LODI CITY COUNCIL
Carnegie Forum
305 West Pine Street, Lodi
AGENDA - Regular Meeting
Date: April 15, 2026
Time: Closed Session: 5:30 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
• 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 • Virtually - Zoom Webinar
> Meeting ID: 842 0779 0873
> Passcode: 278280
> Phone number: 1 253 215 8782 or 1 346 248 7799
> Link:
https://us06web.zoom.us/j/84207790873?pwd=esRCrMJNqkrUiQq8afjyy7CUPjDKh2.1 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. ***Mayor Pro Tempore Hothi will be joining the meeting via teleconference from the following location: Claremont Resort & Club, 41 Tunnel Road, Berkeley, CA, 94705, US*** 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: City Manager recruitment.
b) CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION, significant Exposure to Litigation pursuant to Government Code § 54956.9(d)(2). One case.
C-3 Adjourn to Closed Session
1 City Council AGENDA April 15, 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 Proclaiming the Week of April 12 -18, 2026, as Animal Care and Control Appreciation Week in Lodi (PD)
Attachment 1 - ProclamationAttachments:
B.2 Presentation of Proclamation Proclaiming the Week of April 12 -18, 2026, as National Public Safety Telecommunicator’s Week in Lodi (PD)
Attachment 1 - ProclamationAttachments:
B.3 Presentation of Proclamation Proclaiming the Week of April 19 -25, 2026, as National Volunteers Week in Lodi (PD)
Attachment 1 - ProclamationAttachments:
B.4 Presentation of Non -Profit Allocation Check to Unidos Progresando - Progressing Together (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 the Treasurer’s Report and Register of Claims for the Month of February 2026 (IS - FIN)
Attachment 1 - Treasurer's Report Feb 2026
Attachment 2 - Register of Claims Feb 2026
Attachments:
C.2 Adopt a Resolution Authorizing the Interim City Manager to Execute Contract Amendment Number Two with UBEO Midco, LLC dba. Ray Morgan Company of Chico, CA for City-Wide Copier Maintenance ($125,000) (IS - BUD) Res.
Attachment 1 - UBEO Contract
Attachment 2 - Resolution
Attachments:
2 City Council AGENDA April 15, 2026
C.3 Adopt a Resolution Approving Purchase of License Renewal of IT Security End Point Protection Software from CDW-G, of Vernon Hills, Illinois ($89,256) (IS - IT) Res.
Attachment 1 - Purchase Quote
Attachment 2 - Resolution
Attachments:
C.4 Adopt a Resolution Authorizing the Interim City Manager or Designee to Execute a Lease Agreement in a Form Acceptable by the City Attorney with the County of San Joaquin for Spaces Identified for San Joaquin Health Centers (“SJ Health”) within 710 N. Sacramento Street (CD)
Res.
Attachment 1 - Draft Lease Agreement
Attachment 2 - Resolution
Attachments:
C.5 Adopt a Resolution Authorizing Interim City Manager to File Claim for Fiscal Year 2024/25 Transportation Development Act Funds from Local Transportation Fund ($3,754,081) and State Transit Assistance Fund ($89,223) (PW) Res.
Attachment 1 - TDA Claim
Attachment 2 - Resolution
Attachments:
C.6 Adopt a Resolution Authorizing Interim City Manager to Execute a Professional Services Agreement with Transdev Services, Inc., of Lombard, Illinois, for Best Value Operation of Lodi’s General Public Fixed Route, Americans with Disabilities Act (ADA) Paratransit, and Dial-A-Ride Transit Services ($15,507,775) (PW) Res.
Attachment 1 - Professional Services Agreement
Attachment 2 - Resolution
Attachments:
C.7 Adopt a Resolution Authorizing the Interim City Manager to Execute a Professional Services Agreement with Nichols Consulting Engineers, CHTD (NCE) of Sacramento, for Roadway Pavement Assessment Services ($150,500) and Execute Amendments ($49,500) (PW)
Res.
Attachment 1 - Professional Services Agreement
Attachment 2 - Resolution
Attachments:
C.8 Adopt a Resolution Authorizing Interim City Manager to Waive the Bid Process and Execute a Three -Year Professional Services Agreement with Calgon Carbon of Moon Township, PA for Custom Regeneration Granular Activated Carbon Services ($900,000) and Appropriate Funds ($900,000) (PW)
Res.
Attachment 1 - Professional Services Agreement
Attachment 2 - CIP
Attachment 3 - Resolution
Attachments:
C.9 Approve Specifications and Authorize Advertisement for Bids for 2026 -2028 Tree Maintenance Project; Adopt a Resolution Authorizing the Interim City Manager to Award Contract to Lowest Responsive Bidder ($900,000), and Execute Change Orders ($100,000) (PW)
Res.
Attachment 1 - ResolutionAttachments:
3 City Council AGENDA April 15, 2026
C.10 Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $5,000 from District 3 Non -Profit Funds to the Lodi Chaplaincy Association (Total $5,000) (CLK)
Res.
Attachment 1 - Reso 2025-120 and Adopted Nonprofit Fund Policy Attachment 2 - Proposal Letter
Attachment 3 - Resolution
Attachments:
C.11 Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $15,000 from District 3 Non -Profit Funds to the Lodi Police PARTNERS’ Foundation (Total $15,000) (CLK)
Res.
Attachment 1 - Reso 2025-120 and Adopted Nonprofit Fund Policy Attachment 2 - Proposal Letter
Attachment 3 - Resolution
Attachments:
C.12 Set a Public Hearing for May 6, 2026, to Consider an Ordinance to enter a Development Agreement with Rogers Media Company to Install, Maintain, and Operate Electronic Message Signs on City-Owned Properties (CD)
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 F. Public Hearings
G. Regular Calendar
G.1 Receive Presentation and Report from Hoslett Forensics on the Forensic Accounting Audit of the City’s Utility Deposit Account, Procurement Card Charges, and Amazon Account Purchases (IS - BUD)
Attachment 1 - Hoslett Forensics Final Report (3-31-26) Attachment 2 - City Council Presentation
Attachments:
G.2 Presentation on Credit Card Convenience Fees: Discussion and Council Direction - Follow-Up to February 4, 2026 Council Meeting (IS - FIN) Attachment 1 - Convenience Fees PresentationAttachments:
G.3 Discussion and Direction Regarding Potential Amendment to Lodi Municipal Code Section 9.18.045 (Vendor Permit Caps) (CD)
4 City Council AGENDA April 15, 2026
H. Ordinances
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.youtube.com/@cityoflodi_publicmeetings.
