize the H oly Month of Ram adan, February 17 to March 19, 202 6, recognize Masjid Ya Rasool-Allah and Lodi Muslim Mosque in Lodi, and encourage all residents to join in recognizing the significant spiritual and cultural contributions of our Muslim community to foster a spirit of unity and goodwill throughout this sacred time, and wish the residents of Lodi Ramadan Mubarak.

SIGNED on this 18th day of February, 2026.
10 AGENDA ITEM B.2

COUNCIL COMMUNICATION
AGENDA TITLE:

Presentation of Recognition to Retiring Community Development Director, John Della Monica (CLK) MEETING DATE:

February 18, 2026
PREPARED BY:

Olivia Nashed, City Clerk
RECOMMENDED ACTION:

Presentation of Recognition to Retiring Community Development Director, John Della Monica.

BACKGROUND INFORMATION:

John Della Monica joined the City of Lodi in early 2020. Through the turmoil of COVID-19 and beyond, John led the Community Development department with patience, kindness, and consistency, creating an environment where staff felt supported and valued. He took time to listen, mentor, and guide employees through both everyday work and challenges. His focus on teamwork strengthened relationships within the department, with community partners, and helped foster a culture of respect and trust.

During his tenure, he advanced the Community Development Department in meaningful and lasting ways with staff support. He helped foster major capital projects, including a full-service low-barrier emergency shelter and navigation center, transitional housing, and permanent supportive housing that expanded the City’sability to respond to community needs. He encouraged partnerships that advanced affordable housing and promoted balanced, community-focused development. He also guided significant commercial and residential projects, including the long-awaited Lakehouse mixed-use development, contributing to economic vitality and thoughtful growth.

Importantly, John helped position the City for its next generation of growth. Under his leadership, the City successfully advanced and adopted a major Sphere of Influence update and worked collaboratively with regional partners to negotiate a County tax-sharing agreement, establishing a strong foundation for future annexations and fiscally responsible expansion. These efforts, alongside long-term planning initiatives such as the Downtown Specific Plan and adoption of the Housing Element, aligned the City for strategic, well-planned growth for years to come.

Internally, he strengthened the department by expanding staffing capacity and filling key leadership roles, including the Chief Building Official, Deputy Director/City Planner, and Neighborhood Services Manager, ensuring the organization is positioned to carry forward its work. The City Council and Staff are grateful for his leadership and the example he set, and wish him all the best in his well-deserved retirement.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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11 AGENDA ITEM B.3

COUNCIL COMMUNICATION
AGENDA TITLE:

Presentation of Recognition to Outgoing Interim City Manager, James Lindsay (CLK) MEETING DATE:

February 18, 2026
PREPARED BY:

Olivia Nashed, City Clerk
RECOMMENDED ACTION:

Presentation of Recognition to Outgoing Interim City Manager, James Lindsay.

BACKGROUND INFORMATION:

In May 2025, James Lindsay was appointed Acting City Manager by the Lodi City Council, stepping into leadership during a pivotal time for the City. Since his appointment, James has spearheaded comprehensive updates to major City policies, including the Travel Policy, Cal-Card Policy, and Investment Policy, while strengthening fiscal accountability and operational efficiency.

Throughout his tenure, first as Acting then as Interim City Manager, James expertly guided City staff through a period of transition, generously sharing his experience and knowledge with the Council, staff, and the broader Lodi community. His steady leadership and collaborative approach fostered confidence and continuity across the organization.

James successfully led the City through adoption of the Fiscal Year 2025/26 Budget and the Fiscal Year 2025/26 Mid-Year Budget, ensuring thoughtful financial planning and transparency. He also served as liaison to the City Treasurer and the City’snewly formed Finance Committee, keeping Council members well-informed of the City’s fiscal status and key financial decisions.

Most recently, James worked diligently to secure successor memoranda of understanding between the City and its labor groups, reinforcing positive labor relations and long-term organizational stability.

James’s leadership, wisdom, insight, and authenticity have left a lasting impact on City staff and the community. The City Council and staff gratefully recognize the strong foundation Mr. Lindsay has laid for the future of Lodi and extend their best wishes as he embarks on his next adventure.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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12 AGENDA ITEM C.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Receive and File Treasurer’s Report and Register of Claims (IS - FIN) MEETING DATE:

February 18, 2026
PREPARED BY:

Chia Lor, Accounting Manager
RECOMMENDED ACTION:

Receive and File Treasurer’s Report and Register of Claims.

BACKGROUND INFORMATION:

The Treasurer’sReport (Attachment 1) summarizes the revenue and expenditure activity through December 31, 2025. Due to staff transition within the Finance Division, the Treasurer’sReport has not been filed since September 4, 2024, for the period ending July 31, 2024. With key position now filled, the Finance Division is resuming the monthly reporting beginning in Fiscal Year 2026.

This report presents financial activities for the first half of current fiscal year covering July 1, 2025 through December 31, 2025. It includes year-to-date actuals compared to the adopted budget, as well as a comparison to the prior year actuals for the same period. Monthly financial reports are prepared on a cash basis, meaning revenues are recorded when received and expenditures when paid. Accruals are only recorded at fiscal year end, in accordance with accounting standards. Because revenue and expenditure activity do not occur evenly throughout the year, fluctuations in monthly totals are expected and do not necessarily reflect unusual trends.

Attachment 2 includes the Register of Claims totaling $156,510,180 for the period of July 1, 2025 through December 31, 2025. Of this amount, $124,249,818 was paid through Accounts Payable and $32,260,362 through Payroll. All transactions reflected in the register are consistent with the adopted Fiscal Year 2025-26 budget and any amendments approved by City Council.

Interpreting the monthly financial information requires an understanding of the City’scash flow patterns. While regular operating expenditures tend to occur consistently, the timing of major revenues, such as property taxes and sales tax, and capital project expenditures, vary throughout the year. These timing differences can influence month-to-month trends. Staff will continue to note these timing differences for the Council and the public through footnotes in this report and future reports.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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13 Cash &  Cash &
Investments Investments
Fund 7/01/2025 Revenue Expenditures 12/31/2025
100 General Fund 48,969,648$                       38,593,156$       52,258,301$       35,304,503$ 101 CFD 2007-01 (19,286)                                ‐                              1,128,970            (1,148,256) 103 Measure L 180,236                               5,373,994            6,444,556            (890,327) 104 American Rescue Plan 5,365,319                           58,381                  820,851               4,602,850 120 Library Fund 2,026,288                           1,535,837            832,555               2,729,570 200 Parks, Recreation & Cultural Services 3,856,093                           7,089,396            4,158,545            6,786,945 210 Public Safety 822,401                               266,226               67,166                  1,021,461 270 Community Development 10,245,407                         2,205,984            3,345,906            9,105,485 300 Streets 20,194,612                         6,056,394            5,293,571            20,957,434 331 Transportation 123,281                               1,235                    61,577                  62,939 350 Community Programs 494,353                               1,715,406            2,965,381            (755,622) 410 Capital Outlay 133,578                               272                       ‐                              133,850 431 Impact Mitigation Fees 28,661,174                         2,430,014            6,360,523            24,730,665 490 Debt Service ‐                                            1,641,600            1,180,750            460,850 500 Electric Utility 35,430,449                         57,819,914          61,078,074          32,172,290 530 Wastewater Utility 32,153,284                         13,353,061          19,213,595          26,292,751 560 Water Utility 65,502,234                         10,079,318          7,074,895            68,506,658 600 Transit 3,259,647                           5,346,226            5,611,030            2,994,843 641 Equipment Replacement 6,134,588                           2,475,179            665,635               7,944,132 650 Fleet 486,590                               761,051               1,429,364            (181,723) 655 Insurance 26,585,424                         15,362,654          12,674,480          29,273,598 700 Landscape Maint. 257,035                               4,025                    28,185                  232,875 290,862,356$                    172,169,325$     192,693,909$     270,337,771$ *Cash and investments for Electric Utility does  not include the amount held in the NCPA GOR.

Farmers & Merchants Main  Account 5,144,775 $
Farmers & Merchants Payroll 824,749
Farmers & Merchants Money  market 28,181,117
Farmers & Merchants Certificates  of Deposit 733,479
Farmers & Merchants DB  Claims 8,837
Farmers & Merchants AIMS 22,531
Farmers & Merchants Central  Plume 60,489
PARS Pension  Trust 31,112,416
PARS OPEB  Trust 2,876,777
Local Agency Investment Fund LAIF  Investment 51,657,566 Wells Fargo Bank Investments 124,133,536
Cal Trust Medium Term Fund Investments 11,572,451
US Bank Debt  service 14,006,167
Cash Held by City Misc. 4,696
Cash and Pooled Cash Investments 270,337,771$
Treasurer's Report
Month Ending December 31, 2025
Cash & Pooled Cash Investments Summary
UNAUDITED NUMBERS
Attachment 1 ‐ Page 1 14
Fund Information Adopted  Budget Amended  Budget Year  To Date  Percentage Prior  Year Actual General Fund
Taxes 48,058,730 48,058,730 15,616,350 32.5% 9,141,743
Licenses & Permits 138,300 138,300 33,651 24.3% 23,453 Fines/Forfeits & Penalties 1,234,100 1,234,100 668,676 54.2% 734,313 From Use Of Money/Proceeds 7,700,000 7,700,000 4,217,644 54.8% 4,029,600 Miscellaneous Revenue 864,570 864,570 186,214 21.5% (891,245) Intergovernmental Revenues 9,043,080 9,043,080 312,994 3.5% 594,320 Charges For Services 1,263,860 1,327,860 859,854 64.8% 528,906 General Fund Revenue $ 68,302,640 $ 68,366,640 $ 21,895, 383 32.0% $ 14,161,090 Other Funds
101 CFD 2007-01 1,133,470 1,133,470 - 0.0% -
103 Measure L 8,739,160 8,739,160 3,121,516 35.7% 835,021 104 American Rescue Plan - - 5,226,106 0.0% 5,616,976
120 Library Fund *1 26,000 27,000 86,642 320.9% 76,310 200 Parks, Recreation & Cultural Services 2,675,950 2,675,950 1,365,257 51.0% 940,956 210 Public Safety *2 237,000 237,000 566,053 238.8% 190,780 270 Community Development 3,958,330 3,958,330 1,939,207 49.0% 2,183,634 300 Streets 6,255,170 6,255,170 4,650,853 74.4% 2,508,324 331 Transportation 104,930 104,930 1,235 1.2% (68,932) 350 Community Programs 11,798,000 12,400,910 1,108,591 8.9% 390,281 410 Capital Outlay - 140,000 153,588 0.0% 99,144
431 Impact Mitigation Fees 1,852,180 1,852,180 869,758 47.0% 1,615,858 500 Electric Utility 97, 200,230 97,200,230 53,763,495 55.3% 57,167,184 530 Wastewater Utility 19, 473,590 19,473,590 12,613,716 64.8% 10,348,853 560 Water Utility 15, 638,060 15,638,060 9,522,709 60.9% 9,823,471 600 Transit 8,890,430 8,890,430 3,409,709 38.4% 1,288,054 641 Equipment Replacement - - 115,054 0.0% 1,217,507
650 Fleet 2,970,000 2,970,000 359,426 12.1% 621,620
655 Insurance 17,093,660 17,093,660 12,943,301 75.7% 7,633,509 700 Landscape Maint. 33,800 33,800 3,618 10.7% 3,777
Subtotal Other Fund 198,079,960 198,823,870 111,819,834 56.2% 102,492,327 Total Revenue $ 266,382,600 $ 267,190,510 $ 133,715,217 50.0% $ 116,653,417 *1 Increase is due to investment earnings that were not programmed in the FY 26 Adopted Budget *2 Increase reflects State Grant funding recognized in FY 26 that was received in FY25 Month Ending December 31, 2025
Treasurer's Report
Revenues (excluding transfers in)
Attachment 1 ‐ Page 2 15
Fund Information Adopted  Budget Amended  Budget Year  To Date  Percentage Prior  Year Actual General Fund
Division Name
City Clerk 961,690 961,690 419,275 43.6% 340,454
City Manager 2,171,600 2,171,600 1,193,524 55.0% 1,018,122 City Attorney 1,387,540 1,387,540 686,842 49.5% 568,020 Risk Management *1 (1,690) (1,690) (249,355) 14754.7% 3,861 General Government 4,519,140 4,519,140 2,050,286 45.4% 1,930,457 Internal Services Admin 114,870 114,870 54,221 47.2% 146,183 Budget & Treasury 578,420 578,420 307,731 53.2% 221,210 Financial Services 3,589,520 3,589,520 1,794,440 50.0% 1,537,860 Human Resources 1,172,280 1,172,280 504,329 43.0% 451,320 Information Technology 2,869,320 2,869,320 1,391,799 48.5% 1,447,417 Internal Services 8,324,410 8,324,410 4,052,520 48.7% 3,803,990 Administration 2,588,160 2,588,160 1,836,259 70.9% 1,451,963 Services Bureau 6,606,610 6,606,610 3,550,582 53.7% 3,070,741 Operations Bureau 19,379,190 19,379,190 11,954,004 61.7% 10,930,303 Police 28,573,960 28,573,960 17,340,845 60.7% 15,453,007 Administration 1,669,190 1,669,190 976,065 58.5% 935,471 Operations 15,069,040 15,492,137 8,792,252 56.8% 8,126,295 Fire 16,738,230 17,161,327 9,768,317 56.9% 9,061,766
Public Works Administration 668,540 668,540 419,045 62.7% 254,514 Engineering 2,531,530 2,531,530 1,463,905 57.8% 1,249,219 Facilities 1,515,630 1,515,630 652,425 43.0% 627,900
Graffiti Abatement & Lot Maint 65,500 65,500 6,331 9.7% 3,950 Public Works 4,781,200 4,781,200 2,541,706 53.2% 2,135,583 Housing & Community Develop 477,540 477,540 218,914 45.8% 177,497 Community Development 477,540 477,540 218,914 45.8% 177,497 Non Departmental 4,355,740 4,355,740 463,597 10.6% 1,195,746 Non-Departmental 4,355,740 4,355,740 463,597 10.6% 1,195,746 Subtotal General Fund Expenditures 67,770,220$ 68,193,317 $ 36,436,185 $ 53.4% 33,758,046 $ Other Funds
101 CFD 2007-01 4,500 4,500 - 0.0% -
103 Measure L 7,330,800 7,330,800 4,184,209 57.1% 3,745,786 104 American Rescue Plan *2 - 5,185,505 623,072 12.0% 309,235 120 Library Fund 1,665,930 1,666,930 767,199 46.0% 771,609 200 Parks, Recreation & Cultural Services 8,247,630 8,632,414 3,927,186 45.5% 3,446,664 210 Public Safety 233,560 441,098 51,902 11.8% 67,981
270 Community Development 5,751,980 5,751,980 2,121,587 36.9% 1,502,021 300 Streets 9,181,830 16,353,339 4,893,805 29.9% 2,640,664 331 Transportation 125,000 136,280 50,198 36.8% 59,671 350 Community Programs 1,312,200 11,078,454 2,235,910 20.2% 852,746 410 Capital Outlay *2 740,000 13,549,332 3,141,845 23.2% 3,285,819 431 Impact Mitigation Fees *2 14,000 3,075,848 335,596 10.9% 67,235 500 Electric Utility 93,597,930 96,448,213 52,582,349 54.5% 49,086,308 530 Wastewater Utility 19,509,400 32,285,699 13,599,283 42.1% 11,633,951 560 Water Utility 12,500,030 28,306,798 5,123,225 18.1% 5,377,500 600 Transit 8,707,360 13,576,558 5,058,592 37.3% 1,756,014 641 Equipment Replacement 2,825,940 3,484,211 406,666 11.7% 317,474 650 Fleet 2,952,970 2,952,970 729,238 24.7% 625,011
655 Insurance 20,123,150 20,851,485 10,319,464 49.5% 9,355,520 700 Landscape Maint. 60,340 60,340 25,270 41.9% 29,143 Subtotal Other Fund 194,884,550 $ 271,172,754 $ 110,176,596 $ 40.6% 94,930,352 $ Total Expenditures 262,654,770 $ 339,366,071 $ 146,612,781 $ 43.2% 128,688,398 $ *1 Annual salary and benefit expenditures transferred to Workers' Compensation and General Liability funds. *2 Budget and expenditures are related to capital projects and funds will be spent as project is completed.

Treasurer's Report
Month Ending December, 31 2025
Expenditures (excluding transfers out)
Attachment 1 - Page 3 16
Fund Fund Title Amount
100 General Fund $ 37,488,864.98 103 Measure L $ 2,486.01 104 American Rescue Plan $ 819,582.19 120 Librar
y Fund $ 364,642.93 140 Ex pendable Trust $ 1,101,653.45 200 Parks Rec & Cultural Services $ 1,023,138.71 205 State Grants $ 4,305.48 206 Misc Grants $ 409.03 218 Police State Safet
y Grant $ 4,576.41 270 Comm Dev S pecial Rev Fund $ 1,503,323.27 300 Street Fund $ 13,352.50 301 Gas Tax-2105 2106 2107 $ 861,213.50 302 Gas Tax -2103 $ 189,551.92 303 Measure K Funds $ 320,646.27 306 RTIF Count
y/COG $ 143,979.03 307 Federal - Streets $ 1,195,888.93 308 IMF(Re
gional) Streets $ 979,501.12 314 IMF-Re gional Transportation $ 872.35 331 LTF-Pedestrian/Bike $ 64,086.92 350 H U D $ 46,454.00 355 GRANTS COMM. IMPR $ 2,437,168.29 431 Ca
pital Outlay/General Fund $ 3,636,025.63 432 Parks & Rec Ca pital $ 1,603,508.54 434 Arts in Public Places-IMF $ 3,200.00 437 IMF Parks & Rec Facilities $ 936,687.94 490 Bond Interest & Redem
ption $ 1,180,100.00 500 Electric Utilit y Fund $ 33,340,803.13 501 Utilit y Outlay Reserve Fund $ 639,407.39 503 Low Carbon Fuel Standard $ 33,913.17 504 Public Benefits Fund $ 526,750.01 505 IMF EU Substation & Trans S
yst $ 561.80 508 Environmental Com pliance $ 3,856,968.22 530 Waste Water Utilit y Fund $ 5,656,750.56 531 Waste Wtr Util-Ca pital Outlay $ 5,497,260.81 560 Water Utilit y Fund $ 2,470,300.43 561 Water Utilit y-Capital Outlay $ 551,252.99 565 PCE/TCE Rate Abatement Fund $ 205,609.39 600 Dial-a-Ride/Trans
portation $ 1,864,572.90 601 Transit Ca pital $ 2,941,845.91 605 Pro p.1B State of Good Repair $ 359.99 641 E quipment replacement $ 111,986.96 642 IT re placement $ 244,285.32 643 Vehicle re placement PD $ 215,189.54 644 Vehicle re placement Fire $ 28,198.69 650 Internal Service/E quip Maint $ 885,244.56 655 Em ployee Benefits $ 5,502,016.61 660 General Liabilities $ 1, 384,425.05 661 Pro perty Insurance $ 1,297,537.16 665 Worker's Com p Insurance $ 1,041,172.59 801 L&L Dist Z1-Almond Estates $ 28,185.02 Total $ 124,249,817.60 AP Council Report Summary
7/1/2025-12/31/2025
ty of Lodi Live v2024.5 Attachment 2 - Page 1 2/3/2026 9:22:36 AM 17 Fund Description Amount
010 Cash Equity Fund $ 24,813.81 100 General Fund $ 15,306,573.92 103 Measure L $ 2,889,888.54 120 Library Fund $ 317,190.33 200 Parks Rec & Cultural Services $ 2,200,188.63 205 State Grants $ 27,600.57 206 Misc Grants $ 5,727.13 214 LPD-OTS Grants $ 33,488.81 219 LPD-ABC Grant $ 21,667.27 270 Comm Dev Special Rev Fund $ 797,453.55 301 Gas Tax-2105 2106 2107 $ 927,612.09 500 Electric Utility Fund $ 4,802,248.50 501 Utility Outlay Reserve Fund $ 801,850.12 530 Waste Water Utility Fund $ 3,097,966.49 560 Water Utility Fund $ 489,043.43 600 Dial-a-Ride/Transportation $ 183,613.38 650 Internal Service/Equip Maint $ 310,699.50 655 Employee Benefits $ 22,736.30 Total $ 32,260,362.37 Payroll Council Report Summary
7/1/2025-12/31/2025
Live v2024.5 Attachment 2 - Page 2 2/3/2026 9:29:51 AM 18 AGENDA ITEM C.2

COUNCIL COMMUNICATION
AGENDA TITLE:

Accept the Quarterly Investment Report for the Quarter Ending September 30, 2025 (IS - FIN) MEETING DATE:

February 18, 2026
PREPARED BY:

Chia Lor, Accounting Manager
RECOMMENDED ACTION:

Accept the Quarterly Investment Report for the quarter ending September 30, 2025.

BACKGROUND INFORMATION:

Government Code Section 53646 establishes recommended investment reporting requirements for California public agencies. The City Council’sadopted Investment Policy aligns with the requirements of Section 53646.

Attachment 1 includes the Investment Report for the quarter ending September 30, 2025. This report follows the State’srecommended reporting requirement and complies with the City of Lodi’sInvestment Policy and Internal Control Guidelines.

The City’scurrent investments meet the primary objectives outlined in the City of Lodi’sInvestment Policy as follows. In priority order, those objectives and brief analysis are:

1. Safety. As of September 30, 2025, 59.05% of the portfolio is held in cash or cash equivalents, which carry minimal risk to principal. The remaining investments are purchased meeting minimum credit quality requirements outlined in the policy to provide for high probability of capital preservation in the portfolio.

2. Liquidity. The portfolio allows for sufficient liquidity to meet projected cash flow needs to comply with City reserve policies, and effectively manage City operations. The 59.05% of investments held in cash or equivalents can be quickly converted to cash if needed.

3. Yield. The City will attempt to obtain the most reasonable yield possible when selecting an investment provided that the safety and liquidity objectives are met. For the quarter ending September 30, 2025, the portfolio earned $1,813,727 in interest and dividends.

Note: this figure excludes unrealized gains and losses resulting from changes in market value.

To minimize market value erosion, the City’sstrategy is to purchase investments with the intent to hold them until maturity. This approach promotes long-term stability and avoids reactive decision-making based on short- term market fluctuations.

The City Council has authorized the City Treasurer to make investments on behalf of the City. All investments activity is conducted in accordance with the Prudent Investment Standard, State law, and the City of Lodi’s City of Lodi Printed on 2/15/2026Page 1 of 2
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19 COUNCIL COMMUNICATION
adopted Investment Policy.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

As per attached reports.

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20 QUARTERLY INVESTMENT REPORTSEPTEMBER 30, 2025Current Portfolio Summary:1.SafetyPreservation of capital in overall portifolio.2.LiquidityAbility to liquidate one or more investments to meet unexpected expenditures.3.YieldAttainment of a reasonable rate of return, provided the criteria for Safety and Liquidity are met.Table 1:Investment Type (Authorized) MaturityPolicyMaximum (%)CurrentPortfolio (%)Recorded ValueU.S. Treasury Obligations 5 years FixedTerm 100% 1.55% 2,900,548.70$U.S. Government Agency Securities5 years FixedTerm 100% 8.11% 15,137,850Bankers Acceptances 180 days40% 0.00%Certificate of Deposits 5 years FixedTerm 100% 0.44% 820,097Negotiable Certificate of Deposits5 years FixedTerm 30% 2.00% 3,724,628Commercial Paper 270 days30% 0.00%California State Local Agency Investment FundIndefinite OnDemand 100% 27.06% 50,506,114Passbook Deposits Indefinite100% 0.00%Mutual Funds and Money Market Mutual FundsN/A OnDemand 20% 24.09% 44,960,796Medium Term Corporation Notes5 years FixedTerm 30% 11.32% 21,131,866Joint Power Authority Pool Indefinite OnDemand 30% 6.15% 11,480,770Certificate of Deposits Account Registry ServicesIndefinite30% 0.00%Supranational Obligations5 years FixedTerm 30% 3.74% 6,979,199Municipal Securities5 years FixedTerm 100% 15.52% 28,969,330186,611,199$Cash in Bank:35,986,276$TOTAL CASH & INVESTMENTS: 222,597,475$James LindsayJennelle BakerBechtholdTreasurer/Interim City ManagerBudget ManagerReview DateReview Date As of September 30, 2025, the investment portfolio was in conformity with all state laws and the City's Investment Policy. Inaccordance with the Investment Policy adopted by City Council, City Treasurer strives to meet the investment objectives in thefollowing priority order:The following table (Table 1) presents a summary of the current portfolio of the City's investments by the percentage held in eachpermitted investment type compared to the maximum allocation allowed and the recorded value as of September 30, 2025.

TOTAL INVESTMENTS:I certify this report accurately reflects all city pooled investments and is in conformity with state law and the City of Lodi's InvestmentPolicy adopted on June 20, 2024. The investment program herein shown provides sufficient cash liquidity to meet the next six monthsestimated expenditures. A copy of this report is available in the City Clerk's Office or online athttp://www.lodi.gov/finance/revenue.html.ATTACHMENT 1 21 22
AGENDA ITEM C.3

COUNCIL COMMUNICATION
AGENDA TITLE:

Accept the Quarterly Report of Purchases between $30,000 and $60,000 through December 31, 2025 (IS - FIN)
MEETING DATE:

February 18, 2026
PREPARED BY:

Chia Lor, Accounting Manager
RECOMMENDED ACTION:

Accept the Quarterly Report of Purchases between $30,000 and $60,000 through December 31, 2025.

BACKGROUND INFORMATION:

Lodi Municipal Code (LMC) Section 2.12.060 (T) requires the City Manager to prepare a quarterly report of contracts valued between $30,000 and $60,000. Attachment 1 provides a summary of contract activities within this range for the quarter ending December 31, 2025. The activities are categorized into purchases awarded or made by Purchase Order, Cal-Card transactions, and Contracts, including any Change Orders or Amendments. It also includes a separate category for Electric Utility purchases ranging from $30,000 to $250,000.

With this report, Staff provides the Council with the full scope of purchasing activity in accordance with LMC Section 2.12.060 (T).

FISCAL IMPACT:

There is no fiscal impact from the preparation of this report.

FUNDING AVAILABLE:

Adequate funding was programmed in the Fiscal Year 2025/26 budget for the purchases on this report.

City of Lodi Printed on 2/15/2026Page 1 of 1
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23 Attachment 1 – Page 1
Quarterly Report of Purchases by Purchase Order – 2025, Q4

Purchase
Order No.  Contractor  Description  Funding Source  Amount The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 ‐ Bidding, 3.20.075 ‐ Professional/technical services contracts,

3.20.077 – Electronic hardware and software, and 3.20.110 ‐ Open market procedure. 2260119  ePlus Technology  IT Backup Storage  204 – I/S Information Systems  37,739 2260106  Ferguson US Holdings  Water Inventory  515 – MSC Warehouse  41,332 2260160  Gillig LLC  35' CNG Low Floor Buses  540 – PW Transit  1,571,576 2260110  Motorola Solutions I  Radio Trunking Software Add‐ons  400 – Fire Department  45,296 2260132  Ron DuPratt Ford  Ford F550 Dump Truck  550 – PW Fleet Services  96,808 2260129  Sanborn Chevrolet Inc  Chevrolet Silverado 2500  550 – PW Fleet Services  55,485 2260082  Smith Chevrolet  2025 Chevrolet Equinox  800 – Community Development  31,312 2260091  Turf Star Inc  PD Traffic Cart 05‐124 ‐ Replacement  300 – Police Department  45,016

Quarterly Report of Purchases by Cal-Card – 2025, Q4

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

3.20.110 ‐ Open market procedure.

24 Attachment 1 – Page 2
Quarterly Report of Purchases by Contract – 2025, Q4
Contract
No.  Contractor  Description  Department  Amount
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 ‐ Bidding, 3.20.075 ‐ Professional/technical services contracts. 326063  Carolyn Susie Berlin  Outside Counsel Services  600 ‐ Electric Utility

60,000
326090  Chrisp Company  2025 Extruded Traffic Striping  505 ‐ PW – Engineering

247,267
326085  Cummins Inc.

Non‐warranty & Warranty Cummins Engine
Repair  550 ‐ PW ‐ Fleet Services

60,000
326094  ESRI Inc.  GIS Mapping Services  505 ‐ PW ‐ Engineering

180,900
326080  Liebert Cassidy Whitmore  Consulting, representational and legal services  203 ‐ I/S ‐ Human Resources

60,000
326083  Northern Calif Power Agency‐NCPA
NCAP CRA Answering Services and Dispatch
Services  610 ‐ EU – Operations

308,630
326078  Online Information Services  Credit Check for New Utility Customers  202 ‐ I/S ‐ Financial Services

40,000
326079  San Joaquin County Sheriff Department  SJC AVCC Data Sharing MOU  300 ‐ Police Department

42,255
326069  SEL Engineering Services Inc.  OT Cybersecurity Services Phase 1  600 ‐ Electric Utility

31,263
326092  Switchback Enterprises, Inc.  Structural Engineering Services for Well 28 Pump  505 ‐ PW ‐ Engineering

54,500
326062  Varinder S. Oberoi  Plume Management  500 ‐ PW ‐ Administration

569,255
326051  West Yost & Associates, Inc.  Monitoring Well Network Modification Support  530 ‐ PW ‐ Wastewater

94,700

25 Attachment 1 – Page 3
Quarterly Report of Contract Amendments and Change Orders – 2025, Q4

Contract
No.

CO# or
Amend#

Contractor

Original
Contract

Amendment
Change
Order
Previous
Adds  Revised Total

Department
Signer
Title
The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 ‐ Bidding, 3.20.075 ‐ Professional/technical services contracts. 323093  ICO  4 Leaf Inc  360,000   200,000  775,000  1,335,000  810 – CDD   City Manager 324131  ICO  All About Building Inc  869,000   46,000  423,838  1,338,838  810 – CDD   City Manager 325069  Amend 1  Bickford Ventures Inc  182,200  50,000     232,200  800 – CDD   City Manager 325073  CO 10‐11  Bobo Construction, Inc  9,866,433   254,691  468,083  10,589,207  800 – CDD  City Manager 326028  Amend 1  Bryce Consulting Inc  9,400  33,200    42,600  203 – I/S  City Manger 326090  CO 1  Chrisp Company  166,270   80,997   247,267  505 – PW   City Manager 326001  CO 1‐2  DSS Company  1,370,475   69,815   1,440,290  505 – PW   City Manager 325045  ICO
Hinderliter de Llamas &
Associates  100,000   265,000  135,000  500,000  202 – I/S  City Manager 322006  Amend 5  ICR Company, Inc  500,000  100,000   670,000  1,270,000  510 – PW  City Manager 322107  Amend 6  NJ Associates Inc  125,000  50,000   1,196,430  1,371,430  800 – CDD  City Manager 325052  ICO  Outreach Ministries Intl.  1,100,000   1,100,000   2,200,000  800 – CDD  City Manager 325134  Amend 1
Pyro Combustion of
California  17,117  42,883    60,000  530 – PW  City Manager 323149  Amend 2
Sonny’s Car Wash
Northwest  15,000  35,000   10,000  60,000  540 – PW  City Manager 323188  Amend 1  Telstar Instruments  225,000  180,000    405,000  520 – PW  City Manager 324100  CO 3  W.M. Lyles Co  2,441,500  0  119,594  181,767  2,742,861  505 – PW  City Manager 322028  CO 8  West Coast Arborist Inc  673,480  0  400,000  1,728,223  2,801,703  505 – PW  City Manager

26 Attachment 1 – Page 4
Quarterly Report of Electric Utility Purchases $30,000 and $250,000 – 2025, Q4

Purchase
Order No.  Contractor  Description  Funding Source  Amount The following purchases were made in accordance with Lodi Municipal Code Sections 3.20.070 ‐ Bidding, 3.20.075 ‐ Professional/technical services contracts,

3.20.077 – Electronic hardware and software, and 3.20.110 ‐ Open market procedure. 2260130  Anixter, Inc.  Inventory Items  615 – EU Warehouse  46,115

27 AGENDA ITEM C.4

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Waiving the Bid Process and Approving Renewal of Dental Claims Administration Agreement with Stanislaus Foundation for Medical Care and Further Authorizing the Interim City Manager to Execute Agreement (IS - HR)
MEETING DATE:

February 18, 2026
PREPARED BY:

Cristina Gonzales, Interim Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution waiving the bid process and approving renewal of dental claims administration agreement with Stanislaus Foundation for Medical Care and further authorizing the Interim City Manager to execute agreement.

BACKGROUND INFORMATION:

The third party administrator (TPA) for the City’sself-insured dental plan is Stanislaus Foundation for Medical Care (SFMC). The services provided by SFMC are ministerial in nature and include review and processing of dental claims, submittal of payments to provider or claimant, written notification of denials to claimant, maintenance of records, and preparation of monthly utilization reports. The City Council can waive the bid process when the purchase would be in the best interest of the City. In this case, Stanislaus Foundation for Medical Care provides the self-insured administration of employee dental and orthodontia coverage. It is recommended to keep this low-cost agreement for continuity of services avoiding vendor conversion and employee coverage disruption.

The term of this agreement shall begin on July 1, 2025 and continue in effect until June 30, 2027. This contract, Attachment 1, shall be automatically renewed for an additional one-year term unless notice of intent not to renew is given by one party to the other party at least 60 days prior to the termination date of the current term. The fees, as listed on Exhibit B of Attachment 1, will remain the same for the duration of the contract.

Staff recommends that the City Council adopt the resolution approving the Administrative Services Agreement with Stanislaus Foundation for Medical Care for the administration and processing of dental claims.

STRATEGIC VISION:
3A. Fiscal Health: Promote City's transparency & fiscal fluency.

FISCAL IMPACT:

Annual cost not to exceed $45,000
FUNDING AVAILABLE:

Included in Benefits Fund appropriations (65522000).

City of Lodi Printed on 2/15/2026Page 1 of 1
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28 Dental Claims Administration Agreement
Gity of Lodi

SUBMITTED BY
Stanislaus Foundation for Medical Care
2339 St. Paul's Way, Modesto CA 95355
PO Box 576007, Modesto CA 95357-6007
1-800 / 962-SFMC (7362)
E-mail : [email protected]
(209) 527-2430
July 2O25
\
29 ADMIN ISTRATIVE SERVICES AGREEMENT
This Administrative Services Agreement ('AGREEMENT') is made as o10710112025, by and between clrY oF LoDl ('PLAN')and srANlsLAUs FOUNDATION FoR MED|OAL GARE ('sFMc').

1. Administrative Services
A. PLAN hereby retains sFMc to perform, and sFMC hereby agrees to perform the administrative services specified hereto. SFMC shall perform its services in accordance with PLAN's dental benefit plan in effect, and such written policies and procedures of PLAN as PLAN may, from time to time, furnish to SFMC.

B. The parties agree that the services to be performed by SFMC hereunder are ministerial in nature and shall always be performed within the framework of policies, interpretations, rules, practices, and procedures of sFMc. PLAN shall be solely responsible for the quality and cost of the advice and/or services furnished to PLAN by PLAN's legal counsel, actuaries, certified public accountants, investment counselors, investment analysts, medical professionals or groups, or similar individuals or organizations who may perform services relating to the plan on behalf of PLAN; and SFMC shall have no responsibility therefore under any circumstances.

C. Stanislaus Foundation for Medical Care 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.

2. Compensation
A. PLAN shall pay SFMC each month for the services to be performed hereunder, a base fee as shown below for each participating single person or family covered by PLAN for any portion of the month in question.

TIME PERIOD
The term of this contract shall begin at 12:00 A.M. on 0710112025, and shallcontinue in effect until 1 1:59 P.M. 0613012027 unless a sixty (60) day notice of termination has been given by one party to the other. ln the event no termination notice has been given by either party, and a new agreement has not been negotiated, this contract shall automatically renew for an additional one year term.

FEES
After the term of this agreement, the fees may be evaluated for possible increase SFMC shall have the further right to request to adjust the base fee upon:

Any change in the scope of work to be performed hereunder, as reasonably determined by SFMC; or
A decrease of at least 20o/o in the number of participating employees at the time this agreement is implemented or renewed, or at the time of any subsequent price adjustment.

2. 2
30 Should postal rates increase, SFMC reserves the right to adjust the administration fee to meet our costs.

B. SFMC shall provide PLAN with a monthly statement of the above fees by the fifth business day of each month, based on its best estimate of the number of participants. Said estimate shall be based on the most recent eligibility information provided by PLAN. Deletion of participants without payment of SFMC's fees, by reason of their prior termination, errors, etc. is permitted only before the end of the month. Additions, with the retroactive payment of fees, may occur at any time.

Where the actual number of participants is different from the estimate; there shall be an appropriate fee adjustment in the subsequent month. SFMC is authorized to invoice PLAN for its fees and expenses, and those of brokers and insurance premiums as appropriate. PLAN shall make payment to SFMC by check or wire transfer. PLAN shall immediately notify SFMC of any change in these vendors or the amounts due them.

A. This AGREEMENT shall continue through June 30, 2027 unless either party has issued a sixty (60) day notice of termination. lf no notice of termination is timely given, and a new AGREEMENT has not been negotiated, this AGREEMENT shall automatically renew for an additional one year term with the pricing adjustments contained in Exhibit C "Administration Fees".

B. Upon termination of this AGREEMENT, other than as the result of PLAN's breach or default, SFMC shall co-operate fully with PLAN to assure an orderly transition of services to its successor. The foregoing shall not be deemed to prohibit SFMC from formatting the data to be returned in a fashion as is likely to protect SFMC's trade secret information regarding data base design and structure. PLAN agrees to compensate SFMC for the time spent in connection with all such transition services at SFMC's prevailing rates in effect at such time and for such other expense as SFMC incurs.

C. SFMC shall have no responsibility for any claims received after the termination of the AGREEMENT, other than to fonrvard any claim forms received to PLAN or its designated agent, at PLAN's cost. SFMC's responsibility for claims pending at the time their AGREEMENT is terminated shall cease 15 days following said termination; and, following payment in full of all amount owed SFMC by PLAN, SFMC shall promptly deliver the appropriate files to PLAN or its designated agent, at pLAN's expense.

4. Records and Files
A. SFMC agrees that the records maintained by it in connection with the services to be performed hereunder are and shall remain the property of PLAN, and PLAN and its representatives shall have reasonable access thereto during SFMC's normal business hours, and after making mutually convenient arrangement. SFMC shall maintain hard copy records for two years from receipt and shall turn over older records to PLAN for storage at PLAN's expense. Upon termination of AGREEMENT and upon payment in full of all amounts owed SFMC by PLAN, SFMC shall return all data relating to employee claims and all other relevant files to PLAN, at PLAN's expense. PLAN agrees to maintain all records for the period required by law for insurance records. At the time of delivery, or thereafter at its option, SFMC shall be entitled, at PLAN's expense, to make paper copies of all records. PLAN agrees to give SFMC unrestricted access to original records in the event that such access is 3 3. Term
3 31
requested by SFMC for any legitimate purpose, including as a result of any litigation or similar proceeding. SFMC shall also be entitled to make all records available at any time to any governmental agency that legally requests them.

5. Hold Harmless
A. SFMC to the fullest extent permitted by law, shall indemnify and hold harmless PLAN, the CITY of Lodi, its elected 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 Agreement, provided that any such claim, damage, loss, or expense is caused by the negligent acts, errors or omissions of SFMC, any subcontractor employed directly by SFMC, 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 PLAN or the City of Lodi, its elected and appointed officials, directors, officers, employees and volunteers. PLAN may, at its election, conduct the defense or participate in the defense of any claim related in any way to this indemnification. lf PLAN 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, SFMC 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 undertaken in addition to, and shall not in any way be limited by the insurance obligations set forth herein.

B. Neither the City Council of LODI, , nor any other officer or authorized assistant or agent or City employee shall be personally responsible for any liability arising under this Agreement.

6. Responsibilities&Relationships
PLAN is:

A. The Plan Administrator, for purposes of ERISA and the lnternal Revenues Code of 1954, as amended, is solely responsible for all duties imposed on the Plan Administrator by these and other laws.

B. Responsible for the final determination of all claims and the appeals process relating thereto and for following the procedures described in the Plan Document.

C. Responsible for supplying adequate eligibility and other information on a timely basis to enable SFMC to effectively carry out its duties. SFMC shall be entitled to fully rely on the adequacy and accuracy of such data.

D. Responsible for providing a Plan Document and a Summary Plan Description, which emit the requirements of ERISA. SFMC may be engaged to produce said documents as provided in the following description of Administrative Services.

E. Responsible for adequately funding the PLAN and reconciling its bank account.

SFMC shallnot:

A. Under any circumstances be liable or reconcile for any policy decisions of the PLAN, the adequacy of funding, or any other functions, which are the responsibility of PLAN. 4 32
B. Be construed to be, or required to take any action, which might make it appear to be, a Plan Trustee or Plan Administrator (as defined in ERISA). lts duties are agreed to be limited to purely ministerialfunctions and shall include no other.

7. Notice
Any notice to be given this AGREEMENT shall be in writing, and if given by mail, shall be sent by certified or registered mail, return receipt requested. All notices shall be deemed to have been given when personally delivered or three days after deposit in the U.S. mails. The following addresses shall be used, subject to written notification of change, for billings, correspondence, and notices:

PLAN City of Lodi
PO Box 3006
Lodi CA 95241
SFMC Joanne A. Chipponeri
Executive Director
Stanislaus Foundation for Medical Care
PO Box 576007
Modesto CA 95357-6007

8. Standard Provisions
The Standard Provisions attached hereto are hereby incorporated into this AGREEMENT lN WTNESS WHEREOF, the undersigned have executed this AGREEMENT as of the date herein above stated.

STANISLAUS FOUNDATION FOR

MEDICAL CARE

CITY OF LODI
C***lA e4;a/.a4L
Joanne A. Chipponeri
Executive Director
By:

Title:

Date:

Title:

Date:

Attest:

OLIVIA NASHED
City Clerk
Approved as to Form
KATIE O. LUCCH
City Attorney
5 04115125
33 EXHIBIT "A'

CLAIMS ADMINISTRATION
Administrative Services
The FOUNDATION shall process claims presented under the plan established by PAYOR for its designated beneficiaries. The specific tasks to be performed by the FOUNDATION include, but are not limited to, the following:
upon information provided by PLAN.
and customary.
(90%) which are complete, shall be entered into SFMC's computer within i-ie calendar days following receipt. lf additional information is necessary, SFMC shall request the information promptly.
transfer. Checks will be mailed to providers or employees once funding is received. provided by PLAN.

Provide PLAN with such additional data and reports regarding PLAN utilization as may be mutually agreed between PLAN and SFMC from time to time. actuaries, accountants and brokers.
forms, checks, plan booklets, explanations of benefits, stationery, and lD cards needed to administer the PLAN. Such printing and SFMC's time, at its then prevailing hourly rates, shall be at PLAN's expense.
6 34

2. 3.

EXHIBIT'B'

STANDARD PROVISIONS
This is a California contract, and shall be interpreted according to the laws of the State of California.

This document is the sole agreement between the parties on this subject, and it may only be amended in writing by properly authorized representatives of both parties. No representation or statement not expressly contained in the AGREEMENT shall be binding on SFMC as a warranty or otherwise.

PLAN agrees to pay all of SFMC's invoices by the tenth day of the month in which they are dated. A service charge of 1.5o/o per month, but not more than the maximum permitted by law, shall be added to any invoice that is not paid in full within 30 days. lf an invoice remains unpaid after 90 days, this AGREEMENT shall be conclusively deemed to have been breached by PLAN, and all sums due or projected to be due under the contract until its next expiration date shall be immediately due and payable. Such sum shall then bear interest at the rate stated above. PLAN agrees to reimburse SFMC for all legal and other costs incurred by SFMC in collecting sums due hereunder. SFMC may cease all work for PLAN if an invoice is unpaid after 60 days and shall not be required to resume work until all invoices are current. lf SFMC is owed any sums under this AGREEMENT, it shall not be required to deliver any records of PLAN to PLAN, notwithstanding any provisions to the contrary elsewhere in this AGREEMENT.

PLAN recognizes that in the course of performing its duties under this AGREEMENT SFMC will necessarily reveal to PLAN, and certain of its employees, valuable trade secrets of SFMC including, but not limited to, the design and other features of SFMC's data processing system. PLAN agrees to keep all such information strictly secret, and to alert all its employees to the value of this proprietary information and the need to keep it secret. PLAN further agrees to use all such measures as are reasonable necessary to protect these trade secrets.

PLAN recognizes that all printed and visually displayed materials provided to it by SFMC are copyrighted by SFMC whether or not they are so marked. Accordingly, such reports, manuals, screen formats, and other similar materials may not be duplicated by PLAN or any other party. Further, such items are provided to PLAN for its sole use and may not, under any circumstances, be provided or distributed to any other party.

This contract is binding upon and shall incur to the benefit of the legal successors and assigns of the party.

4. 5.

6. 7
35 ADMINISTRATION FEES

CITY OF LODI
07 lo1 12025 TO O6.t30,t20.27
Exhibit "G"

SERVICE
Claims Administration
Medical
Vision
Dental
Broker
Panel Access Fee
One-Time Set Up Fee
Medical
Vision
Dental
lnitial Benefit Plan
Additional Benefit Plans @ $25 each per month
Custom Programming - PLAN expense
Client Reporting:

Standard Reports - Monthly Eligibility & Statistics
Custom Reports
Plan DocumenUBrochure
ldentification Cards
$
$
$
$
$
$
$
$
$
$
$
$
$
FEES

3.83 Per employee per month
Per employee per month
Per new enrollee
lncluded
Per month
To be determined
lncluded
Fee negotiable
Not included
lncluded
$
$
Notto-exceed $45,000

STANISLAUS FOUNDATION FOR

MEDICAL CARE
ne A. Chi
Executive Director
4t15t25
Attest:

CITY OF LODI
Title:

Date:

By:

Title:

Date:

OLIVIA NASHED
City Clerk
Approved as to Form:

KATIE O. LUCCHES
City Attorney
I
36 EXHIBIT C
NOTE: The City of Lodi is now using the online insurance program PINS Advantage. Once you have been awarded a contract you will receive an email from the Cityr's online insurance program requesting you to torward the emait to your insurance provider(s) to submit the required insurance documentation electronically Insurance Requi rements for Professional Services
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor, his agents, representatives, employees or subcontractors.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Gommercial General Liability (CGL): lnsurance Services Office Form CG 00 01 covering CGL on an "occurrence" basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. lf a general aggregate limit applies, either the general aggregate limit ahdll apply separately to this project/location (lSO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: ISO Form Number CA 00 01 covering any auto or if Contractor has no owned autos, then hired, and non- owned autos with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers' Compensation: as required by the State of California, with Statutory Limits, and Employer's Liabilig lnsurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Professional Liability (Errors and Omissions) lnsurance appropriate to the Consultant's profession, with limits not less than $1,000,000 per occurrence or claim, $2,000,000 aggregate. May be waived by Risk Manager depending on the scope of services.

Other lnsurance Provisions:
(a) Additional Named lnsured Status
The City of Lodi, its elected and appointed boards, commissions, officers, agents, employees, and volunteers are to be covered as additional insureds on the CGL and auto policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, orequipmentfurnished in connection with such work oroperations. General liability coverage can be provided in the form of an endorsement to the Contractor's insurance (at least as broad as ISO Form CG20101185orif notavailable,throughtheadditionof bothCG2010,CG2026,CG2033,orCG2038;andCG2037if a later edition is used
(b) Primary and Non-Contributory lnsurance Endorsement
The limits of insurance coverage required may be satisfied by a combination of primary and umbrella or excess insurance. For any claims related to this contract, the Contractor's insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained bythe Entity, its officers, officials, employees, orvolunteers shall be excess of the Contractor's insurance and shall not contribute with it.
(c) Waiver of Subroqation Contractor hereby grants to City of Lodi a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City of Lodi by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Lodi has received a waiver of subrogation endorsement from the insurer NOTE: (1) The street address of the 9[IY.,,llELQILmust be shown along with (a) and (b) and (c) above'. 221West Pine Street, Lodi, California, 95240; (2) The insurance certificate must state, on its face or as an endorsement, a description of the proiect that it is insuring.
(d) Severabilitv of lnterest Clause
The term "insured" is used severally and not collectively, but the inclusion herein of more than one insured shall not operate to increase the limit of the company's liability under the Contractors commercial general liability and automobile liability policies. (e) Notice of Cancellation or Change in Coveraoe Endorsement This policy may not be canceled nor the coverage reduced by the company without 30 days' prior written notice of such 221 West Pine St., Lodi, CA 95240.