-----------------------------------------------------------------------------------------------------------------------------------------------------
5 AGENDA ITEM B.1
COUNCIL COMMUNICATION
AGENDA TITLE:
Presentation of Proclamation Proclaiming the Week of April 12-18, 2026, as Animal Care and Control Appreciation Week in Lodi (PD)
MEETING DATE:
April 15, 2026
PREPARED BY:
Andrea Morales, Administrative Assistant
RECOMMENDED ACTION:
Mayor Ramon Yepez will present a proclamation proclaiming the week of April 12-18, 2026, as Animal Care and Control Appreciation Week.
BACKGROUND INFORMATION:
During Animal Care and Control Appreciation Week, we recognize the men and women who dedicate themselves to protecting both the public and animals. Like other law enforcement professionals, Animal Services Control Officers and shelter personnel serve with compassion and commitment to ensure the safety of pets, people, and wildlife.
Every day, Animal Services Officers answer calls for assistance in our communities. They secure roaming and/or dangerous dogs, rescue animals in danger, investigate situations of alleged animal abuse and neglect, transport injured animals to veterinary hospitals for care, regularly educate pet owners about responsible pet care, and mediate disputes between neighbors regarding their pets.
Shelter personnel perform critical daily responsibilities that directly impact animal health and well-being. These include assessing and monitoring animals that are sick or injured, providing food and fresh water, administering medications and treatments, maintaining clean and sanitary enclosures, and ensuring animals receive attentive, humane care while awaiting adoption or to reunite with their families.
Animal Care and Control Appreciation Week is observed nationally to recognize the commitment, professionalism, and often challenging work performed by these individuals. This week provides an opportunity to acknowledge their efforts in protecting both residents and animals, often under demanding and unpredictable conditions.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 1 of 1
powered by Legistar™
6 Proclamation
Animal Care & Control Appreciation Week
WHEREAS, the week of April 12-18, 2026, is designated as Animal Care and Control Appreciation Week to recognize and thank all Animal Services Control Officers and personnel; and
WHEREAS, every day in our city, dedicated Animal Services Officers work to protect both people and animals. They respond daily to community needs such as rescuing animals, addressing dangerous situations, investigating neglect, and educating the public on responsible care; and
WHEREAS, shelter personnel perform critical daily responsibilities by providing medical care, nourishment, and safe, humane environments for animals awaiting adoption or reunification; and
WHEREAS, the Lodi City Council commends the Animal Services Officers and shelter personnel for their dedication to the health, safety, and protection of the residents and animals of Lodi;
NOW, THEREFORE, BE IT RESOLVED that I, Ramon Yepez, Mayor of the City of Lodi, do hereby proclaim the week of April 12-18, 202 6, as National Animal Care and Control Appreciation Week in Lodi, in honor of the men and women whose diligence and professionalism keep our city, its animals, and residents safe.
SIGNED this 15th day of April, 2026.
Ramon Yepez
Mayor, City of Lodi
7 AGENDA ITEM B.2
COUNCIL COMMUNICATION
AGENDA TITLE:
Presentation of Proclamation Proclaiming the Week of April 12-18, 2026, as National Public Safety Telecommunicator’s Week in Lodi (PD)
MEETING DATE:
April 15, 2026
PREPARED BY:
Andrea Morales, Administrative Assistant
RECOMMENDED ACTION:
Mayor Ramon Yepez will present a proclamation proclaiming the week of April 12-18, 2026, as National Public Safety Telecommunicators’ Week in Lodi (PD)
BACKGROUND INFORMATION:
During National Public Safety Telecommunicators Week, we recognize the men and women who dispatch our police forces. Although they are not as visible as the men and women who arrive at the scene of emergencies, they are equally crucial to the safety and level of service provided to our community.
Every day public safety telecommunicators answer calls for assistance, dispatch them to the city’s police department, and facilitate the coordination of law enforcement operations in our city.
We depend on public safety telecommunicators to promptly, clearly, and calmly notify emergency personnel.
We rely on them to keep our loved ones calm and assured in an emergency. We trust their guidance and support in our most frantic and panicked moments.
The Lodi Police Department has 12 dispatchers/jailers, two lead dispatchers and two dispatch supervisors, all of whom work 8 to 12-hour shifts. Lodi is one of the very few departments in the state where dispatchers not only staff the Communications Center for business and 911 calls but also serve as jailers, booking, processing, and providing care for inmates. Several dispatchers are also cross-trained to work special assignments, including assisting the Property Clerk, acting as Field Evidence Technicians, members of the Hostage Negotiations Team, and Tactical Dispatch.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 1 of 1
powered by Legistar™
8 Proclamation
National Public Safety Telecommunicators Week
WHEREAS, every day, Public Safety Dispatchers answer calls for police emergency services, and coordinate law enforcement operations throughout the city to ensure timely responses critical to t he protection of life and preservation of property; and
WHEREAS, public safety dispatchers notify emergency personnel with clear and accurate information in ensuring the safety of our p olice officers , they keep loved ones calm and assured in an emergency, and they offer guidance and support in our most frantic and panicked moments; and
WHEREAS, Public Safety Dispatchers are the single vital link for our p olice officers as they monitor officers’ activities by computer and radio, and serve in multiple roles to support the Department beyond the excellent assistance they provide in the Communications Center; and
WHEREAS, Lodi Police Department Public Safety Dispatchers have contributed substantially to the apprehension of criminals; and
WHEREAS, each dispatc her has exhibited compassion, understanding , and professionalism during the performance of their job in the past year;
NOW, THEREFORE, BE IT RESOLVED that I, Ramon Yepez , Mayor of the City of Lodi, do hereby proclaim the week of April 12-18, 2026, as National Public Safety Telecommunicators Week in Lodi, in honor of the men and women whose diligence and professionalism keep our city and residents safe.