Pagel lof2pages
e to the Risk Man of Lodi
Risk: rev. 31112018
cancellation or reduction in
37 (i)
0)
(f) Continuitv of Coveraqe
All policies shall be in effect on or before the first day of the Term of this Agreement. At least thirty (30) days prior to the expiration of each insurance policy, Contractor shall furnish a certificate(s) showing that a new or extended policy has been obtained which meets the minimum requirements of this Agreement. Contractor shall provide proof of continuing insurance on at least an annual basis during the Term. lf Contractor's insurance lapses or is discontinued for any reason, Contractor shall immediately notify the City and immediately obtain replacement insurance. Contractor agrees and stipulates that any insurance coverage provided to the City of Lodi shall provide for a claims period following termination of coverage which is at least consistent with the claims period or statutes of limitations found in the California Tort Claims Act (California Government Code Section 810 et seq.). (S) Failure to Comoly
lf Contractor fails or refuses to obtain and maintain the required insurance, or fails to provide proof of coverage, the City may obtain the insurance. Contractor shall reimburse the City for premiums paid, with interest on the premium paid by the City at the maximum allowable legal rate then in effect in California. The City shall notify Contractor of such payment of premiums within thirty (30) days of payment stating the amount paid, the name(s) of the insurer(s), and rate of interest. Contractor shall pay such reimbursement and interest on the first (1st) day of the month following the City's notice. Notwithstanding any other provision of this Agreement, if Contractor fails or refuses to obtain or maintain insurance as required by this agreement, or fails to provide proof of insurance, the City may terminate this Agreement upon such breach. Upon such termination, Contractor shall immediately cease use of the Site or facilities and commence and diligently pursue the removal of any and all of its personal property from the site or facilities. (h) Verification of Coveraqe
Consultant shall furnish the City with a copy of the policy declaration and endorsement page(s), original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. Failure to exercise this right shall not constitute a waiver of the City's right to exercise after the effective date.

Self-lnsured Retentions
Self-insured retentions must be declared to and approved by the City. The City may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City. lnsurance Limits
The limits of insurance described herein shall not limit the liability of the Contractor and Contractor's officers, employees, agents, representatives or subcontractors. Contractor's obligation to defend, indemnify and hold the City and its officers, officials, employees, agents and volunteers harmless under the provisions of this paragraph is not limited to or restricted by any requirement in the Agreement for Contractor to procure and maintain a policy of insurance. (k) Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Consultant shall ensure that City is an additional insured on insurance required from subcontractors (l) Claims Made Policies
lf any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. lnsurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. lf coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase "extended reporting" coverage for a minimum of five (5) years after completion of contract work.
(m) Qualifiedlnsurer(s)
All insurance required by the terms of this Agreement must be provided by insurers licensed to do business in the State of California which are rated at least "A-, Vl" by the AM Best Ratings Guide, and which are acceptable to the City. Non-admitted surplus lines carriers may be accepted provided they are included on the most recent list of California eligible surplus lines insurers (LESLI list) and otheruise meet City requirements.

Page2 | of2 pages I Risk: rev. 31112018
38 STAN NSLAUS FOUNDATION FOR
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Nonprofit Corporation - CA -
MutualBenefit
2339sAINT PAULSYUAY
MODESTO, CA95355
po Box 576007
MODE5TO"CA95357
12t31/2025
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JOAHNE CHTPTONERI
2339 SAIITT PAUL'SWAY
MODESTO. CA 95355
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stanislaus foundation
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2339 SAINT PAUL'5 WAY, MODESTO, CA
95355
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7/8/2019
Erplra Date
12/31/2025
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https://lodi. hd lgov. com/Search/SearchBy 111
40 RESOLUTION NO. 2026-__

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING RENEWAL OF

DENTAL CLAIMS ADMINISTRATION AGREEMENT WITH STANISLAUS

FOUNDATION FOR MEDICAL CARE AND FURTHER AUTHORIZING THE

INTERIM CITY MANAGER TO EXECUTE AGREEMENT
========================================================================

WHEREAS, the City of Lodi utilizes Stanislau s Foundation for Medical Care for the administration of the self-insured dental plan offered to City of Lodi employees.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the renewal of the Dental Claims Administration Agreement with Stanislaus Foundation for Medical Care; and

BE IT FURTHER RESOLVED that the City Council does hereby authorize the Interim City Manager to execute the agreements with Stanislaus Foundation for Medical Care on behalf of the City of Lodi; and

BE IT FURTHER RESOLVED that the term of the Agreement shall be effective J uly 1, 2025 through June 30, 202 7, and in the event no termination notice has been given by either party, and a new agreement has not been negotiated, the contract shall automatically renew for an additional one-year term; 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: February 18, 2026
========================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____

41 AGENDA ITEM C.5

COUNCIL COMMUNICATION
AGENDA TITLE:

Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $7,500 from District 2 Non- Profit Funds to Lodi Community Church (“Love Lodi”) (Total $7,500) (CLK) MEETING DATE:

February 18, 2026
PREPARED BY:

Olivia Nashed, City Clerk
RECOMMENDED ACTION:

Consider adopting a resolution approving the allocation of public benefit funds of $7,500 from District 2 Non- Profit Funds to Lodi Community Church (“Love Lodi”).

BACKGROUND INFORMATION:

On June 4, 2025, as part of the Fiscal Year (“FY”)2025-2026 annual budget, the City Council voted to add $100,000 to the City Council budget. These funds are evenly distributed among the five Council Members, giving each member $20,000 to support non-profits that benefit the Lodi community.

On July 2, 2025, the City Council adopted Resolution No. 2025-120, approving the Non-Profit Fund Policy as shown in Attachment 1(“Policy”).The Policy outlines the process and guidelines for submitting Proposal Letters from non-profit organizations, review and recommendations of allocations and final approval by Council Members and the full City Council.

Love Lodi has submitted a Proposal Letter (Attachment 2), which has been reviewed by the City Clerk and found in compliance with the guidelines set within the Policy. Council Member Craig-Hensley has reviewed the merits and needs of the proposed projects or activities and desires to donate $7,500 to Love Lodi from the District 2 Non-Profit Funds.

LOVE LODI
Love Lodi began in 2014 as a city-wide volunteer day, modeled after Love Modesto and Love Our Cities. In 2022, under the leadership of Timothy and Tara Stewart, Love Lodi expanded beyond a single day of service to year-round initiatives that position the organization as a citywide convener.

Each spring, thousands of volunteers continue serving across the City, while fall initiatives focus on meeting critical needs in local schools. In partnership with National Night Out and Lodi Unified, Love Lodi has distributed more than 3,100 backpacks to students in need, refreshed school courtyards, and provided house shirts to foster school spirit - functioning as a de facto “Parent Club” to local schools with no or a struggling Parent Club.

FISCAL IMPACT:

There is a fiscal impact of $7,500 to the City Council Non-Profit Fund for District 2.

City of Lodi Printed on 2/15/2026Page 1 of 2
powered by Legistar™
42 COUNCIL COMMUNICATION
FUNDING AVAILABLE:

Council Non-Profit Fund District 2 - 10005001.72612
City of Lodi Printed on 2/15/2026Page 2 of 2
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43 44

City Council
Non-Profit
Fund Policy

Adopted July 2, 2025
Resolution 2025-120

45 I. PURPOSE

To provide a uniform structure for the submission of requests and allocation of the Council Non -Profit Fund (“Non- Profit Fund”) to local non- profits, and to establish guidelines for the for the authorized use of these funds.

II. POLICIES REGARDING NON-PROFIT FUNDS:

1. The City Manager, as part of the proposed budget each year, may allocate up to $20,000 for each Council District into the Non-Profit Fund. In years the City budget is not structurally balanced, there may be a reduced amount or no allocation into the Non-Profit Fund for this purpose.

2. The City Clerk will maintain and track the uses of the Non-Profit Fund by each Council District.

3. Unspent dollars in the Non -Profit Fund will not be carried forward in the following fiscal year. The City Clerk shall provide a Non- Profit Fund balance report at the beginning of third quarter of each fiscal year, to provide an opportunity for Council Members to make recommendations for allocations before the end of the fiscal year.

4. A Council member, upon review of the merits and needs of the proposed projects or activities, will direct the City Clerk to prepare recommendations for the Council’s review and consideration regarding the use of the Non -Profit Fund. Allocations from the Non-Profit Fund must be approved by a simple majority vote of the Council.

5. Council approval of Non-Profit allocations should be based on the following:

a. Funding requests must align with the City Council Strategic Vision and requests should describe how they comply wit h the Council’s Goals and City policies.
b. Non-Profit Funds can be used as start-up funds for community programs or activities benefitting the community within the City of Lodi. c. The recommended projects or activities will primarily result in public benefit within the City limits.
d. The recommended projects or activities can have a nexus to City operated or funded programs.
e. Funding for projects or activities is a one- time allocation and shall not be considered ongoing funding support.
f. Any organization receiving funding must agree to be audited or present progress reports to Council as required by the City.
46 g. Funds cannot be allocated on a retroactive basis. h. Organizations receiving these funds must attest that they will not be used for political, discriminatory, or any unlawful purposes.

6. Council Members may identify projects or activities proposed to be funded by the Non-Profit Fund, to be included as part of the upcoming budget. Once identified, the City Manager will include these projects and/or activities as part of the proposed budget to be considered by the City Council during final budget hearing. If approved, these projects and/or activities will not require a separate Council review and will be implemented by appropriate City staff. Projects not approved in the annual adopted budget will require a separate Council item and be approved by a simple majority vote of the City Council.

III. LEVINE ACT AND CAMPAIGN DISCLOSURE REQUIREMENTS

The Levine Act, California Government Code Section 84308, was enacted to prevent conflicts of interest by restricting public officials from participating in decisions involving entities from which they received campaign contributions. Under the Levine Act, as may be ame nded from time to time, if a public official has received contributions of more than $500, from a party involved in a decision within the previous 12 months, they must disclose the contribution and recuse themselves from participating in the decision.

Pursuant to the Levine Act, Council Members who receive campaign contributions of $500 or more from organizations, including an organization’s board members and/or officers, who are requesting funding must comply with the Levine Act.

IV. ADMINISTRATION AND REPORTING

To address the need for a uniform process and ensure compliance with City of Lodi policies and procedures, the following requirements are set forth for the submission, processing, and award of grants from the Non-Profit Fund.

1. Non-profit organizations , that wish to apply for allocations from the Non-Profit Fund, must submit a letter (“ Proposal Letter”) to a City Council Member or City Clerk, providing the following details:

 Contact name, phone, and email
 Full legal name of organization
 Complete address of the organization
 Description of Organization
 Mission Statement
 Federal Tax Status: 501(c)(3) or other
 List of current Board members and officers, if any
47  Brief description of the project/program and how it relates to the City Council’s Strategic Vision and one or more of Council’s Goal  Funding amount requested and how it relates to overall project/program financial plan
 Objectives for the requested funding
 Performance indicators/Measurement of success
 Communities that will benefit from use of the requested funds  Any additional information relevant to the request

2. Written justification must be provided for organizations that have received Non- Profit Funds in prior years.

 Proposal Letters must include the total Non-Profit Funds received in prior years and the reason for requesting additional funding.

 For funding requests to organizations located outside the City’s limits, Proposal Letters must include explanation of local benefit.

3. The City Clerk shall agendize an item for Council review and approval, providing all relevant information for the City Council to review the submitted non- profit Proposal Letters and make a well -informed decision regarding the allocation request(s).

4. If approved by the City Council, the successful non- profit organizations shall submit quarterly status reports to the City Clerk for the life of the project.

 As part of each quarterly financial cycle, the City Clerk will report activity of these funds to the C ity Council summarizing all awarded Non-Profit Funds and available balances.

These recommendations aim to enhance procedural consistency, transparency, and compliance in the administration of award from the Non-Profit Fund.

48 August 18, 2025 Subject: Non-Profit Fund Policy Proposal Letter Councilwoman Lisa Craig-Hensley 221 W. Pine Street Lodi, CA 95240 Dear Councilwoman Craig-Hensley, We want to extend our sincere appreciation to you and the City of Lodi for your continued support of Love Lodi. Over the past decade, more than 8,500 volunteers have served across hundreds of projects within the city limits—representing an investment of over one million dollars back into our community1. Because non-profits are the heart of our city, we are especially grateful for the Council’s recent decision to implement the Non-Profit Fund Policy on July 2, 2025. Please accept the following information as our formal application in accordance with Resolution 2025-120. Contact name, phone, and email Timothy & Tara Stewart Timothy: (916) 715-3272 Tara: (916) 544-2215 Timtohy: [email protected] Tara: [email protected] Full legal name of organization Lodi Community Church Complete address of the organization 444 W. Turner Road Lodi, CA 95240 Description of the Organization Love Lodi began in 2014 as a city-wide volunteer day, modeled after Love Modesto and Love Our Cities. In 2022, under the leadership of Timothy and Tara Stewart, Love Lodi expanded beyond a single day of service to year-round initiatives that position the organization as a city-wide convener. 1 h#ps://independentsector.org/research/value-of-volunteer-8me/ 49 Each spring, thousands of volunteers continue serving across the city, while fall initiatives focus on meeting critical needs in local schools. In partnership with National Night Out and Lodi Unified, Love Lodi has distributed more than 3,100 backpacks to students in need, refreshed school courtyards, and provided house shirts to foster school spirit – functioning as a de facto “Parent Club” to local schools with no or a struggling Parent Club. As we mark 10 years in 2025, Love Lodi is preparing for the next decade of impact: addressing unmet needs, deepening collaboration with schools, businesses, non-profits, churches, and residents, and expanding initiatives that strengthen the fabric of our community. The requested grant funding is essential to launch this next phase, ensuring greater capacity, sustainability, and measurable impact across the City of Lodi. Mission Statement Love Lodi is more than a city-wide volunteer day. We are a city-wide movement championing volunteerism and doing good in our city. Federal Tax Status: 501(c)(3) or other Tax ID# 94-1698618 List of current Board members and officers, if any • Timothy Stewart • Tara Stewart • Glen Barnes • Kelly Benov • Marvin Bryant 50 Brief description of the project/program and how it relates to the City Council’s Strategic Vision and one or more of Council’s Goal Love Lodi wants to fund a part-time Program Director to expand the following program: LOVE OUR SCHOOLS PROGRAM The Love Our Schools Program is designed to meet critical needs at Title I schools in the Lodi Unified School District (LUSD) by building strong, sustainable partnerships between the community and schools. Through intentional collaboration with district leadership, principals, and school staff, Love Lodi will assess needs and mobilize resources to provide long-term impact. Program Components A. Needs Assessment • Conduct ongoing dialogue with LUSD staff, principals, and teachers to identify the most pressing needs of Title I and in-need schools. • Establish clear communication channels for continuous feedback and accountability. B. School Adoption Model Love Lodi will partner with the Lodi Chamber of Commerce, service organizations, local businesses, and the faith community to A.D.O.P.T. every LUSD school in Lodi. Adoption partners will provide: 1. Awareness of Needs o Host a State of the School event to share each school’s unique challenges and opportunities. 2. Donor Engagement o Develop donor relationships to fund specific school needs (e.g., backpacks, school supplies, lice kits, hygiene resources). o Create an annual fundraising pipeline to ensure sustainability. 3. Opportunities to Volunteer o Offer pathways for individuals, families, and organizations to serve schools through hands-on involvement. 4. Project-Based Support o Organize Love Lodi Day projects on campuses each spring. o Mobilize year-round projects to meet urgent or ongoing needs. 5. Teacher Appreciation o Provide regular encouragement and tangible support for teachers and staff, fostering morale and retention. 51 C. Partnership Broker Role Love Lodi will act as the convener and broker between adoption partners and schools, ensuring that relationships are strategic, needs-driven, and aligned with LUSD goals. This structure avoids duplication of efforts, creates accountability, and maximizes impact. The Love Our Schools Program directly supports the City of Lodi’s Stretch Goal to be a recognized leader in generating a happy, healthy, high quality of life for all. By mobilizing volunteers and resources to meet critical needs at Title I schools, the program advances the City’s goals of partnering with public and private entities to engage diverse communities, fostering youth education and mentorship, and enhancing cultural and community connections. Initiatives such as distributing backpacks, refreshing school campuses, and providing ongoing teacher appreciation create tangible improvements in student well-being, educational access, and school culture. By strengthening partnerships among schools, businesses, non-profits, and civic groups, the program helps ensure that Lodi’s next generation has the support, resources, and mentorship needed to thrive—fulfilling the City’s vision for a stronger, more connected, and higher quality of life for all residents. Funding amount requested and how it relates to overall project/program financial plan Love Lodi is requesting $20,000 to fund the part-time Program Director position for one year. This role is essential to the success and sustainability of the Love Our Schools Program. While Love Lodi has historically relied heavily on volunteer leadership, the scope and complexity of coordinating year-round initiatives, managing partnerships with schools and community organizations, mobilizing volunteers, and stewarding donor relationships requires dedicated professional oversight. The Program Director will provide the consistent leadership and organizational capacity needed to: • Conduct school needs assessments in collaboration with LUSD staff. • Recruit, equip, and coordinate adoption partners for every Lodi school. • Oversee project planning and implementation for both Love Lodi Day and year-round initiatives. • Develop and sustain donor and volunteer engagement strategies. • Ensure accountability and measurable outcomes for funders, schools, and the City of Lodi. This investment will leverage thousands of volunteer hours and significant in-kind contributions, multiplying the City’s support into measurable community impact. Funding this position is not simply administrative—it is the critical infrastructure that enables Love Lodi to move from a once-a-year event to a sustained, city-wide movement meeting real needs in schools and neighborhoods. 52 Objectives for the requested funding The requested funding will directly support measurable objectives that advance both the mission of Love Lodi and the City of Lodi’s strategic vision for community well-being. With dedicated leadership provided through the Program Director role, Love Lodi will: • Pair Every School with an Adoption Partner: Ensure that each LUSD school in Lodi is matched with at least one business, service organization, faith community, or civic group, creating sustainable pipelines of support. • Increase Student and Family Resources: Expand access to critical resources for Title I students and families—such as backpacks, school supplies, hygiene kits, and other essentials—reducing barriers to learning and well-being. • Mobilize Volunteers Year-Round: Engage hundreds of community members annually through Love Lodi Day and ongoing school-based service projects, multiplying the City’s investment with thousands of volunteer hours. • Strengthen Community-School Relationships: Foster meaningful, long-term partnerships between schools and community stakeholders, resulting in improved environments for students and increased encouragement and appreciation for teachers and staff. These objectives will be tracked through volunteer participation metrics, partner engagement records, resource distribution data, and feedback from school administrators—ensuring clear accountability and demonstrable outcomes for the City’s investment. Performance indicators/Measurement of success Success for the Love Our Schools Program will be measured through clear, trackable outcomes that demonstrate both growth in partnerships and tangible community impact. For the first year, the Program Director will focus on strengthening existing relationships and expanding adoption partnerships. Specific performance indicators include: • Adoption Partnerships Formalized: Formalize 5–10 adoption partnerships between schools and community organizations (businesses, non-profits, service clubs, and faith communities). • Needs Identified and Met: Document and meet specific school needs (e.g., backpacks, supplies, courtyard improvements, teacher appreciation efforts) in collaboration with LUSD staff. • Volunteer Engagement: Track the number of volunteers mobilized and total hours served in school-based projects, both on Love Lodi Day and year-round. • Community Investment: Record the dollar value of donations (cash and in-kind) directed toward school needs through adoption partners and community supporters. • School and Partner Feedback: Collect feedback from principals, teachers, and adoption partners to evaluate satisfaction, perceived impact, and areas for improvement. 53 These indicators will not only provide quantitative data (partnerships, hours, dollars) but also qualitative insights (school culture, teacher morale, community engagement). Together, they ensure accountability to funders and position Love Lodi to scale the program in future years. Communities that will benefit from use of the requested funds The primary beneficiaries of the Love Our Schools Program are the Title I schools within Lodi Unified School District and the economically challenged students and families they serve. Many of these school communities are below the poverty line and lack the parent clubs or fundraising capacity that other schools enjoy. As a result, they often struggle to provide the resources, experiences, and support systems that contribute to student success. Through the requested funding, Love Lodi will continue to close this gap by providing equitable access to resources and opportunities. Recent examples of impact include: • Health and Hygiene: In partnership with Adventist Health, over 500 lice kits were distributed to families at Lawrence Elementary, providing immediate relief to families in crisis. • Student Preparedness: More than 3,100 backpacks filled with essential supplies were distributed to students in 2024 and 2025, ensuring that children arrived ready to learn on the first day of school. • School Spirit and Belonging: Love Lodi purchased house shirts for students at Lodi Middle and Lawrence Elementary, building a stronger sense of community and school pride. By supporting these schools, the program not only addresses material needs but also enhances morale, strengthens school culture, and provides students with a quality of school experience comparable to their peers across Lodi. In doing so, Love Lodi advances equity, fairness, and long-term student performance—ultimately benefiting the broader Lodi community as these students grow into thriving, engaged citizens. Any additional information relevant to the request With your partnership, we can ensure every school in Lodi is adopted, every teacher encouraged, and every student equipped to thrive. Together, we can make the next decade of Love Lodi the most impactful yet. With gratitude, Timothy & Tara Stewart Love Lodi Chairpersons 54 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE AWARD OF PUBLIC BENEFIT FUNDS OF $ 7,500 FROM THE DISTRICT 2 NON-PROFIT FUND TO LODI COMMUNITY CHURCH (“LOVE LODI”) (TOTAL $7,500) ========================================================================

WHEREAS, on June 4, 2025, as part of the Fiscal Year (“FY”) 2025-2026 annual budget, the City Council voted to add $100,000 to the City Council budget. These f unds are evenly distributed among the five Councilmembers, giving each member $20,000 to support non-profits that benefit the Lodi community; and

WHEREAS, on July 2, 2025, the City Council adopted Resolution No. 2025 -120, approving the Non-Profit Fund Policy included as Attachment 1 (“Policy”). The Policy outlines the process and guidelines for submitting Proposal Letters from non-profit organizations, review and recommendations of allocations by Councilmembers, and final approval by the full City Council; and

WHEREAS, Love Lodi submitted a Proposal Letter as shown in Attachment 2 (“Proposal”), which has been reviewed by the City Clerk and found in compliance within the Policy guidelines; and

WHEREAS, Council Member Craig-Hensley reviewed the merits and needs of Love Lodi’s proposed projects or activities in the Proposal and desires to allocate public benefit funds to Love Lodi from the District 2 Non-Profit Funds, in the amount of $7,500.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby:

1. Find that the mission and goals of Love Lodi complies with the Policy, Council’s strategic vision, and that the activities described in the Proposal will provide public benefit for the City of Lodi and its residents.

2. Approve the total allocation of public benefit funds of $7,500 from District 2 Non- Profit Funds to Lodi Community Church (“Love Lodi”), subject to compliance with the Policy.

3. Direct the Love Lodi to provide quarterly reports to the City Clerk on the use of the non-profit funds received as described in the Proposal , and the City Clerk shall then also share a summary of this reported activity to the City Council quarterly to ensure procedural consistency, transparency, and compliance with the Non-Profit Fund Policy.

Dated: February 18, 2026
=======================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –
55 ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
56 AGENDA ITEM C.6

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Repealing and Replacing Resolution No. 2023-98 and Adopting a Revised Lodi City Council Strategic Vision (CM)
MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a resolution repealing and replacing resolution no. 2023-98 and adopting a revised Lodi City Council Strategic Vision.

BACKGROUND INFORMATION:

On May 17, 2023, the Lodi City Council adopted Resolution No. 2023-98, approving the City’sStrategic Vision consisting of priorities and milestones.

On January 28, 2026, the Lodi City Council held a Special Council Meeting at Hutchins Street Square to discuss and revise the Strategic Vision to align with the Councils current priorities for the City. The revised Strategic Vision, (a clean version is included as “Attachment 1” and a redline version showing changes is included as “Attachment 2”), categorizes the priorities in alphabetical order and are in bold, followed by the milestones.

These revised priorities collectively represent the current Strategic Vision of the Lodi City Council and should be utilized by staff as the foundation upon which future workplans are based and resource allocation decisions are made. Each department will show how these priorities align with their accomplishments in the City’s annual budget book.

FISCAL IMPACT:

There is no fiscal impact to adopting the Strategic Vision. Strategic Priorities and Milestones each have many potential strategies with varying costs. The fiscal impact of addressing each priority will be communicated annually through the budget process.

FUNDING AVAILABLE:

Not applicable.

City of Lodi Printed on 2/15/2026Page 1 of 1
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57

Lodi City Council Strategic Vision
February 2026
Downtown
Str
etch Goal: Capitalize on Lodi’s lively mixed use, walkable commercial downtown district.

A. Implement the Downtown Specific Plan.

B. Preserve downtown historic character.

C. Encourage improvements that support multi-modal transportation and public safety.

D. Promote the Civic Center as an integral part of the Downtown.

E. Adopt policies that incentivize the revitalization of buildings.

Economic Development
Str
etch Goal: Raise the median income of Lodi residents 12% to match the State of California.

A. Implement the Economic Development Strategic Plan.

B. Expand economic opportunities along the I-5 corridor.

C. Grow the City through annexation.

Fiscal Health
St
retch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.

A. Promote the City's fiscal transparency and citizen's fiscal fluency.

B. Position Lodi to maintain a diversified revenue mix.

C. Ensure elected leaders and staff retain focus on fiscal priorities reflected in budget policies and funded projects.

D. Anticipate and advocate against unfunded mandates.

E. Ensure the City has funding amounts equal to annual depreciation levels to maintain assets.

F. Utilize the Pension Stabilization Reserve to reduce the financial impact of growing pension expenses.

Housing
Str
etch Goal: Ensure every socio-economic demographic and family structure can secure quality housing within the community.

A. Develop new housing opportunities with market values aligned with current Area Median Income and standard housing/income ratios.

ATTACHMENT 1
58

B. Ensure continued progress towards Regional Housing Needs Assessment Goals.

C. Require a percentage of housing in new developments to be workforce housing.

D. Adopt standards and policies to promote housing for all economic levels.

E. Develop policies that will promote affordable housing by design; generational housing by design; and diverse housing by design.

F. Consider ways to support the existence of an adequate number of rental properties.

Infrastructure

Stretch Goal: Develop and maintain a robust infrastructure to support the City’s growth.

A. Invest in innovative infrastructure such as new hydrogen facilities near the Lodi Energy Center.

B. Promote adaptive reuse of existing properties.

C. Address deferred maintenance.

D. Ensure capacity for future growth.

E. Proactive infrastructure development to support future growth areas.

F. Ensure that funding for maintenance of future development projects is sustainable and self- supporting.

Parks

Stretch Goal: Develop a Parks System that is a model for the State of California.

A. Fully staffed to annual benchmarks.

B. Expand, develop and maintain Lodi Lake to meet or exceed community needs.

C. Develop and maintain sports/recreation facilities for City and public use, including an indoor sports facility.

D. Expand, develop and maintain Hutchins Street Square Facilities to meet or exceed community needs.

E. Create a dedicated fund to improve event-based facilities to meet community needs.

Public Safety

Stretch Goal: Create the best trained police and fire departments in the State of California.

A. Reach and maintain full staffing.

B. Build strategic regional partnerships with surrounding agencies to enhance fire and emergency response services including construction of an outdoor public safety training facility.

C. Research, develop and/or promote advanced training programs for police and fire personnel based on or exceeding best practices for service delivery and effecting public safety outcomes.

D. Ensure high levels of community involvement by public safety employees. 59

E. Enhance programs to address strategic safety problem areas in the community, such as the unsheltered population, Fentanyl crisis, and animal services.

Public Well-being

Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.

A. Use the Library to engage in opportunities for physical, recreational, and cultural activities.

B. Partner with other public/private entities to provide outreach, education, and activities to engage diverse cultures and communities.

C. Provide opportunities for access to mental health and substance abuse treatment.

D. Focus on youth education and mentorship to foster positive life-choices.

E. Ensure a customer centered focus in the City’s delivery of services to the community.

60

Lodi City Council Strategic Vision
February 2026

Downtown

Stretch Goal: Capitalize on Lodi’s lively mixed use, walkable commercial downtown district.

A. Implement the Downtown Specific Plan.

B. Preserve downtown historic character.

C. Encourage improvements that support multi-modal transportation and public safety.

D. Promote the Civic Center as an integral part of the Downtown.

E. Adopt policies that incentivize the revitalization of buildings.

Economic Development

Stretch Goal: Raise the median income of Lodi residents 12% to match the State of California.

A. Implement the Economic Development Strategic Plan.

B. Expand economic opportunities along the I-5 corridor.

C. Grow the City through annexation.

Fiscal Health

Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.

A. Promote the City's fiscal transparency and citizen's fiscal fluency.

B. Position Lodi to maintain a diversified revenue mix.

C. Ensure elected leaders and staff retain focus on fiscal priorities reflected in budget policies and funded projects.

D. Anticipate and advocate against unfunded mandates.

E. Ensure the City has funding amounts equal to annual depreciation levels to maintain assets.

F. Utilize the Pension Stabilization Reserve to reduce the financial impact of growing pension expenses.

Housing

Stretch Goal: Ensure every socio-economic demographic and family structure can secure quality housing within the community.

A. Develop new housing opportunities with market values aligned with current Area Median Income and standard housing/income ratios.
61

B. Ensure continued progress towards Regional Housing Needs Assessment Goals.

C. Require a percentage of housing in new developments to be workforce housing.

D. Adopt standards and policies to promote housing for all economic levels.

E. Develop policies that will promote affordable housing by design; generational housing by design; and diverse housing by design.

F. Consider ways to support the existence of an adequate number of rental properties.

Infrastructure

Stretch Goal: Develop and maintain a robust infrastructure to support the City’s growth.

A. Invest in innovative infrastructure such as new hydrogen facilities near the Lodi Energy Center.

B. Promote adaptive reuse of existing properties.

C. Address deferred maintenance.

D. Ensure capacity for future growth.

E. Proactive infrastructure development to support future growth areas.

F. Ensure that funding for maintenance of future development projects is sustainable and self- supporting.

Parks

Stretch Goal: Develop a Parks System that is a model for the State of California.

A. Fully staffed to annual benchmarks.

B. Expand, develop and maintain Lodi Lake to meet or exceed community needs.

C. Develop and maintain sports/recreation facilities for City and public use, including an indoor sports facility.

D. Expand, develop and maintain Hutchins Street Square Facilities to meet or exceed community needs.

E. Create a dedicated fund to improve event-based facilities to meet community needs.

Public Safety

Stretch Goal: Create the best trained police and fire departments in the State of California.

A. Reach and maintain full staffing.

B. Build strategic regional partnerships with surrounding agencies to enhance fire and emergency response services including construction of an outdoor public safety training facility.

C. Research, develop and/or promote advanced training programs for police and fire personnel based on or exceeding best practices for service delivery and effecting public safety outcomes.

D. Ensure high levels of community involvement by public safety employees. 62

E. Enhance programs to address strategic safety problem areas in the community, such as the unsheltered population, Fentanyl crisis, and animal services.

Public Well-being

Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.

A. Use the Library to engage in opportunities for physical, recreational, and cultural activities.

B. Partner with other public/private entities to provide outreach, education, and activities to engage diverse cultures and communities.

C. Provide opportunities for access to mental health and substance abuse treatment.

D. Focus on youth education and mentorship to foster positive life-choices.

E. Ensure a customer centered focus in the City’s delivery of services to the community.

63 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL REPEALING AND REPLACING RESOLUTION NO. 2023-98 AND ADOPTING A REVISED LODI CITY COUNCIL

STRATEGIC VISION
========================================================================

WHEREAS, on May 17, 2023, the Lodi City Council adopted Resolution No. 2023 -98, approving the City’s Strategic Vision for the future and its priorities and milestones for Calendar Year 2024; and

WHEREAS, on January 28, 2026, the Lodi City Council held a Special Meeting to discuss and revise the Strategic Vision to align with the Council’s current priorities for the City (“Attachment A”); and

WHEREAS, the revised priorities should be utilized by staff as the foundation upon which future workplans are based and resource allocation decisions are made; and

WHEREAS, the annual budget will list how department accomplishments align with these priorities.

NOW, THEREFORE, BE IT RESOLVED the Lodi City Council does hereby repeal and replace Resolution No. 2023-98 and adopt a revised Lodi City Council Strategic Vision and the Strategic Priorities and Milestones as shown in Attachment A attached hereto.

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____

64 ATTACHMENT A
Lodi City Council Strategic Vision
February 2026

Downtown

Stretch Goal: Capitalize on Lodi’s lively mixed use, walkable commercial downtown district.

A. Implement the Downtown Specific Plan.

B. Preserve downtown historic character.

C. Encourage improvements that support multi-modal transportation and public safety.

D. Promote the Civic Center as an integral part of the Downtown.

E. Adopt policies that incentivize the revitalization of buildings.

Economic Development

Stretch Goal: Raise the median income of Lodi residents 12% to match the State of California.

A. Implement the Economic Development Strategic Plan.

B. Expand economic opportunities along the I-5 corridor.

C. Grow the City through annexation.

Fiscal Health

Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.

A. Promote the City's fiscal transparency and citizen's fiscal fluency.

B. Position Lodi to maintain a diversified revenue mix.

C. Ensure elected leaders and staff retain focus on fiscal priorities reflected in budget policies and funded projects.

D. Anticipate and advocate against unfunded mandates.

E. Ensure the City has funding amounts equal to annual depreciation levels to maintain assets.

F. Utilize the Pension Stabilization Reserve to reduce the financial impact of growing pension expenses.

Housing

Stretch Goal: Ensure every socio-economic demographic and family structure can secure quality housing within the community.

A. Develop new housing opportunities with market values aligned with current Area Median Income and standard housing/income ratios.

B. Ensure continued progress towards Regional Housing Needs Assessment Goals.

C. Require a percentage of housing in new developments to be workforce housing.

D. Adopt standards and policies to promote housing for all economic levels.

E. Develop policies that will promote affordable housing by design; generational housing by design; and diverse housing by design.

F. Consider ways to support the existence of an adequate number of rental properties.

65 ATTACHMENT A
Infrastructure

Stretch Goal: Develop and maintain a robust infrastructure to support the City’s growth.

A. Invest in innovative infrastructure s uch as new hydrogen facilities near the Lodi Energy Center.

B. Promote adaptive reuse of existing properties.

C. Address deferred maintenance.

D. Ensure capacity for future growth.

E. Proactive infrastructure development to support future growth areas.

F. Ensure that funding for maintenance of future development projects is sustainable and self - supporting.

Parks

Stretch Goal: Develop a Parks System that is a model for the State of California.

A. Fully staffed to annual benchmarks.

B. Expand, develop and maintain Lodi Lake to meet or exceed community needs.

C. Develop and maintain sports/recreation facilities for City and public use, including an indoor sports facility.

D. Expand, develop and maintain Hutchins Street Square Facilities to meet or exceed community needs.

E. Create a dedicated fund to improve event-based facilities to meet community needs.

Public Safety

Stretch Goal: Create the best trained police and fire departments in the State of California.

A. Reach and maintain full staffing.

B. Build strategic regional partnerships with surrounding agencies to enhance fire and emergency response services including construction of an outdoor public safety training facility.

C. Research, develop and/or promote advanced training programs for police and fire personnel based on or exceeding best practices for service delivery and effecting public safety outcomes.

D. Ensure high levels of community involvement by public safety employees.

E. Enhance programs to address strategic safety problem areas in the community, such as the unsheltered population, Fentanyl crisis, and animal services.

Public Well-being

Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.

A. Use the Library to engage in opportunities for physical, recreational, and cultural activities.

B. Partner with other public/private entities to provide outreach, education, and activities to engage diverse cultures and communities.

C. Provide opportunities for access to mental health and substance abuse treatment.

D. Focus on youth education and mentorship to foster positive life-choices.

E. Ensure a customer centered focus in the City’s delivery of services to the community.

66 AGENDA ITEM C.7

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Appointing Christina Jaromay to the Position of City Treasurer of the City of Lodi (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution appointing Christina Jaromay to the position of City Treasurer of the City of Lodi effective February 19, 2026.

BACKGROUND INFORMATION:

Every governmental agency that administers funds must have an officer who receives and handles such funds and thereby acts in the capacity of Treasurer. The duties of the City Treasurer are: to receive and safely keep all money coming into the treasury; to comply with all laws governing the depositing and securing of public funds; to pay money only on warrants signed by legally designated persons; and to submit a monthly written report and accounting of receipts; disbursements and funds balances to the City Clerk and City Council.

On September 3, 2025, the Lodi City Council adopted Ordinance No. 2033 amending LMC Section 2.44.040, allowing the City Council to appoint the Interim City Manager to also serve as the City Treasurer and appointed Interim City Manager James Lindsay as City Treasurer. Mr. Lindsay will be resigning from City employment as he is nearing the maximum hours CalPERS Retired Annuitants are allowed to work for a CalPERS agency in a fiscal year.

The appointed City Treasurer position has historically been filled by the Assistant City Manager or the Deputy City Manager, which has been reclassified to an Administrative Services Director. The Administrative Services Director position is currently open for recruitment. Since July 2025, Christina Jaromay has been overseeing the Internal Services Department, in addition to the Parks, Recreation, and Cultural Services Department.

Therefore, it is recommended that the City Council appoint Mrs. Jaromay as the City Treasurer of the City of Lodi in the interim, until the Administrative Services Director position is filled. This appointment shall become effective February 19, 2026.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

City of Lodi Printed on 2/15/2026Page 1 of 1
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67 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPOINTING CHRISTINA

JAROMAY TO THE POSITION OF TREASURER OF THE CITY OF LODI ========================================================================

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby appoint Parks, Recreation, and Cultural Services Director, Christina Jaromay, to the position of Treasurer of the City of Lodi, effective February 19, 2026.

Dated: February 18, 2026
=======================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
68 AGENDA ITEM C.8

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Updating City Staff Signers on City of Lodi Farmers & Merchants Bank Accounts (IS - BUD)
MEETING DATE:

February 18, 2026
PREPARED BY:

Jennelle Baker, Budget Manager
RECOMMENDED ACTION:

Adopt a Resolution Updating City Staff Signers on City of Lodi Farmers & Merchants Bank Accounts.

BACKGROUND INFORMATION:

Authorized signers on the City’s bank accounts held at Farmers & Merchants Bank (“F&M”)have been previously designated to the City Manager, the Assistant City Manager, and the Budget Manager. The Interim City Manager’sassignment will end soon due to CalPERS service retirees' limit of working a maximum of 960 hours per fiscal year. To maintain compliance with banking signature authority, it is recommended to assign the treasury functions and signature authority to the Interim Administrative Services Director, Christina Jaromay. The authority will come back to council once a permanent City Manager and/or Administrative Services Director is identified.

To update the City’sbank records, F&M requires City Council authorization. Staff is now requesting Council approval for the following designated signers:

Christina Jaromay, Interim Administrative Services Director Jennelle Baker-Bechthold, Budget Manager
If approved, these individuals will serve as signers on City of Lodi bank accounts with F&M. The Corporate Authorization Resolution provided by F&M (Attachment 1) states in part that “thesignature of an Agent on this resolution is conclusive evidence of their authority to act on behalf of the Corporation”. The signatures of Director Jaromay and Manager Baker-Bechthold on Attachment 1 are required in order to conduct City banking business.

Government Code 36936 provides that “[r]esolutions, orders for the payment of money, and all ordinances require a recorded majority vote of the total membership of the city council.” FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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77 78
RESOLUTION NO. 2026-

A RESOLUTION OF THE LODl CITY COUNCIL AUTHORIZING INTERIM

ADMINISTRATIVE SERVICES DIRECTOR AND BUDGET MANAGER TO SERVE AS DESIGNATED SIGNERS ON CITY OF LODl FARMERS &

MERCHANTS BANK ACCOUNTS

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

NOW, THEREFORE, BE IT RESOLVED that the City Council authorizes Interim Administrative Services Director Christina Jaromay and Budget Manager Jennelle Baker - Bechthold to execute Attachment 1 to this Resolution (Corporate Authorization Resolution).

Dated: February 18, 2026
=====================================================================

I hereby certify that Resolution No. 2026 - ____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS -

NOES: COUNCIL MEMBERS -

ABSENT: COUNCIL MEMBERS -

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026- ___

79 AGENDA ITEM C.9

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Accepting and Appropriating the Homeless Housing, Assistance, and Prevention (HHAP) Round 5 Grant and Authorizing the Interim City Manager or Designee to Execute HHAP Round 5 Subrecipient Agreements in a Form Acceptable by the City Attorney (CD) MEETING DATE:

February 18, 2026
PREPARED BY:

Jennifer Rhyne, Neighborhood Services Manager
RECOMMENDED ACTION:

Adopt a resolution accepting and appropriating the Homeless Housing, Assistance, and Prevention (HHAP) Round 5 grant funds and authorizing the Interim City Manager or Designee to execute HHAP Round 5 subrecipient agreements in a form acceptable by the City Attorney.

BACKGROUND INFORMATION:

The State of California Homeless Coordinating and Financing Council (HCFC), in coordination with the Business, Consumer Services and Housing Agency (BCSH), has made available additional funding through Homeless Housing, Assistance, and Prevention (HHAP) Round 5. The HHAP program was established under Assembly Bill 101 (Chapter 159, Statutes of 2019) and is designed to support regional coordination and expansion of local capacity to address homelessness through evidence-based, Housing First-aligned strategies.

HHAP funding prioritizes interim housing, street outreach, services coordination, prevention, and diversion activities that reduce unsheltered homelessness and support transitions to permanent housing. A key requirement of the program is coordination among regional partners to address each jurisdiction’sshare of regional homelessness needs.

The San Joaquin Continuum of Care (SJCoC) and San Joaquin County jointly administer HHAP funds and release a coordinated Notice of Funding Availability (NOFA) to allocate funding to eligible jurisdictions and programs countywide. The City of Lodi has successfully received and administered multiple prior rounds of HHAP funding, supporting both the Lodi Access Center and Emergency Shelter and the Harmony Homes project.

The City of Lodi submitted an application for HHAP Round 5 funding focused on the continued operation of the Lodi Access Center and Emergency Shelter, street outreach, services coordination, and prevention and shelter diversion activities. The Access Center is an existing, operational program that has been previously supported by earlier HHAP rounds and serves as a core component of the City’s comprehensive homelessness response.

San Joaquin County Neighborhood Preservation received nearly thirty applications in response to the HHAP Round 5 Notice of Funding Availability, with total funding requests exceeding $18 million. Following a highly City of Lodi Printed on 2/15/2026Page 1 of 2
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80 COUNCIL COMMUNICATION
Round 5 Notice of Funding Availability, with total funding requests exceeding $18 million. Following a highly competitive evaluation process, the City of Lodi has been recommended for an award in the amount of $426,627.44.

FISCAL IMPACT:

The HHAP Round 5 grant will provide $426,627.44 in State funding passed through San Joaquin County and the San Joaquin Continuum of Care to support the continued operation of the Lodi Access Center and Emergency Shelter, outreach, services coordination, and prevention and diversion activities. There is no impact to the City’s General Fund with the acceptance of this award.

FUNDING AVAILABLE:

HHAP Round 5 Project Strings (new):

ARPA-22001.Contracts.HHAP5.Operations ($284,651.27)
ARPA-22001.Contracts.HHAP5.Prevention (52,942.23)
ARPA-22001.Contracts.HHAP5.Coordination ($57,873.10)
ARPA-22001.Contracts.HHAP5.Outreach (31,160.84)
Revenue: 35500000.56005 $426,627.44
Expenditures: 35599000.77020 $426,627.44
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81 Project Title: #172
Section I: Description District Nos: Citywide Project Length Priority High Section II: Estimated Project Costs
Expenditure Prior Years FY 24/25
Estimate
FY 25/26
Budget
FY 26/27 FY 27/28 FY 28/29 FY 29/30 Future Yrs Total
Contracts 3,921,458 $ 6,776,877 $ 10,698,335$ Total Capital Costs 3,921,458 $ 6,776,877 $ - $ - $ - $ - $ - $ - $ 10,698,335$ Section III: Funding Sources/Methods of Financing
Funding Source(s) Prior Years FY 24/25
Estimate
FY 25/26
Budget
FY 26/27 FY 27/28 FY 28/29 FY 29/30 Future Yrs Total
104 - American Rescue Plan 1,067,302 $ 5,076,251 $ 575,910 $ 6,719,463$ 355 - Community Grants 3,242,967 $ 10,575,238 $ 426,627.44 $ 14,244,833$ 431 - Capital Outlay/General Fund 475,902 $ 224,098 $ 700,000$ Total Project Financing 4,786,171$ 15,875,587 $ 1,002,537 $ - $ - $ - $ - $ - $ 21,664,296$ Capital Improvement Plan
FY 2025-2026
The American Rescue Plan Act of 2021 was signed into law on March 11, 2021. The Act provides $65.1 billion to the approximately 19,000 units of state, local and tribal governments nationwide using a block grant formula with Lodi receiving approx. $15.7 million.

Additional Information
On April 7, 2021 Council feedback was to support $5.5 million towards the development of a Navigation Center and a resolution was adopted at the April 21, 2021 Council Meeting. On April 7, 2021 City Council accepted the award of Permanent Local Housing Allocation (PLHA) funding. On July 13, 2021 $2.8 million was approved by the County Board of Supervisors from the San Joaquin County capital- outlay fund in support of the Access Center and on December 13,2022 an additional $8.2 million was awarded. HHAP Round 3 Funds Awarded FY23/24-$578,537.07 Justification/factor driving project
The City of Lodi Community Development Department recognizes that effectively responding to the COVID-19 Pandemic requires a combination of strategies at the local level including housing our unsheltered population. The Navigation Center concept now renamed the Lodi Access Center will be a low-barrier, service enriched congregate shelter. Additionally, on site will be a Workforce Education Center to support not only Access Center clients, but members of the community as well.

ARPA-22001Munis Project Code:
30-Jun-26
82 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL ACCEPTING AND

APPROPRIATING THE HOMELESS HOUSING, ASSISTANCE, AND
PREVENTION (HHAP) ROUND 5 GRANT, IN THE AMOUNT OF $426,627.44,

AND AUTHORIZING THE INTERIM CITY MANAGER OR DESIGNEE TO EXECUTE HHAP ROUND 5 SUBRECIPIENT AGREEMENTS IN A FORM

ACCEPTABLE TO THE CITY ATTORNEY
========================================================================

WHEREAS, the State of California Homeless Coordinating and Financing Council (HCFC), in coordination with the Business, Consumer Services and Housing Agency (BCSH), has made available Homeless Housing, Assistance, and Prevention (HHAP) Round 5 funding pursuant to Assembly Bill 101 (Chapter 159, Statutes of 2019), to support regional coordination and evidence-based strategies to address homelessness; and

WHEREAS, the San Joaquin Continuum of Care (SJCoC) and San Joaquin County jointly administer HHAP funds and released a coordin ated Notice of Funding Availability (NOFA) for HHAP Round 5; and

WHEREAS, the City of Lodi submitted an application for HHAP Round 5 funding to support the continued operation of the Lodi Access Center and Emergency Shelter, street outreach, services coordination, and prevention and shelter diversion activities; and

WHEREAS, the City of Lodi has been recommended for an award in the amount of $426,627.44.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby accept and appropriate the HHAP Round 5 Grant, in the amount of $ 426,627.44, to revenue account 35500000.56005 and expense account 35599000.77020 utilizing project strings (new): ARPA - 22001.Contracts.HHAP5.Operations ($ 284,651.27), ARPA -22001.Contracts.HHAP5.Prevention (52,942.23), ARPA -22001.Contracts.HHAP5.Coordination ($ 57,873.10), ARPA - 22001.Contracts.HHAP5.Outreach ( 31,160.84), and authorize the Interim City Manager or Designee to execute the HHAP Round 5 Subrecipient Agreements (4) in a form acceptable by City Attorney.

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

83 OLIVIA NASHED
City Clerk

2026-_____
84 AGENDA ITEM C.10

COUNCIL COMMUNICATION
AGENDA TITLE:

Approve Lodi Tourism Business Improvement District 2025 Annual Report (ED) MEETING DATE:

February 18, 2026
PREPARED BY:

Luis Aguilar, Economic Development Director
RECOMMENDED ACTION:

Approve Lodi Tourism Business Improvement District 2025 Annual Report.

BACKGROUND INFORMATION:

On September 2, 2015, the City Council adopted Resolution No. 2015-159, establishing the Lodi Tourism Business Improvement District (LTBID) for a five-year term. On August 5, 2020, the City Council adopted Resolution No. 2020-172, renewing the LTBID an additional ten years through September 30, 2030. Pursuant to Lodi Municipal Code Chapter 12.07 and Streets and Highway Code Section 36600 et seq., also known as the “Property and Business Improvement District Law of 1994”, the Owners Association, identified in the resolution as the Lodi Conference and Visitors Bureau (Visit Lodi!), is required to present an annual report (Exhibit A) to the Council for each year in which assessments are levied and collected to pay the costs of the improvements and activities described within the report.

The annual assessment rate for lodging businesses in the City of Lodi is 4.5 percent of their gross room revenue for short-term stays i, and 3 percent for lodging businesses in a portion of the unincorporated area of San Joaquin County. For Fiscal Year 2026, Visit Lodi! is not proposing any changes to the method, basis for levying the assessment, or to the boundaries of assessed businesses within the LTBID.

FISCAL IMPACT:

Visit Lodi! generates additional funding for local merchants, and the City, by encouraging tourism dollars to be spent locally.