SIGNED this 15th day of April, 2026.
Ramon Yepez
Mayor, City of Lodi
9 AGENDA ITEM B.3
COUNCIL COMMUNICATION
AGENDA TITLE:
Presentation of Proclamation Proclaiming the Week of April 19-25, 2026, as National Volunteers Week in Lodi (PD)
MEETING DATE:
4/15/2026
PREPARED BY:
Andrea Morales, Administrative Assistant
RECOMMENDED ACTION:
Mayor Ramon Yepez will present a proclamation proclaiming the week of April 19-25, 2026, as National Volunteers Week.
BACKGROUND INFORMATION:
During National Volunteer Week, we recognize and celebrate the profound impact that volunteers have on their communities. Our city departments invite and work with numerous volunteers who occupy the following positions:
· The Public Library volunteers assist as Adult Literacy tutors, homework tutors, Lucas Computer Learning Center coaches, and instructors. Volunteers also handle general library needs and serve on the non-profit boards, Friends of the Lodi Public Library and the Lodi Public Library Foundation, in addition to the city mayor-appointed Lodi Public Library Board of Trustees. · The Public Works Department welcomes many volunteer groups who donate their time to accomplish specific projects, such as the Coastal Cleanup, Love Lodi, bi-monthly cleanups at Lodi Lake for the Galt Adult Learning Center, Heritage School's Earth Keeper’sClub, the Master Gardener’sDowntown Lodi flower pot project, Starbucks' Earth Day Cleanup at Lodi Lake, and the Storm Drain Detectives. · The Parks, Recreation, and Cultural Services Department has more than 2,000 volunteers who assist with its youth and adult sports programs i.e. Boosters of Boys/Girls Sports. Others volunteer for various programs for park improvements; boards, committees, commissions and foundations, such as the Hutchins Street Square Foundation, Lodi Parks and Recreation Commission, Lodi Youth Commission, Lodi Senior Citizens Commission and Lodi Arts Commission; civic groups, such as the Kiwanis Club of Greater Lodi, Lodi’sRotary Clubs and Lodi Lions; nonprofits and clubs, including Tree Lodi, and the Lodi Garden Club. There are also those who volunteer on their own through our Lodi Parks People and Adopt-a-Park programs and those who serve at the Hutchins Street Square Performing Arts Theatre. · The Lodi City Employees Association volunteers have, on their own, participated in many community events throughout Lodi including alley clean ups and beautification efforts for the Lodi House Thrift Boutique and Lodi House-Hope for Women & Children during Love Lodi Day; made upgrades to the benches in the Amphitheatre at Lodi Lake; provided ABC compliance at the Chamber’sannual Street Faire; built an interactive learning tree at the Lodi Library; and supported the San Joaquin Hospice City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
10 COUNCIL COMMUNICATION
Tree of Lights.
· The Lodi Fire Department Chaplain program consists of two volunteers who use their time to assist residents of our community who have experienced the death or serious injury of a loved one. They are available to respond 24 hours a day, every day. Chaplains who answer that call are available to talk with, pray for, and minister to those in need.
· The Lodi Animal Shelter has 20 volunteers who selflessly dedicate their time, energy, and compassion to the care and well-being of animals in need. These individuals provide essential support through fostering, socialization, cleaning, feeding, walking, administrative assistance, and countless other acts of kindness. Their dedication directly improves the lives of homeless, abandoned, and neglected animals, offering them comfort, companionship, and a second chance at life. They play a critical role in our community by promoting humane education, responsible pet ownership, and adoption advocacy. · The Police Cadet Program engages local youth between the ages of 16 and 24 to volunteer and gain valuable experience during their high school and college years. The Cadets participate in several special events throughout the year, including serving as decoys for the Alcohol Beverage Control Grant operations, assisting with the Parade of Lights, DUI checkpoints, and performing clerical duties in the Records Division. Many of these young people transition into a full-time career in law enforcement. · The Police Chaplaincy Program was formed in February 1994. Its members provide daily support for Lodi Police Department personnel and their families. The Chaplains also administer emergency response when needed, providing emotional support and assistance to officers in the field, including during death notifications and critical and/or crisis incidents. · The Partners Foundation has been operating for 32 years and has contributed numerous hours of service to the Lodi Police Department. Partners patrol city streets, parks, and schools. They serve as additional eyes and ears for the Lodi Police Department, providing information and assistance to the community in various ways. Partners’assignments include clerical tasks, parking enforcement, patrol assistance, special event support, abatement patrol, and the Stranger Danger education program.
Partners also raise funds for vehicles donated to the City and used by the volunteers. · There are also community volunteers who serve behind the scenes on the Crime Stoppers Board, the Lodi Police Foundation Board, and the Chaplain Board of Directors. All share time and talents generously, and often their personal funds, toward the betterment of the Lodi Police Department and, ultimately, in service to the community.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
11 Proclamation
National Volunteers Week
WHEREAS, the City of Lodi is fortunate to have many volunteers throughout the City assisting in providing the very best service to our community; and
WHEREAS, Public Library volunteers assist as tutors, coaches, and instructors; handle general library needs and serve on several boards; and
WHEREAS, Public Works Department volunteer s donate their time to accomplish specific projects from the Coastal Cleanup to the Storm Drain Detectives; and
WHEREAS, the Parks, Recreation, and Cultural Services Department has more than 2,000 volunteers who assist with its youth and adult sports programs, scout programs, boards, committees, commissions, and foundations; and
WHEREAS, Lodi City Employees Association volunteers have participated in many community events throughout Lodi; and
WHEREAS, Lodi Fire has two volunteer chaplains who are available 24 hours a day to talk with, pray for, and minister to those in need or w ho have experienced the death or serious injury of a loved one; and
WHEREAS, the Lodi Animal Shelter has 20 volunteers who selflessly dedicate their time, energy, and compassion to the care and well-being of animals in need; and
WHEREAS, the Police Cadet Program engages local youth volunteers to gain valuable experience during their high school and college years , with m any transitioning into a full-time career in law enforcement; and
WHEREAS, Police Chaplaincy Program members provide dai ly support for Lodi Police Department personnel and the residents of Lodi, administering emergency response, and providing emotional support and assistance; and
WHEREAS, the Partners Foundation has contributed 32 years of service to the Lodi Police Department, patrolling city streets, parks, and schools; and
WHEREAS, we also thank the community volunteers who serve behind the scenes on many other boards and commissions; and
NOW, THEREFORE, BE IT RESOLVED that I, Ramon Yepez, Mayor of the City of Lodi, do hereby proclaim the week of April 19-25, 2026, as National Volunteers Week and extend our most profound appreciation to the many outstanding volunteers and Board Members who have provided volunteer service to improve the quality of life for all members of our community.
SIGNED this 15th day of April, 2026.
Ramon Yepez
Mayor, City of Lodi
12 AGENDA ITEM B.4
COUNCIL COMMUNICATION
AGENDA TITLE:
Presentation of Non-Profit Allocation Check to Unidos Progresando - Progressing Together (CLK) MEETING DATE:
April 15, 2026
PREPARED BY:
Olivia Nashed, City Clerk
RECOMMENDED ACTION:
Presentation of Non-Profit Allocation Check to Unidos Progresando - Progressing Together.
BACKGROUND INFORMATION:
On April 1, 2026, the City Council adopted Resolution 2026-060, at the recommendation of Mayor Yepez, finding that the Unidos Progresando - Progressing Together proposal complies with the Non-Profit Fund Policy, Council’sstrategic vision, and that it will provide public benefit for the City of Lodi and its residents. The resolution approved a total allocation of $3,500 in public benefit funds to Unidos Pregresando - Progressing Together, from the District 4 Non-Profit Fund; and directed Unidos Pregresando - Progressing Together to provide quarterly reports to the City Clerk on the use of the non-profit funds received during the life of the project.
Mayor Yepez will present a check of $3,500 to Unidos Pregresando - Progressing Together.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 1 of 1
powered by Legistar™
13 AGENDA ITEM C.1
COUNCIL COMMUNICATION
AGENDA TITLE:
Receive and File the Treasurer’s Report and Register of Claims for the Month of February 2026 (IS - FIN) MEETING DATE:
April 15, 2026
PREPARED BY:
Chia Lor, Accounting Manager
RECOMMENDED ACTION:
Receive and File the Treasurer’s Report and Register of Claims for the month of February 2026.
BACKGROUND INFORMATION:
The Treasurer’s Report (Attachment 1) summarizes the revenue and expenditure activity during February 2026. 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 treasurer’sreports 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 $13,635,905 for the month of February. Of this amount, $8,815,032 was paid through Accounts Payable and $4,820,873 through Payroll. All transactions reflected in the register are consistent with the adopted Fiscal Year 2025-26 budget and any amendments approved by City Council.
Interpreting the monthly financial information requires an understanding of the City’scash flow patterns. While regular operating expenditures tend to occur consistently, the timing of major revenues, such as property taxes and sales tax, and capital project expenditures vary throughout the year. These timing differences can influence month-to-month trends. Staff will continue to note these timing differences for the Council and the public through footnotes in this report and future reports.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 1 of 1
powered by Legistar™
14 Cash & Cash &
Investments Cash Cash Investments
Fund 1/31/2026 Inflows Outflows 2/28/2026
100 General Fund 45,170,179$ 4,912,458$ 6,220,240$ 43,862,398$ 101 CFD 2007-01 (1,148,256) 585,896 - (562,360) 103 Measure L (953,679) 959,818 596,325 (590,185) 104 American Rescue Plan 4,460,670 - 643,381 3,817,289 120 Library Fund 2,650,792 5,477 92,379 2,563,890 200 Parks, Recreation & Cultural Services 6,573,080 254,448 390,334 6,437,195 210 Public Safety 1,026,461 - 1,566 1,024,895 270 Community Development 9,345,527 304,280 274,767 9,375,040 300 Streets 20,476,772 774,964 330,666 20,921,070 331 Transportation 60,429 - - 60,429 350 Community Programs (1,356,782) 3,001 48,609 (1,402,390) 410 Capital Outlay 133,850 - - 133,850 431 Impact Mitigation Fees 23,665,609 49,957 317,337 23,398,230 490 Debt Service 460,850 - - 460,850 500 Electric Utility 34,089,803 7,398,710 2,571,237 38,917,276 530 Wastewater Utility 26,098,693 1,826,104 1,734,191 26,190,607 560 Water Utility 68,815,703 986,125 391,185 69,410,642 600 Transit 2,628,730 32,675 318,076 2,343,330 641 Equipment Replacement 7,922,545 18,100 20,714 7,919,930 650 Fleet (126,350) 20,003 231,323 (337,669) 655 Insurance 29,091,525 1,065,702 1,317,892 28,839,335 700 Landscape Maint. 224,692 17,742 2,728 239,707 279,310,843$ 19,215,460$ 15,502,947$ 283,023,357$ *Cash and investments for Electric Utility does not include the amount held in the NCPA GOR.