FUNDING AVAILABLE:

Not applicable. The LTBID is funded by assessed lodging businesses.

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Visit Lodi Annual Report & Budget Submitted to: City of Lodi Reporting period: January 1–December 31, 2025 Prepared & Submitted by: Wes Rhea, President & CEO, Visit Lodi District Boundaries There are no proposed changes to the boundaries or assessed businesses. Improvements and Activities The improvements and activities for the fiscal year 2025 are consistent with the Management District Plan. There are no proposed changes. Executive Summary 2025 was a major build year for Lodi’s visitor economy. Visit Lodi modernized core marketing infrastructure, completed long-range planning to guide investment and coordination, expanded community engagement, and upgraded measurement tools to better track visitor traffic and spending. Key milestones included a new VisitLodi.com website completion of the Visit Lodi Destination Master Plan advancement of a Sports Strategic Plan, a new magazine-style Visitors Guide, a brand refresh, and an organizational name change to Visit Lodi. Lodi lodging performance strengthened in 2025 with room night demand up 13.5% and occupancy up 3.4%. 86 2
2025 Highlights Destination Strategy and Alignment Completed the Destination Master Plan to: • Position Lodi as a premier destination • Build community cohesion around destination direction Identify competitive opportunities and threats • Establish product and infrastructure needs • Encourage future economic vitality • Support Visit Lodi’s long-term relevance The Destination Master Plan defines strategic imperatives including: • Expanding destination product/audience mix • Repositioning the wine experience • Supporting community engagement • Operating an indispensable destination organization • Advancing a Sports Strategic Plan to grow sports-related travel and overnight demand Modernized Visitor Infrastructure • Launched a new VisitLodi.com website in November 2025. Year-end performance showed stronger engagement and usability: o Total page views: 718,937 (+7.32% YoY) o Views per active user: 2.05 (+21.94% YoY) o Avg. engagement time: 43s (+61.81% YoY) o Bounce rate: 49.93% (improved from 67.06%)

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Brand and Identity • Completed a brand refresh and updated creative systems across channels. • Officially changed the organization name to Visit Lodi (from Lodi Conference & Visitors Bureau). • Updated visitor center merchandise to align with the refreshed brand, including the popular Lodi Arch ornament.

Significant Content Production • Produced 30+ new blogs. • Reviewed/refreshed 500+ business listings, removing outdated or underperforming content. • Completed a refreshed photo and video shoot to modernize the content library. Visitors Guide • Produced a redesigned magazine-style Visitors Guide and printed 25,000 copies for distribution through lodging/tourism locations and by request via the website and external channels.

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Measurement and accountability • Reinvested in geo-location data platforms to strengthen measurement of visitor traffic and spending, improving the foundation for performance reporting. Marketing Reach and Performance Snapshot Lodging Performance • Room night demand: +13.5% • Occupancy: +3.4% Website Performance • Website engagement improved substantially after the November launch (see metrics page 2). Organic Social Performance Across Visit Lodi social channels (Facebook, Instagram, TikTok, YouTube) for Jan 1–Dec 31, 2025, Visit Lodi delivered meaningful audience growth and visibility. • Facebook: 31.21K followers (+38.66%) and 6.64M impressions (+25.31%). • Instagram: 40.84K followers (+19.83%). • TikTok: 8,230 followers (+518.80%) and 1.46M video views (+4661.14%). • YouTube: 516.96K video views (+3447.88%). Earned Media • Earned coverage in 2025 generated 24,440,301 earned impressions to date, with placements including outlets such as AFAR, Real Simple, Travel + Leisure, 7x7, Matador Network, USA Today 10Best, and others. • Produced two San Francisco Chronicle inserts (spring and fall) showcasing Lodi (paid placement). Digital Paid Media Visit Lodi’s digital paid media efforts exceeded 15 million impressions including Meta, Google, CTV/OTT, Digital Billboard, and Programmatic Display. 89 5
Community Engagement and Outreach Visit Lodi increased local and regional engagement through in-market presence, event booths, and trade outreach, including: • Participated in the Palm Desert Food & Wine Show and San Diego Food & Wine Show (sponsored by the Lodi Winegrape Commission). • Meetings market promotion at the Associations West Seasonal Spectacular tradeshow (booth presence). • Community booths at both Lodi Street Faires, plus booth participation at a Lodi Farmers Market. • Large activation at Terra Madre Americas (Sacramento), featuring local partners Calivirgin Olive Oil and Bokisch Winery showcasing Lodi to 165,000 attendees. • Updated year-round and holiday banners in downtown Lodi. Destination Lodi and Visitor Readiness • Hosted the annual reinvigorated tourism community event Destination Lodi, themed “Growing Together”, with our partners the Lodi Winegrape Commission and the Lodi Chamber of Commerce as panelists. • Conducted quarterly Lodi Tourism Ambassador classes and hosted ambassador social events to strengthen visitor readiness and frontline advocacy Operational Modernization In 2025, Visit Lodi strengthened internal operational efficiency by digitizing and streamlining administrative workflows and implementing new technology supporting accounts payable, accounts receivable, and accounting practices. This work reduced manual processing and improved documentation consistency, supporting stronger internal controls and reporting readiness. 2026 Direction Building from 2025’s foundation, Visit Lodi’s near-term priorities are to: • Implement priority actions identified in the Destination Master Plan. • Activate sports tourism strategy through event exploration and partner coordination. • Continue strengthening measurement (geo-location data plus improved channel analytics) to better tie marketing activity to visitation outcomes. • Expand content and conversion performance from the new website. 90 6
2026 Budget The cost of providing improvements and activities for 2026 is consistent with the Management District Plan. The anticipated total BID revenues for 2026 are the same as 2025 at $1,230,000, with additional funds (see Other Funding) the total budget is $1,348,050. Category % $ Sales & Marketing 78.37% $677,975 Administration 11.90% $126,475 Personnel 2.36% $454,600 Contingency / Renewal 4.07% $50,000 City Admin Fee 3.30% $39,000 Total 100% $1,348,050 Surplus and Other Funding Surplus Visit Lodi will not carry over a surplus assessment from 2025. Other Funding There are additional estimated revenues of $118,050 from the following sources: Source Budgeted Amount Annual Tourism Event $6,000 Retail $7,750 Marketing Services Fees $1,500 Ambassador Program and CE Fees $2,800 Visitor Guide Ad Sales $25,000 Cash from Reserves for Special Projects $75,000 Total $118,050 91 7
Lodi Tourism Improvement District Assessment Overview (Informational) The way assessments are calculated and collected has not changed. • Assessment Rates: Businesses in the City of Lodi will pay a rate of 4.5% of their gross room revenue for short-term stays (less than 31 days). Businesses in unincorporated parts of San Joaquin County will pay 3%. • Exemptions: Assessments won’t apply to stays longer than 30 days or to contracts made before August 5, 2020. • Gross Room Revenue: This includes all charges for room occupancy without deductions but excludes taxes like transient occupancy tax. The assessment is the responsibility of the lodging businesses. They can choose to pass the charge on to their guests, but it must be clearly listed as the “LTBID Assessment” on receipts. This charge is separate from the room rate and any other taxes. Even if passed on to guests, the lodging business is ultimately responsible for ensuring the assessment is paid. This assessment is not considered part of the business’ revenue for tax purposes. • Bonds will not be issued Penalties and Interest for Lodging LTBID Collections: • Late payments: If a lodging business does not pay the assessment on time, a 10% penalty will be added to the amount due. • Additional penalties: If the payment is more than 30 days late, another 10% penalty will be added on top of the first penalty. • Fraud penalties: If nonpayment is due to fraud, a 25% penalty will be added to the total, along with any other applicable penalties. • Interest charges: Unpaid assessments will accrue interest at a rate of 0.5% per month until the full amount is paid. • Combined charges: All penalties and interest will be added to the original assessment amount and must be paid in full. 92 AGENDA ITEM C.11

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Approving Lodi Electric Utility Fee Schedule and Authorizing Annual Cost Based Adjustments (EU)
MEETING DATE:

February 18, 2026
PREPARED BY:

Melissa Price, Assistant Electric Utility Director
RECOMMENDED ACTION:

Adopt a resolution approving the Lodi Electric Utility Fee Schedule and authorizing annual cost-based adjustments.

BACKGROUND INFORMATION:

On January 7, 2026, City Council adopted Ordinance No. 2035 updating existing and establishing new guidelines for the processing and recovery of revenues associated with costs incurred by Lodi Electric Utility (LEU) as a result of utility theft as well as disconnection and reconnection of service to support customer electric infrastructure upgrades.

The updates included in Ordinance No. 2035 were needed to ensure that fees, originally established in 2012, were accurately reflecting both labor and material cost increases realized over the past several years. Updates were also needed to address work completed by LEU staff outside of normal business hours and work associated with panel upgrades necessitated by more current industry trends and customer demands such as electric vehicles, solar/battery storage and accessory dwelling unit additions.

A separate resolution is now needed to update existing and establish new fee amounts. The chart below summarizes those proposed fee amounts as calculated for Fiscal Year 2025/26 with the detailed fee schedule included as Attachment 1:

Service Fee Description Original (2012) Proposed Business Hours / After Hours
Theft Inspection Fee $ 75.00 $ 73.00 / $ 92.00
Field Services Dispatch Fee $ 75.00 $ 73.00 / $ 92.00 Troubleshooter Dispatch Fee $120.00 $158.00 / $257.00
Meter Set/Dispatch Fee $115.00 $131.00 / $212.00
Damaged Meter Test Fee $ 57.50 $ 70.00 / $106.00
Disconnect/Reconnect Fee NEW $158.00 / $257.00
Material Fee Description Original (2012) Proposed
Meter Ring Fee $ 17.00 $ 43.00
Padlock Fee $ 7.00 $ 10.00
Meter Cover Fee $ 3.00 $ 3.00
Damaged Meter Replacement
Fee: Single-Phase/Poly-
Phase/Solar
$ 60.00 / $450.00 / N/A $ 90.00 / $540.00 / $435.00
Remote Connect/Disconnect
Meter Replacement Fee
$ 300.00 / $430.00 $224.00
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93 COUNCIL COMMUNICATIONMaterial Fee Description Original (2012) Proposed Meter Ring Fee $ 17.00 $ 43.00
Padlock Fee $ 7.00 $ 10.00
Meter Cover Fee $ 3.00 $ 3.00
Damaged Meter Replacement
Fee: Single-Phase/Poly-
Phase/Solar
$ 60.00 / $450.00 / N/A $ 90.00 / $540.00 / $435.00
Remote Connect/Disconnect
Meter Replacement Fee
$ 300.00 / $430.00 $224.00
LEU staff surveyed a number of utilities and, as expected, fee amounts vary based on each utility’sactual costs which differ based on compensation as well as meter type. However, fee types across most utilities are similar in purpose to recover costs.

The proposed fee amounts for LEU will take effect immediately if approved by Council and will be updated July 1 of each year based on fully burdened labor rates (including any labor contract changes), as well as average cost for all applicable inventory items. Updated fees will be posted on the City’s website and available at City offices.

FISCAL IMPACT:

Regularly updating fees is crucial for ensuring cost recovery by adjusting for factors like inflation and labor contract adjustments.

FUNDING AVAILABLE:

Not applicable.

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94 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COU NCIL APPROVING LODI ELECTRIC

UTILITY FEE SCHEDULE AND AUTHORIZING ANNUAL COST BASED

ADJUSTMENTS
========================================================================

WHEREAS, on January 7, 2026, City Council adopted Ordinance No. 2035 updating existing and establishing new guidelines for the processing and recovery of revenues associated with costs incurred by Lodi Electric Utility (LEU) as a result of utility theft as well as disconnection and reconnection of service to support customer electric infrastructure upgrades; and

WHEREAS, updates included in Ordinance No. 2035 were needed to ensure that fees, originally established in 2012, were accurately reflecting both labor and m aterial cost increases realized over the past several years; and updates were also needed to address work completed by LEU staff outside of normal business hours and work associated with panel upgrades necessitated by more current industry trends and custo mer demands such as electric vehicles, solar/battery storage and accessory dwelling unit additions; and

WHEREAS, a separate resolution is now needed to update existing and establish new fee amounts as further outlined in Attachment 1; and

WHEREAS, the proposed fee amounts for LEU will take effect immediately if approved by Council and will be updated July 1 of each year based on fully burdened labor rates (including any labor contract changes), as well as average cost for all applicable inventory items.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the Lodi Electric Utility Fee Schedule further described and included in Attachment 1, including annual cost based adjustments July 1 of each year.

Dated: February 18, 2026
======================================================================== I hereby certify that Resolution No. 20 26-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-____

95 96
AGENDA ITEM C.12

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Rejecting All Bids for the Adore Pets Building Demolition (PW) MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution rejecting all bids for the Adore Pets Building Demolition.

BACKGROUND INFORMATION:

The Community Development Department (CDD) identified the building and site located at 354 East Oak Street, former business location of Adore Pets, as a public threat posing safety hazards, risks for fire and/or impending collapse. Evidence cited included severe structural decay, sagging beams, and excess trash. Staff also found a severed tree limb resting on the roof with the potential to fall and cause public harm as the area is not fenced.

The Public Works Department was asked to assist in the building abatement and advertised an informal bid utilizing the California Uniform Public Construction Cost Accounting Act (CUPCCAA). The project included the following work: abating, demolishing and removing the main structure of approximately 1800 square feet, obtaining a Valley Air Board Permit (lead paint/asbestos removal), filling-in the 600 square foot basement, capping utilities, properly disposing of hazardous waste, saw cutting and removing approximately 320SF of concrete sidewalk and door landing, removing one 18”diameter tree, and installing approximately 125’of four (4) foot high chain link fence.

Two (2) bids for this project were received on September 10, 2025 as follows:

Above/(Below)
Bidder Location Bid Engineer’s Estimate
Engineer’s Estimate $70,000.00
JM Environmental, Inc. Granite Bay $58,627.00 ($11,373.00) RB Environmental Inc. Stockton $59,125.00 ($10,875.00)
With the intention of completing this project as quickly as possible and at less cost to the City, the CDD Development Staff is moving forward with other options. As this project was publicly bid out, it requires the Council to reject all bids. Staff recommends adopting a resolution rejecting all bids for Adore Pets Building Demolition.

FISCAL IMPACT:

To be addressed at a later date.

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FUNDING AVAILABLE:

To be addressed at a later date.

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98 RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL REJECTING ALL BIDS FOR THE

ADORE PETS BUILDING DEMOLITION
========================================================================

WHEREAS, the Community Development Department identified the building and site located at 354 East Oak Street, former business location of Adore Pets, as a public threat posing safety hazards, risks for fire and/or impending collapse; and

WHEREAS, the Public Works Department was asked to assist in the building abatement and advertised an informal bid utilizing the California Uniform Public Construction Cost Accounting Act (CUPCCAA); and

WHEREAS, two (2) bids for this project were received on September 10, 2025 as follows:

Above/(Below)
Bidder Location Bid Engineer’s Estimate
Engineer’s Estimate $70,000.00
JM Environmental, Inc. Granite Bay $58,627.00 ($11,373.00) RB Environmental Inc. Stockton $59,125.00 ($10,875.00)

WHEREAS, with the intention of completing this project as quickly as possible and at less cost to the City, the City is moving forward with other options; and

WHEREAS, Staff recommends rejecting all bids for Adore Pets Building Demolition.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby reject all bids for Adore Pets Building Demolition.

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
99 AGENDA ITEM C.13

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing Interim City Manager to Execute Amendment No. 5 with West Yost & Associates, Inc of Davis, for Fiscal Year 2025/26 Regulatory Engineering Services at White Slough Water Pollution Control Facility ($60,000) (PW)
MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the Interim City Manager to Execute Amendment No. 5 with West Yost & Associates, Inc of Davis, for Fiscal Year 2025/26 Regulatory Engineering Services at White Slough Water Pollution Control Facility in the amount of $60,000.

BACKGROUND INFORMATION:

The scope of work covers regulatory related support efforts and anticipated requirements under discharge permits issued by the Central Valley Regional Water Quality Control Board (Regional Board), including the General Permit for Municipal Wastewater Dischargers and associated site-specific Notices of Applicability, Waste Discharge Requirements, and State Water Resources Control Board orders governing recycled use.

The original professional services agreement with West Yost & Associates, Inc. was executed on September 1, 2020, in the amount of $193,700, to provide regulatory engineering services in support of compliance activities at the White Slough Water Pollution Control Facility.

Amendment No.1 was executed on April 12, 2021, increasing the not-to-exceed amount by $62,100, for a revised total contract amount $255,800. This amendment adjusted the scope of work to address expanded regulatory needs.

Amendment No. 2 was executed in October 12, 2021, increasing the not-to-exceed amount by $47,600, for a revised total contract amount of $303,400, and continued regulatory support services associated with permit compliance activities.

Amendment No. 3 was executed on August 18, 2022. This amendment extended the term of the agreement through June 30, 2024, increased the not-to-exceed amount by $413,100, for the revised total amount of $716,500, and expanded the scope of services to include additional State regulatory requirements.

Amendment No. 4 was approved on October 8, 2024, and replaced a previously approved version to correct a minor error related to the fee amount. This amendment extended the term of the agreement through June 30, 2026, increased the not to exceed amount by $387,400, and revised the total contract amount to $1,103,900.

Aside from the extension, no substantive changes were made to the scope of services.

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Amendment No. 5, if approved, would authorize continued regulatory support services for the remainder of Fiscal Year 2025-26, in the amount not-to-exceed $60,000, revising the total contract amount to $1,163,900.

This amendment provides continuity of ongoing regulatory assistance necessary to meet existing permit requirements. This action will not extend the term.

Staff will initiate a Request for Qualifications (RFQ) for future regulatory services prior to the expiration of this contract.

The following scope of services summarizes the primary regulatory support activities for Fiscal Year 2025-26:

Project Management:

This task includes project management related activities, including project initiation, general project coordination, and development and review of project invoices. Under this task, brief descriptions of services performed will be developed and included with monthly invoices.

Regulatory Program Management:

Continued ongoing assistance related to understanding complex regulatory compliance issues, implementing the measures needed to achieve compliance and provide assistance to the City as needed in developing responses to Regional Board requests.

Land Application Monitoring Coordination:

Review land application monitoring data and development of the Annual Cropping and Irrigation Reports.

Review of the monthly land application reports under the WDRs. Prepare online Annual Biosolids Application Report, required by the USEPA and prepare various recycled water reports required to document tertiary pond activities.

Groundwater Reporting Support:

Includes support with developing quarterly and annual groundwater monitoring reports. West Yost will prepare draft and final quarterly reports, including figures depicting the quarterly groundwater contour information.

WDRs Adoption Support:

West Yost will complete a review of the Administrative Draft Order and Tentative Draft Order. These reviews will include a thorough read-through the orders for errors or concerns relative to the City’scurrent permit and other recent, similar permits issued by the Regional Board and development of a comment document on the City’s behalf.

Monitoring Well Network Modifications:

To support adoption of the monitoring network modifications being requested in the recent Report of Waste Discharge (ROWD). West Yost will manage and oversee the well destruction activities and construction of a new monitoring well WSM-17R. West Yost upon completion of the project will prepare a Monitoring Well Destruction Report to the Regional Board.

As-Needed Support Services:

This task allows Staff the flexibility to request additional support services from West Yost related to WSWPCF planning or design efforts or coordinating efforts between permit-related studies and other WSWPCF planning/design related issues. This task provides for as-needed support to the City for such efforts.

Staff recommends authorizing the Interim City Manager to execute Amendment No. 5 with West Yost & Associates, Inc., of Davis, for regulatory engineering services at White Slough Water Pollution Control Facility, in the amount not-to-exceed $60,000.

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FISCAL IMPACT:

This contract has minimal long-term fiscal impacts, however these regulatory services are necessary to maintain the city’s permit to operate our wastewater treatment facility.

FUNDING AVAILABLE:

This contract, including Amendment No. 5, is paid for out of Wastewater (White Slough) Operations previously approved in the Fiscal Year 2025-26 Budget.

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY MANAGER TO EXECUTE AMENDMENT NO. 5 WITH WEST YOST &
ASSOCIATES, INC OF DAVIS, FOR FISCAL YEAR 2025/26 REGULATORY

ENGINEERING SERVICES AT WHITE SLOUGH WATER POLLUTION

CONTROL FACILITY
========================================================================

WHEREAS, the scope of work covers regulatory related support efforts and anticipated requirements under the following discharge permits issued by the Central Valley Regional Water Quality Control Board (Regional Board), including the General Permit for Municipal Wastewater Dischargers and associated site-specific Notices of Applicability, Waste Discharge Requirements, and State Water Resources Control Board orders governing recycled use; and

WHEREAS, the original professional services agreement with West Yost & Associates, Inc. was executed on September 1, 2020, to provide regulatory engineering services in support of compliance activities at the White Slough Water Pollution Control Facility; and

WHEREAS, Amendment No. 5 will authorize continued regulatory support services for Fiscal Year 2025-26, in the amount not-to-exceed $60,000, revising the total contract amount to $1,163,900, and provides continuity of ongoing regulatory assistance necessary to meet existing permit requirements; and

WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to execute Amendment No. 5 with West Yost & Associates, Inc of Davis, for Fiscal Year 2025/26 Regulatory Engineering Services at White Slough Water Pollution Control Facility in the amount of $60,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to execute Amendment No. 5 with West Yost & Associates, Inc of Davis, for Fiscal Year 2025/26 Regulatory Engineering Services at White Slough Water Pollution Control Facility in the amount of $60,000; and

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

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

226

OLIVIA NASHED
City Clerk

2026-_____
227
AGENDA ITEM C.14

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing Interim City Manager to Execute a Memorandum of Understanding Between the San Joaquin Council of Governments and the City of Lodi Regarding the Coordination of Ongoing Transit Planning and Programming of Federal Funds that Support the Ongoing and Future Deployment of Transit Services in the San Joaquin Region (PW)
MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution authorizing the Interim City Manager to execute a Memorandum of Understanding between the San Joaquin Council of Governments and City of Lodi Regarding the Coordination of Ongoing Transit Planning and Programming of Federal Funds that Support the Ongoing and Future Deployment of Transit Services in the San Joaquin Region.

BACKGROUND INFORMATION:

The San Joaquin Council of Governments (SJCOG) is the Metropolitan Planning Organization (MPO) and Regional Transportation Planning Agency (RTPA) for the San Joaquin region. In this capacity, per 23 Code Federal Regulation Section 450.310, a Memorandum of Understanding (MOU) between SJCOG and the City of Lodi is required to specify the procedures for carrying out transportation planning and programming of Federal Transit Administration funds by Lodi.

The MOU affirms responsibilities, procedures, and roles for achieving cooperative transit planning and decision-making between SJCOG, California Department of Transportation (Caltrans), City of Lodi, and other transit operators in the San Joaquin region. The intent of the MOU is to:
· Articulate a transparent process for funding transit projects with federal dollars in full accordance with federal and state regulations;
· Support implementation of a performance-based approach to transportation decision making; · Foster economies of scale through assistance in the coordination of funding for mutually beneficial capital projects, including shared facilities and bus purchase contracts; · Provide for coordinated planning and foster coordinated services; and · Apply federal transit dollars to implement transit priorities identified in the SJCOG Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS).

The MOU defines various Federal and State regulatory requirements, including completion of planning documents, grant administration, regional and federal programming, reporting, governance structures, and conformance. Staff recommends adopting a resolution to approve this MOU, ensuring continued Federal City of Lodi Printed on 2/15/2026Page 1 of 2
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funding for City of Lodi transportation programs.

FISCAL IMPACT:

Without approval of this MOU, the City of Lodi would not be eligible for Federal Transit Administration funds, and the Lodi GrapeLine transit system would not be funded. There is no impact to the General Fund.

FUNDING AVAILABLE:

Not Applicable.

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY

MANAGER TO EXECUTE MEMORANDUM OF UNDERSTANDING BETWEEN

THE SAN JOAQUIN COUNCIL OF GOVERNMENTS AND THE CITY OF LODI

REGARDING THE COORDINATION OF ONGOING TRANSIT PLANNING AND

PROGRAMMING OF FEDERAL FUNDS THAT SUPPORT THE ONGOING AND

FUTURE DEPLOYMENT OF TRANSIT SERVICES IN THE SAN JOAQUIN REGION
========================================================================

WHEREAS, the San Joaquin Council of Governments (SJCOG) is the Metropolitan Planning Organization (MPO) and Regional Transportation Planning Agency (RTPA) for the San Joaquin region; and

WHEREAS, in this capacity, per 23 Code Federal R egulation Section 450.310, a Memorandum of Understanding (MOU) between SJCOG and the City of Lodi is required to specify the procedures for carrying out transportation planning and programming of Federal Transit Administration funds by Lodi; and

WHEREAS, the MOU affirms responsibilities, procedures, and roles for achieving cooperative transit planning and decision -making between SJCOG, California Department of Transportation (Caltrans), City of Lodi, and other transit operators in the San Joaquin region; and

WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to execute the Memorandum of Understanding between the San Joaquin Council of Governments and City of Lodi Regarding the Coordination of Ongoing Transit Planning and Programming of Federal Funds that Support the Ongoing and Future Deployment of Transit Services in the San Joaquin Region.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to execute the Memorandum of Understanding between the San Joaquin Council of Governments and City of Lodi Regarding the Coordination of Ongoing Transit Planning and Programming of Federal Funds that Support the Ongoing and Future Deployment of Transit Services in the San Joaquin Region; 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: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

239
ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
240
AGENDA ITEM C.15

COUNCIL COMMUNICATION
AGENDA TITLE:

Accept Improvements Under Contract for 2024 DeBenedetti Park South Parking Lot Expansion (PW) MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Accept Improvements Under Contract for 2024 DeBenedetti Park South Parking Lot Expansion.

BACKGROUND INFORMATION:

In 2013, the accessibility and parking improvements for DeBenedetti Park were completed. This project consisted of two Americans with Disabilities Act (ADA)-compliant parking stalls, accessible paths to the bottom of the north and south basins, and completing the sidewalk along Century Boulevard. In 2014, the Public Works Department added a paved parking lot with 29 standard parking stalls with a turnaround area. In 2017, the parking lot was expanded adding 97 additional standard parking stalls and four additional ADA compliant parking stalls. This project addressed the need for additional parking and better parking lot circulation.

Furthermore, portions of the one-mile loop trail were previously unlit, posing safety and security concerns.

This project included:
• Expanding the parking area with 171 additional parking stalls, 5 additional ADA-compliant parking stalls, and 10 electric vehicle (EV) charging stalls.
• Lighting for the new and existing parking areas as well as portions of the one-mile loop trail. • A two-lane drive aisle to connect the south parking lot to Century Blvd. • Water main and fire hydrant improvements.

On April 3, 2024, Council approved plans and specifications for the project and authorized advertisement for bids.

On December 4, 2024, bids were opened with the lowest bidder being Western Engineering Contractor Inc. from Loomis. Western Engineering’s base bid totaled $1,398,249.00, with bid alternates totaling $267,085.00, for a total combined base bid and alternates of $1,756,104.00.

On January 15, 2025, Council adopted Resolution No. 2025-007, to award the contract to Western Engineering Contractor, Inc., of Loomis in the amount of $1,756,104 and authorized City Manager to execute change orders in an amount not to exceed $180,000. The contract was executed with all of the bid alternates.

The contractor started work on March 24, 2025. The parking lot, walkways, ADA complaint parking, and EV infrastructure was substantially completed by August 29, 2025. Due to long lead times for electrical equipment, the full project scope was not completed until December 1, 2025. The EV charger units were not City of Lodi Printed on 2/15/2026Page 1 of 2
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equipment, the full project scope was not completed until December 1, 2025. The EV charger units were not installed as part of this project as the City is still determining which EV charger brand / method they intend to utilize for owning and operating the chargers. The chargers will be installed under a future project once that determination has been made.

All work was completed in conformance with the specifications approved by City Council. The original contract was $1,756,104, with the final contract amount being $1,752,323.59. This decrease (through two change orders) was primarily due to the removal of (5) EV chargers and associated related work removed from the project scope. A breakdown of each change order is as follows:

Change Order No.1 (-174.39) Included removal of Bid Item Alternate #2 (EV Chargers) and included adding traffic striping at the intersection of Century Blvd and Sage Way to facilitate an all-way stop, per City’s request.

Change Order No. 2 (−$3,606.02) includes all additional unforeseen miscellaneous work required due to unknown site conditions, removal of Bid Item Alternate A2B (EV Conductor) from the project scope, and adjustments to bid item quantities utilized during the project.

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

FISCAL IMPACT:

There will be an increase in the park’s maintenance cost associated with the asphalt and lighting, however, these improvements will greatly enhance the safety, accessibility, and convenience to the overall DeBenedetti Park facility.

FUNDING AVAILABLE:

This project was funded through Parks & Rec. Impact Fees - (43799000.77020) PKCP-20004.

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EXHIBIT A

New Parking and Pathway Lights South Parking Lot Expansion

New ADA Parking and EV Electrical Switchgear
243
AGENDA ITEM C.16

COUNCIL COMMUNICATION
AGENDA TITLE:

Set Public Hearing for March 18, 2026, to Consider Resolution Adopting Pre-Approved, Proposition 218 Consumer Price Index-Based Annual Adjustment to Rates for Solid Waste Collection (PW) MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Set Public Hearing for March 18, 2026, to consider resolution adopting pre-approved, Proposition 218 Consumer Price Index-based annual adjustment to rates for solid waste collection.

BACKGROUND INFORMATION:

The franchise agreement with Central Valley Waste Services (doing business as WM) allows rates for solid waste collection to be adjusted annually, on April 1st.

Section 10b and 10d of the franchise agreement allows Central Valley Waste Services the option to:
(a) adjust rates equal to 80 percent of the annual change in the Consumer Price Index (CPI) for all Urban Consumers for San Francisco-Oakland-Hayward, California Area, all Items (1982 - 84 = 100), plus an adjustment for extraordinary increases in landfill fees, fuel and energy costs, and changes in law, up to 100 percent of the change in the CPI.

Central Valley Waste Services is requesting to increase rates by 1.742 percent of the annual change in the CPI. The annual change in the CPI is 2.178 percent. The increase in rates based on 80 percent of the CPI change is 1.742 percent. During the same period, North County Landfill disposal rates decreased from $49.76 per ton to $40.64 per ton, representing an 18.33% reduction in disposal costs. This reduction substantially offsets the CPI increase, resulting in a minimal net adjustment.

For most residential customers, the rate increase will be $0.08 per month. The effective date of the proposed rates is April 1, 2026. The complete schedule of proposed rate changes is shown in Exhibit A.

FISCAL IMPACT:

Franchise and billing fees paid to the City will increase by approximately $7,200annually.

FUNDING AVAILABLE:

Not Applicable.

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EXHIBIT "A"

CITY OF LODI

MULTI-CART CURBSIDE REFUSE RATES
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
Services Offered
Current
Monthly
Rate
New
Monthly
Rate

1. 35 GALLON REFUSE CART 1X PER WEEK**
1 Refuse Cart $39.36 $39.44
2 Refuse Carts $95.73 $95.91
3 Refuse Carts $152.11 $152.39
4 Refuse Carts $208.54 $208.92

2. 64 GALLON REFUSE CART 1X PER WEEK**
1 Refuse Cart $56.57 $56.68
2 Refuse Carts $138.64 $138.90
3 Refuse Carts $220.70 $221.10

3. 96 GALLON WASTE CART 1X PER WEEK**
1 Refuse Cart $62.93 $63.05
2 Refuse Carts $125.86 $126.09
3 Refuse Carts $188.80 $189.15

4. DUPLEX AND MULTI-FAMILY, AND MOBILE HOMES
Monthly rate is reduced one (1) dollar from above base rate -$1.00 -$1.00

7. ADDITIONAL 64 GALLON RECYCLING CARTS
Second and Third Recycling Cart $0.00 $0.00
Fourth and Each Additional Cart $18.42 $18.45

8. ADDITIONAL 96 GALLON YARD AND GARDEN CARTS
Second and Third Yard and Garden Cart $0.00 $0.00
Fourth and Each Additional Yard and Garden Cart $18.42 $18.45

9. BACK YARD SERVICE****
Monthly service charge $18.87 $18.91
Qualified Disabled $0.00 $0.00
Notes:
****Applies to Single Family Dwellings Only
245
EXHIBIT "A"

CITY OF LODI

COMMERCIAL
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
WEEKLY SERVICE - ONE (1) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $178.39 $331.86 $760.38 $1,372.31 $2,167.61 $3,146.22 2 $283.43 $517.08 $1,080.75 $1,864.52 $2,868.31 $4,092.13 3 $388.40 $702.22 $1,401.06 $2,356.67 $3,568.98 $5,037.98 4 $493.42 $887.38 $1,721.44 $2,848.85 $4,269.68 $5,983.93 5 $598.46 $1,072.56 $2,041.77 $3,341.07 $4,970.44 $6,929.73 6 $703.49 $1,257.74 $2,362.09 $3,833.28 $5,671.04 $7,875.63 7 $808.52 $1,442.97 $2,682.43 $4,325.43 $6,371.73 $8,821.50 8 $913.53 $1,628.07 $3,002.83 $4,817.55 $7,072.43 $9,767.42 9 $1,018.51 $1,813.35 $3,323.16 $5,309.78 $7,773.16 $10,713.28 10 $1,123.61 $1,998.50 $3,643.46 $5,801.96 $8,473.80 $11,659.09 WEEKLY SERVICE - TWO (2) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $259.95 $489.88 $1,013.73 $1,733.46 $2,649.11 $3,760.62 2 $441.37 $823.11 $1,557.30 $2,526.66 $3,731.06 $5,170.60 3 $622.90 $1,156.27 $2,100.99 $3,319.91 $4,813.05 $6,580.53 4 $804.41 $1,489.53 $2,644.59 $4,113.13 $5,895.17 $7,990.51 5 $985.92 $1,822.56 $3,188.18 $4,906.34 $6,977.11 $9,400.47 6 $1,167.45 $2,155.78 $3,731.71 $5,699.61 $8,059.13 $10,810.48 7 $1,348.99 $2,488.99 $4,275.41 $6,492.79 $9,141.10 $12,220.36 8 $1,530.44 $2,822.17 $4,819.01 $7,286.01 $10,223.12 $13,630.42 9 $1,712.00 $3,155.36 $5,362.61 $8,079.24 $11,303.90 $15,040.34 10 $1,893.49 $3,488.48 $5,906.25 $8,872.44 $12,389.00 $16,450.31 WEEKLY SERVICE - THREE (3) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $330.87 $627.00 $1,216.85 $2,002.54 $2,984.21 $4,161.80 2 $583.38 $1,097.15 $1,963.48 $3,064.87 $4,401.37 $5,972.96 3 $835.93 $1,567.40 $2,710.21 $4,127.24 $5,818.52 $7,784.08 4 $1,088.41 $2,037.61 $3,456.89 $5,189.55 $7,235.69 $9,595.24 5 $1,340.93 $2,507.85 $4,203.55 $6,251.98 $8,652.93 $11,406.44 6 $1,593.47 $2,978.00 $4,950.24 $7,314.28 $10,070.02 $13,217.58 7 $1,845.95 $3,447.66 $5,696.92 $8,376.57 $11,487.17 $15,028.76 8 $2,098.49 $3,918.42 $6,443.64 $9,438.90 $12,904.36 $16,839.90 9 $2,350.99 $4,388.69 $7,190.36 $10,501.28 $14,321.51 $18,651.08 10 $2,603.50 $4,858.88 $7,937.00 $11,563.60 $15,738.63 $20,462.17 246
EXHIBIT "A"

CITY OF LODI

COMMERCIAL
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
WEEKLY SERVICE - FOUR (4) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $401.95 $763.98 $1,419.94 $2,271.73 $3,319.42 $4,562.99 2 $725.42 $1,371.25 $2,369.67 $3,603.15 $5,071.73 $6,775.41 3 $1,048.94 $1,978.55 $3,319.46 $4,934.67 $6,824.05 $8,987.74 4 $1,372.49 $2,585.84 $4,269.27 $6,266.15 $8,576.44 $11,200.07 5 $1,695.99 $3,193.08 $5,218.98 $7,597.59 $10,328.78 $13,412.49 6 $2,019.53 $3,800.37 $6,168.83 $8,929.03 $12,081.02 $15,624.84 7 $2,343.09 $4,407.66 $7,118.64 $10,260.54 $13,833.32 $17,837.20 8 $2,666.69 $5,014.95 $8,068.39 $11,591.96 $15,585.67 $20,049.59 9 $2,990.17 $5,622.21 $9,018.16 $12,923.44 $17,338.06 $22,261.94 10 $3,313.77 $6,229.48 $9,967.92 $14,254.88 $19,090.36 $24,474.28 WEEKLY SERVICE - FIVE (5) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $472.91 $901.04 $1,623.00 $2,540.79 $3,654.62 $4,964.19 2 $867.46 $1,645.33 $2,775.94 $4,141.48 $5,742.07 $7,577.74 3 $1,261.98 $2,389.69 $3,928.75 $5,742.05 $7,829.61 $10,191.39 4 $1,656.54 $3,134.03 $5,081.67 $7,342.66 $9,917.05 $12,804.97 5 $2,051.17 $3,878.40 $6,234.45 $8,943.26 $12,004.56 $15,418.52 6 $2,445.64 $4,622.69 $7,387.42 $10,543.86 $14,092.10 $18,032.09 7 $2,840.28 $5,367.01 $8,540.27 $12,144.50 $16,179.57 $20,645.63 8 $3,234.80 $6,111.34 $9,693.14 $13,745.05 $18,267.04 $23,259.24 9 $3,629.41 $6,855.72 $10,846.00 $15,345.68 $20,354.59 $25,872.81 10 $4,023.93 $7,600.07 $11,998.90 $16,946.23 $22,442.04 $28,486.37 WEEKLY SERVICE - SIX (6) CUBIC YARD CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK 3 X WK 4 X WK 5 X WK 6 X WK
1 $543.89 $1,038.10 $1,826.12 $2,809.96 $3,989.74 $5,365.47 2 $1,009.46 $1,919.46 $3,182.03 $4,679.65 $6,412.43 $8,380.20 3 $1,475.03 $2,800.82 $4,538.01 $6,549.42 $8,835.02 $11,394.95 4 $1,940.57 $3,682.19 $5,893.94 $8,419.10 $11,257.73 $14,409.72 5 $2,406.13 $4,563.52 $7,249.88 $10,288.81 $13,680.32 $17,424.49 6 $2,871.68 $5,445.00 $8,605.86 $12,158.55 $16,103.00 $20,439.22 7 $3,337.24 $6,326.33 $9,961.79 $14,028.25 $18,525.67 $23,454.00 8 $3,802.75 $7,207.72 $11,317.74 $15,897.97 $20,948.27 $26,468.76 9 $4,268.35 $8,089.03 $12,673.76 $17,767.70 $23,370.95 $29,483.55 10 $4,733.95 $8,970.41 $14,029.68 $19,637.38 $25,793.56 $32,498.34 247
EXHIBIT "A"

CITY OF LODI

COMMERCIAL
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
WEEKLY SERVICE - 35 GALLON ORGANICS CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK*
1 $53.74 $107.48
2 $107.49 $214.92
3 $161.22 $322.41
4 $214.94 $429.87
5 $268.69 $537.33
WEEKLY SERVICE - 64 GALLON ORGANICS CONTAINER
# OF
CONTAINERS 1 X WK 2 X WK*
1 $80.85 $161.71
2 $161.71 $323.39
3 $242.56 $485.12
4 $323.39 $646.82
5 $404.26 $808.52

ANCILLARY SERVICES
Contamination $114.70
* Available f
or customers with 4+ carts
248
EXHIBIT "A"

CITY OF LODI

COMMERCIAL COMPACTOR RATES
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
Services Offered
Current
Monthly
Rate
New
Monthly
Rate

1. 2 CUBI

C YARD COMPACTOR
1X Week $399.83 $400.57
2X Week $799.69 $801.16
3X Week $1,199.51 $1,201.72
4X Week $1,599.39 $1,602.33
5X Week $1,999.20 $2,002.88

2. 3 CUBI

C YARD COMPACTOR
1X Week $494.06 $494.97
2X Week $988.10 $989.92
3X Week $1,482.15 $1,484.88
4X Week $1,976.24 $1,979.88
5X Week $2,470.29 $2,474.83

3. 4 CUBI

C YARD COMPACTOR
1X Week $589.01 $590.09
2X Week $1,178.03 $1,180.20
3X Week $1,767.07 $1,770.32
4X Week $2,356.10 $2,360.43
5X Week $2,945.13 $2,950.54
249
EXHIBIT "A"

CITY OF LODI
10 TO 50 CUBIC YARD CONTAINERS

RATE STRUCTURE
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
Current
Rates
New
Monthly
Rate

PERMANENT HIGH FREQUENCY ROLL-OFF RATES

1. Dr
op-off and Pick-up Charge Per Box $236.91 $237.35

2. T
ons Disposed/Box X Processing Charge $53.35 $53.45

ONE-TIME TEMPORARY USER ROLL-OFF RATES

1. Dr
op/off/Pick-up Charge Per Box $300.84 $301.39

2. T
ons Disposed/Box X Processing Charge $53.35 $53.45
250
EXHIBIT "A"

CITY OF LODI
10 TO 50 CUBIC YARD ROLL OFF* CONTAINERS

COMPACTOR RATE STRUCTURE
EFFECTIVE APRIL 1, 2026 THROUGH MARCH 31, 2027
Current
Rates
New
Rates

TEMPORARY OR PERMANENT COMMERCIAL COMPACTOR RATES

1. Dr
op/off/Pick-up Charge Per Box $411.24 $411.99

2. T
ons Disposed/Box X Processing Charge $53.16 $53.26
* T
his charge will be applied to loads that are serviced by "Roll Off" vehicles. * T
his charge will be applied per load to self contained compaction containers o purpose of compaction in sizes on or about 10 to 50 cubic yards. 251
AGENDA ITEM C.17

COUNCIL COMMUNICATION
AGENDA TITLE:

Set a Public Hearing for March 4, 2026, to Repeal and Replace Resolution No. 2018-111 and Authorize the City of Lodi to Join the Statewide Community Infrastructure Program; Authorize the California Statewide Communities Development Authority to Accept Applications from Property Owners, Conduct Special Assessment Proceedings and Levy Assessments and Special District Taxes and to Form Assessment Districts and Community Facilities Districts Within the Territory of the City of Lodi; Embody the Terms of a Joint Community Facilities Agreement Setting Forth the Provisions for Community Facilities District Financings; Approve Form of Acquisition Agreement for Use When Applicable; and Authorize Related Actions (ED) MEETING DATE:

February 18, 2026
PREPARED BY:

Luis Aguilar, Economic Development Director
RECOMMENDED ACTION:

Set a Public Hearing for March 4, 2026, to repeal and replace Resolution No. 2018-111 and authorize the City to join the Statewide Community Infrastructure Program (SCIP); authorize the California Statewide Communities Development Authority (CSCDA) to accept applications from property owners, conduct special assessment proceedings and levy assessments and special district taxes and to form assessment districts and community facilities districts within the territory of the City of Lodi; embody the terms of a joint community facilities agreement setting forth the provisions for community facilities district financings; approve form of acquisition agreement for use when applicable; and authorize related actions.

BACKGROUND INFORMATION:

CSCDA is a joint powers authority sponsored by the League of California Cities and the California State Association of Counties. Over 500 cities, counties and special districts throughout California are members of CSCDA.

The Statewide Community Infrastructure Program (SCIP) was instituted by CSCDA in 2002 to allow owners of property in participating cities and counties to finance the development related fees that would be payable by property owners upon receiving development entitlements or building permits through a pooled special assessment districts program and later expanded to include financing of public capital improvements constructed by developers and public services necessary to support development in the participating agency.

Since its inception, SCIP has issued over $1 billion in land secured special assessment and CFD bonds for development projects in California. The City of Lodi joined SCIP in 2018 as authorized by Resolution No. 2018 -111.

At the public hearing, the City Council will consider modifications to its SCIP participation to modernize the governing documents; staff therefore requests that the City Council set a hearing for March 4, 2026 to repeal and replace Resolution No. 2018-111.

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COUNCIL COMMUNICATION
FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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AGENDA ITEM F.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Public Hearing to Consider Adopting a Resolution Setting Pre-Approved Engineering News Record Adjustment Index for Usage-Based and Flat Water Rates for Residential, Commercial, and Industrial Customers (PW) MEETING DATE:

February 18, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Conduct Public Hearing to consider adopting a resolution setting pre-approved Engineering News Record adjustment index for usage-based and flat water rates for residential, commercial, and industrial customers.

BACKGROUND INFORMATION:

On January 17, 2024, City Council approved a five-year rate plan in accordance with the Proposition 218 rate setting process. The proposed rate adjustments are needed to generate sufficient revenue to meet projected operation and maintenance costs and debt service obligations, as well as necessary current and future capital maintenance improvements.

The approved five-year rate plan allows annual rate adjustments in accordance with the change in Engineering News Record Index (ENR) but capped at a maximum increase of 5 percent. The ENR average annual change in 2025 was 2.4%.

A summary of current and proposed rates for flat-rate and usage-based rate customers is provided in Exhibit A, which reflects a 2.4 percent increase. For a resident still on the flat rate, the monthly charge for a three- bedroom home will increase from $50.45 to $51.66, or $1.21 per month. A metered resident using an average of 1,500 cubic feet of water per month will see an increase from $40.26 to $41.16, or $0.90 per month.

Staff recommends conducting a public hearing and adopting a resolution setting pre-approved Engineering News Record adjustment index for usage-based and flat water rates for residential, commercial, and industrial customers.

FISCAL IMPACT:

Increased revenues are required to properly fund capital maintenance, and to keep up with cost of service increases.

FUNDING AVAILABLE:

Not Applicable.

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Current
(Feb. 2025)
Proposed Rates
(March 2026)
Rate Increase --> 2.4%

FLAT RATES
Single Family Residential
1 Bedroom 35.06 $ 35.90$
2 Bedroom 42.10 $ 43.11$
3 Bedroom 50.45 $ 51.66$
4 Bedroom 60.62 $ 62.07$
5 Bedroom 72.69 $ 74.43$
6 Bedroom 87.26 $ 89.35$
7 Bedroom 104.63 $ 107.14$
Multi-Family (1)
1 Bedroom 30.09 $ 30.81$
2 Bedroom 36.09 $ 36.96$
3 Bedroom 43.32 $ 44.36$
Mobile Homes
Per unit 30.09 $ 30.81$
Non-Residential
Per equivalent single family unit 42.10$ 43.11$ Notes:
(1) Multi-family includes duplexes, triplexes, fourplexes, apartments, and condominiums.

Exhibit A
City of Lodi
Current and Proposed Flat Water Rates
255
Current
(Feb. 2025)
Proposed Rates
(March 2026)
Rate Increase --> 2.4%

USAGE-BASED RATES
Monthly Service Charge
Single Family
Up to 3/4" meter 23.36 $ 23.92$
1" meter 37.03 $ 37.92$
1 1/2" meter 68.30 $ 69.94$
2" meter 107.37 $ 109.95$
Multi-Family and Non-Residential (1)
Up to 3/4" meter 23.36 $ 23.92$
1" meter 37.03 $ 37.92$
1 1/2" meter 68.30 $ 69.94$
2" meter 107.37 $ 109.95$
3" meter 212.87 $ 217.98$
4" meter 330.10 $ 338.02$
6" meter 654.43 $ 670.14$
8" meter 1,045.18 $ 1,070.26$
10" meter 1,566.83 $ 1,604.43$
Usage Rates ($/CCF)
Single Family
Tier 1 (0-11 CCF) 1.02 $ 1.04$
Tier 2 (11-30 CCF) 1.42 $ 1.45$
Tier 3 (>30 CCF) 1.75 $ 1.79$
Multi-Family and Non-Residential (1)
All water usage 1.25 $ 1.28$
Notes:
(1) Multi-family includes apartments, condominiums, and mobile home parks.

City of Lodi
Current and Proposed Usage-Based Water Rates
256
RESOLUTION NO. 2026-____

A RESO LUTION OF THE LODI CITY COUNCIL SETTING PRE-APPROVED

ENGINEERING NEWS RECORD ADJUSTMENT INDEX FOR USAGE-BASED

AND FLAT WATER RATES FOR RESIDENTIAL, COMMERCIAL , AND

INDUSTRIAL CUSTOMERS
========================================================================

WHEREAS, on January 17, 2024 , City Council approved a five -year rate plan in accordance with the Proposition 218 rate setting process; and

WHEREAS, the approved five -year rate plan allows annual rate adjustments in accordance with the change in Engineering News Record Index (ENR) but capped at a maximum increase of 5 percent; and

WHEREAS, since the last rate increa se, the ENR has gone up 2.4 percent in the last year, which is less than the 5 percent maximum increase; and

WHEREAS, the current water rate adjustment reflects a 2.4 percent increase consistent with the ENR for the last year.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby set pre- approved Engineering News Record adjustment index fo r usage-based and flat water rates for residential, commercial and industrial customers as outlined on Exhibit A with the effective date of the increase to be March 1, 2026.

Dated: February 18, 2026
======================================================================== I hereby certify that Resolution No. 20 26-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-______
257
AGENDA ITEM F.2

COUNCIL COMMUNICATION
AGENDA TITLE:

Public Hearing to Consider Waiving the First Reading and Introducing Ordinance Revising Lodi Municipal Code, Section 13.20.240 Schedule G1-General Service-Group 1 Commercial/Industrial and Section 13.20.250 Schedule G2-General Service-Group 2 Commercial/Industrial (Community Benefits Incentive Discount) (EU) MEETING DATE:

February 18, 2026
PREPARED BY:

Melissa Price, Assistant Electric Utility Director
RECOMMENDED ACTION:

Public hearing to consider waiving first reading and introducing ordinance revising Lodi Municipal Code, Section 13.20.240 Schedule G1-General Service-Group 1 Commercial/Industrial and Section 13.20.250 Schedule G2-General Service-Group 2 Commercial/Industrial.

BACKGROUND INFORMATION:

On October 15, 2025, City Council received a presentation from Lodi Electric Utility (LEU) staff regarding the Community Benefits Incentive Discount (CBID), a 30 percent discount applied to eligible non-profit entity’s monthly electric charges under LEU’s G1 and G2 rate schedules for small commercial entities.

City Council provided direction to LEU to revise applicable sections of the Lodi Municipal Code (LMC) as it relates to both the funding source and eligibility criteria associated with the CBID. This update was necessary as the CBID had not been reviewed since originally approved by the City Council in 1996.

In general, City Council requested that eligibility criteria be both clarified and broadened. Staff are proposing the following revised eligibility criteria be included in the proposed ordinance changes:

1. Removal of the requirement that eligible non-profits must have received Community Development Block Grant Funds within the past two years.

2. Proof of Internal Revenue Service recognized 501 (c)(3) status.

3. Certification that eligible non-profit entity serves low-income populations - defined as at or below 60 percent of median income - or populations residing in a Disadvantaged Community as defined by CalEnviroScreen or similar criteria determined by LEU.

4. Certification that eligible non-profit entity and its principals are not debarred, suspended, or otherwise excluded from participation in federal assistance programs, as verified through SAM.gov.

5. Proof that eligible non-profit entity is in good standing with the California Secretary of State.

Customers receiving the discount will also be subject to an annual eligibility review, consistent with other discount programs.

In addition, LEU will no longer fund the discount from operations but rather Public Benefits Funding designated City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
for low-income assistance programs.

On October 27, 2025, LEU sent a letter to all customers currently receiving the CBID informing them of the proposed changes and providing them information on how they might provide comment as part of the public hearing process. None of these customers have contacted LEU as of the date of preparation of this agenda item.

FISCAL IMPACT:

The total annual CBID is less than $30,000 for 14 customer accounts. Expansion of the benefit will depend on the number of eligible non-profit entities who qualify under the new criteria.

FUNDING AVAILABLE:

LEU maintains sufficient fund balance in its Public Benefits Fund 504 to support low-income programs.

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260
261
262
263
264
265
266
267
268
269
270
Community Benefits Incentive Discount
City Council Public Hearing
February 18, 2026
271
BACKGROUND – COMMUNITY BENEFITS INCENTIVE

DISCOUNT(CBID)
 CBID adopted in 1996
 30 percent discount on monthly electric charges
 Qualifications include 501(c)(3) status and CDBG recipient status within past 2 years
 T o encourage development and continued operation of organizations providing wide spectrum of direct benefits to the community  Never anticipated to be fiscally neutral or positive
 Approximately 14 entities currently receiving discount  5 ineligible under current criteria
 Cost = less than $30,000 annually
Slide 2 of 6 272

CURRENT SITUATION
 City Council received presentation in October 2025 regarding eligibility and funding source challenges
 Direction provided to staff to change funding source to Public Benefits and amend applicable rate schedules (G1 and G2) in Lodi Municipal Code to:
 Clarify criteria to meet new funding source requirements for low-income assistance  Broaden criteria to meet intent of assisting organizations providing direct benefits to the community
Slide 3 of 6 273

PROPOSED ORDINANCE CHANGES
 Removal of requirement regarding CDBG recipient status  Proof of IRS recognized 501(c)(3) status
 Certification that non-profit serves low-income and/or disadvantaged community  At or below 60% of median income (consistent with other LEU income based programs)  Populations residing in DACs as determined by CalEnviroScreen  Certification that non-profit is not barred/suspended from federal assistance programs  Proof that eligible entity is in good standing with CA Secretary of State  Annual eligibility review
Slide 4 of 6 274

TIMELINE
 February 2026 – Public Hearing / Introduction of Ordinance  March 2026 – Ordinance Adoption
 LEU will work with CDD staff to reach out to non-profits and community organizations – including existing discount recipients  LEU will conduct outreach accordingly
 Post at Library, City Hall and Finance
 Add information to website and social media
 April 2026 – Effective Date of Ordinance
 LEU will begin accepting applications
Slide 5 of 6 275

NEXT STEPS AND RECOMMENDATION
 QUESTIONS
 OPEN PUBLIC HEARING AND RECEIVE COMMENT
 INTRODUCE ORDINANCE REVISING LODI MUNICIPAL
CODE, SECTION 13.20.240 SCHEDULE G1—GENERAL
SERVICE—GROUP 1 COMMERCIAL/INDUSTRIAL AND
SECTION 13.20.250 SCHEDULE G2—GENERAL SERVICE—
GROUP 2 COMMERCIAL/INDUSTRIAL
Slide 6 of 6 276
AGENDA ITEM G.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Receive Presentation of the Lodi Economic Development Strategic Plan and Consider Resolution Adopting the Plan (ED)
MEETING DATE:

February 18, 2026
PREPARED BY:

Luis Aguilar, Economic Development Director
RECOMMENDED ACTION:

Receive presentation of the Lodi Economic Development Strategic Plan and Consider Resolution Adopting the Plan.

BACKGROUND INFORMATION:

During the 2023 Strategic Vision session, City Council identified Economic Development as a key initiative and the need to develop a long-term economic development strategy. On February 5, 2024, the City hired an Economic Development Director to lead Lodi’s economic development efforts.

On February 7, 2024, the City Council established an Economic Development Ad Hoc Committee to provide advice on the scope and implementation of the economic development strategic plan, among other objectives.

Through a formal Request for Proposals (RFP) process, the Natelson Dale Group, Inc. was selected to develop the City’s economic development strategic plan and a contract was awarded on March 19, 2025.

The Natelson Dale Group, Inc. developed the Lodi Economic Development Strategic Plan (EDSP) through a community-driven process that engaged a variety of stakeholders including businesses, developers, partner organizations and the Economic Development Ad Hoc Committee.

The EDSP provides a strategic framework to guide the City of Lodi’seconomic development policies and programs over the next 5 years.

The EDSP Action Plan is designed to achieve the following major goals:
· Expand economic opportunities for Lodi’s resident workforce · Leverage the economic development potentials of Lodi’s historic downtown · Create development/redevelopment capacity in Lodi’sother commercial and industrial areas (including revitalization of the Cherokee Lane corridor and potential new development in annexation areas) · Strengthen the City’s fiscal position
While these goals largely revolve around attracting and retaining targeted business investment, the EDSP Action Plan recognizes that the strength of the local business/development environment will ultimately depend City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
Action Plan recognizes that the strength of the local business/development environment will ultimately depend on Lodi’s strategic attention to a range of “foundational” conditions such as:
· The City’s reputation for business/development friendliness · Land, zoning, and infrastructure capacity (especially in anticipated annexation areas) · Entrepreneurial development resources
· Education/workforce development systems
· Placemaking initiatives that leverage Lodi’s unique locational advantages and sense of community · Overall image and quality of life
The EDSP Action Plan is organized around eight major strategy categories, as outlined below in two primary divisions: 1) those focused on Business Development/Job Creation, and 2) those focused on Creating an Environment for Economic Progress.

Business Development / Job Creation
Strategy Category 1: Focus City’sbusiness retention/expansion efforts industry clusters
Strategy Category 2: Implement economic development target industry attraction on high-priority industry clusters
Strategy Category 3: Collaborate with regional partners to expand availability of development resources in Lodi
Strategy Category 4: Integrate City branding/marketing program throughout EDSP strategies Creating an Environment for Economic
Progress
Strategy Category 5: Systematically review and strengthen City’sbusiness/development friendliness
Strategy Category 6: Undertake efforts to ensure development site readiness Strategy Category 7: Expand development capacity and pursue placemaking Strategy Category 8: Enhance City’s interface witheducation/workforce development The EDSP Action Plan details a series of steps for implementing these strategies over the next five years. It also specifies the City’sroles and positioning in process, the partnership resources available, and establishes milestones for each strategy.

The EDSP also incorporates an evaluation framework that offers a structured method for measuring the effectiveness of programs and initiatives.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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CITY OF LODI, CA | EDSP

LODI ECONOMIC

DEVELOPMENT

STRATEGIC PLAN

CITY OF LODI, CA
FEBRUARY 2026
THE NATELSON DALE GROUP, INC.
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CITY OF LODI, CA | EDSP

CONTENTS

1. INTRODUCTION ............................................................................................................................ 1 Overview of the Strategic Planning Process ..................................................................................... 1 EDSP Taskforce .................................................................................................................................. 3

2. EXECUTIVE SUMMARY .................................................................................................................. 4 Action Plan Goals and Scope ............................................................................................................. 5 Overview of EDSP Initiatives ............................................................................................................. 6 Assignment of Lead, Support and Coordination roles ...................................................................... 7 Business Retention/Expansion/Attraction Targets ........................................................................... 8 Regional Context for Industry Attraction in Lodi .............................................................................. 8 Targeted Industries for Growth, Retention, and Entrepreneurial Development ........................... 10

3. SWOT ASSESSMENT .................................................................................................................... 14

4. HIGHLIGHTS OF BACKGROUND/TECHNICAL STUDIES .................................................................... 16 Geographic comparisons of Demographic and economic data ...................................................... 16 Summary of Key Findings/Comparisons ......................................................................................... 16 Industry Cluster Analysis ................................................................................................................. 25 Market Demand for Commercial/Industrial Land Uses .................................................................. 42 Review of Development Friendliness Issues ................................................................................... 46 Scope of Consultant’s Review of City’s Development Review/Approval Process .......................... 46 Highlights of Findings ...................................................................................................................... 46 Development Friendliness is Critical to a City’s Economic Development Success ......................... 47

5. EDSP ACTION PLAN ..................................................................................................................... 48 Overview of Action Plan .................................................................................................................. 48 Prioritization of City Resources ....................................................................................................... 49 Recommended Business Retention/Expansion/Attraction Targets ............................................... 50 EDSP Strategies ............................................................................................................................... 51 Action Steps and Implementation Timeframes .............................................................................. 51

6. REVIEW OF INFRASTRUCTURE READINESS ................................................................................... 68

7. PARTNERSHIPS TO SUPPORT EDSP IMPLEMENTATION ................................................................. 72

8. PERFORMANCE METRICS ............................................................................................................. 74 Evaluation Framework .................................................................................................................... 74 Performance Measurement Guidelines .......................................................................................... 74 KPI’s by category ............................................................................................................................. 74

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CITY OF LODI, CA | EDSP

1. INTRODUCTION
This document provides a strategic framework to guide the City of Lodi’s economic development policies and programs over the next 5 years. The Lodi Economic Development Strategic Plan (EDSP) is based on a comprehensive research and stakeholder input process, and reflects consensus views on the most promising opportunities and the most pressing challenges facing Lodi’s economy. While the EDSP places primary emphasis on actions and initiatives to be pursued by the City, it recognizes that a wide array of public- and private-sector entities have roles in influencing the economic vitality of Lodi. In this regard, some of the recommended actions will be carried out through partnerships with other entities. Even for those action items in which the City’s role is essentially coordination, this function can take many forms and is often critical to solving problems that may not otherwise have a clear constituency or single responsible entity assigned to resolving them.

Partnership roles and coordination within the EDSP are addressed throughout the document, reflected in various Action Items as well as the Regional Context and Review of Infrastructure Readiness sections.

As such, the EDSP is integral with other planning initiatives within the City and region, including for example:
• The Lodi General Plan
• The Capital Improvements Program in the City Budget
• The San Joaquin COG 2022 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS)
Numerous other plans relate to the to the EDSP, including City Specific Plans and those related to workforce development, resiliency, housing, public health, active transportation, etc.

OVERVIEW OF THE STRATEGIC PLANNING PROCESS
The recommended policies and program activities are based on an extensive planning process that included the following components:
• An analysis of Lodi’s existing and projected demographic profile, providing an understanding of underlying trends that may affect economic growth potentials. • Direct input from a cross section of the City’s economic development stakeholders through the following outreach:
o Two community workshops open to the general public
o Two meetings with an EDSP Taskforce assembled for this process o Three separate focus group meetings addressing the following specialized topics:
development friendliness, workforce development, and small business/entrepreneurial development
o Individual interviews with a range of business, development, and institutional stakeholders
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CITY OF LODI, CA | EDSP
• A review of the various public- and private-sector entities involved in different aspects of economic development (or related activities).
• An industry “cluster” analysis to identify the industry groups (clusters) that are the most important “engines” of the existing local economy, as well as the industry groups that are likely to offer the most attractive growth potentials in the future. • A real estate market analysis to identify potential future demand for commercial and industrial development in the City.

Where relevant, key findings of the background and technical studies are referenced in the EDSP.

282

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CITY OF LODI, CA | EDSP

EDSP TASKFORCE
The City of Lodi gratefully acknowledges the participation of the following individuals in the EDSP process:

Name Organization
Brooke McCollough Adventist Health Lodi Memorial
John Beckman BIA of the Greater Valley
Betty Wilson Business Council of San Joaquin County
Bob Taylor CBRE
Vijay Singh Cepheid
Crystal Hicks City of Lodi, Planning Commission
John Della Monica City of Lodi
Jeff Berkheimer City of Lodi
Christina Jaromay City of Lodi
Cindi Marsh City of Lodi
Charlie Swimley City of Lodi
Luis Aguilar City of Lodi
Ryan Ranchhod Diede Development Companies
David Claxton Downtown Business Alliance
Russ Munson Economic Development Ad Hoc Committee; Appellation Lodi – Wine & Roses Resort and Space
Mark Chandler Economic Development Ad Hoc Committee; Burlington Chandler Wines Cameron Bregman Economic Development Ad Hoc Committee; Lodi City Council Lisa Craig-Hensley Economic Development Ad Hoc Committee; Lodi City Council Mona Shulman Economic Development Ad Hoc Committee; Pacific Coast Producers Mike Carouba Economic Development Ad Hoc Committee; RPM Group Monica Valenzuela Economic Development Ad Hoc Committee; Super Tortas Chilangas Stephen Griswold Economic Development Ad Hoc Committee; Town of Discovery Bay (Lodi resident)
Bill Herrin Economic Development Ad Hoc Committee; University of the Pacific (retired)
Patrick Dobson Haggerty Construction
Ryan Twitty Lenzi Incorporated
Louis Ponick Lodi Community Foundation
JP Doucette Lodi District Chamber of Commerce
Jason Silva Lodi Lake Business Park
Daryl Merritt Lodi Lake Business Park
Neil Young Lodi Unified School District
Stuart Spencer Lodi WineGrape Commission
Jateen Bhakta Open Innovation Centers
Joe Petersen Petersen & Company
Nicole Snyder San Joaquin County Employment and Economic Development Dept. 283

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CITY OF LODI, CA | EDSP
Name Organization
Patty Virgen San Joaquin County Employment and Economic Development Dept.

Bob Gutierrez San Joaquin Partnership
Peter Hovatter Scientific Specialties, Inc.

Anthony McCracken Scientific Specialties, Inc.

Wes Rhea Visit Lodi

LODI CITY COUNCIL
District 1
Alan Nakanishi, Council Member
District 2
Lisa Craig-Hensley, Council Member
District 3
Cameron Bregman, Council Member
District 4
Ramon Yepez, Mayor
District 5
Mikey Hothi, Mayor Pro Tempore

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CITY OF LODI, CA | EDSP

2. EXECUTIVE SUMMARY

ACTION PLAN GOALS AND SCOPE
The EDSP Action Plan is designed to achieve the following major goals:
• Expand economic opportunities for Lodi’s resident workforce • Leverage the economic development potentials of Lodi’s historic downtown • Create development/redevelopment capacity in Lodi’s other commercial and industrial areas (including revitalization of the Cherokee Lane corridor and potential new development in annexation areas)
• Strengthen the City’s fiscal position
Whereas these goals largely revolve around attracting and retaining targeted business investment, the Action Plan recognizes that the strength of the local business/development environment will ultimately depend on Lodi’s strategic attention to a range of “foundational” conditions such as:
• The City’s reputation for business/development friendliness • Land, zoning, and infrastructure capacity (especially in anticipated annexation areas) • Entrepreneurial development resources
• Education/workforce development systems
• Placemaking initiatives that leverage Lodi’s unique locational advantages and sense of community
• Overall image and quality of life

Lodi Wine: Wayfinding Signs (Photo: City of Lodi)
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OVERVIEW OF EDSP INITIATIVES
The EDSP Action Plan is organized around eight major strategy categories, as outlined below in two primary divisions: 1) those focused on Business Development/Job Creation, and 2) those focused on Creating an Environment for Economic Progress. Within each of these two divisions, the order in which strategies are listed reflect in a very general way the strategies’ level of relative importance, programmatic emphasis, and/or timing of execution. The order of strategies does not literally represent sequence or priority; some will overlap in timing and other respects, and within some strategies certain activities are already underway.

Business Development / Job Creation
Strategy Category 1: Focus City’s business retention/expansion efforts around high-priority industry clusters
Strategy Category 2: Implement economic development target industry attraction program focusing on high-priority industry clusters
Strategy Category 3: Collaborate with regional partners to expand availability of entrepreneurial development resources in Lodi
Strategy Category 4: Integrate City branding/marketing program throughout EDSP strategies Creating an Environment for Economic Progress
Strategy Category 5: Systematically review and strengthen City’s business/development friendliness Strategy Category 6: Undertake efforts to ensure development site readiness Strategy Category 7: Expand development capacity and pursue placemaking projects Strategy Category 8: Enhance City’s interface with education/workforce development partners

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ASSIGNMENT OF LEAD, SUPPORT AND COORDINATION ROLES
Some components of the EDSP will be carried out through partnerships with non-City partners, with lead, support and coordination roles assigned as follows:

Strategy Category
Recommended Assignment of Lead, Support and Coordination Roles Economic
Development
Director
Economic
Development
Support Staff
Other City
Departments Partners Contractors/
Consultants

1. Retention/Expansion Lead Support Support Support

2. Industry Attraction Lead Support Support Support

3. Entrepreneurial Devel. Coordination Support Lead

4. Branding/Marketing Lead Support Support Support Support

5. Business Friendliness Co-Lead Support Co-Lead

6. Site readiness Support Support Lead

7. Capacity/Placemaking Support Support Lead Support

8. Workforce Development Coordination Support Lead

The Action Plan indicates the names of specific partner organizations that could potentially have support roles in the EDSP initiatives.
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CREATING AN ENVIRONMENT FOR ECONOMIC PROGRESS
While Strategy Categories 1 through 4 focus on the core missions of economic development practice, Categories 5 through 8 address activities that provide critical support for these missions. The major priorities within each of these supporting categories is summarized in the following table.

Strategy Category Major Priorities

5. Business Friendliness
Build on the City’s recent and ongoing efforts to streamline development approval timeframes, primarily helping to ensure that protocols, scheduling, and staff interactions in general are optimized, and also that the program is branded and marketed

6. Site readiness
Focus is on establishing specific administrative, technical, and financial resources for supporting property development, primarily in targeted areas, and for specific uses. The strategy relates closely with Strategy 7, Placemaking

7. Capacity/Placemaking
Reinforce awareness of how multiple aspects of the EDSP mutually support enhancing the image of the community, involving targeted areas both known and potentially emerging, including those related to other plans, venues, etc.

8. Workforce Development
Coordinate with partners that provide workforce training and other workforce support programs, and facilitate and expand awareness of programs where the City can have an appropriate role

BUSINESS RETENTION/EXPANSION/ATTRACTION TARGETS
Regional Context for Industry Attraction in Lodi
Lodi’s economic development opportunities are expected to significantly benefit from current and forthcoming investments in North Valley Thrive (NVT) – a regional economic development initiative related to the California Jobs First (CJF) program. The NVT region covers San Joaquin, Stanislaus, and Merced Counties. Collaboration among the three counties will focus on growing three targeted economic sectors (each facilitated by an intermediary organization) through seven cross-cutting strategies, as outlined on the table below.

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Highlights of North Valley Thrive (NVT) Strategic Initiatives Targeted
Economic Sectors
Intermediary
Organizations Cross-cutting “Enabling Strategies”
Biocircular Economy BEAM Circular • Regional Innovation Ecosystem (ties to universities) • Small Business Development / Entrepreneurship
• Catalytic Skills / Talent Development (workforce
development)
• Climate-Smart Infrastructure
• Placemaking and Amenities
• Generational Wellbeing (health, behavioral health,
and childcare/eldercare)
• Regional Coordination and Alignment
Clean Energy
Clean Energy Sector
Coordinators and
the Clean Energy
Activation Plan
Advanced
Manufacturing
Advanced
Manufacturing
Partnership (AMP)

Ariel View: Hale Park (Photo: City of Lodi)
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Targeted Industries for Growth, Retention, and Entrepreneurial Development As part of the EDSP process, The Natelson Dale Group, Inc. (TNDG) prepared an in-depth analysis of the existing mix of industries in Lodi relative to regional (North San Joaquin Valley) and national benchmarks. This analysis, called an “industry cluster study,” is fully documented in a separate report.

Based on the industry cluster study and direct input from business stakeholders participating in the EDSP process, the EDSP recommends that the City focus its business retention/expansion/attraction and entrepreneurial development efforts around five broad themes or categories of business activity:

1. Agribusiness, Food Processing and Technology

2. Arts, Entertainment, Recreation, and Tourism

3. Biotech/Biomed

4. Energy / Clean Energy

5. Manufacturing / Advanced Manufacturing
The tables on the following three pages outline key characteristics of the recommended targeted industries in terms of the following considerations:
• Cluster characteristics and recommended strategic positioning • Existing cluster strengths (jobs, wages, and location quotients) • 10-year Growth Rates (percentage increase in total jobs between 2014 and 2024)

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Characteristics and Strategic Focus of Targeted Industry Clusters Targeted
Industry Cluster Reasons for Including City’s Strategic Focus Connection to
Regional (NVT)
Priorities
Agribusiness,
Food Processing
and Technology
• Longstanding engine of
regional economy
• Largest existing industry
cluster in Lodi
• 7,315 existing jobs in Lodi
• Retain grape/wine industry
• Opportunities in biocircular
industries
• Retain/expand ag support
industries
• Connection to tourism
• Biocircular
economy
• Boosting
innovation
(connections to
universities)
Arts,
Entertainment,
Recreation, and
Tourism
• Ties to agriculture
• Ties to Downtown
revitalization
• City focus on sports/
recreation
• Implement Downtown
Specific Plan, Sports
Tourism Strategic Plan, and
Destination Master Plan
• Business attraction focused
on hospitality,
entertainment,
restaurants, and specialty
retail
• Focus on wineries
• Placemaking
• Ecotourism
• Small business
development
Biotech/Biomed
• Second largest existing
cluster (3,639 jobs)
• Highest wage existing
cluster ($83,500 per year)
• Leverages key existing
firms
• Business attraction
• Entrepreneurial
development
• Customized workforce
development programs

• Boosting
innovation
• Workforce
development
Energy / Clean
Energy
• Ties to regional and state
initiatives
• 1,456 existing jobs
• Second-highest wage
($78,800)
• Link to
infrastructure/utility
planning in anticipated
annexation areas
• Business/development
attraction
• Workforce development

• Clean energy
• Climate-smart
infrastructure
• Boosting
innovation
• Workforce
development
Manufacturing /
Advanced
Manufacturing
• Ties to regional
initiatives/strengths
• Strong growth in Lodi
• Mix of wages and skill
requirements
• Opportunity to diversify
into higher-tech sectors
• Business retention,
expansion, and attraction
• Customized incentives
• Workforce development
• Advanced
manufacturing
• Boosting
innovation
• Workforce
development
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CITY OF LODI, CA | EDSP
Existing Strengths (Jobs, Wages and Location Quotients) of Targeted Industry Clusters Industry Sector Jobs in Lodi (in
2024)
Average
Annual
Wage
(2024)
Lodi LQ
San
Joaquin
County LQ
Agribusiness, Food Processing and Technology 7,315 $52,575 6.47 3.22 Arts, Entertainment, Recreation, and Tourism 1,129 $33,647 0.71 0.54 Biotech/Biomed 3,639 $83,472 0.90 0.71
Energy / Clean Energy 1,456 $78,766 0.61 0.64

Manufacturing / Advanced Manufacturing
Advanced Materials 740 $67,438 0.51 0.44
Chemicals 593 $73,327 1.00 1.14
Fabricated Metal Product Manufacturing 480 $66,747 1.33 1.10 Forest and Wood Products 1,131 $62,857 1.82 1.03
Glass and Ceramics 162 $58,330 2.34 2.02
Transportation Equipment Manufacturing 301 $75,863 0.65 0.55 Manufacturing "Supercluster" 1,287 $71,667 0.81 0.68
Sources: Lightcast; TNDG.

Cepheid Manufacturing Plant (Photo: City of Lodi)
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CITY OF LODI, CA | EDSP
10-year Growth Rates (% Increase in Jobs) of Targeted Industry Clusters Industry Sector Jobs in Lodi
(in 2024)
Average
Annual
Wage
(2024)
Lodi LQ San Joaquin
County LQ
Agribusiness, Food Processing and Technology 0% 0% 6% 12% Arts, Entertainment, Recreation, and Tourism 12% 15% 7% 9% Biotech/Biomed 14% 11% 31% 16%
Energy / Clean Energy 18% 40% 11% 15%

Manufacturing / Advanced Manufacturing
Advanced Materials 94% 17% 6% 7%
Chemicals 80% 32% 1% 10%
Fabricated Metal Product Manufacturing 16% 15% -8% -1%
Forest and Wood Products 87% 28% 12% 9%
Glass and Ceramics -4% 25% -5% -3%
Transportation Equipment Manufacturing 77% 111% 49% 15% Manufacturing "Supercluster" 79% 72% 6% 4%
Sources: Lightcast; TNDG.

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3. SWOT ASSESSMENT
The technical studies and stakeholder input provided the basis for identification of important SWOT (strength-weakness-opportunity-threat) factors affecting Lodi’s economic development potentials. The most significant SWOT issues are summarized below.

SWOT Summary
Strengths Weaknesses
• Strategic location within the north San Joaquin
Valley
• Agricultural industry (longstanding driver of
the regional economy)
• Wine industry and related tourism
opportunities
• Emerging presence of higher-tech firms (e.g.,
Cepheid and Scientific Specialties)
• Locally owned (municipal) electric utility,
which can be positioned as a competitive
strength and incentive for business attraction
• Sports/recreational assets (e.g., Grape Bowl
and Lodi Lake)
• Historic downtown, including restaurants,
bars, and tasting rooms
• Strong sense of community (“small town feel”)
• Diverse range of shopping/dining options
• Attractive residential neighborhoods (both old
and new)
• Local tourism promotion organization (Visit
Lodi)

• Lodi’s assets/strengths have not been well
marketed
• Lodi residents/households have low median
income levels (second lowest among cities in
San Joaquin County)
• Limited assistance/resources for startup
businesses (and the business community is
largely unaware of the resources that do exist)
• Recreational facilities (especially for youth) are
“underwhelming” compared to other cities in
the surrounding region (e.g., Manteca and
Folsom)
• Lodi’s proximity to Stockton can create image
problems
• Lack of employment opportunities (and
community amenities) to attract young
professionals to live in Lodi
• Perception within the development
community that the City’s entitlement,
approval, and permitting processes for new
development and businesses are slow and
difficult to navigate (compared to other cities
in the region)
• City is understaffed (which contributes to the
problems with entitlement and permitting
processes)

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CITY OF LODI, CA | EDSP
SWOT Summary, continued
Opportunities Threats
• Revitalization of Downtown (Specific Plan now
under review)
• Positioning of Lodi as a tourist destination
• Refurbishment of existing sports facilities (e.g.,
Grape Bowl) and development of new
recreational facilities and activities (Visit Lodi has
recently completed a Sports Tourism Strategic
Plan and a Destination Master Plan)
• Designation of arts/cultural district
• Development of modern industrial/business
park(s) to accommodate advanced
manufacturing and tech-oriented firms
• Development of new educational institutions (or
satellite campuses of regional institutions),
including vocational/trade schools and higher
educational/research campuses
• As part of current/forthcoming planning
processes (including the Downtown Specific Plan
and General Plan updates), adoption of more
flexible zoning policies
• Expanded focus on inclusive economic
development (addressing the unique
program/assistance needs of each major subarea
of the City)
• Reuse of vacant buildings and infill development
(to balance new “greenfield” development)
• Leveraging current regional initiatives (e.g., North
Valley Thrive) focused on growth of technology-
oriented firms with high-paying jobs
• Comprehensive re-imagining of Cherokee Lane
corridor (position as a major
redevelopment/reinvestment priority)
• Development of new live music venue
(potentially through a public/private partnership)
• Attraction of new hotel(s) to Downtown
• New development potentials within the City’s
Sphere of Influence (i.e., future annexation areas
adjacent to existing City boundaries)
• Aging infrastructure
• Inadequate electric utility capacity to
accommodate anticipated future
development
• Increasing prevalence of “big city” problems
(including homelessness, etc.)
• Declining K-12 school enrollment (a
condition also consistent with statewide
trends)
• Community division: Socioeconomic
conditions in East Lodi lag behind Westside,
and this disparity needs more attention
from community/city leaders

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4. HIGHLIGHTS OF BACKGROUND/TECHNICAL STUDIES

GEOGRAPHIC COMPARISONS OF DEMOGRAPHIC AND

ECONOMIC DATA
To contextualize Lodi’s current demographic and economic conditions, the data summary below includes comparisons to the following relevant reference geographies.

Comparison of Lodi to Benchmark
(Peer/Competitor) Cities
Comparison of Lodi to Larger
Reference Areas
Escalon
Lathrop
Manteca
Ripon
Stockton
Tracy
San Joaquin County
Merced County
Stanislaus County
California

Summary of Key Findings/Comparisons
The table below summarizes findings for selected economic and demographic data elements. The summary compares conditions in Lodi to the benchmark locations. Other summarized observations follow the table.

Data Element Lodi in comparison to:

County & State San Joaquin Cities Central Valley Counties Median Household Income Below CA & San Joaquin
Second lowest in
County (above
Stockton)
Above Merced &
Stanislaus
Mean Travel Time to Work Shorter than all
Shorter than most;
lowest among larger
cities
Shorter than regional
averages
% with Bachelor’s Degree or
Higher (25+) Below CA, above region Mid-range; above
Stockton, below Tracy
Stronger than Merced,
close to Stanislaus
% Owner-Occupied Housing Above CA, below San
Joaquin
Lowest among peer
cities except Stockton
Below regional
counties
Median Home Value Below CA & County
Mid-range; above
Stockton, below
Tracy/Ripon
Above Merced, below
Stanislaus
% of Renters Cost-Burdened
(35%+ of income) Below CA average Middle of peer range Similar to regional counties
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Data Element Lodi in comparison to:

County & State San Joaquin Cities Central Valley Counties Unemployment Rate Higher than both Highest among peer
cities (9.0%)
Above regional county
averages
Poverty Rate (All People) Above CA average
Mid-range; lower than
Stockton, higher than
Tracy
Below Merced, close to
Stanislaus
Taxable Sales per Capita
(2024)
Well below CA &
County Below most peer cities Comparable to region

• Household Composition: Lodi’s average household size (2.87) is smaller than Tracy (3.40) and Lathrop (3.86) but larger than Escalon and similar to Ripon and Stockton.

• Housing Stock: A significant share (over 20%) of housing was built before 1960, higher than most peer cities—indicating aging infrastructure and potential revitalization needs.

• Workforce Trends:
o Largest employment sector: Education, Healthcare & Social Assistance (21.6%) o Occupational concentration: 34.1% in management, business, and arts, higher than regional counties
o Commuting: Over 75% drive alone; 10% work from home—second-highest behind Tracy.

• Educational Attainment:
o 23.2% of adults (25+) hold a bachelor’s degree or higher, above county peers but below the state (36.5%).
o Lodi’s young adult (25–34) bachelor’s degree rate (26.2%) matches or exceeds most neighboring cities and counties.

• Retail Sales:
o Per capita taxable sales comparisons for Lodi have a particular complicating factor, which is that the strong per capita sales performance in Tracy, at $63,045, or just over 3-½ times the figure for Lodi, is driven by the presence of several fulfillment centers in Tracy (including three Amazon warehouse distribution centers). These fulfillment center sales also skew the San Joaquin County average, so if we remove Tracy figures for sales and population and recalculate per capita sales for the County, the resulting figure is $15,460, noticeably less than the corresponding figure for Lodi of $17,274.
o Lodi per capita taxable sales are higher than the other peer cities except for Tracy and Ripon; categorically, per capita sales are disproportionately low for Lodi compared to the other communities in Food Services/Drinking Places, and relatively high in General Merchandise.

Figure 4-1 below shows the Median Household and Per Capita Income for Lodi and comparison cities, counties, and the state. The income variation among comparison cities is more pronounced for median household income and less so on a per capita basis, likely due to smaller households. For example, 297

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CITY OF LODI, CA | EDSP
Median Household Income in Lathrop is 29% greater than Lodi, while per capita income is 5% less. In Tracy, Median Household Income is 29% greater than Lodi, while per capita income is only 12% above.

Per Capita Income for San Joaquin County is a little less than 4% below PCI for Lodi, while the Median Household Income for the County is a little more than 5% above the Lodi figure. Note that while this kind of variation exists for several of the comparison places, it does not apply to all of them.

Figure 4-1. Median Household Income and Per Capita Income by Place

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles; TNDG.

Figure 4-2 and Figure 4-3 below show the mean travel time for commuting to work for Lodi and comparison cities, counties, and the state, and the share of jobs held by resident workers in Lodi according to their place of employment. Figure 4-2 shows that Lodi's average commute of 24.1 minutes is notably shorter than all comparison geographies, including the statewide average of 29.0 minutes.

Figure 4-3 shows that 22.2% of jobs for Lodi resident workers are held locally, with 17.2% in Stockton, which is the primary single location where resident workers in Lodi are commuting for work. The remaining 60.6% are dispersed across other areas, underscoring Lodi’s reliance on regional job markets that are also accessible enough to allow relatively short commutes. $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Median Household Income Per Capita Income
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CITY OF LODI, CA | EDSP
Figure 4-2. Mean Travel Time to Work (Minutes) by Place

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles; TNDG.

Rose Gate Subdivision (Photo: City of Lodi)

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0
CA
Stanislaus County
Merced County
San Joaquin County
Tracy
Stockton
Ripon
Manteca
Lathrop
Escalon
Lodi
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CITY OF LODI, CA | EDSP
Figure 4-3. Share of Jobs Held by Lodi Resident Workers by Place of Employment

Sources: U.S. Census Bureau, 2022: OnTheMap LEHD Origin-Destination Employment 2nd Quarter 2022; TNDG.

Ariel View: Hutchins Street Square (Photo: City of Lodi) Lodi

22.2%
Stockton

17.2%
Top 25 Places
Employed Excluding
Lodi and Stockton

24.9%
All Other Locations

35.7%
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CITY OF LODI, CA | EDSP
Figure 4-4 below provides the percentage of the population aged 25 and over holding a bachelor's degree or higher. In Lodi, 23.2% of population 25 years and older hold a bachelor’s degree or higher, outperforming San Joaquin County (21.6%), Merced County (14.8%), and Stanislaus County (19.1%), as well as nearby cities of Escalon (16.3%), Manteca (20.9%), and Stockton (19.1%), while remaining competitive with the other communities. This positions Lodi as being regionally competitive in educational capital relative to its immediate peers and counties.

Figure 4-4. Population 25 Years and Over with Bachelor’s Degree or Higher by Place

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles; TNDG.

Figure 4-5 through Figure 4-7 below summarize housing characteristics, including the age of structures, vacancy rates, and tenure patterns for Lodi and comparison cities, counties, and the state. Figure 4-5 shows that Lodi's housing stock reflects an aging profile of housing stock compared to the other places, with 27.3% of units built before 1960 (aligning closely with California's 27.1%, but exceeding peer cities like Lathrop at 2.7% and Escalon at 13.3%), and only 16.3% constructed in 2000 or later (trailing newer developments in Lathrop at 65.2% and Manteca at 44.1%, as well as San Joaquin County at large at

27.4%).

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%
CA
Stanislaus County
Merced County
San Joaquin County
Tracy
Stockton
Ripon
Manteca
Lathrop
Escalon
Lodi
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CITY OF LODI, CA | EDSP
Figure 4-5. Year Structure Built by Place (Percent of Units)

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles; TNDG.

Figure 4-6 below shows that vacancy in Lodi is 6.2% of all housing units, higher than some of the peer communities but comparable to San Joaquin County (6.0%) and Stockton (6.3%), but below the state average of 7.6%.

The figure also shows the composition of part of the group of vacant units, namely those vacant units that meet the Census definition of being “used for seasonal, recreational, or occasional use.” In Lodi this number is 11.6%, relatively high compared to some of the peer cities, including Stockton, but similar to San Joaquin County’s number, while some other peer cities have considerably high percentages. Housing units in this status
1 can affect the local economy, including the local business community (for example diminishing somewhat the available “pool” of households).

1 Vacant housing units in the seasonal, etc. category can also include short -term rentals such as those offered through Airbnb.

Note that the categories of vacant housing reported in the Census data also include the following (which are not separately

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
CA
Stanislaus County
Merced County
San Joaquin County
Tracy
Stockton
Ripon
Manteca
Lathrop
Escalon
Lodi
1959 or Earlier 1960 - 1979 1980 - 1999 2000 or Later
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CITY OF LODI, CA | EDSP
Figure 4-6. Vacant Housing Status by Place

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles, Table 25004; TNDG.

Figure 4-7 below shows that 56.2% of all occupied housing in Lodi is considered owner-occupied, which exceeds the owner-occupied housing in Stockton (53.2%) and California (55.8%), but is notably lower than peer cities such as Escalon (77.2%) and Lathrop (83.8%). In terms of renter-occupied housing,

43.8% of all occupied housing in Lodi is considered renter-occupied, exceeding many of the peer cities. F

documented here): vacant units that are for rent; rented, not occupied; for sale only; sold, not occupied; for migrant workers; and other vacant.

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
CA
Stanislaus County
Merced County
San Joaquin County
Tracy
Stockton
Ripon
Manteca
Lathrop
Escalon
Lodi
Share of total housing units considered vacant
Share of vacant units used for seasonal, recreational, or occasional use 303

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CITY OF LODI, CA | EDSP
Figure 4-7. Tenure (Owner/Renter) by Place

Sources: U.S. Census Bureau, 2019-2023 ACS 5-Year Estimates: Data Profiles; TNDG.

Downtown Farmer’s Market (Photo: City of Lodi)

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% CA
Stanislaus County
Merced County
San Joaquin County
Tracy
Stockton
Ripon
Manteca
Lathrop
Escalon
Lodi
Owner-occupied Renter-occupied
304

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CITY OF LODI, CA | EDSP

INDUSTRY CLUSTER ANALYSIS
Definitions and Focus of Regional Industry Clusters Analysis “Industry targeting” has long been a part of the economic development vocabulary. Over time the practice of targeting specific industries has evolved from a focus on individual sectors to a focus on closely related groups of industries or “clusters.” In either case, the concept of targeting responds to one of the most fundamental needs of economic development organizations—the need to focus marketing and other investments on industries that offer realistic promise for creating quality economic growth in a particular geographic area, based on a comprehensive assessment of the area’s comparative advantages.

Whereas the objective of a targeted industry study is to identify individual industries that are likely to be key “engines” of economic growth in a region, a full-fledged cluster study takes the process a few steps further by identifying linked industries whose growth potentials are likely to be closely aligned with expansion of the “engine” sectors. A local example of a cluster is Agribusiness, Food Processing And Technology. Whereas farming or crop production is the “engine” that makes an agricultural economy possible, the overall cluster includes a broad range of linked businesses such as food processing, wineries, and agricultural equipment and supply companies.

The clusters analyzed in this study are based on definitions from a joint project between Lightcast and the Center for Regional Development at Purdue University. The Lightcast-Purdue research effort developed a list of 23 total clusters that include 664 unique 6-digit NAICS 2 code industries.

As highlighted in the following bullet points, Tables 4-1 to 4-14 provide summary cluster employment data for the following geographies: Lodi Area, Lodi Region3, Stockton Area, Stanislaus, San Joaquin, and Merced Counties, and California.
• Table 4-1 shows estimated existing (2024) employment by cluster • Table 4-2 shows the location quotients (compared to the U.S. benchmark) in 2024. The location quotient (LQ) measures how concentrated/important an industry cluster is in a region compared to national benchmarks. An LQ value greater than 1.0 indicates that a cluster is more concentrated in the region than it is nationally. This is generally regarded as an indication that the region has a comparative advantage relative to a particular cluster, although (especially for local clusters) an LQ below 1.0 can indicate a potential growth opportunity. • Table 4-3 shows existing average wages by cluster
• Table 4-4 shows cluster job growth for the most recent 10-year period between 2014 and 2024

2 NAICS = North American Industry Classification System. NAICS is the standard used by Federal statistical agencies in classifying business establishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S. business economy.
3 The sub-county geographies include the following zip codes: Lodi Area (95240- 92542), Lodi Region (9520, 95237, 95240- 92542, 95258), and Stockton Area (95202-07, 95209-12, 95210-12, 95215, 95219). 305

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CITY OF LODI, CA | EDSP
• Table 4-5 shows cluster job growth in percentage terms for the most recent 10-year period between 2014 and 2024
• Table 4-6 shows 10-year projected job growth, 2024 to 2034 • Table 4-7 shows 10-year projected job growth, 2024 to 2034, in percentage terms • Tables 4-8 to 4-14 provide a summary of 2014-2024 growth performance based on a “shift- share” analysis. This component of the analysis shows which clusters have outperformed national growth trends over the study period. This methodology separates employment change in a given cluster into three causal elements: National Effect, Industry Effect, and Local Share.

The National Effect identifies the component of employment change assumed to be caused by overall national economic trends. For example, if total employment in the U.S. grew by 12% from 2014-2024, and a given cluster in San Joaquin County grew by 16%, we would assume that 4% of that growth is due to overall economic growth. Because clusters do not usually exactly follow national economic trends, we also consider the Industry Effect that assigns a portion of local employment change in a particular cluster to that cluster’s national trends. For example, partly due to the rise in e-commerce, employment in the Transportation and Logistics cluster has risen faster than national-average employment growth for all industries, indicating a portion of Transportation and Logistics growth in the reference geographies would be a reflection of this broader cluster trend at the national level. The Industry Effect could also be negative for declining clusters such as Apparel and Textiles, which has seen secular declines in employment nationally.

The sum of the National Effect and Industry Effect is called the Expected Change. For example, employment in the Transportation Equipment Manufacturing cluster in the Lodi region grew by 230 jobs over the study period. Of the growth, 55 of the new jobs reflect overall economic trends (National Effect) and an additional 16 jobs indicate overall relative job growth in that cluster across the nation (Industry Effect). The sum of these two effects, 71, is the Expected Change for employment growth in that cluster in the Lodi region. As noted, the actual growth in that cluster in the Lodi region was 230 jobs and the difference in actual job growth and the Expected Change is called the Local Share, or 159 jobs (230 – 179 = 159). This means that the Lodi region economy demonstrated a competitive advantage in this sector of the economy – the cluster grew faster than can be explained by broader (national) economic and industry trends.

Based on the analysis and data from the tables listed above, along with feedback from stakeholders, five clusters are recommended for business retention/expansion/attraction and entrepreneurial development efforts, as discussed further in Chapter 5:

1. Agribusiness, Food Processing and Technology

2. Arts, Entertainment, Recreation, and Tourism

3. Biotech/Biomed

4. Energy / Clean Energy

5. Manufacturing / Advanced Manufacturing
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Local Vineyard (Photo: City of Lodi)
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Table 4-1. Cluster Employment by Region, 2024
Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San
Joaquin
County
Merced
County CA U.S.

Advanced Materials 740 853 1,754 2,660 4,571 468 679,935 5,645,729 Agribusiness, Food Processing And Technology 7,315 8,713 7,848 30,410 26,103 22,807 711,408 4,434,801 Apparel And Textiles 102 161 380 414 963 123 142,964 1,004,290 Arts, Entertainment, Recreation And Visitor Industries 1,129 1,419 2,941 3,683 6,194 1,447 947,484 6,257,836 Biomedical/Biotechnical (Life Sciences) 3,639 3,758 10,781 21,275 20,579 5,699 1,758,449 15,804,879 Business And Financial Services 2,916 3,111 6,127 8,931 12,966 2,759 2,230,091 17,919,354 Chemicals 593 650 1,934 2,348 4,868 671 179,003 2,332,252 Computer & Electronic Product Mfg 92 149 159 143 1,281 44 260,756 1,068,550 Defense And Security 857 1,364 3,763 3,039 6,818 1,047 1,060,662 7,937,755 Education And Knowledge Creation 214 221 3,576 1,368 4,532 363 523,235 3,815,550 Electrical Equip, Appliance & Component Mfg 262 263 24 11 770 0 32,963 423,745 Energy (Fossil And Renewable) 1,456 1,624 5,826 7,583 11,077 2,744 1,025,414 9,426,936 Fabricated Metal Product Mfg 480 498 1,091 1,873 2,863 535 122,220 1,416,903 Forest And Wood Products 1,131 1,284 2,228 4,167 4,598 792 225,707 2,444,411 Glass And Ceramics 162 166 316 640 1,005 77 26,683 271,962 Information Technology And Telecommunications 713 838 1,566 2,915 5,444 657 1,247,455 8,192,337 Machinery Mfg 128 132 414 907 846 370 75,251 1,140,456 Manufacturing Supercluster 1,287 1,763 2,471 3,255 7,809 1,334 667,633 6,246,261 Mining 56 69 408 515 715 113 27,056 476,639
Primary Metal Mfg 24 26 114 119 226 0 14,692 375,930 Printing And Publishing 293 334 702 1,089 1,475 514 375,040 2,421,773 Transportation And Logistics 1,557 1,840 19,769 10,473 48,306 3,197 819,668 7,090,891 Transportation Equipment Mfg 301 694 669 202 1,822 385 161,750 1,820,677 Total Cluster 25,448 29,929 74,861 108,020 175,832 46,145 13,315,521 107,969,918 Total 44,172 51,705 153,747 220,333 317,003 94,666 20,573,694 173,250,486 Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG. 308

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Table 4-2. Cluster Location Quotients (LQs) by Region, 2024 Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San Joaquin
County
Merced
County CA
Advanced Materials 0.51 0.51 0.35 0.37 0.44 0.15 1.01 Agribusiness, Food Processing And Technology 6.47 6.58 1.99 5.39 3.22 9.41 1.35 Apparel And Textiles 0.40 0.54 0.43 0.32 0.52 0.22 1.20 Arts, Entertainment, Recreation And Visitor Industries 0.71 0.76 0.53 0.46 0.54 0.42 1.27 Biomedical/Biotechnical (Life Sciences) 0.90 0.80 0.77 1.06 0.71 0.66 0.94 Business And Financial Services 0.64 0.58 0.39 0.39 0.40 0.28 1.05 Chemicals 1.00 0.93 0.93 0.79 1.14 0.53 0.65
Computer & Electronic Product Mfg 0.34 0.47 0.17 0.11 0.66 0.08 2.05 Defense And Security 0.42 0.58 0.53 0.30 0.47 0.24 1.13 Education And Knowledge Creation 0.22 0.19 1.06 0.28 0.65 0.17 1.15 Electrical Equip, Appliance & Component Mfg 2.43 2.08 0.06 0.02 0.99 0.00 0.66 Energy (Fossil And Renewable) 0.61 0.58 0.70 0.63 0.64 0.53 0.92 Fabricated Metal Product Mfg 1.33 1.18 0.87 1.04 1.10 0.69 0.73 Forest And Wood Products 1.82 1.76 1.03 1.34 1.03 0.59 0.78 Glass And Ceramics 2.34 2.04 1.31 1.85 2.02 0.52 0.83 Information Technology And Telecommunications 0.34 0.34 0.22 0.28 0.36 0.15 1.28 Machinery Mfg 0.44 0.39 0.41 0.63 0.41 0.59 0.56
Manufacturing Supercluster 0.81 0.95 0.45 0.41 0.68 0.39 0.90 Mining 0.46 0.48 0.96 0.85 0.82 0.43 0.48
Primary Metal Mfg 0.25 0.23 0.34 0.25 0.33 0.00 0.33 Printing And Publishing 0.47 0.46 0.33 0.35 0.33 0.39 1.30 Transportation And Logistics 0.86 0.87 3.14 1.16 3.72 0.83 0.97 Transportation Equipment Mfg 0.65 1.28 0.41 0.09 0.55 0.39 0.75 Total Cluster 0.92 0.93 0.78 0.79 0.89 0.78 1.04
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-3. Cluster Wages by Region, 2024
Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San Joaquin
County
Merced
County CA
Advanced Materials $67,438 $68,084 $67,126 $65,216 $70,726 $75,740 $158,442 Agribusiness, Food Processing And Technology 52,575 52,429 56,512 62,836 54,866 52,433 52,360 Apparel And Textiles 43,207 43,985 51,668 49,452 49,373 50,619 70,535 Arts, Entertainment, Recreation And Visitor Industries 33,647 34,562 36,755 33,641 35,960 32,581 95,614 Biomedical/Biotechnical (Life Sciences) 83,472 82,764 73,058 85,713 75,498 65,225 101,687 Business And Financial Services 79,439 79,461 84,097 79,130 82,410 73,886 162,487 Chemicals 73,327 73,977 80,952 81,841 79,327 70,566 101,071 Computer & Electronic Product Mfg 76,036 77,178 78,096 54,364 81,078 215,875 247,708 Defense And Security 39,381 43,743 49,750 56,664 50,919 45,701 136,927 Education And Knowledge Creation 36,417 38,183 48,671 39,386 45,015 41,768 144,123 Electrical Equip, Appliance & Component Mfg 80,293 80,245 72,464 50,425 73,133 105,808 Energy (Fossil And Renewable) 78,766 80,241 99,418 76,237 90,178 72,851 135,006 Fabricated Metal Product Mfg 66,747 66,470 72,029 74,448 74,574 63,812 72,555 Forest And Wood Products 62,857 62,840 64,916 70,024 63,802 58,224 66,066 Glass And Ceramics 58,330 58,673 67,655 97,463 79,386 62,259 66,673 Information Technology And Telecommunications 92,031 91,321 91,133 74,206 87,959 75,865 210,292 Machinery Mfg 62,775 62,796 66,681 69,543 65,736 63,494 115,771 Manufacturing Supercluster 71,667 70,075 72,447 70,597 74,798 67,417 163,001 Mining 104,630 106,913 99,161 96,620 100,836 94,436 101,762 Primary Metal Mfg 58,817 60,410 73,189 44,092 74,172 131,809 80,700 Printing And Publishing 51,799 52,896 66,969 64,490 60,156 60,751 199,973 Transportation And Logistics 67,750 67,459 58,988 67,873 61,296 59,710 70,964 Transportation Equipment Mfg 75,863 69,235 75,290 69,769 76,573 60,115 117,689 Total Cluster $65,537 $64,701 $67,034 $70,442 $66,691 $58,106 $135,472 Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-4. Cluster Job Growth by Region, 2014-24
Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San
Joaquin
County
Merced
County CA U.S.