Farmers & Merchants Main Account 8,216,550$
Farmers & Merchants Payroll 30,340
Farmers & Merchants Money market 37,593,714
Farmers & Merchants Certificates of Deposit 733,479
Farmers & Merchants DB Claims 8,837
Farmers & Merchants AIMS 49,302
Farmers & Merchants Central Plume 60,519
PARS Pension Trust 32,222,144
PARS OPEB Trust 2,979,384
Local Agency Investment Fund LAIF Investment 51,657,566 Wells Fargo Bank Investments 124,384,487
Cal Trust Medium Term Fund Investments 11,644,168
US Bank Debt service 14,006,322
Cash Held by City Misc. 4,696
Interest Earnings (566,266)
Cash and Pooled Cash Investments 283,023,357$
Treasurer's Report
Month Ending February 28, 2026
Cash & Pooled Cash Investments Summary
UNAUDITED NUMBERS
Attachment 1 - Page 1
15 Fund Information Adopted Budget Amended Budget Year To Date Percentage Prior Year Actual General Fund
Taxes 48,058,730 47,046,600 27,788,219 59.1% 24,811,691 Licenses & Permits 138,300 138,300 45,445 32.9% 34,011 Fines/Forfeits & Penalties 1,234,100 1,234,100 907,394 73.5% 985,124 From Use Of Money/Proceeds 7,700,000 9,000,000 7,759,317 86.2% 7,582,297 Miscellaneous Revenue 864,570 864,570 356,569 41.2% (670,248) Intergovernmental Revenues 9,043,080 8,439,360 483,331 5.7% 4,839,358 Charges For Services 1,263,860 1,222,070 980,700 80.2% 734,213 General Fund Revenue $ 68,302,640 $ 67,945,000 $ 38,320,975 56.4% $ 38,316,446 Other Funds
101 CFD 2007-01 1,133,470 1,133,470 590,804 52.1% 510,329 103 Measure L 8,739,160 8,739,160 4,795,893 54.9% 3,274,399 104 American Rescue Plan - 5,185,505 5,226,106 100.8% 5,616,976 120 Library Fund *1 26,000 27,000 93,815 347.5% 83,374 200 Parks, Recreation & Cultural Services 2,675,950 2,675,950 1,772,405 66.2% 1,541,114 210 Public Safety *2 237,000 237,000 571,053 241.0% 216,538 270 Community Development 3,958,330 3,958,330 2,774,596 70.1% 2,908,479 300 Streets 6,255,170 7,947,630 5,744,981 72.3% 3,838,438 331 Transportation 104,930 104,930 1,235 1.2% (68,932) 350 Community Programs 11,798,000 12,400,910 1,419,811 11.4% 392,085 410 Capital Outlay - 140,000 153,648 109.7% 99,263
431 Impact Mitigation Fees 1,852,180 1,390,000 1,025,656 73.8% 2,014,639 500 Electric Utility 97,200,230 98,939,810 67,509,889 68.2% 69,922,537 530 Wastewater Utility 19,473,590 20,404,040 16,201,697 79.4% 14,220,457 560 Water Utility 15,638,060 16,568,730 11,923,985 72.0% 12,093,244 600 Transit 8,890,430 8,890,430 3,573,251 40.2% 1,445,920 641 Equipment Replacement - - 190,704 0.0% 1,575,911
650 Fleet 2,970,000 2,970,000 516,672 17.4% 866,079
655 Insurance 17,093,660 17,202,860 14,729,261 85.6% 10,282,843 700 Landscape Maint. 33,800 33,800 21,360 63.2% 21,532 Subtotal Other Fund 198,079,960 208,949,555 138,836,822 66.4% 130,855,225 Total Revenue $ 266,382,600 $ 276,894,555 $ 177,157,797 64.0% $ 169,171,671 *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 February 28, 2026
Treasurer's Report
Revenues (excluding transfers in)
Attachment 1 - Page 2
16 Fund Information Adopted Budget Amended Budget Year To Date Percentage Prior Year Actual General Fund
Division Name
City Clerk 961,690 1,004,960 512,803 51.0% 468,733
City Manager 2,171,600 2,179,310 1,356,268 62.2% 1,305,892 City Attorney 1,387,540 1,462,720 865,851 59.2% 754,428 Risk Management *1 (1,690) 45,340 (192,533) -424.6% (20,482) General Government 4,519,140 4,692,330 2,542,389 54.2% 2,508,571 Internal Services Admin 114,870 183,040 66,793 36.5% 190,243 Budget & Treasury 578,420 610,385 375,251 61.5% 274,950 Financial Services 3,589,520 3,881,330 2,120,834 54.6% 2,002,359 Human Resources 1,172,280 1,211,840 726,669 60.0% 584,866 Information Technology 2,869,320 2,974,880 1,641,397 55.2% 1,764,932 Internal Services 8,324,410 8,861,475 4,930,944 55.6% 4,817,350 Administration 2,588,160 2,674,970 1,997,967 74.7% 1,847,746 Services Bureau 6,606,610 6,955,819 4,448,933 64.0% 4,112,616 Operations Bureau 19,379,190 19,937,764 14,137,708 70.9% 12,734,250 Police 28,573,960 29,568,553 20,584,608 69.6% 18,694,612 Administration 1,669,190 1,726,290 1,162,980 67.4% 1,118,178 Operations 15,069,040 15,177,970 10,162,296 67.0% 10,100,435 Fire 16,738,230 16,904,260 11,325,276 67.0% 11,218,613
Public Works Administration 668,540 695,110 464,473 66.8% 444,142 Engineering 2,531,530 2,708,537 1,636,694 60.4% 1,687,589 Facilities 1,515,630 1,644,740 869,862 52.9% 834,906
Graffiti Abatement & Lot Maint 65,500 65,500 7,589 11.6% 12,188 Public Works 4,781,200 5,113,887 2,978,618 58.2% 2,978,825 Housing & Community Develop 477,540 491,400 272,089 55.4% 219,146 Community Development 477,540 491,400 272,089 55.4% 219,146 Non Departmental 4,355,740 4,675,310 1,180,141 25.2% 1,736,040 Non-Departmental 4,355,740 4,675,310 1,180,141 25.2% 1,736,040 Subtotal General Fund Expenditures 67,770,220$ 70,307,215$ 43,814,065$ 62.3% 42,173,157$ Other Funds
101 CFD 2007-01 4,500 4,500 4,908 109.1% 4,371