Advanced Materials 360 423 (222) (129) 658 (66) 39,400 393,198 Agribusiness, Food Processing And Technology (36) (274) 626 1,066 57 (128) 42,207 490,662 Apparel And Textiles 28 68 142 (251) 392 (92) (46,126) (131,683) Arts, Entertainment, Recreation And Visitor Industries 121 244 558 (33) 785 221 61,364 541,862 Biomedical/Biotechnical (Life Sciences) 444 495 352 4,225 2,052 919 415,778 2,238,084 Business And Financial Services 257 180 706 (304) 1,387 (123) 274,482 3,203,638 Chemicals 263 304 499 300 1,172 178 1,634 216,254 Computer & Electronic Product Mfg 75 129 93 (22) 993 44 (3,498) 10,984 Defense And Security 318 544 1,464 432 2,225 (9) 135,223 1,071,204 Education And Knowledge Creation 91 65 (702) (357) (649) 91 66,584 178,357 Electrical Equip, Appliance & Component Mfg 253 249 (16) (7) 581 (37) 3,070 42,105 Energy (Fossil And Renewable) 225 148 2,232 1,733 3,178 373 98,721 1,230,973 Fabricated Metal Product Mfg 65 75 (113) (338) 372 112 (10,389) (18,049) Forest And Wood Products 527 583 300 875 999 408 24,213 206,834 Glass And Ceramics (7) (5) 85 (198) 199 72 (1,360) (9,111) Information Technology And Telecommunications 133 182 154 413 1,868 (15) 257,548 1,744,709 Machinery Mfg 59 59 238 (2) 348 148 743 7,609
Manufacturing Supercluster 568 728 614 (930) 3,263 288 38,585 258,961 Mining (8) (6) 89 179 47 42 913 (10,368)
Primary Metal Mfg (15) (14) 25 (1) 11 0 (4,198) (25,362) Printing And Publishing 83 95 (293) (195) (309) (474) 25,049 (68,258) Transportation And Logistics 406 81 12,325 3,478 32,408 845 329,356 2,298,832 Transportation Equipment Mfg 131 230 386 (560) 958 20 52,857 241,675 Total Cluster 4,340 4,584 19,541 9,374 52,994 2,817 1,802,156 14,113,113 Total 9,113 10,018 36,437 24,556 72,300 10,349 2,259,352 18,227,806 Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG. 311

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Table 4-5. Cluster Job Growth by Region (%), 2014-24
Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San
Joaquin
County
Merced
County CA U.S.

Advanced Materials 94% 98% -11% -5% 17% -12% 6% 7%
Agribusiness, Food Processing And Technology 0% -3% 9% 4% 0% -1% 6% 12% Apparel And Textiles 39% 73% 59% -38% 69% -43% -24% -12% Arts, Entertainment, Recreation And Visitor Industries 12% 21% 23% -1% 15% 18% 7% 9% Biomedical/Biotechnical (Life Sciences) 14% 15% 3% 25% 11% 19% 31% 16% Business And Financial Services 10% 6% 13% -3% 12% -4% 14% 22% Chemicals 80% 88% 35% 15% 32% 36% 1% 10%
Computer & Electronic Product Mfg 433% 636% 141% -14% 345% UND -1% 1% Defense And Security 59% 66% 64% 17% 48% -1% 15% 16%
Education And Knowledge Creation 74% 42% -16% -21% -13% 33% 15% 5% Electrical Equip, Appliance & Component Mfg 2737% 1726% -40% -38% 306% -100% 10% 11% Energy (Fossil And Renewable) 18% 10% 62% 30% 40% 16% 11% 15% Fabricated Metal Product Mfg 16% 18% -9% -15% 15% 27% -8% -1% Forest And Wood Products 87% 83% 16% 27% 28% 106% 12% 9% Glass And Ceramics -4% -3% 37% -24% 25% 1481% -5% -3%
Information Technology And Telecommunications 23% 28% 11% 16% 52% -2% 26% 27% Machinery Mfg 84% 80% 135% 0% 70% 67% 1% 1%
Manufacturing Supercluster 79% 70% 33% -22% 72% 28% 6% 4% Mining -12% -8% 28% 53% 7% 58% 3% -2%
Primary Metal Mfg -38% -35% 28% -1% 5% -22% -6%
Printing And Publishing 39% 40% -29% -15% -17% -48% 7% -3% Transportation And Logistics 35% 5% 166% 50% 204% 36% 67% 48% Transportation Equipment Mfg 77% 50% 136% -73% 111% 6% 49% 15% Total Cluster 21% 18% 0% 10% 43% 7% 16% 15%
Total 26% 24% 31% 13% 30% 12% 12% 12%
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG. 312

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Table 4-6. Cluster Job Growth by Region, 2024-34
Cluster Lodi Area Lodi Region Stockton
Area
Stanislaus
County
San
Joaquin
County
Merced
County CA U.S.

Advanced Materials 309 370 268 258 1,123 23 15,290 307,260 Agribusiness, Food Processing And Technology 309 296 536 (175) 728 182 33,838 336,164 Apparel And Textiles 38 48 83 (88) 249 30 (19,530) (15,265) Arts, Entertainment, Recreation And Visitor Industries 312 364 504 73 1,261 335 92,080 614,770 Biomedical/Biotechnical (Life Sciences) 468 525 1,090 2,897 2,571 1,085 262,029 1,708,371 Business And Financial Services 62 77 399 (301) 864 (18) 140,021 1,953,410 Chemicals 207 216 597 206 858 148 (2,970) 120,584 Computer & Electronic Product Mfg 136 207 172 (7) 929 17 (8) 71,323 Defense And Security 203 267 784 100 1,321 6 94,798 805,247 Education And Knowledge Creation 111 117 209 (35) 467 70 39,539 283,108 Electrical Equip, Appliance & Component Mfg 226 226 11 (8) 749 0 4,956 66,295 Energy (Fossil And Renewable) 120 133 389 708 1,341 187 40,533 652,849 Fabricated Metal Product Mfg 143 143 149 (165) 607 73 (6,061) 48,401 Forest And Wood Products (184) (184) 53 99 (132) 66 (7,027) 15,122 Glass And Ceramics 55 57 33 (63) 58 19 (1,619) 2,063 Information Technology And Telecommunications 164 256 235 279 1,658 34 145,701 1,155,654 Machinery Mfg 4 4 97 (67) 101 95 (590) 67,234
Manufacturing Supercluster 527 591 614 (231) 2,757 170 19,557 283,378 Mining 4 5 50 172 90 33 1,856 43,981
Primary Metal Mfg (4) (4) (6) 38 (22) 0 (2,170) (4,071) Printing And Publishing 21 21 (11) (139) 52 (195) 9,635 98,039 Transportation And Logistics 388 450 4,984 1,912 12,030 113 117,695 981,001 Transportation Equipment Mfg 23 15 191 (23) 392 (16) 23,431 34,195 Total Cluster 3,641 4,200 11,430 5,443 30,055 2,457 1,000,983 9,629,113 Total 4,264 4,464 19,210 13,495 36,797 7,892 1,468,913 12,357,951 Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG. 313

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Table 4-7. Cluster Job Growth by Region (%), 2024-34
Cluster Lodi Area Lodi
Region
Stockton
Area
Stanislaus
County
San Joaquin
County
Merced
County CA U.S.

Advanced Materials 42% 43% 15% 10% 25% 5% 2% 5%
Agribusiness, Food Processing And Technology 4% 3% 7% -1% 3% 1% 5% 8% Apparel And Textiles 38% 30% 22% -21% 26% 25% -14% -2%
Arts, Entertainment, Recreation And Visitor Industries 28% 26% 17% 2% 20% 23% 10% 10% Biomedical/Biotechnical (Life Sciences) 13% 14% 10% 14% 12% 19% 15% 11% Business And Financial Services 2% 2% 7% -3% 7% -1% 6% 11% Chemicals 35% 33% 31% 9% 18% 22% -2% 5%
Computer & Electronic Product Mfg 148% 139% 108% -5% 73% 39% 0% 7% Defense And Security 24% 20% 21% 3% 19% 1% 9% 10%
Education And Knowledge Creation 52% 53% 6% -3% 10% 19% 8% 7% Electrical Equip, Appliance & Component Mfg 86% 86% 47% -69% 97% 15% 16% Energy (Fossil And Renewable) 8% 8% 7% 9% 12% 7% 4% 7%
Fabricated Metal Product Mfg 30% 29% 14% -9% 21% 14% -5% 3% Forest And Wood Products -16% -14% 2% 2% -3% 8% -3% 1%
Glass And Ceramics 34% 35% 11% -10% 6% 25% -6% 1%
Information Technology And Telecommunications 23% 31% 15% 10% 30% 5% 12% 14% Machinery Mfg 3% 3% 23% -7% 12% 26% -1% 6%
Manufacturing Supercluster 41% 34% 25% -7% 35% 13% 3% 5% Mining 7% 7% 12% 33% 13% 29% 7% 9%
Primary Metal Mfg -18% -15% -6% 32% -10% 93% -15% -1%
Printing And Publishing 7% 6% -2% -13% 4% -38% 3% 4%
Transportation And Logistics 25% 24% 25% 18% 25% 4% 14% 14% Transportation Equipment Mfg 8% 2% 28% -11% 21% -4% 14% 2% Total Cluster 14% 14% 0% 5% 17% 5% 8% 9%
Total 10% 9% 12% 6% 12% 17% 7% 7%
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-8. Shift Share Analysis, 2014-24, Lodi Area
Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (16) 45 331 360
Agribusiness, Food Processing And Technology 50 864 (951) (36) Apparel And Textiles (17) 9 37 28
Arts, Entertainment, Recreation And Visitor Industries (23) 119 25 121 Biomedical/Biotechnical (Life Sciences) 151 376 (83) 444 Business And Financial Services 266 313 (322) 257
Chemicals (5) 39 229 263
Computer & Electronic Product Mfg (2) 2 75 75
Defense And Security 21 63 233 318
Education And Knowledge Creation (8) 14 85 91
Electrical Equip, Appliance & Component Mfg (0) 1 252 253 Energy (Fossil And Renewable) 40 145 41 225
Fabricated Metal Product Mfg (54) 49 70 65
Forest And Wood Products (15) 71 471 527
Glass And Ceramics (25) 20 (1) (7)
Information Technology And Telecommunications 89 68 (24) 133 Machinery Mfg (8) 8 58 59
Manufacturing Supercluster (53) 85 537 568
Mining (9) 8 (6) (8)
Primary Metal Mfg (7) 4 (12) (15)
Printing And Publishing (30) 25 88 83
Transportation And Logistics 417 135 (147) 406
Transportation Equipment Mfg 6 20 105 131
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-9. Shift Share Analysis, 2014-24, Lodi Region
Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (18) 51 390 423
Agribusiness, Food Processing And Technology 61 1,057 (1,391) (274) Apparel And Textiles (22) 11 79 68
Arts, Entertainment, Recreation And Visitor Industries (27) 138 133 244 Biomedical/Biotechnical (Life Sciences) 155 384 (43) 495 Business And Financial Services 293 345 (458) 180
Chemicals (5) 41 269 304
Computer & Electronic Product Mfg (2) 2 129 129
Defense And Security 32 96 416 544
Education And Knowledge Creation (11) 18 58 65
Electrical Equip, Appliance & Component Mfg (0) 2 247 249 Energy (Fossil And Renewable) 48 174 (73) 148
Fabricated Metal Product Mfg (55) 50 81 75
Forest And Wood Products (18) 82 519 583
Glass And Ceramics (26) 20 0 (5)
Information Technology And Telecommunications 100 77 5 182 Machinery Mfg (8) 9 58 59
Manufacturing Supercluster (77) 122 683 728
Mining (10) 9 (5) (6)
Primary Metal Mfg (7) 5 (12) (14)
Printing And Publishing (35) 28 102 95
Transportation And Logistics 637 207 (763) 81
Transportation Equipment Mfg 16 55 159 230
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-10. Shift Share Analysis, 2014-24, Stockton Area Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (84) 232 (370) (222)
Agribusiness, Food Processing And Technology 49 849 (272) 626 Apparel And Textiles (56) 28 169 142
Arts, Entertainment, Recreation And Visitor Industries (54) 280 332 558 Biomedical/Biotechnical (Life Sciences) 494 1,226 (1,369) 352 Business And Financial Services 543 637 (474) 706
Chemicals (22) 169 352 499
Computer & Electronic Product Mfg (7) 8 92 93
Defense And Security 88 270 1,105 1,464
Education And Knowledge Creation (293) 503 (912) (702) Electrical Equip, Appliance & Component Mfg (0) 5 (20) (16) Energy (Fossil And Renewable) 117 423 1,693 2,232
Fabricated Metal Product Mfg (157) 142 (98) (113)
Forest And Wood Products (48) 227 122 300
Glass And Ceramics (35) 27 93 85
Information Technology And Telecommunications 216 166 (227) 154 Machinery Mfg (20) 21 237 238
Manufacturing Supercluster (138) 218 533 614
Mining (44) 37 96 89
Primary Metal Mfg (16) 10 30 25
Printing And Publishing (144) 117 (266) (293)
Transportation And Logistics 2,696 875 8,754 12,325
Transportation Equipment Mfg 10 33 343 386
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-11. Shift Share Analysis, 2014-24, Stanislaus County Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (119) 328 (337) (129)
Agribusiness, Food Processing And Technology 200 3,450 (2,585) 1,066 Apparel And Textiles (155) 78 (173) (251)
Arts, Entertainment, Recreation And Visitor Industries (85) 437 (386) (33) Biomedical/Biotechnical (Life Sciences) 808 2,005 1,413 4,225 Business And Financial Services 925 1,086 (2,315) (304) Chemicals (32) 241 91 300
Computer & Electronic Product Mfg (18) 19 (24) (22)
Defense And Security 100 307 25 432
Education And Knowledge Creation (118) 203 (441) (357) Electrical Equip, Appliance & Component Mfg (0) 2 (9) (7) Energy (Fossil And Renewable) 191 688 855 1,733
Fabricated Metal Product Mfg (288) 260 (310) (338)
Forest And Wood Products (83) 387 570 875
Glass And Ceramics (126) 99 (171) (198)
Information Technology And Telecommunications 383 294 (264) 413 Machinery Mfg (101) 107 (8) (2)
Manufacturing Supercluster (311) 492 (1,111) (930)
Mining (47) 39 186 179
Primary Metal Mfg (22) 14 6 (1)
Printing And Publishing (186) 151 (160) (195)
Transportation And Logistics 2,533 822 123 3,478
Transportation Equipment Mfg 27 90 (676) (560)
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-12. Shift Share Analysis, 2014-24, San Joaquin County Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (167) 460 365 658
Agribusiness, Food Processing And Technology 178 3,063 (3,184) 57 Apparel And Textiles (133) 67 458 392
Arts, Entertainment, Recreation And Visitor Industries (123) 636 272 785 Biomedical/Biotechnical (Life Sciences) 878 2,178 (1,004) 2,052 Business And Financial Services 1,159 1,361 (1,134) 1,387 Chemicals (57) 435 795 1,172
Computer & Electronic Product Mfg (31) 34 990 993
Defense And Security 176 540 1,508 2,225
Education And Knowledge Creation (355) 609 (903) (649) Electrical Equip, Appliance & Component Mfg (1) 22 560 581 Energy (Fossil And Renewable) 258 929 1,992 3,178
Fabricated Metal Product Mfg (324) 293 404 372
Forest And Wood Products (91) 423 666 999
Glass And Ceramics (121) 95 225 199
Information Technology And Telecommunications 547 420 900 1,868 Machinery Mfg (55) 59 345 348
Manufacturing Supercluster (338) 535 3,066 3,263
Mining (93) 78 62 47
Primary Metal Mfg (39) 25 25 11
Printing And Publishing (259) 210 (260) (309)
Transportation And Logistics 5,757 1,869 24,781 32,408 Transportation Equipment Mfg 31 102 825 958
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

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Table 4-13. Shift Share Analysis, 2014-24, Merced County Cluster Industrial Mix
Effect
National
Growth Effect
Local
Share
Actual
Change
Advanced Materials (23) 63 (106) (66)
Agribusiness, Food Processing And Technology 156 2,697 (2,981) (128) Apparel And Textiles (50) 25 (67) (92)
Arts, Entertainment, Recreation And Visitor Industries (28) 144 105 221 Biomedical/Biotechnical (Life Sciences) 226 562 131 919 Business And Financial Services 289 339 (751) (123)
Chemicals (8) 58 127 178
Computer & Electronic Product Mfg 0 0 UND 44
Defense And Security 41 124 (174) (9)
Education And Knowledge Creation (19) 32 78 91
Electrical Equip, Appliance & Component Mfg (0) 4 (41) (37) Energy (Fossil And Renewable) 77 279 17 373
Fabricated Metal Product Mfg (55) 50 118 112
Forest And Wood Products (10) 45 373 408
Glass And Ceramics (1) 1 72 72
Information Technology And Telecommunications 103 79 (197) (15) Machinery Mfg (25) 26 147 148
Manufacturing Supercluster (78) 123 243 288
Mining (10) 8 43 42
Primary Metal Mfg 0 0 0 0
Printing And Publishing (143) 116 (447) (474)
Transportation And Logistics 852 277 (283) 845
Transportation Equipment Mfg 13 43 (36) 20
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

Note: UND = Undefined

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Table 4-14. Shift Share Analysis Summary, 2014-24, Benchmark Geographies 2014-24 Growth Performance Based on Shift Share Analysis Cluster Lodi Area Lodi Region Stockton Area Stanislaus
County
San Joaquin
County
Merced
County
Advanced Materials + + - - + -
Agribusiness, Food Processing And Technology - - - - - - Apparel And Textiles + + + - + -
Arts, Entertainment, Recreation And Visitor Industries + + + - + + Biomedical/Biotechnical (Life Sciences) - - - + - +
Business And Financial Services - - - - - -
Chemicals + + + + + +
Computer & Electronic Product Mfg + + + - + UND
Defense And Security + + + + + -
Education And Knowledge Creation + + - - - +
Electrical Equip, Appliance & Component Mfg + + - - + - Energy (Fossil And Renewable) + - + + + +
Fabricated Metal Product Mfg + + - - + +
Forest And Wood Products + + + + + +
Glass And Ceramics - + + - + +
Information Technology And Telecommunications - + - - + - Machinery Mfg + + + - + +
Manufacturing Supercluster + + + - + +
Mining - - + + + +
Primary Metal Mfg - - + + + -
Printing And Publishing + + - - - -
Transportation And Logistics - - + + + -
Transportation Equipment Mfg + + + - + -
Sources: Lightcast and the Center for Regional Development at Purdue University; TNDG.

Note: UND = Undefined
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MARKET DEMAND FOR COMMERCIAL/INDUSTRIAL LAND USES
As part of the EDSP process, The Natelson Dale Group, Inc. (TNDG) prepared market demand forecasts for future commercial and industrial development in Lodi. The market analysis is documented in a separate report and summarized on the tables on the next three pages:
• Table 4-15 (Retail Demand Summary)
• Table 4-16 (Office Demand Summary)
• Table 4-17 (Industrial Demand Summary)
The demand forecasts are intended to provide general indications of development opportunities for the City’s internal planning purposes; they are not intended to assess the potential feasibility of individual development projects on specific sites.

World of Wonders Science Museum (Photo: City of Lodi)
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Table 4-15. Summary of Retail Demand Forecast, 2025-2035

Lodi
San Joaquin
County
Existing Inventory (square feet) 5,045,129 31,568,412

Existing Occupied Space (SF) 4,883,856 29,913,602

Existing Occupancy Rate 96.8% 94.8%

Average Annual Absorption (SF)
2010-2020 114,847 259,287
2021-2024 4,215 43,165
2010-2024 overall 85,345 201,655

Projected Population GROWTH, 2025-2035 4,795 63,266
Expected retail sales per capita $14,345 $14,929
Potential new retail sales $68,782,117 $944,470,386
Non-resident demand factor 1.20 1.40
Total new retail sales $82,830,837 $1,323,822,587

Average Retail Sales PSF $500 $500
New Space Demand (SF) - resident 137,564 1,888,941
New Space Demand (SF) - total 165,662 2,647,645
Capture rate of potential demand 100% 100%

Demand Projection
Total retail Demand (SF), 2025-2035 165,662 2,647,645 Average Annual Absorption 16,566 264,765

City as % of San Joaquin County
Historic Absorption, 2010-2020 44%
Historic Absorption, 2021-2024 10%
Historic Absorption, 2010-2024 42%
Projected Absorption, 2025-2035 6%
Population Growth, 2025-2035 8%
Sources: TNDG forecast; existing market conditions based on CoStar data.

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Table 4-16. Summary of Office Demand Forecast, 2025-2035 Lodi San Joaquin
County
Existing Inventory (square feet) 1,440,448 13,195,271

Existing Occupied Space (SF) 1,420,346 12,686,415

Existing Occupancy Rate 98.6% 96.1%

Average Annual Absorption (SF)
2010-2020 11,782 84,777
2021-2024 1,477 62,200
2010-2024 overall 9,034 78,757

Projected Employment Growth, 2025-2035
Total Employment 1,084 25,365
Office Employment 583 5,261

Office Space Demand (SF) per Job 175 175

Projected Demand for Office Space
Total Office Demand (SF), 2025-2035 101,938 920,693
Average Annual Absorption 10,194 92,069

City as % of San Joaquin County
Historic Absorption, 2010-2020 14%
Historic Absorption, 2021-2024 2%
Historic Absorption, 2010-2024 11%
Projected Absorption, 2025-2035 11%
Sources: TNDG forecast; existing market conditions based on CoStar data.

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Table 4-17. Summary of Industrial Demand Forecast, 2025-2035 Lodi San Joaquin
County
Existing Inventory (square feet) 13,624,915 153,471,592

Existing Occupied Space (SF) 12,963,843 136,381,176

Existing Occupancy Rate 95.1% 88.9%

Average Annual Absorption (SF)
2010-2020 190,289 292,011
2021-2024 (175,057) 161,230
2010-2024 overall 92,863 257,136

Projected Employment Growth, 2025-2035
Total Employment 1,084 25,365
Industrial Employment 273 4,687

Industrial Space Demand (SF) per Job 1,800 1,800

Projected Demand for Industrial Space
Total Industrial Demand (SF), 2025-2035 492,120 8,436,780 Average Annual Absorption 49,212 843,678

City as % of San Joaquin County
Historic Absorption, 2010-2020 65%
Historic Absorption, 2021-2024 -109%
Historic Absorption, 2010-2024 36%
Projected Absorption, 2025-2035 6%
Sources: TNDG forecast; existing market conditions based on CoStar data.

The preceding tables, for Retail, Office, and Industrial existing inventory and projected demand, all indicate relatively high, “healthy” occupancy levels for these uses within Lodi. Occupancy rates at these levels also suggest there is demand for additional development in all three categories. 325

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REVIEW OF DEVELOPMENT FRIENDLINESS ISSUES
Scope of Consultant’s Review of City’s Development Review/Approval Process
The consultant team’s investigation of this issue was limited to the interface of the City’s development approval processes with Lodi’s economic development potentials (i.e., perceived or actual issues that affect the City’s reputation for business/development friendliness). The consultants did not undertake a comprehensive technical review of the City’s operational performance (review times, etc.).

The consultants derived information from the following sources:
• Meetings with the City’s Community Development and Public Works directors (and other City department heads).
• Multi-pronged outreach to the development community (via community meetings, EDSP Taskforce meetings, a developer focus group meeting, and individual interviews with development/construction firms and industry associations). • Comparison of Lodi’s development review/approval procedures with five “benchmark” cities profiled for this process (Lathrop, Manteca, Stockton, Tracy, and Turlock). It should again be noted that the focus of these comparisons was on the ways that the other cities position their development streamlining on their websites; the consultants did not conduct quantitative comparisons of review times, etc.

Highlights of Findings
• Positive: City has made (and continues to implement) significant improvements to development review processes (entitlement and construction permitting) in recent years, including a transition to digital submission of plans.
• Positive: City offers other formal and informal mechanisms for streamlining project reviews and approvals. These include informal Pre-Development Meetings and formal Pre-Development Application Review opportunities.
• Positive: City has an excellent track record in meeting its commitments for initial project review times (from time of complete application: 15-day initial review for commercial projects and 10- day initial review for residential projects
4).
• Needs improvement: City recognizes that some projects get delayed by the need for additional rounds of review; City has a strong understanding of the circumstances that typically cause these delays (with this understanding providing a basis for implementing new programs to address these issues – as further outlined in the EDSP Action Plan). • Needs improvement: Development community’s feedback on the City’s development approval processes was largely negative. Interviewed developers cited examples of costly delays caused by

4 These timeframes are for the Community Development Department’s initial review; some projects may require additional time for reviews by other departments (e.g., Public Works, Fire, and Electric Utility). 326

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overly strict interpretation (compared to their experiences in other cities) of building codes, incomplete communication of submittal requirements at the outset of projects (resulting in the need for additional reviews), and the perception that Lodi has long had an anti-growth “culture.” • Needs improvement: Interviewed developers were generally unaware of the significant improvements the City has made (and continues to make) to its review and approval processes.

This represents a significant missed opportunity for the City and speaks to the need for better messaging about the City’s ongoing efforts to improve its development friendliness. Put differently, the process improvements currently underway are very important, but if the City does not proactively communicate these changes in a way that affected firms can recognize the City’s progress, then a significant opportunity is lost.

Development Friendliness is Critical to a City’s Economic Development Success
The importance of development friendliness within a city’s overall economic development strategy can hardly be overstated. At the local level (especially for a smaller city like Lodi), development friendliness (and a City’s reputation for development friendliness) is perhaps the single most controllable factor in the success of an economic development program. Realistically, there are limits to how much the City can influence the types of firms/projects that will consider locating in Lodi (i.e., the City cannot control external factors that drive a firm’s site selection process). But once a project or firm does express an interest in Lodi, the City can definitely influence the speed and efficiency of the approval process. Moreover, consistent success in the timely processing of projects can (over time) create a reputation that causes other firms to seriously consider Lodi.

Lodi City Hall (Photo: City of Lodi)
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5. EDSP ACTION PLAN

OVERVIEW OF ACTION PLAN
The EDSP Action Plan is designed to achieve the following major goals:
• Expand economic opportunities for Lodi’s resident workforce by fostering creation of a diverse range of quality jobs accessible to residents across the spectrum of education/skill levels • Leverage the economic development potentials of Lodi’s historic downtown through placemaking initiatives and targeted business/development attraction • Create development/redevelopment capacity in Lodi’s other commercial and industrial areas (including revitalization of the Cherokee Lane corridor and potential new development in annexation areas)
• Strengthen the City’s fiscal position by attracting land uses and business types that have the potential to generate General Fund revenue
Whereas these goals largely revolve around attracting and retaining targeted business investment, the Action Plan recognizes that the strength of the local business/development environment will ultimately depend on Lodi’s strategic attention to a range of “foundational” conditions such as:
• The City’s reputation for business/development friendliness • Land, zoning and infrastructure capacity
• Entrepreneurial development resources
• Education/workforce development systems
• Placemaking initiatives that leverage Lodi’s unique locational advantages and sense of community
• Overall image and quality of life
Lodi Arch (Photo: City of Lodi) Lodi Lake (Photo: City of Lodi) 328

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PRIORITIZATION OF CITY RESOURCES
The EDSP is intended to provide a “roadmap” to guide activities and programs of the City’s Economic Development Department over approximately the next five years. As such, the Action Plan is intended to assist the City in aligning its program priorities to match the market opportunities identified during this planning effort. Whereas the Action Plan covers an ambitious range of economic development activities, the overall program recommendations reflect the following assumptions:
• Some of the proposed strategies involve activities that the City is already undertaking to some extent, so they are not all new commitments;
• New activities/programs would be phased-in over several years; and • Consistent with existing practices, most of the strategies would be carried out in collaboration with various non-City partner organizations (several of which have participated in the development of this plan).

Lodi Water Tower (Photo: City of Lodi)
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RECOMMENDED BUSINESS RETENTION/EXPANSION/ATTRACTION

TARGETS
The EDSP recommends that the City focus its business retention/expansion/attraction and entrepreneurial development efforts around five broad themes or categories of business activity:

1. Agribusiness, Food Processing and Technology

2. Arts, Entertainment, Recreation, and Tourism

3. Biotech/Biomed

4. Energy / Clean Energy

5. Manufacturing / Advanced Manufacturing

The table below lists Lodi’s potential target industries. The table also identifies (in highlighted cells) the likely areas of programmatic focus (i.e., retention, expansion, attraction, and/or entrepreneurial development) most relevant to each industry cluster.

Recommended Target Industries
Focus of economic development activity
Potential
Industry/Cluster Targets
Retention/
Repositioning
Expansion Attraction Entrepreneurial
development
Placemaking
investment
• Agribusiness, Food
Processing and
Technology
• Arts, Entertainment,
Recreation and
Tourism

• Biotech/Biomed
• Energy / Clean Energy
• Manufacturing /
Advanced
Manufacturing

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EDSP Strategies
The EDSP Action Plan is organized around eight major initiatives, outlined below and detailed on the following pages/tables.

Business Development / Job Creation
Strategy Category 1: Focus City’s business retention/expansion efforts around high-priority industry clusters
Strategy Category 2: Implement economic development target industry attraction program focusing on high-priority industry clusters
Strategy Category 3: Collaborate with regional partners to expand availability of entrepreneurial development resources in Lodi
Strategy Category 4: Integrate City branding/marketing program throughout EDSP strategies Creating an Environment for Economic Progress
Strategy Category 5: Systematically review and strengthen City’s business/development friendliness Strategy Category 6: Undertake efforts to ensure development site readiness Strategy Category 7: Expand development capacity and pursue placemaking projects Strategy Category 8: Enhance City’s interface with education/workforce development partners

The listing of strategy categories below is organized into two primary divisions: 1) those focused on Business Development/Job Creation, and 2) those focused on Creating an Environment for Economic Progress, or what we might refer to as addressing “foundational” matters. Within each of these two divisions, the order in which strategies are listed reflect in a very general way the strategies’ level of relative importance, programmatic emphasis, and/or timing of execution. In part because of the range of matters addressed within this comprehensive strategy framework, the strategies are not literally sequential or prioritized.

Action Steps and Implementation Timeframes
Each EDSP Strategy includes a list of specific Action Steps, which are intended to be implemented over the next 5 years. The recommended implementation timeframe for each action item is provided on the tables below, based on the following color coding:

Blue = Year 1
Green = Year 2
Purple = Year 3 and beyond

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BUSINESS DEVELOPMENT / JOB CREATION

STRATEGY CATEGORY 1: Business Retention/Expansion
Brief Description of Strategy
This key function of economic development practice generates multiple benefits for the City and the business community:
• Raises the profile of the City as a supporter of business activity and growth, and • Establishes a system for mutually beneficial dialogue between businesses and the City, within which problems can be preemptively, sometimes informally identified and addressed, supportive programs for businesses and the workforce can be communicated, and emerging opportunities within the city (revitalization plans, the Destination Master Plan, the Sports Tourism Strategic Plan, etc.) can be discussed.

City’s Positioning/Roles in Implementation
The City will take a lead, in-house role in implementing a Lodi-specific BRE program. The program will also involve some coordination with (and support from) regional partners.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Establish concept and plan by which to communicate to the business community the intention to establish a formal business outreach policy, and disseminate appropriately. As part of this business outreach plan, consider installation of a “business resource” kiosk (displaying informational brochures and QR codes for available business assistance resources) at a highly visible location at City Hall.

B. In coordination with Strategy 2, Targeted Industry Attraction, outline the key City assets, developmental challenges, and strategic directions to address such challenges, associated with each target industry category, as background to subsequent outreach activities.

C. Compile database of existing Lodi and (selected) San Joaquin County firms relevant to each targeted cluster.

D. Define outreach strategy for maintaining ongoing communication with existing firms in retention/expansion clusters; outreach tactics could include a mix of industry meetings/mixers, online surveys, site visits, and direct mail/email.

E. Consider leveraging the Lodi Chamber of Commerce’s existing Business Development meetings, ultimately launching a monthly “rotating” meeting program to be hosted by the various partner organizations that provide small business assistance resources. The intent of these meetings would be to promote expanded collaboration by showcasing the resources offered by each partner and identifying pressing issues warranting a concerted response. 332

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STRATEGY CATEGORY 1: Business Retention/Expansion
F. Conduct needs assessment (via outreach strategy in Step D) of firms receptive to business retention/expansion assistance and develop customized responses (packaging of City and non-City resources) to address specific needs of assisted firms.

G. Customize marketing materials (see Strategy Category 4) intended for target industry attraction, for potential applicability to (selected) existing firms.

H. Customize entrepreneurial development resources (see Strategy Category 3) to encourage startup potential within targeted industry clusters.

I. Customize workforce development resources (Strategy Category 8) to ensure competitive pipeline of workers to meet staffing needs of potentially expanding firms in targeted industry clusters.

Partnership Resources
• Lodi Chamber of Commerce and Chamber
Agribusiness Committee
• Lodi Winegrape Commission
• San Joaquin Partnership

• San Joaquin County Employment and
Economic Development Department
• Opportunity Stanislaus
• Lodi Electric Utility
Year 1 Milestones/Checklist
• Background materials prepared, for use with interviewed targeted and other major industries • Database compiled: Existing Lodi and (selected) San Joaquin County firms relevant to each targeted cluster, that are prospects for outreach.
• Memorandum (staff generated) outlining in-house plan for existing business outreach, including contacts, scheduling, tracking database, etc.

STRATEGY CATEGORY 2: Targeted Industry Attraction
Brief Description of Strategy
Recommended targeted industries for Lodi have the following key characteristics, which are to be reflected in this strategy:
• Recognizing the value of existing well-established economic sectors in the city and region. • Integrating targets with regional initiatives that support high-tech and technological innovation, such as North Valley Thrive and BEAM Circular.
• Leveraging interrelationships among the targeted industries that mutually promote their growth. • Providing Lodi with a comprehensive, balanced platform for economic progress, which also serves as a framework for promoting not only the City’s economy to outsiders but also other initiatives supporting community enhancement. In this regard, industry targeting is understood to be integrated with other elements of this strategic plan, including marketing, land use, workforce, and business friendliness, so that these strategic elements are mutually reinforcing. • Recognizing the need to craft incentive packages tailored to the specific needs of targeted industries.

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STRATEGY CATEGORY 2: Targeted Industry Attraction
City’s Positioning/Roles in Implementation
The City will take a lead, in-house role in implementing a Lodi-specific target industry program. The program will also involve some coordination with (and support from) regional partners.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Compile database of employer prospects within selected geographic areas, applicable to each target-industry category; set up contact system and other operational details.

B. Meet with representatives of regional initiatives (e.g., North Valley Thrive and BEAM Circular) to coordinate business lead generation, prospect contacting, and other marketing details (coordinating with Strategy 2) related to targeted industries.

C. Develop comprehensive “war chest” of financial and non-financial incentives the City can utilize to attract targeted industries/firms; as part of this comprehensive review, consider improvements to existing City incentives, as well as new incentive policies tailored to the needs of targeted industries. The following types of incentives should be considered as part of this process:
• Competitive rates for electric power (City already offers this incentive, but could consider further discounts for targeted industries meeting criteria such as high wages) • Impact fee deferrals or financing
• Financial incentives to targeted industries, paid on a per-job formula for creation of jobs meeting a specified wage threshold (e.g., similar to the City of Sacramento’s agreement with Centene Corporation)
• Streamlining and fast-tracking of development approvals and business permitting (per Strategy Category 5)
D. Implement marketing effort (see Strategy 4) for identified business attraction targets.

Partnership Resources
• North Valley Thrive (NVT)
• BEAM Circular
• Manufacturers Council of the Central Valley
• Advanced Manufacturing Partnership (AMP)
• California Central Valley Economic
Development Corporation
• Lodi Electric Utility
Year 1 Milestones/Checklist
• Prospect contact database and contact management system. • MOU with partners for coordination on business attraction coordination (identification of regional targets relevant to Lodi, etc.).
• Memorandum (staff generated) outlining in-house plan for business attraction.

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STRATEGY CATEGORY 3: Entrepreneurial Development
Brief Description of Strategy
Entrepreneurial-support institutions exist in the region, as noted in the Partnership Resources box below, and the emphasis within this strategy category is for the City to find an effective way to work with these partners to increase engagement with existing and prospective entrepreneurs. Within this overall focus, specific initiatives aligning entrepreneurial support with targeted industries could include the following:
• Convene Lodi Tech Forum (public/private consortium focused on networking within regional technology industries), and
• Prepare a feasibility study (competitive assessment) and (if warranted) a business plan for potential incubator(s) focused on biotech and/or biocircular startups.

These initiatives and the partners resources would be part of positioning Lodi as a strong location for startups in target industries (see Strategy Category 2).

Networking is one key to building/enhancing the local entrepreneurial ecosystem. Networking processes for entrepreneurs can be organized locally, informally, or by tying into national organizations such as 1 Million Cups, an initiative of the Ewing Marion Kauffman Foundation begun in 2012. The intent of this group is to “present a supportive and inclusive front door to their local entrepreneurial ecosystems.”
5 The pending Advanced Manufacturing Partnership (AMP) Deal Tracker can expedite entrepreneurs’ access to capital.

City’s Positioning/Roles in Implementation
The City will mostly serve in a coordination/clearinghouse capacity, drawing on the established programs of regional partners. More directly (through other EDSP strategies), the City will focus on creating working and living environments attractive to prospective entrepreneurs.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Conduct meetings with regional partners listed below to unveil EDSP target industry cluster program and coordinate how best to encourage and support successful entrepreneurial involvement in these targets.

B. Update City ED webpage summarizing City’s and partners’ entrepreneurial development opportunities/resources.

C. Convene Lodi Tech Forum – a public/private consortium focused on networking within regional technology industries.

D. Consider creating a City of Lodi scholarship fund to provide scholarships ($300-$500 each) to prospective entrepreneurs interested in participating in SJC Incubator training opportunities.

5 In California, local chapters exist in Sacramento and other large cities but also in small communities such as Chico and the Yuba-Sutter region (according to the organization’s website). 335

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STRATEGY CATEGORY 3: Entrepreneurial Development
E. Actively promote the free educational resources available through Lodi-based Open Innovation Centers.

F. Sponsor preparation of a feasibility study (competitive assessment) and business plan for potential incubator(s) focused on biotech and/or biocircular startups. Consider the potential for leveraging the existing SJC Incubator program as one option for creating incubator facilities specific to Lodi. (Stakeholders have noted that in prior years the City of Livermore launched the i-Gate innovation hub to attract early-stage startups as a means to foster collaboration, particularly in the tech and bio-tech spaces, and that this might be a good template for creating a hub in the Downtown area near the train station.)
G. Promote partner programs that provide access to capital for start-ups, including the forthcoming Deal Flow Tracker under development by AMP.

H. Investigate options for key partner organizations to establish field offices in Lodi to support expanded focus on entrepreneurial development and startup assistance.

Partnership Resources
• Governor’s Office of Business and Economic
Development (GO-Biz)
• SCORE Capital Corridor (21 counties), with
office in Stockton
• I-Hub San Joaquin
• Open Innovation Centers
• University of the Pacific, Benerd College,
Center for Professional & Continuing
Education: Entrepreneurship Certificate

• San Joaquin Small Business Development
Center, Stockton, part of the NorCal SBDC
network
• Downtown Lodi Business Alliance
• San Joaquin County Employment and
Economic Development Department
• Lodi Chamber of Commerce
• Advanced Manufacturing Partnership (AMP)
• Business Council of San Joaquin County

Year 1 Milestones/Checklist
• Set up and conduct meeting with regional partners to launch EDSP industry targets and coordinate entrepreneurial efforts.
• Set up and conduct Lodi Tech Forum, produce memorandum demonstrating how results of the forum can be tied back into marketing and other economic development efforts. • Updated ED webpage for entrepreneurial resources.

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STRATEGY CATEGORY 4: Marketing/Branding
Brief Description of Strategy
This strategy focuses on integrating “branded” programs or other promotional-oriented initiatives (and related materials) specific to the City within other strategy categories of this EDSP, including but not necessarily limited to: business outreach; area revitalization efforts; sports tourism and other tourism plans, facilities, activities, etc.; development friendliness; and quality of life initiatives.

Marketing initiatives are understood to also address attractiveness of the community for workers, in targeted and other industries.

Marketing for Lodi can also respond to regional and other competitive issues that apply generally to the community, including those that are identified in the Destination Master Plan and the Sports Tourism Strategic Plan. Initiatives outlined in these documents in turn support overall marketing efforts by expanding awareness within the community of challenges and opportunities, and the desirability of organizing to address these conditions.

The marketing program will include the following characteristics:
• A marketing framework integrated into other distinct marketing programs of local and regional partners, and leveraging the resources associated with these other programs to the extent practical.
• A marketing framework that reflects, within a comprehensive messaging platform, the multiple aspects of Lodi’s assets: for visitors, residents and resident workers, and employers, and how these market segments all benefit (even if in slightly different ways) from these assets. • Business communities’ exposure to targeted industry clusters, generally and within a region defined for this purpose.
• Raising public awareness of City’s business/entrepreneurial assistance resources. • Raising public awareness of City’s overall “business plan” approach to economic development. • Promoting wider awareness of the City’s “business friendly” status. • Promoting placemaking initiatives and the general and specific benefits associated with each targeted area.
• Lead generation for business attraction.

City’s Positioning/Roles in Implementation
The City will initially take a coordinating role in establishing the economic development-specific marketing program. In subsequent stages, the City will take a lead role in ensuring that City-specific branding etc. are reflected throughout the EDSP elements and within related regional messaging.

Initial program design (and some elements of implementation) may be supported by a professional marketing agency, which may already be associated with marketing partners. Lodi will also leverage its City-level marketing investments through ongoing participation in regional marketing initiatives.

Action Steps (Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Convene a group consisting of local organizations that have an interest in or existing commitment to marketing the community, including such groups as the Lodi Chamber of Commerce and the potential partnering organizations listed below, to undertake the following (with some actions potentially in coordination with a professional marketing firm, Step B):
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STRATEGY CATEGORY 4: Marketing/Branding
• Coordinate with respective partners to ensure that Lodi’s messages are positioned appropriately within existing regional marketing initiatives (including partner websites, etc.), and any anticipated future initiatives.
• Reach agreement on marketing content and on ways in which partners can support both the creation and/or dissemination of marketing materials in accordance with the designed framework objectives.
• Participate in a formal launch of the marketing campaign, networking through their respective partners/membership to maximize exposure and increase awareness of how interested parties can be engaged in promoting economic development and other aspects of the community, as represented in the marketing campaign.

B. Investigate options for professional marketing services to support design/implementation of new marketing program. This program could include the following components:
• Industry-specific marketing materials (target industry webpage, brochures, digital/print media), in addition to general, community-wide material. • Advertising in selected/targeted media (general and industry-specific).

C. In tandem with Strategy 7 below (Placemaking), incorporate targeted development areas, and their programs, assets, etc., into marketing framework and materials, targeting the development community. To the extent practical within these materials, include descriptions of the City’s “business plan” for supporting project development (what the City has to offer by way of procedures, incentives, etc.)
D. Update City ED webpages to reflect marketing program messaging and target industries identified in the EDSP; also update other City webpages as needed to coordinate marketing.

E. Design a comprehensive marketing framework that reflects how the multiple aspects of Lodi’s assets make the community attractive for visitors, residents, workers, and employers, and how messages for different target groups can be coordinated to ensure that they all include a business attraction component. Make distinctions as necessary in materials, contact lists, etc. among target markets of commercial, industrial, and housing development firms, and existing versus prospective businesses.

F. Implement targeted advertising campaign.

G. Establish and implement annual calendar for attendance at selected partner- and industry- specific organizational events identified as important to Lodi’s strategic future.

H. Host commercial/industrial broker luncheon/site tour to help establish Lodi as a viably competitive location for targeted office/industrial tenant types (to be continued annually).

I. In conjunction with partners (potentially through an ad hoc taskforce), identify and organize new special events to support placemaking efforts.

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STRATEGY CATEGORY 4: Marketing/Branding
Partnership Resources
• Lodi Chamber of Commerce and Chamber
Agribusiness Committee
• Visit Lodi
• Lodi Winegrape Commission

• San Joaquin Partnership
• San Joaquin County Employment and
Economic Development Department
• Lodi Electric Utility
• Lodi Winery Business Improvement District
Year 1 Milestones/Checklist
• Convene local organizations to begin the process of aligning marketing messages, etc., and establishing framework, target markets, sharing of resources, etc. for marketing program. • Reach decision on whether City needs to independently hire professional marketing firm, and if so, prepare solicitation materials and initiate selection and contracting process. • If marketing program is prepared in-house, prepare preliminary outline of content for all market segments, in agreement with convened partners.

Downtown Farmer’ Market (Photo: City of Lodi)
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CREATING AN ENVIRONMENT FOR ECONOMIC PROGRESS

STRATEGY CATEGORY 5: Development Friendliness
Brief Description of Program
The City will comprehensively review and strengthen key systems/policies relating to interactions with the development community. This initiative will build on the City’s laudable recent (and ongoing) efforts to streamline the development approval timeframes. Important components of this initiative will include the following (some of which are already the City’s standard practice):

Internal Procedures
• Expanded use of formal and informal pre-application discussions for anticipated development proposals. The City currently makes the following distinctions between the formal and informal pre-development discussions and reviews offered:
o Concept Check (Free, Informal). A quick, early-stage discussion for applicants exploring an idea or testing feasibility before investing in design work. No plans are required. Staff provides high-level guidance on zoning, allowable uses, development standards, and potential next steps.
o Comprehensive Pre-Development Application (Fee, Formal Review). A structured, multi- department review based on conceptual drawings, site plans, and other supporting materials. The routes the application to all relevant departments for a coordinated 30-day evaluation. After comments are compiled, staff holds an in-person roundtable meeting with representatives from each department to provide detailed, project-specific feedback.

This process gives applicants a clear understanding of required improvements, and expectations prior to submitting a full development application. • Routine use of inter-departmental City roundtable meetings to outline customized “game plans” for streamlining approval of each project.
• Formal protocols for clear, upfront communication (during the pre-application phase of each development project) of the City’s submittal requirements. • For each submitted project, assignment of a dedicated Project Liaison (Community Development staff) to: a) serve as a single point of contact with the applicant, and b) coordinate the review/submittal requirements of other affected City departments. • Commitment to pre-defined timeframes for each stage of the review/approval process. • Work to reduce surprises in the development review process after initial reviews are conducted.