103 Measure L 7,330,800 8,236,680 5,558,428 67.5% 4,883,209 104 American Rescue Plan *2 - 5,185,505 1,437,108 27.7% 731,744 120 Library Fund 1,665,930 1,703,450 947,247 55.6% 930,767 200 Parks, Recreation & Cultural Services 8,247,630 8,918,042 4,822,766 54.1% 4,353,397 210 Public Safety 233,560 441,098 53,468 12.1% 85,451
270 Community Development 5,751,980 6,186,110 2,632,475 42.6% 2,064,752 300 Streets 9,181,830 16,458,659 5,965,962 36.2% 3,107,960 331 Transportation 125,000 136,280 50,198 36.8% 59,671 350 Community Programs 1,312,200 11,078,454 2,914,013 26.3% 1,023,890 410 Capital Outlay *2 740,000 13,549,332 4,497,242 33.2% 4,176,279 431 Impact Mitigation Fees *2 14,000 3,075,848 419,682 13.6% 161,644 500 Electric Utility 93,597,930 99,291,463 60,233,460 60.7% 62,047,081 530 Wastewater Utility 19,509,400 32,736,136 16,875,748 51.6% 14,128,494 560 Water Utility 12,500,030 28,580,765 6,676,714 23.4% 6,908,720 600 Transit 8,707,360 13,630,668 5,880,190 43.1% 3,008,257 641 Equipment Replacement 2,825,940 3,534,211 468,377 13.3% 358,850 650 Fleet 2,952,970 3,114,260 958,457 30.8% 803,359
655 Insurance 20,123,150 21,080,485 12,500,060 59.3% 11,701,805 700 Landscape Maint. 60,340 60,340 36,181 60.0% 32,058 Subtotal Other Fund 194,884,550$ 277,002,286$ 132,932,684$ 48.0% 120,571,759$ Total Expenditures 262,654,770$ 347,309,501$ 176,746,749$ 50.9% 162,744,916$ *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 February 28, 2026
Expenditures (excluding transfers out)
Attachment 1 - Page 3
17 Fund Fund Title Amount
100 General Fund $ 3,898,385.20 103 Measure L $ 1,126.30 104 American Rescue Plan $ 671,672.65 120 Library Fund $ 42,633.92 140 Expendable Trust $ 35,570.98 200 Parks Rec & Cultural Services $ 41,842.24 205 State Grants $ 41.40 270 Comm Dev Special Rev Fund $ 55,888.04 301 Gas Tax-2105 2106 2107 $ 73,374.28 302 Gas Tax -2103 $ 4,790.91 303 Measure K Funds $ 36,401.43 308 IMF(Regional) Streets $ 48,419.41 350 H U D $ 23,235.73 355 GRANTS COMM. IMPR $ 21,803.33 431 Capital Outlay/General Fund $ 55,228.45 432 Parks & Rec Capital $ 197,655.55 437 IMF Parks & Rec Facilities $ 72,079.03 500 Electric Utility Fund $ 436,171.82 501 Utility Outlay Reserve Fund $ 47,584.28 503 Low Carbon Fuel Standard $ 8,191.72 504 Public Benefits Fund $ 106,490.76 508 Environmental Compliance $ 6,208.36 530 Waste Water Utility Fund $ 280,360.67 531 Waste Wtr Util-Capital Outlay $ 797,989.34 560 Water Utility Fund $ 97,259.77 561 Water Utility-Capital Outlay $ 119,917.69 565 PCE/TCE Rate Abatement Fund $ 39,172.70 600 Dial-a-Ride/Transportation $ 267,490.84 601 Transit Capital $ 6,341.35 642 IT replacement $ 20,714.42 650 Internal Service/Equip Maint $ 158,233.90 655 Employee Benefits $ 1,075,769.38 660 General Liabilities $ 509.65 665 Worker's Comp Insurance $ 63,749.18 801 L&L Dist Z1-Almond Estates $ 2,727.62 Total $ 8,815,032.30 AP Council Report Summary
2/1/2026-2/28/2026
Attachment 2 - Page 1
18 Fund Fund Title Amount
100 General Fund $ 2,194,134.91 103 Measure L $ 485,634.03 120 Library Fund $ 41,013.82 200 Parks Rec & Cultural Services $ 288,856.14 205 State Grants $ 1,402.06 219 LPD-ABC Grant $ 1,473.08 270 Comm Dev Special Rev Fund $ 144,627.14 301 Gas Tax-2105 2106 2107 $ 132,716.68 500 Electric Utility Fund $ 754,589.92 501 Utility Outlay Reserve Fund $ 147,100.96 530 Waste Water Utility Fund $ 468,889.90 560 Water Utility Fund $ 76,127.38 600 Dial-a-Ride/Transportation $ 22,993.83 650 Internal Service/Equip Maint $ 57,204.09 655 Employee Benefits $ 4,108.97 Report Total $ 4,820,872.91
Payroll Council Report Summary
2/1/2026 - 2/28/2026
Attachment 2 - Page 2
19 AGENDA ITEM C.2
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing the Interim City Manager to Execute Contract Amendment Number Two with UBEO Midco, LLC dba. Ray Morgan Company of Chico, CA for City-Wide Copier Maintenance ($125,000) (IS - BUD)
MEETING DATE:
April 15, 2026
PREPARED BY:
Jennelle Baker, Budget Manager
RECOMMENDED ACTION:
Adopt Resolution authorizing the Interim City Manager to execute contract amendment number two with UBEO Midco, LLC dba. Ray Morgan Company of Chico, CA for city-wide copier maintenance ($125,000).
BACKGROUND INFORMATION:
The City of Lodi entered into a citywide copier maintenance agreement with UBEO Midco, LLC, doing business as Ray Morgan Company, on April 24, 2023. The City currently owns 29 copiers that are maintained under this agreement and desires to continue receiving the services and supplies provided.
UBEO provides maintenance services that include parts, labor, and copier toner. Maintenance costs are based on the copier model and range from $0.0068 to $0.01 per black-and-white copy and $0.051 to $0.07 per color copy. The per-copy pricing will remain unchanged under this amendment.
Staff recommends extending the existing maintenance agreement for an additional two-year term through June 10th 2027, and increasing the contract amount by $125,000, for a total contract amount not to exceed $224,000.
The pricing for this agreement is based on Shasta Union High School District Contract No. A77-2031, a competitively bid contract that is permissible for use under City of Lodi Ordinance 3.20.045, which allows the use of state and local agency cooperative purchasing agreements.
Staff further recommends that the City Council adopt the attached resolution authorizing the Interim City Manager to execute Contract Amendment Number Two with UBEO Midco, LLC for the continued maintenance of Canon copiers located throughout City facilities.
FISCAL IMPACT:
$125,000 increase to contract. Annual maintenance cost for the 29 Canon copiers is estimated at $11,000 per quarter.
FUNDING AVAILABLE:
All impacted departments have funds appropriated in the fiscal year 2025/26 budget for their copier City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
20 COUNCIL COMMUNICATION
maintenance needs and will request subsequent appropriations in future budget years.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
21 AMENDMENT NO. 2
UBEO WEST, LLC
MAINTENANCE AGREEMENT
THIS AMENDMENT NO.2 TO MAINTENANCE AGREEMENT ("Amendment No. 2"}, is made and entered this __ day of ____ , 2026, by and between the CITY OF LODI, a municipal corporation (hereinafter "CITY"), and UBEO WEST, LLC, a California limited liability company (hereinafter "CONTRACTOR").
W I T N E S S E T H:
1. WHEREAS, CITY and CONTRACTOR entered into a Maintenance Agreement on April 24, 2023, Amendment No. 1 on June 12, 2023, and Consent to Assignment on August 30, 2023 (collectively the "Agreement"), as set forth in Exhibit 1, attached hereto and made part of; and
2. WHEREAS, CITY now requests to extend the Agreement through June 10, 2027, and increase funds to the original Agreement in the amount of $125,000, for a total not to exceed amount of $224,000; and
3. WHEREAS, CONTRACTOR and CITY agree to said amendments.
NOW, THEREFORE, the parties agree to amend the Agreement as set forth above. All other terms and conditions of the Agreement remain unchanged.
IN WITNESS WHEREOF, CITY and CONTRACTOR have executed this Amendment No. 2 on the date and year first above written.
CITY OF LODI, a municipal corporation,
hereinabove called "CITY"
AARON BUSCH
Interim City Manager
Attest:
OLIVIA NASHED
City Clerk
Approved as to Form:
KATIE 0. LUCCHE�City Attorney
V
UBEO WEST, LLC, a California limited liability company
hereinabove called "CONTRACTOR"
A.J. HOHN
Branch Manager
22 23
24 25
26 27
28 29
30 31
32 33
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE INTERIM
CITY MANAGER TO EXECUTE CONTRACT AMENDMENT NUMBER TWO
WITH UBEO MIDCO, LLC DBA. RAY MORGAN COMPANY OF CHICO, CA FOR CITY-WIDE COPIER MAINTENANCE ($125,000)
======================================================================== WHEREAS, the City of Lodi entered into a citywide copier maintenance agreement with UBEO Midco, LLC, doing business as Ray Morgan Company, on April 24, 2023; and
WHEREAS, the City currently owns 29 copiers that are maintained under this agreement and desires to continue receiving the services and supplies provided; and
WHEREAS, the pricing for this agreement is based on Shasta Union High School District Contract No. A77-2031, a competitively bid contract that is permissible for use under City of Lodi Ordinance 3.20.045, which allows the use of state and local agency cooperative purchasing agreements; and
WHEREAS, staff recommends extending the existing maintenance agreement for an additional two-year term through June 10th 2027, and increasing the contract amount by $125,000, for a total contract amount not to exceed $224,000.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby allow the Interim City Manager to execute a contract amendment to extend the current agreement to June 10, 2027; and
BE IT FURTHER RESOLVED that the Lodi City Council does hereby increase the contract amount by $125,000, for a total contract amount not to exceed $224,000; 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: April 15, 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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
34 AGENDA ITEM C.3
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Approving Purchase of License Renewal of IT Security End Point Protection Software from CDW-G, of Vernon Hills, Illinois ($89,256) (IS - IT)
MEETING DATE:
April 15, 2026
PREPARED BY:
Joseph Caswell, Information Technology Manager
RECOMMENDED ACTION:
Adopt a Resolution Approving Purchase of License Renewal of IT Security End Point Protection Software from CDW-G, of Vernon Hills, Illinois ($89,256).
BACKGROUND INFORMATION:
As part of the City’sefforts to maintain cyber-security infrastructure and improve the protection of City network assets, the City uses many systems and security measures including IT security end point protection software.
The purchase is funded by budget appropriation in Fiscal Year 2025-26. Refer to Attachment 1 - Purchase Quote.
This software is a behavior-based analytical solution that leverages artificial intelligence and machine learning to identify anomalous activity indicative of cyber threats. The platform can automatically initiate remediation measures, including quarantining infected machines, before an attack can spread throughout the network. The solution interfaces with existing firewalls, enabling City staff to monitor real-time threats across the City’s network as well as providing an extra level of protection by having both endpoints and firewalls correlate information.
In accordance with Lodi Municipal Code Section 3.20.077 and the City’sPurchasing Policy, the Information Technology Manager has the ability to acquire electronic hardware through negotiation, requests for proposal or competitive bids and award based on “best value” criteria. The license renewal is procured through the value-added reseller (VAR) CDW-G, as Palo Alto Networks does not sell this product directly to end customers. For this procurement, the Information Technology Manager selected the negotiation method for acquisition of the Palo Alto Networks renewal and associated services for the following reasons:
· IT manufactures will work with one value-added reseller (VAR) when creating quotes for a single customer.
· Other VARs will not quote a product from the same manufacturer if a prior quote had already been created for a competing VAR for a single customer.
Therefore, staff requests that Council adopt a resolution approving the purchase of a license renewal of IT Security End Point Protection Software from CDW-G, of Vernon Hills, Illinois in the amount of $89,256.