External Communications
• Improved online promotion of City’s development services, including updated guidance on City’s website regarding review/approval processes, submittal requirements, and expected timeframes. • Branding of the City’s development friendliness program with a name that conveys a strong “open for business” message.

Business Support Resources
• Expanded technical assistance (via workshops, webinars, etc.) to small businesses and development firms navigating the approval process.
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STRATEGY CATEGORY 5: Development Friendliness
• Implementation of a new “Development Concierge” program (housed within the City’s Economic Development Department and staffed by a Business/Development Ombudsman), serving in an advocacy and technical support role on behalf of firms with pending approvals.

City’s Positioning/Roles in Implementation
The City will take a lead role in implementing the business/development friendliness initiative, potentially with support from local and regional partner organizations focused on business services.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Convene Internal Working Group (led by City Manager’s Office) of affected department heads to review EDSP recommendations and determine the initial and longer-term scope of the “development friendliness” program. Meet monthly (for first 4-6 months) to identify operational and/or organizational changes needed to pursue the following recommendations:
• Expanded/routine use of pre-application meetings.
• Eliminating the existing fee for formal pre-application reviews. • Expanded/routine use of inter-departmental roundtable meetings upon formal submission of project applications (potentially in lieu of existing fee-based pre-application reviews). • Assignment of a dedicated staff member (“Project Liaison”) as the single point of contact for each submitted application.
• Technical support for small businesses/developers.

B. Outline specific parameters for a “Development Concierge” program (and associated “Business/Development Ombudsman” position) to be approved by City Council. It is anticipated that the City’s Economic Development Director would initially fulfill the Ombudsman function; this role could ultimately be assigned to a new Economic Development staff position responsible for coordinating with the Community Development Department (and other City departments with review authority) on behalf of businesses and developers seeking permits and/or project approvals.

C. In conjunction with the overall EDSP marketing program (Major Initiative 1), implement improved communications with the business/development community. This effort would include the following considerations:
• Branding/name of program.
• Website improvements (enhanced online descriptions of process and expected timeframes, etc.).
• On-line survey of development community to establish baseline of development-community concerns and priorities.

D. Within the first 6 months of EDSP implementation, prepare a staff report and recommended action items, based on steps A through C above.
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STRATEGY CATEGORY 5: Development Friendliness
E. Begin implementation of the operational/organizational changes defined by the Internal Working Group (and approved by City Council).

F. Reconvene Internal Working Group to review Year 1 progress and identify specific objectives for Year 2.

G. Define scope and begin deployment of business support resources related to the development friendliness initiative. These resources would be aimed at providing technical support to small businesses and development firms navigating City approval processes. A priority focus would be supporting small firms who do not have the resources/expertise to submit professional-quality project building plans (City staff reports that this issue can delay approval of submitted plans and result in additional rounds of review). Possible options would include:
• In-person workshops (or online webinars) providing guidance City’s submittal requirements and ways to avoid common bottlenecks.
• Regular (weekly) office hours during which applicants can check the status of projects and get needed technical guidance to keep their review process on track (these office hours could be branded under a name such as “TI Tuesdays”).
• Pro bono services to address design requirements for firms with limited resources; these services could potentially be provided through a partner organization such as the San Joaquin Small Business Development Center (SBDC).

H. Launch annual broker/developer appreciation event (include a “customer satisfaction survey” to obtain ongoing feedback on ways City can improve business/development friendliness).

Partnership Resources
• Lodi Chamber of Commerce
• Building Industry Association
• Small Business Development Center (SBDC)
• Business Council of San Joaquin County
Year 1 Milestones/Checklist
• Staff report/recommendations from Internal Working Group (by end of Month 6) • Integration of branding/messaging with EDSP marketing program • Website improvements
• Implementation and promotion of “Development Concierge” program

STRATEGY CATEGORY 6: Development Site Readiness
Brief Description of Strategy
Focus of this strategy is on establishing specific administrative, technical, and financial resources for supporting property development, primarily in targeted areas, and for specific uses. The strategy relates closely with Strategy 7, Placemaking, which focuses on how multiple aspects of the Strategic Plan mutually support enhancing the image of the community, involving targeted areas both known and potentially emerging.

City’s Positioning/Roles in Implementation
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STRATEGY CATEGORY 6: Development Site Readiness
The City’s Community Development Department will have a lead role in coordinating relevant research etc., including proposing any new City zoning policies and infrastructure investments in response to emerging market opportunities.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Update as necessary the inventory of sites suitable for industrial development and document their readiness for development (to help inform planning processes and for marketing purposes).

Industrial site inventory and analysis should be consistent with standards of the California Jobs First – Business Ready Sites Program, and coordinated with California GO-Biz.

B. Set up process by which Lodi’s zoning categories, capacity throughout the community, and policies (through General Plan Update) can best be aligned with market demand and other aspects of development feasibility; begin implementation of this process.

C. Set up process by which Specific Plans for targeted development areas (see Strategy 7, Placemaking), at whatever level of implementation, as well as other targeted opportunity sites, are integrated with economic development processes, including evolving marketing messaging, outreach to relevant businesses, etc. Specific plans are understood to apply to the following areas:
o Downtown (including prioritized redevelopment parcels identified in the Downtown Specific Plan
o Eastside Industrial Annexation
o Cherokee Lane
o Westside Annexation
o South Annexation
o City-owned land along Interstate 5
Opportunity sites are understood to include, in addition to other designated locations, sites related to the Sports Tourism Strategic Plan and placemaking aspects of the Destination Master Plan.

D. Prepare memorandum for coordination with other City departments and utility providers (including telecom) on infrastructure planning and construction, to maximize the potential for infrastructure work to support targeted placemaking/opportunity sites and other locations critical for accommodating targeted industries; implement this coordination.

E. As part of the City’s implementation of the updated Downtown Specific Plan, identify and promote opportunities for development of small-space retail commercial buildings suitable for independent businesses.

F. Inventory and compile information related to infrastructure financing tools and funding sources; document any gaps in financing tools/funding.

Partnership Resources
• San Joaquin County COG
• Building Industry Association (BIA) of the
Greater Valley
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STRATEGY CATEGORY 6: Development Site Readiness
• Lodi Winegrape Commission
• San Joaquin County Planning Department
• Lodi Electric Utility
• San Joaquin Local Agency Formation
Commission (LAFCO)
Year 1 Milestones/Checklist
• Zoning analysis
• Memorandum on processes for integrating specific plans with ED functions.

STRATEGY CATEGORY 7: Placemaking/Strategic Land Use
Brief Description of Strategy
Focus within this strategy is about awareness of the concept, through embracing a comprehensive view of how multiple aspects of the Strategic Plan mutually support enhancing the image of the community, and which involve targeted areas (particularly Downtown and Cherokee Lane, plus areas involved in the Sports Tourism Strategic Plan and placemaking aspects of the Destination Master Plan) as well as the City as a whole.

Prime sites as referenced in the Sports Tourism plan include the Grape Bowl and nearby Zupo Field.

The relationships (physical, economic, etc.) among Downtown, Cherokee Lane, and the two sports venues (plus any destination-related sites) need to be considered as an integral part of the overall placemaking strategic considerations.

Potential implementation of the proposed Lodi-Sacramento commuter rail service can also help expand visitation to Lodi destinations, including Downtown, and other venues.

This strategy is understood to be closely aligned with Strategy 6, Development Site Readiness, which deals primarily with establishing the administrative, technical, and financial resources for supporting property development.

City’s Positioning/Roles in Implementation
The City will take a lead, in-house role in implementing this strategy. The program will also involve direct coordination with property owners and the development community.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Establish operational plan for coordination of Economic Development functions with implementation steps of the Downtown Specific Plan, also noting the six Downtown sites prioritized as locations with recommended redevelopment project concepts (generated by Land Econ Group)6

6 The 6 parcels, listed in order of their priority, are: 1) 1.7 acres industrial parcel located at E. Lockeford between Main and Stockton; 2) Wine Country hotel development [or suitable alternative commercial uses] on two parcels spanning Sacramento Street on the south side of Walnut Street; 3) 0.73 Acres Industrial parcel located at Stockton and Locust; 4) 0.58-acre Industrial parcel located at Stockton and Pine Streets; 5) 1.17-acre railroad parcel located at Walnut and Main Streets; and 6) 1-acre office parcel located at Church and Locust Streets. 344

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STRATEGY CATEGORY 7: Placemaking/Strategic Land Use
B. Begin preparations for creation of a revitalization plan for the Cherokee Lane Corridor: generate RFP and publicize/disseminate, select contractor . Considerations within this plan will include recognition of the area’s relationship to Downtown.

C. Prioritize as necessary and begin preparations for creation of at least one specific plan for one (or more) of the 3 Lodi annexation areas (Westside, South, Eastside Industrial); generate RFP and publicize/disseminate, select contractor.

D. Consider allocating TOT revenues to organizations such as Visit Lodi and others actively involved in visitor promotion.

E. Evaluate opportunities to form a Downtown Improvement District.

F. Coordinate with SJJPA on implementation of plans for Lodi-Sacramento commuter rail service.

G. Adapt marketing materials (Strategy Category 4) for use in attracting developers, businesses, and residents (as applicable) to placemaking focus areas/specific plan areas, and other opportunity sites, including sites related to the Sports Tourism Strategic Plan and placemaking aspects of the Destination Master Plan. Within the promotional framework, position higher-density housing and mixed-use projects as development catalysts in focus areas (especially Downtown).

H. Adapt marketing materials (Strategy Category 4) for use in attracting businesses in the fields of hospitality, entertainment, restaurants, and specialty retail, generally to locations related to placemaking efforts.

I. Coordinate with Public Works Department and Lodi Electric Utility to establish “Economic Development Readiness” list of high-priority capital improvement projects (see Chapter 6, below).

J. Review capital improvements plans and supplement/coordinate planned improvements to create or enhance amenities in placemaking locations.

K. Consider initiating a master planning process for the Grape Bowl district.

Partnership Resources
• Lodi Chamber of Commerce
• Visit Lodi
• Building Industry Association (BIA) of the
Greater Valley
• Lodi Winegrape Commission
• San Joaquin County COG
• San Joaquin Joint Powers Authority (SJJPA)
• Lodi Electric Utility
Year 1 Milestones/Checklist
• Operational plan that aligns Economic Development functions with relevant implementation steps of the Downtown Specific Plan.
• Specific Plan for Cherokee Lane Corridor begun.
• Operational plan for initiating Specific Plans for annexation areas, with priorities, scheduling, etc.

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STRATEGY CATEGORY 8: Talent (Workforce) Development
Brief Description of Strategy
Actions within this strategy apply to three categories of Lodi workers:

1. The existing resident workforce, with local jobs;

2. Workers, existing and potential, tied (remotely) to Bay Area jobs (presumably mostly tech jobs but potentially others as well); and

3. Prospective workers in Lodi target industries.

For all three, prioritizing quality of life enhancements (e.g., entertainment/gathering areas) will make Lodi more attractive to young professionals, along with the workforce in general. In this way, such actions support Business Retention, Expansion (Strategy 1), and Recruitment.

For employers, customizable workforce training programs can be promoted as a business attraction incentive, as a component of the full range of workforce development resources.

Implementation of plans for Lodi-Sacramento commuter rail service can support all types of Lodi workers by expanding opportunities for practical (two-way) commuting options.

City’s Positioning/Roles in Implementation
Whereas core educational/workforce development services will continue to be delivered primarily by partner organizations, the intent of this strategy is to more strongly support these partners in a coordination/clearinghouse capacity. This coordination role would involve streamlining and clarifying regional/partner resources to maximize their value to Lodi’s business community.

Action Steps
(Blue = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Meet with SJC WorkNet
7 representatives to generate an operational approach for how the City can best raise awareness of WorkNet resources for employers and workforce participants, generally, and specifically for the EDSP activities within Business Retention, Expansion (Strategy 1), and Recruitment.

B. Coordinate with Career Technical Education (CTE) programs and courses available within the San Joaquin County Office of Education (including resources such as FabLab) and Lodi Unified School District to increase awareness of such programs within the business community, and their role in workforce development.

C. In coordination with marketing/branding strategies (Strategy 4), adapt materials for use in connecting with workers tied (remotely) to Bay Area tech and other jobs, as part of retention efforts (Strategy 1). This outreach also applies to raising awareness of WorkNet resources for workers and employers as per Action Step A above.

D. Establish City of Lodi Workforce Development Roundtable to facilitate: 1) promotion of the workforce development resources available through partner organizations, 2) expanded communication among partner organizations to enhance opportunities for collaboration, and 3) improved interface between workforce training organizations and private employers. It is

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STRATEGY CATEGORY 8: Talent (Workforce) Development
recommended that the City host and facilitate one to two meetings per year with the informal Roundtable. Public and private organizations/firms that participated in the Workforce Development Focus Group Meeting for the EDSP process could form the initial core of the Roundtable.

Through the Roundtable discussions, the City should establish an operational approach for:
1) How the City can best coordinate with these institutions on the training needs of targeted industries; and 2) How the City can best communicate the institutions’ educational/training resources to employers and the existing and prospective workforce. In this regard, the City should make optimal use of regional resources such as the existing Go San Joaquin website (https://gosj.org/).

E. In coordination with Placemaking strategies (Strategy 7), reinforce awareness on the part of City decision-makers and other key stakeholders, within planning and other project-related materials, of the connection between quality-of-life enhancements and attractiveness of Lodi to workers in desired/targeted industries.

Partnership Resources
• SJC WorkNet
• Lodi Unified School District
• San Joaquin County Office of Education
• San Joaquin Delta College
• California State University Stanislaus, Stockton
Campus
• University of the Pacific

• Lodi Chamber of Commerce
• Opportunity Stanislaus
• Business Council San Joaquin
• Open Innovation Centers
• Manufacturers Council of the Central Valley
• San Joaquin Building Trades Council
• Builders’ Exchange of San Joaquin
• San Joaquin Partnership
Year 1 Milestones/Checklist
• Memorandum on how City can best work with SJC WorkNet and its resources for the benefit of existing businesses and workforce, and to support recruitment efforts in targeted industries. • Adapted marketing materials to help retain and attract Bay Area remote workers.

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6. REVIEW OF INFRASTRUCTURE READINESS
Infrastructure is a key determinant for companies evaluating industrial and commercial sites. Reliable utilities, scalable systems, and modern connectivity are essential for uninterrupted operations and future growth. Lodi’s ability to attract targeted industries depends on aligning infrastructure investments with economic development priorities.

Methodology
The consultant’s review followed a structured, multi-source approach to ensure applicability and relevance. First, the consultant reviewed foundational documents, including the 2021 Broadband Feasibility Study and the 2022 Municipal Service Review, to establish baseline infrastructure conditions and planned improvements. Next, the consultant incorporated strategic direction from the Preliminary Framework for the Lodi Economic Development Strategic Plan (Sept 2025), which identified target industries and their infrastructure requirements. To capture recent developments, the consultant analyzed presentations from the Public Works Master Plans Workshop (June 2025) and the City Council Growth Planning Workshop (June 2025), which provided updates on utility master plans, annexation priorities, and funding constraints. The consultant team synthesized these sources into a comprehensive readiness assessment, combining narrative analysis with visual tools such as priority matrices and scorecards to align infrastructure investments with economic development objectives.

Narrative Analysis of Current Status & Future Needs
Lodi’s infrastructure framework must support five targeted industry clusters: Agribusiness, Arts & Tourism, Biotech/Biomed, Energy/Clean Energy, and Advanced Manufacturing. Each cluster has unique requirements:
• Agribusiness & Food Processing: Requires robust water supply and wastewater systems for processing, plus broadband for ag-tech applications.
• Arts & Tourism: Needs broadband for marketing and visitor engagement, reliable electric service for hospitality venues, and stormwater systems for placemaking. • Biotech/Biomed: Demands high-speed broadband for research, redundant electric power, and specialized water/wastewater systems.
• Energy/Clean Energy: Relies on electric grid modernization and broadband for smart grid and IoT integration.
• Advanced Manufacturing: Requires high-capacity electric service, broadband for automation and Industry 4.0, and water/wastewater for production processes.

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Recent Updates & Risks
Recent workshops and master plan reviews highlight critical updates:
• South Wastewater Trunk Line (SWTL): Essential for South and East growth areas; 2018 amendment reduced cost and simplified easements.
• East Industrial Area: Requires new water study (likely well and/or tank) and stormwater basin planning.
• Stormwater: Design standards updated in 2024; future basins must be larger. WID discharge agreement expires in 2033, creating compliance risk.
• Electric Utility: Planned upgrades from the California Strategic Reliability Reserve and local thermal generating plants, current and forecasted electric load can be provided. The planned Northern San Joaquin 230kV project will increase availability and reliability in 2030 and beyond. • Broadband: Race Communications has planned expansion to increase fiberoptic availability, increasing both availability and competitiveness for broadband services. • Funding Constraints: City lacks upfront capital; infrastructure will rely on CFDs, impact fees, and development agreements.

These factors introduce both opportunities and challenges for aligning infrastructure with economic development goals.

Industry vs. Infrastructure Priorities
Target Industry Water Wastewater Electric Broadband Stormwater Agribusiness, Food Processing and
Technology �� �� ⚠ �� —
Arts, Entertainment, Recreation and
Tourism — — �� �� ��
Biotech/Biomed ⚠ �� �� �� —
Energy/Clean Energy — — �� �� —
Manufacturing/Advanced Manufacturing �� �� �� �� —
�� = High Priority | ⚠ = Moderate Priority | — = Low/No Priority

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Readiness Scorecard
Infrastructure Current Capacity Future Demand Readiness Fire/EMS 4 stations +2 stations ⚠ Needs expansion
Water 10 MGD 20 MGD + East Industrial study �� Planned upgrade Wastewater 8.5 MGD 8.5 MGD + SWTL ⚠ Near capacity
Stormwater Adequate Larger basins + WID compliance ⚠ Master plan update Electric 146 MW8 +11% demand + East Side gap �� Planned upgrade Broadband 20-mile backbone Citywide fiber �� Planned upgrade

Lodi Fire Station 2 (Photo: City of Lodi)

8 As of June 2025, PG&E has determined that the maximum load serving capability for the City of Lodi under normal conditions, based on a number of assumptions, is about 146 MW. Available capacity within the Lodi Electric Utility sub- transmission and distribution system varies by location and is available on a first come, first served basis. Available capacity may be subject to infrastructure upgrades to provide electrical service.

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Strategic Priorities/Recommendations
To position Lodi as a competitive, innovation-ready location, the following actions are recommended:

Accelerate Fire Station Construction: New growth areas in the South and East will increase emergency response demands. Meeting NFPA standards ensures safety and supports residential and industrial development.

Complete SWTF Expansion and Metering Upgrades: Water reliability is critical for agribusiness and manufacturing. Expanded capacity and metering improve efficiency and compliance with state conservation mandates.

Implement Wastewater Improvements, Including SWTL: The South Wastewater Trunk Line unlocks development potential in major annexation areas. Without it, industrial and residential projects cannot proceed.

Upgrade Stormwater Basins and Secure WID Discharge Compliance: Larger basins and water quality measures are essential to prevent flooding and meet environmental standards. Not addressing WID requirements could delay projects and increase costs.

Address Electric Utility Gaps for East Side Industrial Development: Advanced manufacturing and clean energy sectors require high-capacity, reliable power. Grid upgrades will position Lodi as a competitive location for tech-driven industries.

Expand Broadband Through Fiber Backbone Upgrades and Partnerships: Broadband is a universal enabler for all target industries, supporting automation, research, and digital marketing. Fiber-ready sites are a key differentiator for site selectors.

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7. PARTNERSHIPS TO SUPPORT EDSP IMPLEMENTATION
The table below lists the various non-City entities that will potentially support implementation of the EDSP.

Organizations / Strategy Categories
Business Retention/Expansion
Targeted Industry Attraction
Entrepreneurial Development
Marketing/Branding
Development Friendliness
Development Site Readiness
Placemaking/Strategic Land Use
Talent (Workforce) Development
1 2 3 4 5 6 7 8
Advanced Manufacturing Partnership (AMP) X X
BEAM Circular X
Builders’ Exchange of San Joaquin X
Building Industry Association (BIA) of the Greater
Valley X X X
Business Council San Joaquin X X X
California Central Valley Economic Development
Corporation X
California State University Stanislaus, Stockton
Campus X
Downtown Lodi Business Alliance X X
Governor’s Office of Business and Economic
Development (GO-Biz) X
I-Hub San Joaquin X
Lodi Chamber of Commerce X X X X
Lodi Chamber of Commerce and Chamber
Agribusiness Committee X X
Lodi Electric Utility X X X X X X
Lodi Unified School District X
Lodi Winegrape Commission X X X X X
Lodi Winery Business Improvement District (BID) X
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Organizations / Strategy Categories
Business Retention/Expansion
Targeted Industry Attraction
Entrepreneurial Development
Marketing/Branding
Development Friendliness
Development Site Readiness
Placemaking/Strategic Land Use
Talent (Workforce) Development
1 2 3 4 5 6 7 8
Manufacturers Council of the Central Valley X X Business Council of San Joaquin County X X
North Valley Thrive (NVT) X
Open Innovation Centers X X
Opportunity Stanislaus X X
San Joaquin Building Trades Council X
San Joaquin County COG X X
San Joaquin County Employment and Economic
Development Department X X X X X
San Joaquin County Office of Education X
San Joaquin County X
San Joaquin Delta College X
San Joaquin Joint Powers Authority X X
San Joaquin Local Agency Formation Commission
(LAFCO) X
San Joaquin Partnership X X X X
SCORE Capital Corridor (21 Counties), with office in
Stockton X
Small Business Development Center (SBDC) X X
University of the Pacific, Benerd College, Center for
Professional & Continuing Education:

Entrepreneurship Certificate

X X
Visit Lodi X X

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8. PERFORMANCE METRICS

EVALUATION FRAMEWORK
The Evaluation Framework provides a structured approach for assessing the effectiveness of programs and initiatives in the Economic Development Strategic Plan (EDSP). This framework emphasizes the use of targeted Key Performance Indicators (KPIs) to measure direct outcomes, enabling the City of Lodi to track progress, refine strategies, and demonstrate impact across priority industry clusters. Using the framework helps ensure accountability, transparency, and continuous improvement. In addition to the specific measures identified, broader economic trends can be addressed through sources such as San Joaquin County Employment and Economic Development Department, or Census data.

It should be recognized that successful implementation of the EDSP will depend on a range of factors, many of which are beyond the City’s direct control. These external influences include the effectiveness of regional initiatives (e.g., BEAM Circular, etc.) that the EDSP seeks to leverage; the level of resources that expected partner organizations are able to devote to Lodi-focused programming; future economic shifts affecting targeted industries globally; and the overall strength of the California and U.S. economies. As such, the EDSP Evaluation Framework is not intended to serve as a performance evaluation for the City’s economic development staff, but instead provides a process to track the effectiveness of the EDSP as a whole.

Performance Measurement Guidelines
• Categorize by Industry/Cluster: All performance data should be organized by relevant industry or cluster, where applicable, to support targeted analysis and strategy refinement. • Track Program Impact: Lodi Economic Development will monitor the outcomes of its internal programs, and those of partner organizations when those efforts align with EDSP initiatives. • Focus on Direct Outcomes: KPIs will measure the specific impacts of EDSP-related programs and services, rather than the overall performance of the Lodi economy and community.

KPI’s by category
Business Attraction
• Number of business attraction leads responded to
• Number of development sites certified through California Jobs First – Business Ready Sites Program, or comparable programs
• Number of new firms attracted through state/regional or other partner programs

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Business Retention & Expansion (BRE)
• Number of businesses receiving BRE services from Lodi Economic Development (or partner referrals)
• Number of jobs retained through business retention services • Number of jobs created through business expansion services Business Startup Services
• Number of inquiries for entrepreneurial development support • Number of individuals or businesses receiving entrepreneurial development services/referrals (Lodi ED and partners)
• Number of new business startups attributable to Lodi ED (or referred partner programs) • Participation in business training and/or business incubation programs • Dollar value of startup funding secured by firms assisted by Lodi ED (or referred partners) Workforce Development
• Numbers of participants in job training/certification programs tied to Lodi targeted industry clusters
• Numbers of job placements in Lodi targeted industry clusters Resident Income Levels
• Average household income (Lodi compared to California) • Median household income (Lodi compared to California) Development Processing
• Average time for processing building permits (by major category type) – the specific KPI’s for development processing will be determined by City staff as part of the initial implementation of Strategy Category 5
Marketing Exposure
• Web traffic/analytics
• Number of tourism-promoting special events (and estimated number of participants) sponsored by the City of Lodi and visitor-promotion partners
• Number of industry/trade shows attended by Lodi ED (and relevant partners) staff

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Lodi Gateway (Photo: City of Lodi)
356
RESOLUTION NO. 2026-____

A RESO LUTION OF THE LODI CITY COUNCIL ADOPTING THE LODI

ECONOMIC DEVELOPMENT STRATEGIC PLAN
========================================================================

WHEREAS, in 2023 the Lodi City Council adopted Economic Development as one of its strategic initiatives and the preparation of a long -term economic development strategy was identified as a key milestone; and

WHEREAS, the City Council approved the authorization of an Economic Development Director position which was filled in 2024; and

WHEREAS, in 2024, the City Council established the Economic Development Ad Hoc Committee and tasked the Committee to provide advice on the scope and implementation of the Economic Development Strategic Plan; and

WHEREAS, the Natelson Dale Group Inc. was selected through a formal Request for Proposals (RFP) process to develop the Economic Development Strategic Plan; and

WHEREAS, through a community -driven process that involved the Economic Development Ad Hoc Committee, community stakeholders, focus groups, and the community at large, the Natelson Dale Group, Inc. developed the Lodi Economic Development Strategic Plan (EDSP), a five-year road map to guide the economic development policies and programs for the City; and

WHEREAS, the EDSP includes an Action Plan that outlines the necessary steps for implementation; and

WHEREAS, the Action Plan is designed to achieve the following major goals:

 Expand economic opportunities for Lodi’s resident workforce  Leverage the economic development potentials of Lodi’s historic downtown  Create development/redevelopment capacity in Lodi’s other commercial and industrial areas (including revitalization of the Cheroke e Lane corridor and potential new development in annexation areas)
 Strengthen the City’s fiscal position; and

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby adopt the Lodi Economic Development Strategic Plan; and

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –
357

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
358
AGENDA ITEM G.2

COUNCIL COMMUNICATION
AGENDA TITLE:

Consider Adopting a Resolution Extending the Term of Economic Development Ad-Hoc Committee for an Additional Year (ED)
MEETING DATE:

February 18, 2026
PREPARED BY:

Luis Aguilar, Economic Development Director
RECOMMENDED ACTION:

Consider Adopting a Resolution Extending the Term of Economic Development Ad-Hoc Committee for an Additional Year.
..body
BACKGROUND INFORMATION:

The City Council established the Economic Development Ad Hoc Committee on February 7, 2024, by Resolution No. 2024-20, with the responsibility of providing advice and recommendations to the City Council on the following objectives:
a) Scope and Implementation of the Economic Development Strategic Plan b) Economic Development Components of the Downtown Specific Plan c) Necessity of and makeup of potential future for permanent Economic Development related committee The Committee’s original term was set to end on the earlier of February 7, 2026, or upon City Council’s determination that the Committee fulfilled its objectives. Since the February 7, 2026 date has passed and the objectives are still in progress, the Committee Members have requested that Council extend their term by an additional year.

This extension will allow time for the implementation of the Economic Development Strategic Plan and the adoption of the Downtown Specific Plan. It will also give the Committee an opportunity to make a recommendation on the necessity of a future Economic Development Committee. The additional one-year term will take effect once City Council approves the resolution and will continue until February 18, 2027.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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RESOLUTION NO. 2026-____

A RESO LUTION OF THE LODI CITY COUNCIL EXTENDING THE TERM OF

THE ECONOMIC DEVELOPMENT AD HOC COMMITTEE FOR AN ADDITIONAL YEAR
========================================================================

WHEREAS, Economic Development is a key imperative of the City Council’s Strategic Vision; and

WHEREAS, City Council established an Economic Development Ad Hoc Committee (the “Committee”) on February 7, 2024 , by adopting Resolution No. 2024 -20, to further advance Council’s economic development objectives; and

WHEREAS, the term of the Committee was set to expire the sooner of February 7, 2026, or when City Council determines the Committee has satisfied its objectives; and

WHEREAS, the February 7, 2026 date has passed and the Committee objectives remain in progress; and

WHEREAS, the Committee Members have requested that City Council extend their term by an additional year to allow time to meet all its objectives.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the continued existence and objectives of the Economic Development Ad Hoc Committee as defined in Resolution No. 2024-20, and hereby extends the term for an additional year through February 18, 2027.

Dated: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
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AGENDA ITEM G.3

COUNCIL COMMUNICATION
AGENDA TITLE:

Discuss and Provide Direction on the Formation of a City Council Ad Hoc Committee to Review and Make Recommendations on the City’s Delivery of Services to the Community (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Discuss and provide direction on the formation of a City Council Ad Hoc Committee to Review and make recommendations on the City’s delivery of services to the community.

BACKGROUND INFORMATION:

The delivery of quality services in a timely fashion with a strong customer centered focus has been a longstanding priority of the City Council. This priority was affirmed by the City Council during their January 28 Planning Session, where the Council directed an additional milestone be added to the Council’sStrategic Vision addressing service delivery. Additionally, Mayor Yepez requested the City Council consider the formation of an Ad Hoc Committee to review service delivery and provide recommendations for further improvements to the City Council. He is suggesting a seven-member committee that would consist of two Council Members, three City staff members, and two members from the community. An Ad Hoc Committee that has a defined work product or a defined term is not required to have the formalities, such as posted agendas and minutes, that other committees subject to the Brown Act are subject to.

Service delivery was identified as a strategic category in the Economic Development Strategic Plan (the Plan) the City Council is considering for adoption on this agenda. Strategy Category 5: Development Friendliness states that the City will comprehensively review and strengthen key systems/policies relating to interactions with the development community. This initiative will build on the City’srecent and ongoing efforts to streamline the development approval timeframes. The action steps recommended in the Plan for Strategy Category 5 over the next year are:

A. Convene Internal Working Group (led by City Manager’s Office) of affected department heads to review the Plan recommendations and determine the initial and longer-term scope of the “development friendliness” program. Meet monthly (for first 4-6 months) to identify operational and/or organizational changes needed to pursue the following recommendations:
· Expanded/routine use of pre-application meetings.
· Eliminating the existing fee for formal pre-application reviews. · Expanded/routine use of inter-departmental roundtable meetings upon formal submission of project applications (potentially in lieu of existing fee-based pre-application reviews). · Assignment of a dedicated staff member (“Project Liaison”) as the single point of contact for City of Lodi Printed on 2/15/2026Page 1 of 2
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each submitted application.
· Technical support for small businesses/developers.

B. Outline specific parameters for a “Development Concierge” program (and associated “Business/Development Ombudsman” position) to be approved by City Council. It is anticipated that the City’s Economic Development Director would initially fulfill the Ombudsman function; this role could ultimately be assigned to a new Economic Development staff position responsible for coordinating with the Community Development Department (and other City departments with review authority) on behalf of businesses and developers seeking permits and/or project approvals.

C. In conjunction with the overall marketing program (Major Initiative 1) identified in the Plan, implement improved communications with the business/development community. This effort would include the following considerations:
· Branding/name of program.
· Website improvements (enhanced online descriptions of process and expected timeframes, etc.).
· Online survey of development community to establish baseline of development-community concerns and priorities.

D. Within the first 6 months of implementation of the Plan, prepare a staff report and recommended action items, based on steps A through C above.

E. Begin implementation of the operational/organizational changes defined by the Internal Working Group (and approved by City Council).

The Ad Hoc Committee being considered by the Council could serve as the Internal Working Group suggested in Action Step A.

FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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AGENDA ITEM G.4

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi Professional Firefighters for the Period January 1, 2026 through December 31, 2028 (IS - HR) MEETING DATE:

February 18, 2026
PREPARED BY:

Cristina Gonzales, Interim Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi Professional Firefighters for the Period January 1, 2026 through December 31, 2028.

BACKGROUND INFORMATION:

Representatives from the City of Lodi and the Lodi Professional Firefighters (LPF) have been bargaining over a successor Memorandum of Understanding (MOU) for the past three months and have reached a tentative agreement, subject to Council approval.

The proposed version of the MOU will be blue sheeted as the final Attachment 1 for Council review and approval at the Council meeting. A summary of the key changes that will be incorporated into the MOU are as follows:
• The term of the MOU shall be from January 1, 2026 through December 31, 2028. • All employees to receive a 3% one-time off-salary-schedule payment (OSSP). OSSP will be calculated based upon 1-year of employee’s base rate.
• Three percent (3%) cost-of-living increase effective January 4, 2027. • Three percent (3%) cost-of-living increase effective January 3, 2028. • City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in zip code 95240, effective December 22, 2025. • Increase Longevity pay - the percentage-based longevity pay incentive would take effect December 22, 2025, and would be paid on a per pay period basis starting the December 22, 2025, at the following rates:
o 10 years - 2.5%
o 20 years - 5%
• Bilingual Pay to increase to $200 per month
· Professional Development courses - increase from $300 up to $1000 per fiscal year per employee. • Reduce CalPERS employee cost-sharing contribution by three percent (3%) effective July 6, 2026 o Classic employee contribution - 12% total (9% employee share + 3% cost sharing of employer’s share)
o PEPRA employee contribution - 12% or 50% of normal cost • MOU Clean Up:
o Tuition Reimbursement - Amend eligibility period for tuition reimbursement to allow employees City of Lodi Printed on 2/15/2026Page 1 of 2
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o Tuition Reimbursement - Amend eligibility period for tuition reimbursement to allow employees to be eligible for tuition reimbursement after six months of employment. o Miscellaneous clean up items (PERS language, cafeteria plan, etc.) · Incorporate the following Side Letter agreements into MOU:
o Paramedic Incentive,
o Holiday Leave
o Department Sanctioned Teams
LPF continues to partner with the City to maintain a high level of service at a reasonable cost to the community. Both the City and LPF recognize the need to offer competitive salary and benefit packages to attract and retain talented employees into the fire service. Both also recognize the need for the City to maintain its financial health. The increases offered in this agreement place the LPF salaries slightly above median of our competitive agencies and it is anticipated will keep them near the midpoint throughout the term of the contract. The agreement strikes a balance by providing enhanced salary to LPF members at a reasonable cost to the City.

Staff recommends that the Council approve the MOU between the City and LPF.

FISCAL IMPACT:

The total cost of the term of the agreement is approximately $1,367,000 as shown below.

Fiscal Year 2025-2026 230,000
Fiscal Year 2026-2027 378,000
Fiscal Year 2027-2028 759,000
Total Cost (3 years) 1,367,000
FUNDING AVAILABLE:

Budget adjustments for these and other compensation increases for City employees in Fiscal Year 2025/26 were included in the mid-year budget proposal.

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Memorandum
Of
Understanding
to be
Blue Sheeted
at
Council Meeting
367
RESOLUTION NO. 2026-__

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE LODI

PROFESSIONAL FIREFIGHTERS MEMORANDUM OF UNDERSTANDING
EFFECTIVE JANUARY 1, 2026 THROUGH DECEMBER 31, 2028
========================================================================

WHEREAS, representatives from the City and the Lodi Professional Firefighters (LPF) have bargained in good faith and reached a tentative agreement on a successor Memorandum of Understanding (MOU); and

WHEREAS, it is recommended that Council approve the MOU with LPF which provides for the following:

 The term of the MOU shall be from January 1, 2026, through December 31, 2028  A one-time Three percent (3%) Off Salary Schedule Payment (OSSP) of base salary, for all LPF classifications, paid as soon as administratively possible;  Three percent (3%) cost-of living increase effective January 4, 2027;  Three percent (3%) cost-of-living increase effective January 3, 2028;  Effective December 22, 2025, City shall contribute an amount equal to 90% of the premium cost of the lowest-cost CalPERS HMO plan available in the zip code 95240 toward each eligible employee’s health insurance coverage by enrollment category, employees who select plans that cost more than the City’s contribution shall pay the difference through payroll deduction;
 Increase bilingual stipend from $150 per month to $200 per month; effective the first pay period following council approval of the MOU;
 Increase Longevity pay – the percentage-based longevity pay incentive would take effect Decembe r 22, 2025, and would be paid on a per pay period basis, at the following rates:
o 10 years - 2.5%
o 20 years - 5%
 Reduce CalPERS employee cost-sharing contribution by three percent (3%), effective July 6, 2026:
o Classic employee contribution – 12% total (9% employee share + 3% cost- sharing of employer’s share)
o PEPRA Contribution – 12% or 50% of normal cost
 MOU Clean Up:
o Tuition Reimbursement – Amend eligibility period for tuition reimbursement to allow employees to be eligible for tuition reimbursement after s ix months of full-time employment.
o Miscellaneous clean up items (PERS language, cafeteria plan, etc.)  Incorporate Side Letter agreements into MOU:
o Paramedic Incentive
o Holiday Leave
o Department Sanctioned Teams

NOW, THEREFORE, BE IT RESOLVED, that the Lodi City Council does hereby approve the attached blue sheet Memorandum of Understanding ( Attachment 1) between the City of Lodi and Lodi Professional Firefighters, effective January 1, 2026 through December 31, 2028.
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Date: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the Lodi City Council in a regular meeting held on February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-___
369
AGENDA ITEM G.5

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi City Mid-Management Association for the Period January 1, 2026 through December 31, 2028 (IS - HR) MEETING DATE:

February 18, 2026
PREPARED BY:

Cristina Gonzales, Interim Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution Approving the Memorandum of Understanding Between the City of Lodi and the Lodi City Mid-Management Association for the Period January 1, 2026 through December 31, 2028.

BACKGROUND INFORMATION:

Representatives from the City of Lodi and the Lodi City Mid-Management Association (LCMMA) have been bargaining over a successor Memorandum of Understanding (MOU) for the past five months and have reached a tentative agreement, subject to final Council approval. The proposed version of the MOU will be attached via blue sheet as Attachment 1 for Council review and approval. A summary of the key changes incorporated into the MOU are as follows:
• The term of the MOU shall be from January 1, 2026 through December 31, 2028. • All employees to receive a 3% one-time off-salary-schedule payment (OSSP). OSSP will be calculated based upon 1-year of employee’s base rate as soon as administratively possible. • Effective January 5, 2026 the City shall implement the January 1, 2026 compensation study by providing for equity increases for classifications deemed below market over two years as follows:
o Year 1: Comp Study Equity increase: Up to 5% or ½ equity increase, whichever is greater, pursuant to January 1, 2026 comp study, total compensation.
o Year 2: Comp Study Equity increase: Employee shall receive remainder of equity increase, the portion not implemented in year 1.
• Classifications determined to be “over market” pursuant to the January 1, 2026 comp study, total compensation, shall be Y-rated.
• Three percent (3%) cost-of-living increase effective January 4, 2027 or Y-rated employees will receive a combination of COLA/OSSP not to exceed three percent (3%). • Three percent (3%) cost-of-living increase effective January 3, 2028 or Y-rated employees will receive a combination of COLA/OSSP not to exceed three percent (3%). • City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective December 22, 2025. • Add Longevity pay - the percentage-based longevity pay incentive would take effect December 22, 2025, and would be paid on a per pay period basis starting the December 22, 2025, at the following rates:
o 10 years - 2.5%
o 20 years - 5%
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• Bilingual Pay to increase to $200 per month, effective the first pay period following City Council approval. • Temporary Upgrade Pay - 10% or Step 0 of the range for the classification they are filling, whichever is greater.
• Eliminate CalPERS employee cost-sharing contribution, effective July 6, 2026. • Implementation of California State Disability (“SDI”) as soon as administratively possible. • MOU Clean Up:
o Tuition Reimbursement - Amend eligibility period for tuition reimbursement to allow employees to be eligible for tuition reimbursement after six months of full-time employment. o Miscellaneous clean up items (PERS language, cafeteria plan, etc.) Both the City and the LCMMA recognize the importance of offering competitive salary and benefit packages to recruit and retain qualified employees for these important positions.

Staff recommends that the Council approve the MOU between the City and LCMMA.

FISCAL IMPACT:

The total cost of the term of the agreement is $3,714,000 as shown below.

Fiscal Year 2025-2026 965,000
Fiscal Year 2026-2027 1,320,000
Fiscal Year 2027-2028 1,429,000
FUNDING AVAILABLE:

Budget adjustments for these and other compensation increases for City employees needed in Fiscal Year 2026/27 were included in the mid-year budget.

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Memorandum
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at
Council Meeting
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RESOLUTION NO. 2026-__

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE LODI CITY

MID-MANAGEMENT ASSOCIATION MEMORANDUM OF UNDERSTANDING EFFECTIVE JANUARY 1, 2026 THROUGH DECEMBER 31, 2028
========================================================================

WHEREAS, representatives from the City and the Lodi City Mid -Management Association (LCMMA) have bargained in good faith and reached a tentative agreement on a successor Memorandum of Understanding (MOU); and

WHEREAS, it is recommended that Council approve the MOU with L CMMA which provides for the following:

 The term of the MOU shall be from January 1, 2026 through December 31, 2028  A one-time Three percent (3%) Off Salary Schedule Payment (OSSP) of base salary, for all LCMMA classifications, paid as soon as administratively possible;  Effective January 5, 2026 the City shall implement the January 1, 2026 compensation study by providing equity increases for classifications deemed below market over two years as follows:
o Year 1 : Comp Study E quity increase: Up to 5% or ½ of equity increase, whichever is greater, pursuant to January 1, 2026 comp study, total compensation;
o Year 2 : Comp Study Equity Increase: Employee shall receive remainder of equity increase, the portion not implemented in year 1;  Classifications determined to be “over market” pursuant to the January 1, 2026 comp study, total compensation, shall be Y -rated and will not receive and equity increase;
 Three percent (3%) cost -of living increase effective January 4, 2027 or Y -rated employees will receive a combination of COLA/OSSP not to exceed three percent (3%)
 Three percent (3%) cost -of-living increase effective January 3, 2028 or Y -rated employees will receive a combination of COLA/OSSP not to exceed three percent (3%);
 Effective December 22, 2025, City shall contribute an amount equal to 90% of the premium cost of the lowest-cost CalPERS HMO plan available in the zip code 95240 toward each eligible employee’s health insurance coverage by enrollment category, employees who select plans that cost more than the City’s contribution shall pay the difference through payroll deduction;
 Implementation of California State Disability (“SDI”) as soon as administratively possible;
 Increase bilingual stipend from $150 per month to $200 per mon th; effective the first pay period following council approval of the MOU;
 Temporary Upgrade Pay – 10% or Step 0 of the range for the classification they are filling, whichever is greater;
 Add Longevity pay – the percentage-based longevity pay incentive would take effect December 22, 2025, and would be paid on a per pay period basis, at the following rates:
o 10 years - 2.5%
o 20 years - 5%
 Eliminate CalPERS employee cost-sharing contribution, effective July 6, 2026:
 MOU Clean Up:
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o Tuition Reimbursement – Amend eligibility period for tuition reimbursement to allow employees to be eligible for tuition reimbursement after six months of full-time employment.
o Miscellaneous clean up items (PERS language, cafeteria plan, etc.)

NOW, THEREFORE, BE IT RESOLVED, by t he City Council does hereby approve the bluesheet attached Memorandum of Understanding ( Attachment 1 ) between the City of Lodi and LCMMA, effective January 1, 2026 through December 31, 2028.

Date: February 18, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the Lodi City Council in a regular meeting held on February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-___
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AGENDA ITEM G.6

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Defining Benefits and Approving Benefit Modifications and Compensation for Unrepresented Mid-Management and General Service employees (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Defining Benefits and Approving Benefit Modifications and Compensation for Unrepresented Mid-Management and General Service employees.

BACKGROUND INFORMATION:

Historically, the Unrepresented Mid-Management and General Service employees have received the same benefits as provided to their represented counterpart employees, as defined in their respective Memorandum of Understanding (“MOU”). However, this long-standing practice was never formalized through a Council approved resolution. Staff is recommending to define the benefits provided to the Unrepresented employees by submitting the attached Resolution for City Council consideration and approval.

Additionally, City staff have recently completed negotiations with the represented employee bargaining groups.

Council approved agreements include wage increases, the addition of Longevity Add pay, increases to bilingual and notary incentives, and an increase to the City’scontribution towards medical premiums, moving from a fixed dollar contribution to a fixed percentage of premium (90% employer and 10% employee).

Additionally, the City has negotiated to reduce or eliminate the CalPERS cost-sharing agreements whereby employees were paying a percentage towards the employer’sshare of CalPERS normal pension cost (cost- sharing). Employees are still responsible for the employee’s share or normal pension cost (Classic and PEPRA).

City staff have met with the Unrepresented employees and discussed these changes. The Unrepresented employees are in agreement with the amendments to their benefits and are in agreement with memorializing their benefits through a Council approved Resolution.

A summary of the benefits provided to Unrepresented employees is listed in the Resolution attached.

FISCAL IMPACT:

It is estimated that the benefit and compensation modifications will cost approximately $687,000 over the three year agreement.

Fiscal Year 2025-2026 114,000
Fiscal Year 2026-2027 228,000
Fiscal Year 2027-2028 345,000
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FUNDING AVAILABLE:

Necessary funding for Fiscal Year 2025/26 was included in mid-year and future years be included in each fiscal year budget.

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RESOLUTION NO. 2026-__

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING BENEFIT

MODIFICATIONS AND COMPENSATION CHANGES FOR UNREPRESENTED

EMPLOYEES
========================================================================

WHEREAS, representatives from the City and the Unrepresented employees have negotiated in good faith and reached a tentative agreement on compensation and benefit changes; and

WHEREAS, it is recommended that Council approve revisions to the benefits and compensation provided to its Unrepresented employees to include the following:

 Effective January 5, 2026 the City shall implement the January 1, 2026 compensation study by providing equity increases for classifications deemed below market over two years as follows:
o Year 1: Comp Study Equity Increase: Up to 5% or ½ of equity increase, whichever is greater, pursuant to January 1, 2026 comp study, total compensation;
o Year 2: Comp Study Equity Increase: Employee shall receive remainder of equity increase, the portion not implemented in year 1;  Classifications determined to be “over market” pursuant to the January 1, 2026 comp study, total compensation, shall be Y-rated and will not receive an equity increase;
 A one-time Three percent (3%) Off Salary Schedule Payment (OSSP) of base salary, for all unrepresented classifications, paid as soon as administratively possible;
 Three percent (3%) cost -of living increase effective the first full pay -period in January 2027 for positions that are under market median; positions over market (Y - rated) will receive combination of cost -of-living increase/OSSP not to exceed three percent (3);
 Another three percent (3%) cost-of-living increase effective the first full pay-period in January 2028 for positions that are under market median; positions over market (Y - rated) will receive combination of cost -of-living increase/OSSP not to exceed three percent (3);
 Effective December 22, 2025, City shall contribute an amount equal to 90% of the premium cost of the lowest-cost CalPERS HMO plan available in the zip code 95240 toward each eligible employee’s health insurance coverage by enrollment category, employees who select plans that cost more than the City’s contribution shall pay the difference through payroll deduction;
 Implementation of California State Disability ( “SDI”) as soon as administratively possible;
 Increase bilingual stipend from $150 per month to $200 per month; effective January 5, 2026;
 Increase Notary pay from $40 per month to $80 per month; effective January 5, 2026;
 Increase annual maximum benefit fr om $1250 per month to $1500 per month for each family member in the dental plan per calendar year as soon as administratively possible;
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 Add Longevity pay – the percentage-based longevity pay incentive would take effect December 21, 2026, and would be paid on a per pay period basis, at the following rates:
o 10 years - 2.5%
o 20 years - 5%
 Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost

WHEREAS, the following Schedule of Benefits represents a listing of benefits for unrepresented employees:

Benefit Amount
Accidental Death & Dismemberment
Insurance – Unrepresented General
Services
$35,000; City pays full premium
Administrative Leave – Unrepresented
Mid-Management
80 hours for Mid-Management employees – leave
is pro-rated for employees hired mid-year or who
separate mid-year.

Bilingual Incentive $200 per month.

Chiropractic Coverage Access to coverage through City plan; City pays full premium.

Deferred Compensation Participation in any of the plans offered by the city. City match up to 3% of base salary.

Dental and Orthodontia Coverage Access to coverage through City plan; City pays full premium.

Employee Assistance Program Access to coverage through City plan; City pays full premium.

Flexible Spending Account (Section 125) Participation in City provided plan Holidays (Fixed and Floating) Employees follow the City’s fixed holiday schedule. In addition, each employee shall be
granted an additional 36 hours of floating holiday.

Holiday leave cannot be carried into the following
year. Employees hired or who separate mid -year
will receive a pro -rated amount of floating holiday
leave.

Life Insurance – Unrepresented General
Services
$25,000; City pays full premium.

Life Insurance – Unrepresented Mid-
Management
2x annual base salary up to $250,000; City pays
full premium.

Lodi City Employee’s Association (LCEA) Membership in LCEA is available at the employee’s cost.

Long Term Disability A long-term disability program which, coordinated with other disability benefits, shall provide a
benefit of 66 -2/3% to a maximum of $10,000 per
month of the employee’s basic monthly earnings
in the event of dis ability. This program
commences sixty (60) days from the date of
disability.

Longevity Pay Effective December 21, 2026, Longevity Pay would be paid on a per pay -period basis, at the
following rates, beginning the first full pay -period
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after qualifying anniversary date:
 10 years - 2.5%
 20 years - 5%
Medical Insurance

Access to available plans through CalPERS—City
contribution capped at 90% of the premium for
the lowest cost HMO in zip code 9524 0.

Employee pays 10% of the premium for lowest
cost HMO in zip c ode 95240. If employee elects
more expensive medical plan the employee will
pay the additional amount through payroll
deduction.

Medical Insurance Opt-Out If City offered coverage is declined and proof of other group coverage is provided, employee is
eligible for payment of $305.22 for Employee
only, $532.92 for Employee + 1; and $692.81 for
Employee + Family coverage.

Notary Pay $80 per month
Retirement (CalPERS) 2% at 55 for ‘Classic’ employees; 2% at 62 for ‘New’ employees (PEPRA); Classic e mployees
pay employee’s share of 7% and PEPRA
employees pay 50% of the normal cost as defined
by PERS in the annual actuarial report.

Sick Leave Employee shall accrue sick leave at the rate of

3.70 hours per pay period. Unlimited accrual.

State Disability Insurance (SDI) Unrepresented employees participate in mandatory SDI contributions.

Travel Insurance-Accidental Death $100,000; City pays full premium.

Tuition Reimbursement Provided as stated in the City’s current Tuition Reimbursement Policy.

Vacation Leave Date of Hire 3.08 hours per pay period 6th year 4.62 hours per pay period
12th year 5.24 hours per pay period
15th year 6.16 hours per pay period

Maximum accrual 2x annual vacation accrual
rate.

Hardship vacation cash out: Must be IRS
compliant hardship.

Vision Coverage Access to coverage through City plan. City pays full premium.

Worker’s Compensation Covered by California Worker’s Compensation program; City pays full premium.

NOW, THER EFORE, BE IT RESOLVED, by the City Council that it does hereby approve compensation and benefit modifications for Unrepresented employees as listed in the recitals above.

Date: February 18, 2026
========================================================= ===============

I hereby certify that Resolution No. 2026-___ was passed and adopted by the Lodi City Council in a regular meeting held on February 18, 2026, by the following vote:
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AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-___
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AGENDA ITEM G.7

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Approving Side-Letter Agreements Between the City of Lodi and Local 1245 International Brotherhood of Electrical Workers (IS - HR)
MEETING DATE:

February 18, 2026
PREPARED BY:

Cristina Gonzales, Interim Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution Approving Side-Letter Agreements Between the City of Lodi and Local 1245 International Brotherhood of Electrical Workers (“IBEW”).

BACKGROUND INFORMATION:

The City and IBEW negotiated a successor Memorandum of Understanding (“MOU”),January 1, 2025 through December 30, 2028. During the negotiation process, the City agreed to provide a contribution of one-hundred dollars ($100) per month towards a Health Reimbursement Arrangement (“HRA”)Plan for IBEW employees.

The City was unable to implement the HRA and subsequently City staff engaged in negotiations with IBEW to provide alternative benefit(s) in lieu of an HRA.

Representatives from the City and IBEW met and conferred in good faith and came to a tentative agreement as follows and included in Attachment 1 -Side-Letter Agreement (Benefits):
· Effective January 1, 2026, the City shall contribute an amount equal to ninety percent (90%) of the premium cost of the lowest-cost CalPERS Health Maintenance Organization (“HMO”)plan available within ZIP Code 95240 toward each eligible employee’s health insurance coverage by enrollment category.
o This contribution shall be adjusted annually, effective the first pay period in January, based on CalPERS premium rates.
o Employees who select plans costing more than the City’scontribution shall pay the premium cost difference through payroll deductions.
· Elimination of the CalPERS cost sharing agreement as follows:
o Effective the first full pay period in July 2028, Classic Member employees shall pay the full employee share of retirement costs (7%) as calculated by CalPERS in its annual actuarial valuation, ending the two percent (2%) cost sharing.
o Effective the first full pay period in July 2028, PEPRA Member employees shall pay the full City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
employee share of retirement costs as calculated by PERS in its annual actuarial valuation (one -half of the normal cost of pension), ending the two percent (2%) cost sharing.

Additionally, a scrivener’serror occurred in the finalized MOU, whereby, the newly created classification of Apprentice Substation Technician was not included. The parties wish to correct this error and include the classification of Apprentice Substation Technician in Articles 4.4, 7.4 and 36.1 of the IBEW MOU. Refer to Attachment 2 -Side-Letter Agreement (Apprentice).

By adopting these side
‑
letters, the City will correct the scrivener’serror and amend the language in the IBEW MOU to include the classification of Apprentice Substation Technician and provide amendments to the benefits provided to IBEW employees.

FISCAL IMPACT:

The total approximate cost of the side-letters is $813,000.

Fiscal Year 2025-2026 215,000
Fiscal Year 2026-2027 225,000
Fiscal Year 2027-2028 373,000
Fiscal Year 2025-26 budget increases were approved during mid-year budget review for the modifications to benefits and there is no fiscal impact to correct the scrivener’serror and include the Apprentice Substation Technician classification in the MOU.

FUNDING AVAILABLE:

Budget increases were approved during mid-year budget review for the modifications to benefits and there is no fiscal impact to correct the scrivener’serror and include the Apprentice Substation Technician classification in the MOU.

City of Lodi Printed on 2/15/2026Page 2 of 2
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Side Letter Agreement Amending the Memorandum of Understanding Between the City of Lodi and International Brotherhood of Electrical Workers January 1, 2025 – December 31, 2028

This Agreement is entered into and effective as of January 1, 2025, between the City of Lodi, a municipal corporation (“City”), and Local 1245 International Brotherhood of Electrical Workers (“IBEW”).

RECITALS

WHEREAS, the Memorandum of Understanding (MOU) between IBEW and the City has a term of January 1, 2025 through December 31, 2028; and

WHEREAS, the IBEW MOU includes various Articles pertaining to health and retirement benefits; and

WHEREAS, the City and IBEW wish to amend the existing language to eliminate employee pension cost-sharing effective the first full pay-period following July 1, 2028; and

WHEREAS, the City and IBEW wish to amend the existing language to create a CalPERS compliant cafeteria plan for optional benefits and to update the City’s contributions for cafeteria insurance offerings for calendar year 2026; and

WHEREAS, representatives from the City and IBEW have met and conferred in good faith to discuss the modification of the MOU and agreed to amend Articles 15 through 21 of the IBEW MOU to amend the benefits provided to employees; and
NOW THEREFORE, City and IBEW agree to amend Articles 15 through 21, as follows:

CHAPTER 3. INSURANCE AND RETIREMENT
ARTICLE XV -– CAFETERIA PLAN: HEALTH INSURANCE

15.1 City Contribution
The City shall contribute an amount equal to ninety percent (90%) of the premium cost of the lowest -cost CalPERS Health Maintenance Organization (“HMO”) plan available within ZIP Code 95240 toward each eligible employee’s health insurance coverage by enrollment category.

This contribution shall be adjusted annually, effective the first pay period in January, based on CalPERS premium rates.
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Employees who select plans costing more than the City’s contribution shall pay the premium cost difference through payroll deductions.

15.2 Eligibility
Regular full-time employees are eligible to participate in the Cafeteria Plan beginning the first day of the month following hire.

Employee’s eligible dependents may be enrolled in accordance with CalPERS and the employee’s selected plan rules.

Changes in health insurance coverage may occur only during the City’s open enrollment period or following a qualifying event as defined un der Internal Revenue Code Section 125.

Health Insurance coverage ends the last day of the month in which employment terminates, unless continued under Consolidated Omnibus Budget Reconciliation Act (COBRA).

15.3 Administration and Opt-Out
The Cafeteria Plan shall be administered in accordance with Internal Revenue Code Section 125 and applicable CalPERS regulations.

Employees providing proof of alternate qualifying medical coverage may opt out of City - provided medical insurance and will receive the applicable opt-out or cash-in-lieu benefit as described in this Article.

All employees are offered medical insurance for themselves and their eligible dependents through CalPERS medical plans.

Effective January 1, 2026, the City shall co ntribute an amount equal to ninety percent (90%) of the premium, by enrollment category, for the lowest-cost HMO plan available in ZIP code 95240. Employees shall be responsible for the difference between the City’s contribution and the premium of the p lan the employee selects. Employee contributions shall be collected through payroll deductions. Employees may elect to have premium deductions withheld from pre -tax wages through the City’s Flexible Spending Account benefits Premium Only Plan (POP) as described in Article XX below.

The City’s ninety percent (90%) contribution and corresponding ten percent (10%) employee contribution shall be reviewed annually and any necessary adjustments would 384
be implemented at the first pay period in January to re flect any changes in premium rates for the lowest -cost HMO plan available in ZIP code 95240. The City’s contribution percentage shall not be reduced below ninety percent (90%) without mutual agreement between the City and the IBEW bargaining unit.

Employees who elect to waive medical insurance coverage through the City shall receive an additional “cash in lieu” of medical benefits amount as follows:

• $692.81 per month for family coverage
• $532.92 per month for employee + one dependent coverage • $305.22 per month for single coverage

These monthly cash in lieu amounts identified above shall be divided across two pay periods each month and be paid in a flat dollar amount for the employee’s corresponding coverage level. To qualify for this provision, employees must provide proof of other qualifying group medical insurance coverage to the City.

ARTICLE XVI – CAFETERIA PLAN: VISION CARE AND CHIROPRACTIC COVERAGE AND CHIROPRACTIC COVERAGE16.1 Vision Care: The City shall contribute to the Cafeteria Plan a dollar amount equal to the premium necessary to provide employees with vision care insurance through the Vision Service Plan (VSP) by enrollment category (Employee, Employee +1 or Family). The services covered and the amount of coverage shall be as outlined in the VSP Summary of Benefits.

The City reserves the right to select or change the vision insurance carrier, provided that the level of benefits remains substantially equivalent to those provided under the existing plan.

Employees may opt out of City provided Vision Care and apply the City contribution towards medical premiums.

16.2 Chiropractic Coverage: 15.1 Chiropractic services may be received by employees and dependents through a chiropractic
insurance plan.

15.2 The City shall pay the full costs of premiums for chiropractic insurance for the employee and dependent(s) during the term of this MOU.

15.3 When any of such individuals changes their chiropractor or the chiropractor becomes a 385
medical provider under the City's medical plan, they shall utilize the medical plan's list of providers and shall be subject to the terms and limitations of said plan.

The City shall contribute to the Cafeteria Plan a dollar amount equal to the premium, by enrollment category (Employee, Employee +1 or Family), necessary to provide employees and their eligible dependents chiropractic services under the City’s Chiropractic benefit program. This benefit allows for up to a maximum of forty (40) visits per calendar year.

A co-payment of ten dollars ($10.00) per visit shall apply for each covered chiropractic service.

Employees may opt out of City provided Chiropractic Care and apply the City contribution towards medical premiums.

ARTICLE XVII - DEFERRED COMPENSATION
176.1 The City agrees to match up to an employee's 3% contribution to the Deferred Compensation Program.
176.2 Employees may contribute a lump sum amount into their Deferred Compensation plan in the same pay period in which they cash out their CTO, equivalent to or less than the full CTO amount, subject to IRS contribution limits.

ARTICLE XVIII - DENTAL AND ORTHODONTIA INSURANCE
187.1 Employees and their dependents are provided fully paid dental and orthodontia insurance. 187.2 Maximum benefits are $1,250.00 for each family member enrolled in the dental plan per calendar year. There is a $25.00 deductible plus co-insurance features. 187.3 Orthodontia benefits have a lifetime cap of $1,250.00 for each person covered under the plan.

ARTICLE XIXVIII - LIFE INSURANCE
189.1 A life insurance program providing for two times annual salary to a maximum of $250,000.

Said benefits will reduce with age according to the reduction schedule of the life insurance
carrier. Coverage for dependents will also be provided according to the schedule available
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from the carrier. This insurance is only applicable to active regular employees. 198.2 The City agrees to pay the employee's premiums for the above mentioned life insurance program.

ARTICLE XIX - LONG TERM DISABILITY
2019.1 A long-term disability program which, coordinated with other disability benefits shall
provide a benefit of 66-2/3% to a maximum of $10,000.00 per month of the employee's basic monthly earning in the event of disability. This program commences 120 days from the date of disability. Please refer to the City's Policy on Long Term Disability. 1920.2 The maximum length of coverage is three (3) years from date of disability.

ARTICLE XX - MEDICAL INSURANCE

20.1 The City agrees to make available medical benefits equivalent to the highest HMO plan available in Lodi through CalPERS and the parties shall meet and confer on a replacement plan offering such an equivalent level of benefits.

20.2 All employees are offered medical insurance for themselves and dependents through CalPERS-Medical Plans.

Effective January 1, 2025, the City shall contribute to each employee enrolled in a CalPERS-Medical plan a dollar amount equal to 70% of the premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240. The employee shall be responsible for the premium difference between the City's contribution and the premium of the plan the employee actually selects. Employee contributions shall be collected via pre-tax payroll deduction.

If an employee waives medical insurance through the City of Lodi, an additional:
$692.81 per month for family
$532.92 for employee + l dependent
$305.22 for single
will be added to either the employee's deferred compensation account or cash. In order to qualify for this provision, proof of group insurance must be provided to the City.

20.3 Employees shall be eligible for medical insurance the first day of the month following the date the employee becomes a full-time regular employee of the City.

20.4 Only one family member may carry employee and dependent coverage of City sponsored medical insurance. The City will reimburse the employee for co-insurance payments on a quarterly basis.
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20.5 Health Reimbursement Arrangement (HRA) Plan
The City shall contribute $100.00 per month (paid bi-weekly) for each employee enrolled in a City sponsored medical insurance plan. Contributions shall be vested to the employee upon deposit. The City shall select the vendor and implement HRA/Debit option as soon as administratively feasible following City council approval of MOU. All administrative fees shall be borne by the City. All payments shall be made in accordance with existing City payroll practices.

ARTICLE XXI - RETIREMENT

21.1 The City of Lodi provides retirement benefits through the Public Employees Retirement System. Employees shall receive the following retirement benefits for employees deemed to be "classic" employees by PERS:

Miscellaneous 2%@ 55 plan:
• 1957 Survivors Benefit
• Third Level 1959 Survivors Benefit (Section §21573)
• Improved Non-Industrial Disability Allowance (Section §21427). Benefits which provide under PERS a 30% benefit after five years of service, iincreasing to a maximum 50% benefit.
• Post-Retirement Survivor Allowance (Section §21624)
• Credit for Unused Sick Leave (Section §20965)
• Military Service Credit as Public Service (Section §21024) • Effective January 1, 2015, employee shall pay the full employee share of retirement costs as calculated by PERS (7%) in its annual actuarial valuation.

The City will pay all of the employer's contribution.

21.2 Employees shall receive the following retirement benefits for employees deemed to be "new" employees under the Public Employee's Pension Reform Act of 2013 (PEPRA):

Miscellaneous 2% @ 62 plan:
• 1957 Survivors Benefit
• Third Level 1959 Survivors Benefit (Section §21573)
• Improved Non-Industrial Disability Allowance (Section §21427). Benefits which provide under PERS a 30% benefit after five years of service, increasing to a maximum 50% benefit.
• Post-Retirement Survivor Allowance (Section §21624)
• Credit for Unused Sick Leave (Section §20965)
• Military Service Credit as Public Service (Section §21024) • Effective January 1, 2015, employee shall pay the full employee share of retirement
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• costs as calculated by PERS in its annual actuarial valuation. The City will pay all
• of the employer's contribution.

21.3 Cost Sharing: Effective the first full pay period in July 2020 thru the first full pay period in July 2028, employees in this bargaining unit, classic and PEPRA, will enter into a cost-sharing agreement and agree to paycontinue to pay two percent (2%) of the employer's normal share of cost.

The cost-sharing will be implemented on a tiered basis with 1 % cost-sharing effective the first full pay period in July 2020 and an additional 1 % cost-sharing the first full pay period in January 2021 for a total of 2%.Effective the first full pay period in July 2028, Classic Member employees shall pay the full employee share of retirement costs (7%) as calculated by PERS in its annual actuarial valuation, ending the two percent (2%) cost share above.

Effective the first full pay period in July 2028, PEPRA Member employees shall pay the full employee share of retirement costs as calculated by PERS in its annual actuarial valuation (one-half of the normal cost of pension) , ending the two percent (2%) cost share above.

21.4 The City agrees, at the employee's request, to provide an exit meeting for employees who will be retiring. This meeting will be scheduled after the employee provides a 30-day notice to Human Resources of the employee's intent to retire. The exit meeting will discuss health benefit options (COBRA), sick leave conversion (if applicable), information on obtaining CalPERS benefit estimates; service and disability retirements, employee association options, and any other benefits the employee is entitled to.

All other provisions of the MOU remain in full force and effect.

CITY OF LODI IBEW Local 1245
a municipal corporation

______________________________ _________________________________ James Lindsay Date Sheila Lawton Date Interim City Manager Assistant Business Manager

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_____________________________
Cristina Gonzales Date
Interim Human Resources Manager

ATTEST:

_____________________________
Olivia Nashed Date
City Clerk

APPROVED AS TO FORM:

_____________________________
Katie O. Lucchesi Date
City Attorney

390

Side Letter Agreement Amending the Memorandum of Understanding Between the City of Lodi and International Brotherhood of Electrical Workers January 1, 2025 – December 31, 2028

This Agreement is entered into and effective as of January 1, 2025, between the City of Lodi, a municipal corporation (“City”), and Local 1245 International Brotherhood of Electrical Workers (IBEW).

RECITALS

WHEREAS, the Memorandum of Understanding (MOU) between IBEW and the City has a term of January 1, 2025 through December 31, 2028; and

WHEREAS, the Electric Utility added a new job classification of Apprentice Substation Technician in their FY2024/25 fiscal budget; and

WHEREAS, during the negotiation process for the successor MOU , a scrivener ’s error occurred when the job title/classification of Apprentice Sub station Technician was precluded from Article 4.4, 7.4, and 36.1 respectively; and

WHEREAS, Article 4.4 of the IBEW MOU discusses the Electric Lineman Apprentice program; and

WHEREAS, Article 7.4 of the IBEW MOU lists the job titles/classifications that are eligible for city provided uniforms; and

WHEREAS, Article 36.1 of the IBEW MOU lists all job titles/classifications represented by IBEW; and

WHEREAS, representativ es from the City and IBEW have met and conferre d in good faith to discuss the modification of the MOU and agreed to amend Article 4.4, Article 7.4, and Article 36.1 of the IBEW MOU to include the job title/classification of Apprentice Substation Technician; and

NOW THEREFORE, City and IBEW agree to amend Article 4.4, as follows:

ARTICLE IV – SALARY

4.1 Market Adjustment
Classifications identified in the City’s total compensation study as being below market median total compensation will have their base hourly pay rate increased to the salary range closest to market median, on a step for step basis, (total employee compensation) effective the first full pay-period following January 1, 2025 (See Attachment A).

4.2 Cost of living Adjustment (COLA)
The City shall provide wage adjustments for all classifications in the bargaining unit the first full pay period in January 2025, and over the term of the contract, as follows:
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• Effective the first full pay period following January 1, 2025, employees shall receive a two percent (2.0%) salary increase.
• Effective the first full pay period following January 1, 2026, employees shall receive a two percent (2.0%) salary increase
• Effective the first full pay period following January 1, 2027, employees shall receive a two percent (2.0%) salary increase
• Effective the first full pay period following January 1, 2028, employees shall receive a two percent (2.0%) salary increase

4.3 In 2023, the City conducted a City -Wide Total Compensation study. The City agrees to prepare a similar Total Compensation Study for IBEW prior to the end of this contract.

For IBEW comparison purposes, the recognized survey cities are as follows:

• City of Roseville
• City of Redding
• City of Alameda
• City of Healdsburg
• City of Palo Alto
• City of Ukiah
• Silicon Valley Power
• Truckee Donner Public Utility District

4.4 Lodi has entered into a separate agreement with the California – Nevada Joint Apprenticeship Training Committee (“JATC”) to provide training for Electric Line and Substation Technician Apprentices.

The Electric Line and Substation Apprentice programs isare intended to be a program of seven step s. An Electric Line Apprentice I or II Apprentice will be eligible for consideration for a merit increase upon completion of 13 pay periods in a step, provided available workload provides appropriate experience and provided further that the Electric Line Apprentice I or IIApprentice is making normal progress in training and testing. The ApprenticeElectric Line Apprentice I or II will advance from step to step, when the Electric Utility Director or his/her designee determines that the Electric Line Apprentice I or II Apprentice has achieved the qual ifications necessary for such advancement and approvals are received pursuant to Lodi policies and procedures.

An ApprenticeElectric Line Apprentice I or II will be paid when working or training on - the-job in the field.

An Electric Line Apprentice I or II Apprentice will be entitled to straight time pay for up to 40 hours per week and for reasonable expenses in accordance with Lodi policies and procedures, subject to approval, while training one week per year at JATC’s facility. An Apprentice Electric Line A pprentice I or II will not be entitled to pay or expenses for weekend training at JATC facilities.

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Apprenticeship classroom training by Lodi personnel or at Lodi facilities will be on paid time if during normal work -hours or unpaid if outside normal work -hours. Study will normally be outside of work hours, and without pay, but the Electric Utility Director or his/her designee may permit limited apprentic eship study during paid work -hours, workload permitting, typically during inclement weather.

Electric Line Apprentices I or II All Apprentice’s are on probation at all times while they are classified as an ApprenticeElectric Line Apprentices I or II.

4.5 Effective the beginning of the pay period which includes January 1, 2015, the Rubber Glove premium was incorporated into base pay and there shall be no additional premium pay for Rubber Glove. The Rubber Glove premium shall become a job requirement of a pplicants and incumbents currently receiving the premium, and as such, it will be incorporated into salary. Job descriptions have been updated to reflect this additional job requirement.

4.6 Those employees required to have a Class “A” commercial driver’s license as part of their employment will receive $600.00 per year, paid bi-weekly.

a. Effective January 1, 2022, the following job classifications require a Class “A” commercial driver’s license:

Groundworker Utility Equipment Specialist
Electric Line Apprentice Electric Lineman
Electric Foreman Construction/Maintenance Supervisor

Incumbents in classifications that do not require a Class “A” commercial driver’s license, who have agree d to voluntarily maintain their Class “A” commercial driver’s license in accordance with City policy , will receive $600.00 per year for possession of a valid Class “A” commercial driver’s license, paid bi-weekly.

b. Employees represented by the IBEW Local 1245 and hired after August 1, 2008, in classifications that require a Class “A” commercial driver’s license will be required to obtain a valid Class “A” commercial driver’s license within one (1) year of their hire date (or as defined in their job description). Following the issuance of a Class “A” license employees will receive $600.00 per year ( paid bi-weekly effective the first pay period after the date of issuance o f license) for maintaining a Class “A” license in accordance with City policy.

c. Loss of a valid Class “A” commercial driver’s license will result in lo ss of the stipend (pro-rated) until such time as the license is reinstated.

4.7 Employees designated by the Department Head and approved by the City Manager who have passed a bilingual proficiency examination administered by the City shall receive a monthly bilingual supplement of $150.00. The City Manager has the discretion in determining the languages that will be recognized.

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NOW THEREFORE, City and IBEW agree to amend Article 7.4, as follows:

ARTICLE VII - TOOLS AND UNIFORMS

7.1 The City and the IBEW Local 1245 mutually agree that the City will supply necessary tools and equipment for employees in accordance with the following procedure.

Consistent with the needs of the employee as related to his/her job classification, and to aid the employee in the performance of his/her work in a safe and efficient manner, the City will provide the following list of basic hand tools, work gloves and equipment:

Skinning knife Utility bag Safety glasses
Work gloves Ruler, 6', wood Rubber boots
Pliers, side cut Hammer, claw Rain gear
Screwdriver, 10" Wrench, adjustable 12" Wrench, adjustable 8" or 10" Safety strap Adjustable (pump) pliers 10"

7.2 In addition, effective with the first pay date following City Council approval of the MOU, the City will pro vide a boot allowance of $500.00 per calendar year to all classifications within the bargaining unit ex cept those listed below. The boot allowance will be paid bi - weekly as part of a regular paycheck.

No boot allowance will be provided for the following classifications:
• Operations Supervisor
• Distribution Operators I/II
• Electrical Engineering Technician
• Senior Engineer Technician

7.3 The tools described in Section 7.1 will be furnished in accordance with the following controls:

. Each employee will be responsible for the care, preservation, and proper use of tools and equipment issued to him/her. T ools and equipment lost or dam aged through improper use will be replaced at the employee's expense. . All unsafe, broken, or worn out tools will be replaced on an exchange basis.

7.4 The City shall provide uniforms for all field employees that conform to regulatory standards. Newly hired employees in the following classifications will be provided with nine (9) pairs of pants; twelve (12) shirts; two (2) sweatshirts/vests; and, one (1) jacket:

Apprentice Substation Technician
Construction & Maintenance Supervisor
Electric Lineman Apprentice I/II
Electric Lineman/Linewoman
Electric Foreman
Electric Troubleshooter
Troubleshooting Supervisor
Substation/Metering Supervisor
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Substation Technician
Electrician
Metering Technician
Utility Equipment Specialist
Electric Materials Technician
Utility Warehouse Supervisor

7.5 Damaged, torn or excessively worn uniforms will be replaced as needed. Upon separation from employment with the City, all City purchased uniform items that have the City of Lodi logo on them must be returned to the City.

7.6 All new clothing purchased after March 11, 2020 will have the 3 inch “City of Lodi Electric Utility” logo(s) added on left or right chest area and “IBEW Local 1245” in ¾” block letter on upper sleeve for union members in the appropriate thread to confor m to regulatory standards.

7.7 All on -line purchase s must be approved by the Electric Utility Superintenden t or Department Head prior to ordering.

7.8 The Approved City of Lodi Electric Utility logo must be visible and clearly identifiable at all times throughout the course of the normal work day (avoid busy print clothing). All sweatshirts, jackets, and traffic vests must have logos.

NOW THEREFORE, City and IBEW agree to amend Article 36.1 as follows:

ARTICLE XXXVI - EMPLOYEE REPRESENTATION

36.1 This Memorandum of Understanding (hereinafter referred to as MOU) is entered into between representatives of the City of Lodi (herein after referred to as City) and representatives of the International Brotherhood of Electrical Workers, Electric Utility Unit, Local 1245 (hereinafter referred to as IBEW Local 1245).

The parties to this MOU acknowledge and agree t hat this MOU constitutes the result of Meeting and Conferring in good faith as contemplated by Secti on 3500 et seq. of the Government Code of the State of California, and further acknowledge and agree that all matters upon which the parties reached agreeme nt are set forth in this MOU. If the City intends to change a matter within the scope of rep resentation under the Meyers -Milias- Brown Act (MMBA) which is not covered by this MOU, it shall notify the IBEW Local 1245. If the IBEW Local 1245 wishes to negotiate over such a matter, it shall notify the City within ten (10) work days of notice, and the parties shall commence negotiations within ten work days of the IBEW Local 1245's notification. If the IBEW Local 1245 does not respond within ten work days of t he City’s notification, the City will have no further obligation to negotiate over the matter.

The terms and conditions of this MOU are applicable to those employees in bargaining unit classifications represented by IBEW Local 1245. Those classifications are as follows:

• Apprentice Substation Technician
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• Construction/Maintenance Supervisor
• Electric Distribution Operator I
• Electric Distribution Operator II
• Electric Distribution Operator Supervisor
• Electric Foreman/Forewoman
• Electric Groundworker
• Electric Line Apprentice I
• Electric Line Apprentice II
• Electric Lineman/Linewoman
• Electric Materials Technician
• Electric Troubleshooter
• Electrical Engineering Technician
• Electrician
• Lead Electrician
• Metering Technician
• Senior Electrical Engineering Technician
• Substation Technician
• Substation/Metering Supervisor
• Troubleshooting Supervisor
• Utility Equipment Specialist
• Utility Warehouse Supervisor

The terms and condi tions of this MOU are applicable to the above -enumerated classes which constitute the Unit represented by the IBEW Local 1245.

36.2 Upon written notification from the Union of signed authorization by the employee, the City shall deduct monthly membership dues or fees from the employee’s wages and remit said dues or fees to IBEW Local 1245.

The IBEW Local 1245 shall indemnify the City against any claims made and against any suit instituted against the Cit y by said employee for deductions of monthly dues or fees based on reliance of information provided by the Union. In addition, the IBEW Local 1245 shall refund to the City any amounts paid to it in error upon presentation of supporting evidence.

36.3 The City shall begin deductions of dues or fees in the amount prescribed by IBEW Local 1245 in the first full payroll period after receipt of written cert ification of employee authorization from IBEW Local 1245. Deductions may be revoked only pursuant to t he terms of the employee’s written authorization. The City shall direct employee requests to cancel or change deductions to IBEW Local 1245 and shall rely on information provided by IBEW Local 1245 regarding whether deduction for IBEW Local 1245 were prop erly canceled or changed.

36.4 Changes in the I BEW Local 1245 membership dues rate shall be certified to the City in writing over the signature of the Business Representative. The change will be implemented in the first full payroll period after receipt of the notification.

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36.5 The City and the IBEW Local 1245 agree and understand that if any section of the MOU in any way conflicts with the terms and conditions of employment stated in other authorities, such as personnel rules, administrative policy and procedure manual, city resolutions, or city ordinances, any ambiguity will be resolved in favor of the MOU language. If the MOU is silent on any issue, the applicable document (i.e. policy manual) is controlling.

All other provisions of the MOU remain in full force and effect.

CITY OF LODI, IBEW
a municipal corporation

_____________________________ _______________________________ James Lindsay Date Sheila Lawton Date Interim City Manager Assistant Business Manager

_____________________________
Cristina Gonzales Date
Interim Human Resources Manager

ATTEST:

_____________________________
Olivia Nashed Date
City Clerk

APPROVED AS TO FORM:

_____________________________
Katie O. Lucchesi Date
City Attorney
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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AMENDING THE

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF LODI AND LOCAL 1245 INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS

THROUGH A SIDE -LETTER AGREEMENT TO AMEND BENEFITS AND

INCLUDE T HE CLASSIFICATION OF APPRENTICE SUBSTATION

TECHNICIAN
=================================================================== =====

WHEREAS, the Lodi City Council approved a successor Memorandum of Understanding (“MOU”) wi th Local 1245 International Brother hood of Electrical Workers (“IBEW”) that has a term of January 1, 2025 through December 31, 2028; and

WHEREAS, representatives from the City and IBEW have agreed to amend the benefits provided to their employees by creating a cafete ria plan that is in a ccordance with CalPERS and Internal Revenue Code Section 125; to increase the City’s contribution towards medical premiums; to eliminate the CalPERS employee cost-sharing; and, agree that the City will not be implementing a Health Reimbursement (“HRA”) plan, pursuant to Article 20.5 of the MOU; and

WHEREAS, representatives from the City and IBEW wish to include the classification of Apprentice Substation Technician in the IBEW MOU, that was not included as a result of a scrivener’s error; and

WHEREAS, the City and IBEW wish to enter into Side -Letter Agreements amending the IBEW MOU, effective January 1, 2025, attached as Attachment 1 and Attachment 2 to this Resolution; and

WHEREAS, it is recommen ded that Council approv e the revisions to the MOU with IBEW through Side -Letter Agreements to amend benefits and to include the classification of Apprentice Substation Technician.

NOW, THEREFORE, BE IT RESOLVED by the Lodi City Council that it doe s hereby approve the at tached Side -Letter Agreement ( Attachment 1 ) between the City of Lodi and IBEW; and

BE IT FURTHER RESOLVED by the Lodi City Council that it does hereby approve the attached Side-Letter Agreement (Attachment 2) between the City of Lodi and IBEW.

Dated: February 18, 2026
===================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –
398

OLIVIA NASHED
City Clerk

2026-
399
AGENDA ITEM G.8

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jennifer Fontanilla, Library Director, Including Future Wage Adjustments to Bring the Library Director’sBase Salary to $172,010 Annually, effective January 4, 2027, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jennifer Fontanilla, Library Director, Including Future Wage Adjustments to Bring the Library Director’sBase Salary to $172,010 Annually, effective January 4, 2027, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, increased City contribution towards medical premiums, and elimination of the CalPERS cost-sharing contributions.

Equity adjustments for other Department Head classifications were recommended based on market median of the City’scomparable agencies. The total compensation data for other Department Head classifications was refreshed in October 2025. The City’sconsultant was unable to provide comparable data for the Library Director classification due to an insufficient number of comparators. City staff will work to identify comparator agencies for a total compensation study for the Library Director classification and may bring an item to Council for an equity adjustment in the future, if it is determined that Lodi’sLibrary Director salary is below market median.

The City Manager has completed negotiations with the Library Director and have negotiated amendments to the Library Director’semployment agreement, similar to those provided to other represented employees, as follows:
· Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; · City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; · Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:

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COUNCIL COMMUNICATION
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
· City agrees to maintain a minimum ten percent (10%) salary differential between Employee and the Library Department’s next highest paid executive or mid manager, including incentive pay. · If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

The current salary for the Library Director is $167,000. The agreed upon cost-of-living increase of three percent (3%), effective the first full pay-period in January 2027 will bring the Library Director’s salary to $172,010.

FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $5,000 annually. Sufficient funds will be allocated within the next fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
12090000.71001
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Attachment 1
402
403
404

EMPLOYMENT AGREEMENT
Executive Management
(Exempt Service)
Library Director
This Employment Agreement ("Agreement") is made and entered into as of June g, 2025, by and between the City of Lodi, a municipal corporation by and through its Library Board of Trustees (hereinafter collectively referred to as "City") and Jennifer N. Fontanilla an individual (hereinafter referred to as "Employee") (City and Employee hereinafter referred to individually as "Party" or collectively as the "Parties").

RECITALS:

It is the desire of the City to retain the services of Employee and to provide inducement for her to remain in such employment, make possible full work productivity by assuring Employee's morale and peace of mind with respect to future security, and to provide a just means for terminating Employee's services.

AGREEMENT:

NOW, THEREFORE, in consideration of the mutual covenants contained herein, the Parties hereto agree as follows:

1. Emplovment: City agrees to employ Employee as Library Director, in accordance with the following provisions:
(a) Employee shall serve as Library Director, and shall be responsible for managing and directing the operations of the Library in accordance with an agreed upon performance plan. (b) Employee shall perform her duties to the best of her ability in accordance with the highest professional and ethical standards of the profession and shall comply with all general rules and regulations established by the City.
(c) Employee shall not engage in any activity, which is or may become a conflict of interest, prohibited contract, or which may create an incompatibility of office as delined under California law. Employee shall comply fully with her reporting and disclosure obligations under regulations promulgated by the Fair Political Practices Commission (FppC). (d) Employee agrees to remain in the exclusive employ of the City during the term ofthis Agreement. Employee shall dedicate her full energies and qualifications to her employment as Library Director, and shall not engage in any other employment except for her role as an adjunctprofessor for San Joaquin Delta College (hereinafter referred to as Delta College) and so long as -such
role does not conflict with her duties and obligations as Library Director and such-that her work conducted on behalf of Delta College is done outside of her working hours for the Library as set forth in this agreement or as may be specifically approved in writing in advance by the Library Board of Trustees.

2. Start Date: Employee shall begin work as Library Director on June 10,2025.

3. Maintenance of Professional Exoertise: To promote continued professional growth and benefit to the City, Employee shall, at City expense and consistent with budgetary constraints:
maintain membership in professional organizations related to professional disciplines;ittend workshops, seminars and other similar activities designed to advance Employee's professional development; and, represent the City in professional associations and other organizations.

I

EXHIBIT A TO

ADDENDUM
405

4. Resiqnation. or Termination:
(a) Employee may resign at any time and agrees to give City at least 30 days advance written notice of the effective date of her resignation. ln such event, emptoyee shall not be entitled to severance pay as provided in Paragraph 5 herein. (b) The Parties recognize and affirm that Employee may be terminated by the Library Board of Trustees or the City Manager of the City of Lodi ("City Manager';; with cause, which shall mean gross insubordination, incapacity, dereliction of duty, conviction of a crime involving acts of moral turpitude or involving personal gain to her, or material breach of this Agreement. ln such event, Employee shall not be entitled to severance pay as provided in paragraph 5 herein. (c) The Parties recognize and affirm that Employee may be terminated by the Library Board of Trustees or City Manager without cause. ln such event, Empioyee shall be entifl'ed to severance pay as provided in Paragraph 5 herein.
(d) ln the event of termination and in recognition of Employee's professional status and integrity, Employee, the Library Board of Trustees, and City Manager shall prepare a joint public statement to be made by the Library Board. This employment relationshipis based on ine mutual respect between the Parties and a desire to maintain the highest degree of professionalism. ln communicating with third parties about the Parties' employment relationship and the circumstances under which it ma!have been severed, the Parties shall (a) protect and advance their mutual respect and professionalism, and (b) refrain from making statements that would negatively impact either party. (e) Employee may choose to resign or retire her office instead of being terminated if agreed to by the Library Board of Trustees or the City Manager. ln such an event the public announcement, as provided for in Paragraph 4 (d) above, will note Employee has resigned or retired.

The provisions of Paragraph a (d) shall remain applicable. ln such event, Employee shall not be entiiled to severance pay as provided in Paragraph 5 herein.
5' Severanqq.Pavi lf Employee is terminated by the Library Board of Trustees or the City Manager without cause while still willing and able to perform the duties of Library Director, City agrees topay Employee a cash payment equal to six (6) months' aggregate salary and ine City's cost oi six (6) months' health insurance benefits subject to reduction as set forth in this Paragrapn S (collectively"Severance Payment"). The Severance Payment will be paid over time at the same time as other employees of the City are paid and subject to customary withholdings. ln the event Employee retains new employment during the six-month Severance Payment period, any remaining Severanc-e payment will be forfeited as of the date Employee begins her new employment. io be eligible for such Severance Payment, Employee shall fulfill all of her obligations under this Agreement, and shall sign an Acknowledgment and Release of Claims against the City in a form aCceptable to the City At6rney.

Severance Payment under this paragraph will release City from any further obligations under this Agreement and any other transaction between the parties.

6. EmplovFe.nt as Depattment Head is Sole Emplovrnent *ith Citvr Employee further represents and acknowledges that her employment as Library Oirectoi is her sole and exclusive employment with the City. Employee has no right to any other exempt position with the City or to any employment in the classified service. Employee also acknowledges her role as an adjunct professor for Delta College.

7. Salarv:
(a) City agrees to pay Employee $167,000 in salary per annum for her services,payable in installments at the same time as other employees of the City are paid and subject to customary withholding. The City may reduce base salary compensation oi other financial benefits ofEmployee as part of general salary reduction in pay among and common to all employees. ln addition, Employee shall pay seven percent (7%) (Employee's share) of her salary toward'the Catifornia public 2 406
Employees Retirement.system benefit and agrees to a cost-sharing agreement and will pay an additional six percent (6%) towards the employer's share of calpERS normal pension cost. (b) ln addition, the Library Board of Trustees will have discretion to grant up to a fivepercent (5%) salary increase twelve months after the execution of this Agreemeit, subject to a satisfactory performance evaluation.

8. Benefits:
(a) The City shall provide Employee the same benefits as provided to management employees in accordance with the terms of the Executive Management Statement of Benefits, amended as of May 16, 2012, and as hereafter amended, increased oidecreased, except as modified herein.

Employee's vacation leave shall be calculated as if she is in her 10th year of service with the City(accrued at 4.62 hoursper pay-period), increasing thereafter as provided in the Executive Managemeni Statement of Benefits. Employee shall be granted an eighty (80) hour leave bank that can only bL usedduring Employee's first 12-months of employment, this additional leave bank shall exfiire upon Employee's first anniversary with the City (i.e., June 9,2026). (b) The foregoing benefits are the sole and exclusive benefits to be provided toEmployee. Any improvement or modification of such benefits may only be made by written instrumenl gigned by the Library Board of Trustees and City Manager. As used heiein, benefits-include, but are notlimited to: vacation, sick leave, holidays, administrative leave, retirement, vision insurance, health insurance, dental insurance, long-term disability insurance, life insurance, and deferred compensation. . 9. Gell Phone/Vehicle: Employee will be provided with a Cell Phone for employment related use at the City's expense or a monthly stipend, at Employee's option, on terms consistent with other Executive Managers. Employee will also be provided with access to City Manager pool Car forwork related use on an as available basis.

10. Performance EYaluation: The Library Board of Trustees and City Manager shall reviewand evaluate the performance of Employee each year and set goals and objectivei for th6 ensuing year.

Such review and evaluation shall be in accordance with specific criteria developed in the perfor-m'ance plan in consultation with Employee and the Library Board of Trustees and City Manager.

11. Assiqnment: Employee shall not assign any of the duties and responsibilities, orobligations of this Agreement except with the express written consent of the Library Board of Trusteesand City Manager.

12. AuthofitY to. Work in the United States: Employee represents, under penalty ofperjury, that she is authorized to work in the United States ln accord-ance with g274A (g USC IZZ+1otthe lmmigration Reform and Control Act of 1986 before this Agreement can become effective, Employee must provide documentary evidence to City consistent with the Act, that she is legally entitled to wor-k in the United states, and must execute the veriflcation required by that Act. [The balance of this page is intentionalty left btank.] -t
407

13. Notice: All notices required herein shall be sent first class mail to the parties as follows To CITY: City of Lodi
Attn: City Manager's Office
P. O. Box 3006
Lodi, CA 95241-1910
To EMPLOYEE Jennifer Fontanilla
Notice shall be deemed effectively served upon deposit in the United States mail. Either party maychange the "Notice" address by notifying the other party in writing of such change. l4- Entire Aqreem-e.nt: This Agreement contains the entire agreement between the partieshereto. No promise, representation, warranty, or covenant not included in ihis Agreement has been or isrelied on by any party hereto. This Agreement may only be amended by writt6n instrument signed byEmployee and the Library Board of Trustees in open session. .. 15: Sqverab.ilitv: lf any provision of this Agreement is invalid or unenforceable, it shall beconsidered deleted herefrom and the remainder of this Agreement shall be unaffected and shall continuein full force and effect. lN WITNESS WHEREOF, the parties have executed this Agreement the day and year written above.

EMPLOYEE
nilla
CITY
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By:

By:
e'Fiafteamebe[ UnU^t (*<A/€€€ €+reia Bo+Fb ttrEUeleZ
Lodi Public Library Board of Trustees
By:

ATTEST:

Olivia Nashed
City Clerk

APPROVED AS TO FORM
By
Katie O
tof with existing HR
practices
By:
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City Attorney nager
408
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE LIBRARY DIRECTOR
=============================================================== =========

WHEREAS, following the City’s negotiations with various represented bargaining unit employees the Interim City Manager and Jennifer Fontanilla, Library Director have negotiated in good faith and reached a tentative agreement o n amendments to the Employment Agreement for the Library Director; and

WHEREAS, based on those negotiations, it is recommended that Council approve revisions to the Employment Agreement with Jennifer Fontanilla, Library Director to include the following:

 A t hree percent (3%) cost-of-living increase effective the first full pay-period in January 2027 (Annual salary of $172,010);
 An additional t hree percent (3%) cost-of-living increase effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Reduce total employee pension contribution by eliminating the six percent (6%) employee cost-sharing, effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to execute the attached Addendum to the Employment Agreement (Attachment 1) between the City of Lodi and Jennifer Fontanilla, Library Director, to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
================================================================== ======

I hereby certify that Resolution No. 2026- was pas sed and ad opted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
409
AGENDA ITEM G.9

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Christina Jaromay, Parks, Recreation and Cultural Services Director, Including Future Wage Adjustments to Bring the PRCS Director’s Base Salary to $219,390 Annually, effective January 4, 2027, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Christina Jaromay, Parks, Recreation and Cultural Services Director, Including Future Wage Adjustments to Bring the PRCS Director’s Base Salary to $219,390 Annually, effective January 4, 2027, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, increased City contribution towards medical premiums, and elimination of the CalPERS cost-sharing contributions.

The City Manager has completed negotiations with the PRCS Director and have negotiated amendments to the PRCS Director’semployment agreement, similar to those provided to other represented employees, as follows:
• Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; • Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; • City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; • Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
• If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.
• Upon City Council’s approval of appointment to City Treasurer, Employee shall receive a 10% temporary upgrade until such a time as a new City Treasurer is appointed by City Council.

The current salary for the PRCS Director is $213.000 annually. The agreed upon cost-of-living increase of City of Lodi Printed on 2/15/2026Page 1 of 2
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three percent (3%), effective the first full pay-period in January 2027 will bring the PRCS Director’s salary to $219,390.

FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $6,400 annually. Sufficient funds will be allocated within the next fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
20070001.71001
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EMPLOYMENT AGREEMENT ADDENDUM
Executive Management
Exempt Service
Parks, Recreation and Cultural Services Director
THIS EMPLOYMENT AGREEMENT ADDENDUM ("Addendum") made and effective this ___ , 2026, by and between the CITY OF LODI, a municipal corporation ("City") and Christina Jaromay, an individual ("Employee").

WHEREAS, the City and Employee first entered into an Employment Agreement dated June 3, 2021, updated by City Council Resolution 2022-306, Amendment to Employment Agreement dated May 20, 2025, and an Amended and Restated Employment Agreement dated September 9
, 2025, collectively shown in Exhibit "A" attached hereto and incorporated herein by this reference (referred to collectively as the "Agreement"); and

WHEREAS,
on February 18, 2026, the City Council approved Resolution 2026-_, attached hereto as Exhibit "B" which authorized cost of living increases of three percent (3%) effective the first full pay period in January 2027, and January 2028; and amendments to Employee's benefits as listed below; and
WHEREAS, the City and Employee now wish to execute this Addendum agreeing and acknowledging the salary and benefit increases in Resolution 2026-_ and update the Agreement language to reflect these changes.

Agreement
City and Employee hereby acknowledge and agree that the Agreement shall be updated to reflect the increases to Employee's salary and benefits as approved and adopted by the City Council in Resolution 2026-_ , as follows:

7. Salary:
(a) Effective July 1, 2025, City agrees to pay Employee $213,000.00 in salary per year for her services, payable in installments at the same time as other employees of the City are paid and subject to customary withholding. The City may reduce base salary compensation or other financial benefits of Employee as part of general salary reduction in pay among and common to all employees. In addition, Employee shall pay seven percent (7%) (Employee's share) of her salary towards the California Public Employees Retirement system benefit and agrees to a cost-sharing agreement and will pay an additional five percent (5%) towards the employer's share of CalPERS normal pension cost, and agrees to an additional one percent (1 %) contribution effective January 10, 2022 (for a total of thirteen percent 13% employee contribution). Effective July 6, 2026, the employee's cost-sharing contribution (pursuant to California Government Code section 20516) of six percent (6%}, as listed above, shall be eliminated.
(b) Future annual adjustments to Employee's salary shall be set by City Council action, and shall include a three percent (3%) wage increase at the first full pay­ period in January 2027 and another three percent (3%) wage increase at the first full pay-period in January 2028.
- I -
Attachment 1
412
413
414

AMENDED AND RESTATED EMPLOYMENT AGREEMENT
Executive Management
(Exempt Service)
Parks Recreation and Cultural Services Director
THIS AMENDED AND RESTATED AGREEMENT entered Into on September�2025, by and between the CITY OF LODI, a municipal corporation (hereinafter referred to as "City") and CHRISTINA JAROMAY, an lndlvldual (hereinafter referred to as "Employee").

WHEREAS, Employee desires to be employed as Parks, Recreation and Cultural Services Director {11PRCS Director") and City desires to employ the services of Employee as PRCS Director; and
WHEREAS, City and Employee agree In writing to the terms and conditions of employment as PRCS Director; and
WHEREAS, Employee and City asree and acknowledge that Employee's employment as PRCS Director Is her sole and exclusive employment with City, and that their employment relationship Is governed solely and exclusively by this Agreement.

NOW, THEREFORE, In consideration of the promises and conditions set forth herein, the parties mutually agree as follows:

1. Employment: City agrees to employ Employee as PRCS Director, In accordance with the following provisions:
(a) Employee shall serve as PRCS Director, and shall be responsible for managing and directing the operations of the Parks, Recreation and Cultural Services Department (PRCS) in accordance with an agreed upon performance plan,
(b) Employee shall perform her duties to the best of her ability In accordance with the highest professional and ethical standards of the profession and shall comply with all general rules and regulations established by the City.
(c) Employee shall not engage In any activity which Is or may become a conflict of interest, prohibited contract, or which may create an Incompatibility of office as defined under California law. Employee shall comply fully with-her reporting and disclosure obligations under regulations promulgated by the Fair Political Practices Commission (FPPC}. (d) Employee agrees to remain In the exclusive employ of the City during the term of this Agreement. Employee shall dedicate her full energies and qualiflcatlons to her employment as PRCS Director, and shall not engage In any other employment except as may be speciflcally approved in writing, in advance, by the City Manager.

2. Start Date: Employee began work as PRCS Director on June 7, 2021.

Exhibit A to Addendum
415
416
417
418
419
420
421
422
423
424
425
426

EMPLOYMENT AGREEMENT
Executive Management
(Exempt Service)
Parks Recreation and Cultural Services Director
THIS AGREEMENT entered into on June (3 , 2021, by and between the CITY OF LODI, a municipal corporation (hereinafter referred to as "City") and CHRISTINA JAROMAY. an individual (hereinafter referred to as "Employee").

WHEREAS, Employee desires to be employed as Parks, Recreation and Cultural Services Director ("PRCS Director") and City desires to employ the services of Employee as PRCS Director: and
WHEREAS, City and Employee agree in writing to the terms and conditions of employment as PRCS Director; and
WHEREAS, Employee and City agree and acknowledge that Employee's employment as PRCS Director is her sole and exclusive employment with City, and that their employment relationship is governed solely and exclusively by this Agreement.

NOW, THEREFORE, in consideration of the promises and conditions set forth herein, the parties mutually agree as follows:

1. Employment: City agrees to employ Employee as PRCS Director, in accordance with Lhe following provisions:
(a) Employee shall serve as PRCS Director, and shall be responsible for managing and directing the operations of the Parks, Recreation and Cultural Services Department (PRCS) in accordance with an agreed upon performance plan. (b) Etnployee shall perform her duties to the best of her ability in accordance with the highest professional and ethical standards of the profession and shall comply with all general rules and regulations established by the City.
(c) Employee shall not engage in any activity which is or may become a conflict of interest, pro,hibited contract, or which may create an incompatibility of office as defined under California law. Employee shall comply fully with her reporting and disclosure obligations under regulations promulgated by the Fair Political Practices Commission (FPPC). (d) Employee agrees to remain in the exclusive employ of the City during the term of this Agreement. Employee shall dedicate her full energies and qualifications to her employment as PRCS Director, and shall not engage in any other employment except as may be specifically approved in writing, in advance, by the City Manager.

2. Start Date: Employee shall begin work as PRCS Director on June 7, 2021.

3. Maintenance of Professional Expertise: To promote continued professional growth and benefit to the City, Employee shall, at City expense and consistent with budgetary constraints: maintain membership in professional organizations related to Parks, Recreation and Cultural Services administration and related professional disciplines: attend workshops, - 1 - 427
428
429
430
431
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE PARKS, RECREATION AND

CULTURAL SERVICE DIRECTOR
=============================================================== =========

WHEREAS, following the City’s negotiations with various represented bargaining unit employees the Interim City Manager and Christina Jaromay , Parks, Recreations and Cultural Services (“PRCS”) Director have negotiated in good faith and reached a tentative agreement o n amendments to the Employment Agreement for the PRCS Director; and

WHEREAS, based on those negotiations, it is recommended that Council approve revisions to the Employment Agreement with Christina Jaromay, PRCS Director to include the following:

 A t hree pe rcent (3%) cost-of-living increase effective the first full pay -period in January 2027 (Annual salary of $219,390);
 An additional t hree percent (3%) cost-of-living increase effective the first full pay - period in January 2028 (Annual salary of $225,971);
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Reduce total employee pension contribution by eliminating the six percent (6%) employee cost-sharing, effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
 Upon City Council’s approval of appoint ment to City Treasurer, Employee shall receive a 10% temporary upgrade until such a time as a new Cit y Tr easurer is appointed by City Council.

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to execute the attached Addendum to the Employment Agreement (Attachment 1) between the City of Lodi and Christina Jaromay, PRCS Director , to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
================================================================== = I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
432
AGENDA ITEM G.10

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jeffrey Berkheimer, Electric Utility Director, Including Future Cost of Living Increases, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Jeffrey Berkheimer, Electric Utility Director, Including Future Cost of Living Increases, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, elimination of the CalPERS cost-sharing contributions, and increased City contribution towards medical premiums. Mr.

Berkheimer’sEmployment Agreement was amended in January 2025 to provide a salary equity increase; however, the amendment did not include future cost-of-living increases or modifications to benefits.

The City Manager has completed negotiations with the Electric Utility Director and have negotiated amendments to the Electric Utility Director’s employment agreement, similar to those provided to other represented employees, as follows:
· Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; · City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; · Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
· Classic Contribution seven percent (7%)
· PEPRA Contribution of 50% of normal cost
• If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

The current salary for the Electric Utility Director is $342,028 annually. A single salary amount, as opposed to a salary range considered in 2025, is consistent with other Department Director salaries. The three percent (3%) cost of living increase effective in January 2027 will bring the Electric Utility Director’sannual salary to City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
(3%) cost of living increase effective in January 2027 will bring the Electric Utility Director’sannual salary to $352,289.

FISCAL IMPACT:

Sufficient funds will be allocated within the fiscal year’sbudget for the benefit modifications and for future cost- of-living increases.

FUNDING AVAILABLE:
50060001.71001
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434

EMPLOYMENT AGREEMENT ADDENDUM
Executive Management
Exempt Service
Electric Utility Director
THIS EMPLOYMENT AGREEMENT ADDENDUM ("Addendum") made and effective this ___ , 2026, by and betv-.·een the CITY OF LODI, a municipal corporation ("City") and Jeffrey Berkheimer, an individual ("Employee").

WHEREAS, the City and Employee entered into an Employment Agreement dated July 19, 2019, as shown in Exhibit "A" attached hereto and incorporated herein by this reference ("Agreement"); and
WHEREAS, on February 18, 2026, the City Council approved Resolution 2026-_, which authorized cost of living increases of three percent (3%) effective the first full pay period in January 2027, and January 2028; and amendments to Employee's benefits as listed in Section 8 below; and
WHEREAS, the City and Employee now wish to execute this Addendum agreeing and acknowledging the salary and benefit increases in Resolution 2026-_ and update the Agreement language to reflect these changes.

Agreement
City and Employee hereby acknowledge and agree that the Agreement shall be updated to reflect the increases to Employee's salary and benefits as approved and adopted by the City Council in Resolution 2026-_ , as follows:

7. Salary:
(a) City agrees to pay Employee $342,028.00 in salary per year for his services, payable in installments at the same time as other employees of the City are paid and subject to customary withholding.
(b) Future annual adjustments to Employee's salary shall be set by City Council action, and shall include a three percent (3%) wage increase at the first full pay-period in January 2027 and another tt-ree percent (3%) wage increase at the first full pay-period in January 2028.
(c) If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

8. Benefits:

The City shall prcvide Employee the same benefits as provided to management employees in accordance with the terms of the Executive Management Statement of Benefits dated 2012, and as may from time to time be amended by the City Council, Increased or decreased, except as modified herein ("Executive Statement of Benefits"). These are the sole end exclusive benefits to be provided to Employee. Any Improvement or modification of such benefits may only be made by written instrument signed by the City Manager. As used herein, benefits include, but are not limited to: vacation, sick leave, holidays, administrative leave, retirement, vision Insurance, health Insurance, dental insurance, and life insurance. Employee - 1 -
Attachment 1
435
436

TO ADDENDUM
437
438
439
440
441
442
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE ELECTRIC UTILITY

DIRECTOR
=============================================================== =========

WHEREAS, following the City’s negotiations with various represented bargaining unit employees the Interim City Manager and Jeffrey Berkheimer, Electric Utility Director have negotiated in good faith and reached a tentative agreement o n ame ndments to the Employment Agreement for the Electric Utility Director; and

WHEREAS, the Electric Utility Director will have a single salary similar to all other City Department Directors, and will not have a salary range that was considered in 2025; and

WHEREAS, the Electric Utility Director ’s Employment Agr eement was amended effective January 6, 2025, providing the Director with an equity wage increase; however, it did not include future wage increases or modifications to benef its as was provided to represented employees; and

WHEREAS, based on tho se nego tiations, it i s recommended that Council approve revisions to the Employment Agreement with Jeffrey Berkheimer, Electric Utility Director, to include the following:

 A t hree percent (3%) cost-of-living increase effective the first full pay -period i n January 2027;
 An additional t hree pe rcent (3%) cost-of-living increase effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by en rollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Reduce total employee pension contribution by eliminating the six percent (6%) employee cost-sharing, effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to exe cute the attached Addendum to the Employment Agreement (Attachment 1 ) betw een the City of Lodi and Jeffrey Berkheimer, Electric Utility Director, to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
========================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

443
ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
444
AGENDA ITEM G.11

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Ricardo Garcia, Police Chief Including a One-Point Two One Percent (1.21%) Equity Adjustment to Bring the Police Chief’sBase Salary to $269,921 Annually, effective January 5, 2026, Future Cost of Living Increases, Reduction in CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM) MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Ricardo Garcia, Police Chief Including a One-Point Two One Percent (1.21%) Equity Adjustment to Bring the Police Chief’sBase Salary to $269,921 Annually, effective January 5, 2026, Future Cost of Living Increases, Reduction in CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, reductions to CalPERS cost-sharing, and increased City contribution towards medical premiums.

The City Manager has completed negotiations with the Police Chief and have negotiated amendments to the Police Chief’s employment agreement, similar to those provided to other represented employees, as follows:
• A one-point two one percent (1.21%) equity adjustment, retro-active to January 5, 2026; • Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; • Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; • City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; • Effective July 6, 2026, the Employee’scost-sharing contribution (pursuant to California Government Code section 20516) shall be reduced from nine percent (9%) to three percent (3%). • If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

The current salary for the Police Chief is $266,694. The agreed upon equity adjustment of one-point two one percent (1.21%), retro-active to January 5, 2026 will bring the Police Chief’s annual salary to $269,921.

FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $3,227 annually. Sufficient City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
funds will be allocated within the next fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
10030001.71001
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Attachment 1
447
448
449
C-f1drue* t'Dbg

POLICE CHIEF EMPLOYMENT AGREEMENT
THIS EMPLOYMENT AGREEMENT ("Agreement") is made and entered into as of November 2b , 2023, by and between the City of Lodi, a municipal corporation ("City") and Ricardo Garcia, ("Employee") both of whom agree as follows:

WHEREAS, Employee desires to be employed as Police Chief and City desires to employ the services of Employee as Police Chief; and
WHEREAS, City and Employee agree in writing to the terms and conditions of employment as Police Chief listed in this Agreement; and WHEREAS, Employee and City agree and acknowledge that Employee's employment as Police Chief is his sole and exclusive employment with City, and that their employment relationship is governed solely and exclusively by this Agreement.

NOW, THEREFORE, in consideration of the promises and conditions set forth herein, the parties hereto agree as follows:

1. Emplovment: City agrees to employ Employee as Police Chief, in accordance with the following provisions:
(a) Employee shall serve as Police Chief, and shall be responsible for managing and directing the operations of the Lodi Police Department in accordance with an agreed upon performance plan.
(b) Employee shall perform his duties to the best of his ability in accordance with the highest professional and ethical standards of the profession and shall comply with all general rules and regulations established by the City.
(c) Employee shall not engage in any activity which is or may become a conflict of interest, prohibited contract, or which may create an incompatibility of office as defined under California law. Employee shall comply fully with his reporting and disclosure obligations under regulations promulgated by the Fair Political Practices Commission (FPPC). (d) Employee agrees to remain in the exclusive employ of the City during the term of this Agreement. Employee shall dedicate his full energies and qualifications to his employment as Police Chief, and shall not engage in any other employment except as set forth in this agreement or as may be specifically approved in writing in advance by the City Manager.

2. Start Date: Employee shall begin work as Police Chief at 5:00 p.m. on December 30,2023.

3. Maintenance of Professional Expertise: To promote continued professional groMh and benefit to the City, Employee shall, at City expense and consistent with budgetary constraints: maintain membership in professional organizations related to city police administration and related professional disciplines; attend workshops, seminars and other similar activities designed to advance Employee's professional development; and, represent the City in professional associations and other organizations.

EXHIBIT A TO

ADDENDUM
450
'')
Police Chief Employment Agreement

4. Resignation or Termination:
(a) Employee may resign at any time and agrees to give City at least 30 days advance written notice of the effective date of his resignation. ln suCh eveni, Employee shill not be entitled to severance pay as provided in paragraph 5 herein. (b) The parties recognize and affirm that Employee may be terminated by the City Manager with cause, which shall mean gross insubordination, incapacity, dereliction of duty, conviction of a crime involving acts of moralturpitude or involving personaigain to himself, or material breach of this Agreement. ln such event, Employee shall not -be entiiled to severance pay as provided in Paragraph S herein.
(c) The parties recognize and affirm that Employee may be terminated by the City Manager without cause. ln such event, Employee shall be -entitled
to severance pay asprovided in Paragraph 5 herein.
(d) ln the event of termination and in recognition of Employee's professional status and integrity, Employee and the City Manager shall prepare a joint public statement to be made by the City Manager. This employment relationship is based on the mutual respect between the parties and a desire to maintain the highest degree of professionalism. ln communicating with third parties about the parties' employment relationship and the circumstances underwhich it may have been severed, the partiesshall (a) protect and advance their mutual respect and professionalism, and (b) refrain from making'statements that would negatively impact either party.
(e) Employee may choose to resign or retire his office instead of being terminated if agreed to by the City Manager. ln such an event the public announcement, aiprovided for in Paragraph 4 (d) above, will note Employee has resigned or retired. Theprovisions of Paragraph a (d) shall remain applicable. In such event, Employee shall not be entitled to severance pay as provided in paragraph 5 herein. 5: Severance Pav: lf Employee is terminated by the City Manager without cause while still willing and able to perform the duties of Police Chief, City agrees to pay Employee a cash payment equal to six (6) months' aggregate salary and the Cityb cost oi six (O)'months, health insurance benefits subject to reduction as qet forth in this Parlgraph 5. The'severance payment will be paid over time at the same time As other employees of the City are paid and subject to customary taxes and any other applicable withholdings. ln the event Employee retains new employment during the six month severance period, any remaining severance payment will be forfeited as of the date Employee begins his new Employment. fo Oe eligible for such severance pay, Employee shall fulfill all of his obligations undei this Agreement, and shall sign an Acknowledgment and Release of Claims against the City in a form acceptable to the City Attorney. Payment under this paragraph will release City from any further obligations under this Agreement, or any other transaction between the parties

6. Emplovment as Police Ghief is Sole Emplovment with Citv: Employee furtherrepresentsandacknowledgesthathisemptoymenffisoieino exclusive employment with the City. Employee has no right to any other exempt position with the City or to any employment in the classified service. -2- 451
)
Police Chief Employment Agreement

7. Salarv:
(a) City agrees to pay Employee $19,901.06 in salary per month for his employment services under this Agreement, payable in installments at the same time as other employees of the City are paid and subject to customary taxes and any other applicable withholdings. The City may reduce base salary compensation or other financial benefits of Employee as part of general salary reduction in pay among and common to all employees. ln addition, Employee shall pay nine percent (9%) (employee's share) of his salary towards the California Public Employees Retirement system benefit and agrees to a cost-sharing agreement and will pay an additional nine percent (9%) towards the employer's share of CaIPERS normal pension cost.
(b) At any time, a minimum of a ten percent (10%) salary differential shall exist between the Police Chief and the Police Department's next highest paid executive or mid management position, including incentive pay, The Police Chief will receive additional five percent (5%) wage adjustments on January 8,2024 and four percent (4o/o) wage adjustment on January 6,2025, respectively, as set forth in Council Resolution 2022-906.

8. Benefits:
(a) The City shall provide Employee the same benefits as provided to management employees in accordance with the terms of the Executive Management Statement of Benefits amended as of May 16, 2012, and as they may be amended, increased or decreased, except as modified herein. Employee will receive a one-time uniform allowance of $950.00 that will not recur in any subsequent renewals of this Agreement. Employee's vacation leave shall be calculated based upon his actual years of service with the City, increasing from there as provided in the Executive Management Statement of Benefits. Employee shall accrue 144 hours of sick leave per year (5.54 hours per pay period). Moreover, Employee shall retain all sick leave and vacation leave he accrued prior to his start date, December 31 ,2023. (b) The foregoing benefits are the sole and exclusive benefits to be provided to Employee. Any improvement or modification of such benefits may only be made by written instrument signed by the City Manager. As used herein, benefits include, but are not limited to:
vacation, sick leave, holidays, administrative leave, retirement, vision insurance, health insurance, dental insurance, long term disability insurance, life insurance and deferred compensation.

9. Vehicle Use: The City requires that Employee have transportation readily available for his use during his employment with the City, and, to the end of assuring that Employee has a vehicle available, Employee shall be assigned an appropriate vehicle equipped with necessary safety equipment and communications devices. Due to his on-call status, Employee shall be allowed use of said vehicle for personal use up to three hours away from the Lodi Police Department if necessary to accommodate a call to duty.

10. Performance Evaluation: The City Manager shall review and evaluate the performance of Employee each year and set goals and objectives for the ensuing year. Such review and evaluation shall be in accordance with specific criteria developed in the performance plan in consultation with Employee and the City Manager. 11, Assiqnment: Employee shall not assign any of the duties and responsibilities, or obligations of this Agreement except with the express written consent of the City Manager. .J
452
Police Chief Employment Agreement

12. Authoritv to Work in the United States: Employee represents, under penalty of perjury, that he is authorized to work in the United States. ln accordance with Section S274(A) of the lmmigration Reform and Control Act of 1986 (8USC 1324) before this Agreement can become effective, Employee must provide documentary evidence to City consistent with the Act, that he is legally entitled to work in the United States, and must execute the verification required by that Act.

13. Notice: All notices required herein shall be sent first class mail to the parties as follows:

To GITY: City of Lodi
Attn: City Manager's Office
P. O. Box 3006
Lodi, CA 95241-1910
To EMPLOYEE: Ricardo Garcia
c/o Lodi Police Department
215 W. Elm Street
Lodi, CA 95240
Notice shall be deemed effectively served upon deposit in the United States mail. Either party may change the "Notice" address by notifying the other party in writing of such change.

14. Entire Aoreement: This Agreement contains the entire agreement between the parties hereto regarding Employee's provision of services as Police Chief, No promise, representation, warranty, or covenant not included in this Agreement has been or is relied on by any party hereto. This Agreement may only be amended by written instrument signed by Employee and the City Manager and specifically approved by the City Council in open session.

15. Severabilitv: lf any provision of this Agreement is invalid or unenforceable, it shall be considered deleted herefrom and the remainder of this Agreement shall be unaffected and shall continue in full force and effect.
lN WITNESS WHEREOF, the parties have executed this Agreement the day and year written above.

EMPLOYEE
By: fu-4

RICARDO GARCIA
CITY OF LODI, a municipal corporation
C,
ANDREW C. KE
By:
4 lnterim City Manager
453
.l
Police Chief Employment Agreement
ATTEST:

OLIVIA NASHED
City Clerk

APPROVED AS TO FORM
KATIE O. L
City Attorney
1 By:
\
-5- 454
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE POLICE CHIEF
=============================================================== =========

WHEREAS, following the City’s negotiations wit h va rious represented bargaining unit employees the Interim City Manager and Ricardo Garcia, Police Chief have negotiated in good faith and reached a tentative agreement o n amendments to the Employment Agreement for the Police Chief; and

WHEREAS, based o n th ose n egotiations, it i s recommended that Council approve revisions to the Employment Agreement with Ricardo Garcia, Police Chief to include the following:

 An equity increase of one-point two one percent (1.21%) retro-active to January 5, 2026 for an annual salary of $269,921;
 A t hree pe rcent (3%) cost-of-living increase effective the first full pay -period in January 2027;
 An additional t hree pe rcent (3%) cost-of-living inc rease effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Effective July 6, 2026, the Employee’s cost -sharing contribution (pursuant to California Government Code section 20 516) shall be reduced from nine percent (9%) to three percent (3%).

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to exe cute the attached Addendum to the Employment Agreement (Attachment 1) between the City of Lodi and Ricardo Garcia, Police Chief, to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
===================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
455
AGENDA ITEM G.12

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum #2 to the Employment Agreement with Luis Aguilar, Economic Development Director, Including a Five Percent (5%) Equity Adjustment to Bring the Economic Development Director’sBase Salary to $198,198 Annually, effective January 5, 2026, Future Cost of Living Increases, Elimination of CalPERS Cost-Sharing, and Modification to the City’sContribution to Medical Premiums (CM)
MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum #2 to the Employment Agreement with Luis Aguilar, Economic Development Director, Including a Five Percent (5%) Equity Adjustment to Bring the Economic Development Director’sBase Salary to $198,198 Annually, effective January 5, 2026, Future Cost of Living Increases, Elimination of CalPERS Cost-Sharing, and Modification to the City’sContribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, elimination of the CalPERS cost-sharing contributions, and increased City contribution towards medical premiums.

The City Manager has completed negotiations with the Economic Development Director and have negotiated amendments to the Economic Development Director’semployment agreement, similar to those provided to other represented employees, as follows:
· A five percent (5%) equity adjustment, retro-active to January 5, 2026; · A two-point five percent (2.5%) equity adjustment, effective the first full pay-period in January 2027;
· Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; · City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; · Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
· City agrees to maintain a minimum ten percent (10%) salary differential between Employee and the Economic Development Department’s next highest paid executive or mid manager, including City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
Economic Development Department’s next highest paid executive or mid manager, including incentive pay.
· If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

The current salary for the Economic Development Director is $188,760 annually. The agreed upon equity adjustment of five percent (5%), retro-active to January 5, 2026 will bring the Economic Development Director’s annual salary to $198,198.

FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $9,438 annually. Sufficient funds will be allocated within the next fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
10010000.71001
City of Lodi Printed on 2/15/2026Page 2 of 2
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EMPLOYMENT AGREEMENT ADDENDUM # 2

Executive Management
Exempt Service

Economic Development Director

THIS EMPLOYMENT AGREEMENT ADDENDUM #2 (“Addendum # 2”) made and effective this ______, 2026, by and between the CITY OF LODI, a municipal corporation (“City”) and Luis Aguilar, an individual (“Employee”).

WHEREAS, the City and Employee entered into an Employment Agreement dated January 25, 2024, and an Employment Agreement Addendum approved by the City Council on July 2, 2025, both of which are shown in Exhibit “A” attached hereto and incorporated herein by this reference (collectively the “Agreement”); and

WHEREAS, on February 18, 2026, the City Council approved Resolution 2026-__, attached hereto as Exhibit “B” which authorized an equity increase of five percent (5%) to Employee’s base salary to the amount of $198,198 annually, to retroactively take effect on January 5, 2026; approving an equity increase of two-point five percent (2.5%) effective the first full pay period in January 2027; approving cost of living increases of three percent (3%) effective the first full pay period in January 2027, and January 2028; and amendments to Employee’s benefits as listed below; and

WHEREAS, the City and Employee now wish to execute this Addendum # 2 agreeing and acknowledging the salary and benefit increases in Resolution 2026-__ and update the Agreement language to reflect these changes.

Agreement

City and Employee hereby acknowledge and agree that the Agreement shall be updated to reflect the increases to Employee’s salary and benefits as approved and adopted by the City Council in Resolution 2026-__ , as follows:

7. Salary:

(a) Effective January 5, 2026, City agrees to pay Employee $198,198 in salary per year for his services, payable in installments at the same time as other employees of the City are paid and subject to customary withholding. The City may reduce base salary compensation or other financial benefits of Employee as part of general salary reduction in pay among and common to all employees.

(b) Future annual adjustments to Employee’s salary shall be set by City Council action, and shall include a two-point five percent (2.5%) equity adjustment at the first full pay- period in January 2027; a three percent (3%) cost of living wage increase at the first full pay- period in January 2027 and another three percent (3%) cost of living wage increase at the first full pay-period in January 2028.

(c) City agrees to maintain a minimum ten percent (10%) salary differential between Employee and the Economic Development Department’s next highest paid executive or mid manager, including incentive pay.

458
- 2 -
(d) If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the top step of the range that they are filling while in this status, or a 10% upgrade, whichever is greater.

8. Benefits:

(a) The City shall provide Employee the same benefits as provided to management employees in accordance with the terms of the Executive Management Statement of Benefits, amended as of May 16, 2012, and as hereafter amended, increased or decreased, except as modified herein. Employee’s vacation leave shall be calculated as if he is in his 10th year of service with the City (accrued at 4.62 hours per pay-period), increasing thereafter as provided in the Executive Management Statement of Benefits.

January 1, 2026, the City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240. Employee shall be responsible for ten percent (10%) of the medical premium for the lowest cost HMO plan available in the zip code 95240. If employee selects a higher cost medical plan, Employee will pay the difference as a payroll deduction.

If Employee elects not to be covered by medical insurance through the City, an additional $692.81 per month for Family or $532.92 for Employee+1 or $305.22 for a Single employee, will be added to either the Employee’s deferred compensation account or paid in cash. In order to qualify for this ‘cash-out’ provision, proof of group insurance coverage must be provided to the City.

City is a full member of the Public Employees Retirement System (PERS) to which City agrees to contribute to Employee’s retirement account the total amount PERS requires. Employee shall contribute Employee’s contribution to the membership contract with PERS for each pay period for Employee’s membership (Classic or PEPRA). In addition, in accordance with California Government Code section 20516 contract amendment process requirements, Employee shall pay six percent (6%) towards the employer’s share of the CalPERS normal pension cost through a cost-sharing agreement. Effective July 6, 2026, the employee’s cost- sharing contribution (pursuant to California Government Code section 20516) of six percent (6%), as listed above, shall be eliminated.

(b) The foregoing benefits are the sole and exclusive benefits to be provided to Employee. Any improvement or modification of such benefits may only be made by written instrument signed by the City Manager. As used herein, benefits include, but are not limited to:
vacation, sick leave, holidays, administrative leave, retirement, vision insurance, health insurance, dental insurance, long term disability insurance, life insurance and deferred compensation.

NOW, THEREFORE, the parties hereby agree and acknowledge cost of living increases in January 2027 and 2028, amendments to CalPERS cost-sharing, and the City’s contribution towards medical insurance, as approved by the City Council in Resolution 2026-__, and confirm that all other terms and conditions remain as previously set forth in the Agreement.

//

//

459
- 3 -
IN WITNESS WHEREOF, the parties have executed this Addendum # 2 to the Agreement the day and year written above.

CITY OF LODI, a municipal corporation

By: _______________________________

JAMES LINDSAY
Interim City Manager

EMPLOYEE

By: _____________________________

LUIS AGUILAR

ATTEST:

By: ___________________________

OLIVIA NASHED
City Clerk
APPROVED AS TO FORM:

_______________________________
KATIE O. LUCCHESI
City Attorney

460
461
462
463
464
465
466
467
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM # 2 TO THE EMPLOYMENT AGREEMENT FOR THE ECONOMIC

DEVELOPMENT DIRECTOR
=============================================================== =========

WHEREAS, following the City’s negotiations with various represented bargaining unit employees the Interim City Manager and Luis Aguilar, Economic Development Director have negotiated in good faith and reached a tentative agreement on amendments to the Employment Agreement for the Economic Development Director; and

WHEREAS, based on those negotiations, it i s recommended that Council approve revisions to the Employment Agreement with Luis Aguilar, Economic Development Director to include the following:

 A five percent (5%) equity adjustment, retro-active to Janu ary 5, 2026, bringing the annual salary to $198,198;
 A two-point five percent (2.5%) equity adjustment effective the first full pay -period in January 2027;
 A t hree pe rcent (3%) cost-of-living increase effective the first ful l pa y-period in January 2027;
 An additional t hree pe rcent (3%) cost-of-living increase effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Reduce total employee pension contribution by eliminating the six percent (6%) employee cost-sharing, effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to exe cute the attached Addendum # 2 to the Employment Agreement (Attachment 1) between the City of Lodi and Luis Aguilar, Economic Development Director, to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
========================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the C ity Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

468

OLIVIA NASHED
City Clerk

2026-
469
AGENDA ITEM G.13

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Kenneth Johnson, Fire Chief, Including a Five Percent (5%) Equity Adjustment to Bring the Fire Chief’sBase Salary to $236,752 Annually, effective January 5, 2026, Future Cost of Living Increases, and Modification to the City’s Contribution to Medical Premiums (CM)
MEETING DATE:

February 18, 2026
PREPARED BY:

James Lindsay, Interim City Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Kenneth Johnson, Fire Chief, Including a Five Percent (5%) Equity Adjustment to Bring the Fire Chief’sBase Salary to $236,752 Annually, effective January 5, 2026, Future Cost of Living Increases, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, and increased City contribution towards medical premiums.

The City Manager has completed negotiations with the Fire Chief and have negotiated amendments to the Fire Chief’s employment agreement, similar to those provided to other represented employees, as follows:
• A five percent (5%) equity adjustment, retro-active to January 5, 2026; • A one-point five percent (1.5%) equity adjustment, effective the first full pay-period in January 2027; • Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; • Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; • City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; • Effective July 6, 2026, the Employee’scost-sharing contribution (pursuant to California Government Code section 20516) shall be reduced from nine percent (9%) to three percent (3%). • City agrees to maintain a minimum ten percent (10%) salary differential between Employee and the Fire Department’s next highest paid executive or mid manager, including incentive pay. • If assigned by the City Manager to a vacant or interim Director position, for more than two consecutive weeks, Employee shall receive the current salary of the position they are filling while in this status, or a 10% upgrade, whichever is greater.

The current salary for the Fire Chief is $225,478 annually. The agreed upon equity adjustment of five percent (5%), retro-active to January 5, 2026 will bring the Fire Chief’s annual salary to $236,752.

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COUNCIL COMMUNICATION
FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $11,300 annually. Sufficient funds will be allocated within the next fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
10040001.71001
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Attachment 1
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EXHIBIT A TO

ADDENDUM
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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE FIRE CHIEF
=============================================================== =========

WHEREAS, following the City’s negotiations with various represented bargaining unit employees the Interim City Manager and Kenneth Johnson, Fire Chief have negotiated in good faith and reached a tentative agreement o n amendments to the Employment Agreement for the Fire Chief; and

WHEREAS, based on tho se n egotiations, it is recommended that Council approve revisions to the Employment Agreement with Kenneth Johnson, Fire Chief to include the following:

 An equity increase of five percent (5%) retro-active to January 5, 2026 for an annual salary of $236,752;
 An equity increase of one -point five percent (1.5%) effective the first full pay -period in January 2027;
 A t hree percent (3%) cost-of-living increase effective the first full pay -period in January 2027;
 An additional t hree percent (3%) cost-of-living increase effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Effective July 6, 2026, the Empl oyee’s cost -sharing contribution (pursuant to California Government Code section 20516) shall be reduced from nine percent (9%) to three percent (3%).

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim C ity Manager to execute the attached Addendum to the Employment Agreement (Attachment 1) between the City of Lodi and Kenneth Johnson, Fire Chief, to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
================================================================== ====== I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
481
AGENDA ITEM G.14

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Katie O. Lucchesi, City Attorney, Including Wage Adjustment to Bring the City Attorney’s Base Salary to $303,680 Annually, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
MEETING DATE:

February 18, 2026
PREPARED BY:

Adele Post, Acting Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Katie O. Lucchesi, City Attorney, Including Wage Adjustment to Bring the City Attorney’s Base Salary to $303,680 Annually, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, increased City contribution towards medical premiums, and elimination of the CalPERS cost-sharing contributions.

Lodi City Council has completed the annual evaluation of the City Attorney and have negotiated amendments to the City Attorney’semployment agreement, similar to those provided to other represented employees, as follows:
· One-time equity adjustment of nine-point three five percent (9.35%), retro-active to January 5, 2026;
· Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; · City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; · Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
The current salary for the City Attorney is $277,714.38 annually. The agreed upon equity adjustment of nine- point three five percent (9.35%) will bring the City Attorney’sannual salary to $303,680 which is the median of the comparable agencies as of the October 2025 total compensation report.

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COUNCIL COMMUNICATION
FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $25,966.29 annually. Sufficient funds have been allocated within the current fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
10015000.71001
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483

EMPLOYMENT AGREEMENT ADDENDUM
Council Appointee
Exempt Service
Gity Attorney
THIS EMPLOYMENT AGREEMENT ADDENDUM ("Addendum") made and effective this
-,
2026, by and between the CITY OF LODI, a municipal corporation ("City") and Katie O. Lucchesi, an individual ("Employee").

WHEREAS, the City and Employee entered into an Employment Agreement dated October 18, 2023, as shown in Exhibit "A" attached hereto and incorporated herein by this reference ("Agreement"); and
WHEREAS, on February 18, 2026, the City Council approved Resolution 2026-_., attached hereto as Exhibit "B", which authorized an equity increase to Employee's base salary to the amount of $303,680.67 to retroactively take effect on January 5, 2026; approving cost oiliving increases of three percent (3%) effective the first full pay period in January 2027, and January 2028; and amendments to Employee's benefits as listed below; and WHEREAS, the City and Employee now wish to execute this Addendum agreeing and acknowledging the salary and benefits increases reflected in Resolution 2026-_inO upOate the Agreement language to reflect these changes.

Aoreement
City and Employee hereby acknowledge and agree that the Agreement shall be updated to reflect the increases to Employee's salary and benefits as approved and adopted by the City Council in Resolution 2026-_., as follows:

7. COMPENSATION:

City agrees to provide the following compensation to Employee during the term of the Agreement:
(a) Base Salary - Effective January 5,2026, Employee shall be paid an annual salary of $303,680.67 per year, which sum may be adjusted from time to time as provided in this Agreement by action of the City Council, payable in twenty-six (26) equal installments in the same manner as City department heads. The City agrees to maintain a salary differential of at least 21.8o/o between the top step of the highLst paid subordinate employee in the City Attorney's office and the City Attorney's silary at all times.
(b) The City shall pay all traditional employer costs required by law, including but not limited to: FICA, Medicare, Unemployment Compensation, and Workers' Compensation.
(c) Future annual adjustments to Employee's salary shall be set by City Council action, and shall include a three percent (3%) wage increase at the first full pay-period in January 2027 and another three percent (3%) wage increase at the first full pay-period in January 2028. City may not reduce salary or benefits provided by this Agieement unless:
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Attachment 1
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(i) it does so on a Citywide (all-employees) basis, and then in no greater percentage than the average reduction of all City employees, or
(ii) it does so after providing Employee with a written negative performance evaluation that provides direction and opportunity for improvement prior to any action to reduce salary or benefits.
(d) Any future negotiations between City and Employee as to Employee's salary, beyond the previously approved increases adopted in Subsection (c) above, shall be conducted in writing through the HR Manager or by an outside attorney or consultant hired by the City to serve as a third-party facilitator to ensure that both parties interests are represented in the negotiation.
ll.INSURANCE:
(a) Health lnsurance: Employee shall receive vision insurance, dental insurance, long term disability, chiropractic insurance, and any other similar benefit which may be made available to Employee by the City as outlined in the Executive Statement of Benefits. The Statement of Benefits or Council Resolution(s) describe(s) these benefits and any applicable deductibles.

Employee and her qualified dependents are eligible to participate in the City's sponsored medical insurance as offered through CaIPERS, or other medical plan offered by the city. Effective January 1, 2026, the city shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240. lf Employee selects a higher-cost medical plan, Employee will pay the difference as a payroll deduction.
lf Employee elects not to be covered by medical insurance through the City, an additional $692.81 per month for Family or $532.92 for Employee+1 or $305.22 for a Single employee, will be added to either the Employee's deferred compensation account or paid in cash. ln order to qualify for this 'cash-out' provision, proof of group insurance coverage must be provided to the City.
(b) Life lnsurance: Employee shall receive Life lnsurance as provided in the Executive Statement of Benefits, as it may be amended from time to time by the City Council.

12. RETIREMENT:

City is a full member of the Public Employees Retirement System (PERS) to which City agrees to contribute to Employee's retirement account the total amount PERS requires.

Employee shall contribute Employee's contribution to the membership contract with PERS for each pay period for Employee's membership (Classic or PEPRA). ln addition, in accordance with California Government Code section 20516 contract amendment process requirements, Employee shall pay six percent (6%) towards the employer's share of the CaIPERS normal pension cost through a cost-sharing agreement Effective July 6. 2026. the emolovee cost-sharino contribution (o nt to California Government isted above, shall be eliminated
2 20516) of six percent (6%). as I
Code section
485
IN WITNESS WHEREOF, the parties have executed this Addendum to the Agreement the day and year written above.

CITY OF LODI, a municipal corporation
By:------------

JAMES LINDSAY
Interim City Manager
ATTEST:

By: ----------

OLIVIA NASHED
City Clerk

EMPLOYEE
By:------------
KATIE 0. LUCHESI
APPROVED AS TO FORM:

WILLIAM BAIRD
Deputy City Attorney l>-..)�
- 3 -
486
Exhibit A to Employment Agreement Addendum
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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING AN ADDENDUM

TO THE EMPLOYMENT AGREEMENT FOR THE CITY ATTORNEY
=============================================================== =========

WHEREAS, following the City Attorney’s annual review process, a representative from the City and Katie O. Lucchesi, City Attorney, have negotiated in good faith and reached a tentative agreement on amendments to the Employment Agreement for the City Attorney; and

WHEREAS, based on those negotiation s, it is recommended that Council approve revisions to the Employment Agreement with Katie O. Lucchesi, City Attorney to include the following:

 One-time equity adjustment of nine -point three five percent (9.35%) base salary increase to $303,680 annually, retro-actively applied back to January 5, 2026;  A t hree percent (3%) cost-of-living increase effective the first full pay -period in January 2027;
 An additional t hree percent (3%) cost-of-living increase effective the first full pay - period in January 2028;
 City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026;  Reduce total employee pension contribution by eliminating employee cost -sharing, of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost

NOW THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve and authorize the Interim City Manager to execute the attached Addendum to the Employment Agreement (Attachment 1 ) between the City of Lodi and Katie O. Lucchesi, City Attorney , to reflect the salary and benefit updates listed in the recitals above.

Dated: February 18, 2026
========================================================================

I hereby certify that Resolution No. 2026- was passed and adopted by the City Council of the City of Lodi in a regular meeting held February 18, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-
500
AGENDA ITEM G.15

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Olivia Nashed, City Clerk, Including Wage Adjustment to Bring the City Clerk’s Base Salary to $162,842 Annually, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums (CM)
MEETING DATE:

February 18, 2026
PREPARED BY:

Adele Post, Acting Human Resources Manager
RECOMMENDED ACTION:

Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Employment Agreement with Olivia Nashed, City Clerk, Including Wage Adjustment to Bring the City Clerk’s Base Salary to $162,842 Annually, Elimination of CalPERS Cost-Sharing, and Modification to the City’s Contribution to Medical Premiums.

BACKGROUND INFORMATION:

The City of Lodi has negotiated successor Memorandums of Understanding (“MOUs”)with several of the represented bargaining units that include equity adjustments, cost-of-living adjustments, increased City contribution towards medical premiums, and elimination of the CalPERS cost-sharing contributions.

Lodi City Council has completed the annual evaluation of the City Clerk and have negotiated amendments to the City Clerk’s employment agreement, similar to those provided to other represented employees, as follows:
· One-time equity adjustment of 5.91%, retro-active to January 5, 2026; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2027; · Three percent (3%) cost-of-living increase effective the first full pay-period in January 2028; · City shall pay up to 90% of the medical premium, by enrollment category, for the lowest cost HMO plan available in the zip code 95240, effective January 1, 2026; · Reduce total employee pension contribution by eliminating employee cost-sharing of six percent (6%), effective July 6, 2026:
o Classic Contribution seven percent (7%)
o PEPRA Contribution of 50% of normal cost
The current salary for the City Clerk is $153,755.22 annually. The agreed upon equity adjustment of five-point nine one percent (5.91%) will bring the City Clerk’sannual salary to $162,842 which is the median of the comparable agencies as of the October 2025 total compensation report.

FISCAL IMPACT:

The recommended salary adjustment will result in an approximate increase of $9,086.93 annually. Sufficient City of Lodi Printed on 2/15/2026Page 1 of 2
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COUNCIL COMMUNICATION
The recommended salary adjustment will result in an approximate increase of $9,086.93 annually. Sufficient funds have been allocated within the current fiscal year’s budget for this adjustment.

FUNDING AVAILABLE:
10005000.71001
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502

EMPLOYMENT AGREEMENT ADDENDUM
Gouncil Appointee
Exempt Service
Gity Glerk
THIS EMPLOYMENT AGREEMENT ADDENDUM ("Addendum") made and effective this
-,
2026, by and between the CITY OF LODI, a municipal coiporation ("City") and Olivia Nashed, an individual ("Employee").

WHEREAS, the City and Employee entered into an Employment Agreement dated April 6, 2022, as shown in Exhibit "A" attached hereto and incorporated herein by this reference ("Agreement"); and
WHEREAS, on February 18, 2026, the City Council approved Resolution 2026- attached hereto as Exhibit "B", which authorized an equity increase to Employee's base salfr to the amount of $162,842.15 to retroactively take effect on January 5, 2026; approving cost oiliving increases of three percent (3%) effective the first full pay period in January 2d27, and January 2028; and amendments to Employee's benefits as listed below; and WHEREAS, the City and Employee now wish to execute this Addendum agreeing and acknowledging the salary and benefits increases reflected in Resolution 2026-_inO upOate the Agreement language to reflect these changes.

Agreement
City and Employee hereby acknowledge and agree that the Agreement shall be updated to reflect the increases to Employee's salary and benefits as approved and adopted by the City Council in Resolution 2026-_, as follows:

7. COMPENSATION:

City agrees to provide the following compensation to Employee during the term of the Agreement:
(a) Base Salary - Effective January 5,2026, Employee shall be paid an annual salary of $162,842 per year, which sum may be adjusted from time to time as provideO in inis Agreement by action of the City Council, payable in twenty-six (26) equal installments in the same manner as City department heads.
(b) The City shall pay all traditional employer costs required by law, including but not limited to: FICA, Medicare, Unemployment Compensation, and -Workers' Compensation.
(c) Future annual adjustments to Employee's salary shall be set by City Council action and shall include a three percent (3%) wage increase at the first full pay-period in January 2027, and another three percent (3%) wage increase at the firit full pay- period in January 2028. City may not reduce salary or benefits provided by this Agreement unless:
(i) it does so on a Citywide (all employees) basis, and then in no greater percentage than the average reduction of all City employees, or
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Attachment 1
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(ii) it does so after providing Employee with a written negative performance evaluation that provides direction and opportunity for improvement prior to any action to reduce salary or benefits.

11. INSURANCE:
(a) Medical lnsurance: Employee shall receive vision insurance, dental insurance, long term disability, chiropractic insurance, and any other similar benefit which may be made available to Employee by the City as outlined in the Executive Statement of Benefits. The Statement of Benefits or Council Resolution(s) describe(s) these benefits and any applicable deductibles.

Employee and qualified dependents are eligible to participate in the City's sponsored medical insurance as offered through CaIPERS, or other medical plan offered by the City. Effective January 1, 2026, the City will contribute ninety percent (90%) of the monthly medical premium for the lowest cost HMO plan available in the zip code 95240 based on qualifying tier. Employee shall be responsible for ten percent (1oo/o) of the medical premium for the lowest cost HMO plan available in the zip code 95240. lf Employee selects a higher cost medical plan, Employee will pay the difference as a payroll deduction.
lf Employee elects not to be covered by medical insurance through the City, an additional $692.81 per month for Family or $532.92 for Employee+1 or $30b.22 for a Single employee, will be added to either the Employee's deferred compensation account or paid in cash. ln order to qualify for this 'cash-out' provision, proof of group insurance coverage must be provided to the City.
(b) Life lnsurance: Employee shall receive Life lnsurance as provided in the Executive Statement of Benefits.

12. RETIREMENT:

City is a full member of the Public Employees Retirement System (PERS) to which City agrees to contribute to Employee's retirement account the total amount required by it.

Employee shall contribute Employee's contribution to the membership contract with PERS for each pay period for Employee's membership (Classic or PEPRA). ln addition, in accordance with California Government Code section 20516 contract amendment process requirements, Employee shall pay six percent (6%) towards the employer's share of the CaIPERS normal pension cost through a cost-sharing agreement. Effective July 6, 2026, the employee's cost-sharing contribution (pursuant to California Government Code section 20516) of six percent (6%), as listed above, shall be eliminated.

NOW, THEREFORE, the parties hereby agree and acknowledge the increase to Employee's base salery, amendments to CaIPERS cost-sharing, and the City's contribution towards medical insurance, as approved by the City Council in Resolution 2026-_, and confirm that all other terms and conditions remain as previously set forth in the Agreement. a
504
lN WITNESS WHEREOF, the parties have executed this Addendum to the Agreement the day and year written above.

Clry OF LODI, a municipalcorporation EMPLOYEE
By
ATTEST
By
By

JAMES LINDSAY
lnterim City Manager

OLIVIA NASHED

APPROVED AS TO FORM

MARIA DITMORE
Deputy City Clerk

KATIE O, LUCCH
City Attorney
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505

CITY CLERK EMPLOYMENT AGREEMENT
This Agreement is made and entered into as of April g>, 2022, by and between the City of Lodi, a municipal corporation, hereinafter called "City" and Olivia Nashed, hereinafter called "Employee," both of whom agree as follows:

RECITALS:

It is the desire of the City to retain the services of Employee and to provide inducement for her to remain in such employment, make possible full work productivity by assuring Employee's morale and peace of mind with respect to future security, and to provide a just means for terminating Employee's services.

NOW, THEREFORE, in consideration of the mutual covenants contained herein, the parties hereto agree as follows:

1. GENERAL:

City agrees to employ Employee as the City Clerk of City starting April 11,2022 and Employee agrees to perform the functions and duties the City Council shall from time to time assign to her.

Employee is strongly encouraged to work towards the Certified Municipal Clerk and the Master Municipal Clerk designations from the lnternational lnstitute of Municipal Clerks and remain actively involved in her professional association.

2. DUTIES & AUTHORIW:

Employee will
(a) Perform the functions and duties of a City Clerk as specified in the California Government Code, City Ordinances, Resolutions, Rules and Regulations and other state and local statutes;
(b) Perform all legally permissible and proper duties and functions as the City Council shall assign. Such duties may be modified from time to time upon such terms as are mutually agreeable to City and Employee;
(c) Be responsible for managing and directing the operations of the City Clerk's office in accordance with an agreed upon performance plan;
(d) Attend City Council meetings as needed by the City Council; and (e) Pedorm the functions and duties of the City Clerk to the best of her ability in accordance with the highest professional and ethical standards of the profession and shall comply with all general rules and regulations established by the City.

EXHIBIT A TO

ADDENDUM
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City Clerk Employmcnt Agreen

3. EXCLUSIVE EMPLOYMENT
(a) Employee has the duty and herein commits to devote her full time and energies in the best interest of the City, and to act in accordance with the duties and responsibilities of the position of City Clerk as set forth above.
(b) Employee shall not accept employment from or on behalf of any person, firm, corporation or entity during the term of this Agreement except as approved in writing by the City Council. The foregoing shall not be construed to prevent Employee from performing volunteer community service, provided Employee shall, prior to performing such services, disclose such anticipated services to the City Council and obtain its approval. Any approved outside services shall not create nor tend to create a disqualifying conflict of interest as defined by the California Political Reform Act of 1974, as amended, nor shall such services impair Employee's ability to fully perform her duties for City hereunder.

4. EMPLOYEE COMMITMENTS
(a) Specific Tasks and Work Plans - Employee agrees to accomplish specific tasks as specified and described by the City Council from time to time in a timely and professional manner. Such specific tasks shall be discussed with Employee and then adopted by motion by the City Council as frequently as the City Council may choose. (b) Hours of Work Employee is an exempt employee who does not accrue compensatory time off, but is expected to engage in those hours of work which are necessary to fulfill the obligations of her position. Employee does not have set hours of work as she is expected to be available at all times. lt is recognized that Employee must devote a great deal of her time outside "normal office hours" to the business of the City, and to that end Employee's schedule of work each day and week shall vary in accordance with the work required to be performed. The Employee has discretion as to her work schedule.

5. CITY COMMITMENTS:
(a) City shall provide Employee with an office, support staff, office equipment, supplies, and all other facilities and services adequate for the performance of her duties. (b) City shall pay for, or provide, Employee reimbursement of actual business expenses.

The City shall provide Employee with a City credit card to charge appropriate and laMul business expenses up to the amount provided for in the City budget. (c) City shall pay such professional dues, subscriptions, and memberships in such organizations necessary for Employee to maintain professional relationships in appropriate national, regional, state and local associations and organizations necessary and desirable for her continued professional growth and advancement and benefit to the City.
(d) City agrees to pay travel and subsistence expenses of Employee to pursue official and other functions for the City, and meetings and occasions to continue the professional development of Employee, including but not limited to Annual Conferences of the League of California Cities and other national, regional, state, and local conferences,