City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
35 COUNCIL COMMUNICATION
FISCAL IMPACT:
This purchase shall maintain cyber-security infrastructure and improve the protection of City network assets.
FUNDING AVAILABLE:
Funding for this purchase is included in the Fiscal Year 26 budgeted funds in the I.T. replacement fund (64299200.77030). There is no additional impact from this action.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
36 Hardware Software Services IT Solutions Brands Research Hub
MATT CASSON,
Thank you for considering CDWG for your technology needs. The details of your quote are below. If you are an eProcurement or single sign on customer, please log into your system to access the CDW site. You can search for your quote to retrieve and transfer back into your system for processing.
For all other customers, click below to convert your quote to an order.
Pricing and Availability Notice
Due to ongoing supply chain challenges, some hardware manufacturers cannot guarantee product availability or pricing until the product is shipped. While we make every effort to honor quoted pricing, if a hardware manufacturer increases its price to CDW after a quote is issued or order is accepted, we may need to update your quoted price to reflect that change irrespective of any timeframes or validity periods set forth in the quote, including up to the date of shipment. In the event of a price adjustment, we will notify you prior to shipment. Any price adjustment would only occur if the hardware manufacturer increases its pricing to CDW.
Convert Quote to Order
QUOTE # QUOTE DATE QUOTE REFERENCE CUSTOMER # GRAND TOTAL PTTV801 3/2/2026 1348160 $89,255.28
QUOTE DETAILS
ITEM QTY CDW# UNIT PRICE EXT. PRICE
700 5878169 $65.48 $45,836.00
Mfg. Part#:
04/29/2026 to 04/29/2029
Electronic distribution - NO MEDIA
Contract: Standard Pricing
700 6328602 $10.75 $7,525.00
Mfg. Part#:
04/29/2026 to 04/29/2029
Electronic distribution - NO MEDIA
Serial 0220980000006592
Contract: Standard Pricing
1 6363610 $35,894.28 $35,894.28
Mfg. Part#:
Serial 0220980000006592
Electronic distribution - NO MEDIA
Contract: Standard Pricing
37
SUBTOTAL $89,255.28SHIPPING $0.00SALESTAX $0.00GRANDTOTAL $89,255.28 PURCHASERBILLINGINFO DELIVERTOBilling Address:CITY OF LODIACCTS PAYABLEPO BOX 3006LODI, CA 95241-1910Phone: (209) 333-5538Payment Terms: Net 30 Days-Govt State/Local Shipping Address:CITY OF LODIMATTHEW CASSON221 W PINE STLODI, CA 95240-2089Shipping Method: ELECTRONIC DISTRIBUTION Pleaseremitpaymentsto:CDW Government75 Remittance DriveSuite 1515Chicago, IL 60675-1515 Sales Contact Info
Brian Clouser | (866) 339-4119 | [email protected]
NeedHelp?
MyAccount
Support
Call 800.800.4239
About Us |Privacy Policy |Terms and Conditions This order is subject to CDW's Terms and Conditions of Sales and Service Projects athttp://www.cdwg.com/content/terms-conditions/product-sales.aspxFor more information, contact a CDW account manager. © 2026 CDWGLLC, 200 N. Milwaukee Avenue, Vernon Hills, IL 60061 | 800.808.4239 38 RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE CITY
MANAGER TO PURCHASE THE LICENSE RENEWAL OF IT SECURITY END
POINT PROTECTION SOFTWARE FROM CDW -G, OF VERNON HILLS ILLINOIS ($89,256)
========================================================================
WHEREAS, as part of the City’s efforts to maintain cyber -security infrastructure and improve the protection of City network assets, the City relies on end point protection software (“Software”); and
WHEREAS, the Software is a behavior-based analytical solution that leverages artificial intelligence and machine learning to identify anomalous activity indicative of cyber threats. The platform can automatically initiate remediation meas ures, including quarantining infected machines, before an attack can spread throughout the network; and
WHEREAS, the Software solution interfaces with existing firewalls enabling City staff to monitor real-time threats across the City’s network as well as providing an extra level of protection by having both endpoints and firewalls correlate information; and
WHEREAS, the purchase is done through a value- a d d e d reseller (VAR), CDW-G, as the Software company does not sell this product directly to end customers; and
WHEREAS In accordance with Lodi Municipal Code Section 3.20.077 and the City’s Purchasing Policy , the Information Technology Manager has the ability to acquire electronic hardware through negotiation, requests for proposal or competitive bids and award based on “best value” criteria. For this procurement, the Information Technology Manager selected the negotiation method for acquisition of the renewal and associated services for the following reasons:
• IT manufacturers will work with one VAR when creating quotes for products for a single customer.
• Other VARs will not quote a product from the same manufacturer if a prior quote has already been created for a competing VAR for a single customer.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the purchase of IT security end point protection software from CDW-G, of Vernon Hills, Illinois in the amount of $89,256 (64299200.77030); and
BE IT FURTHER RESOLVED that the City Manager, or designee, is authorized to sign and issue such documents as necessary to facilitate the purchase of end point protection software; and
BE IT FURTHER RESOLVED, pursuant to Section 6.3q for the City Council Protocol Manual (adopted 11/6/19), Resolution No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.
39 Dated: April 15, 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 April 15, 2026, by the following vote:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-____
40 AGENDA ITEM C.4
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing the Interim City Manager or Designee to Execute a Lease Agreement in a Form Acceptable by the City Attorney with the County of San Joaquin for Spaces Identified for San Joaquin Health Centers (“SJ Health”) within 710 N. Sacramento Street (CD)..end MEETING DATE:
April 15, 2026
PREPARED BY:
Jennifer Rhyne, Neighborhood Services Manager
RECOMMENDED ACTION:
Adopt a resolution authorizing the Interim City Manager or Designee to execute a lease agreement in a form acceptable by the City Attorney with the County of San Joaquin for spaces identified for SJ Health within 710 N Sacramento Street.
BACKGROUND INFORMATION:
In late 2024, the City of Lodi began collaborating with San Joaquin County (SJC) and SJ Health to explore an expanded partnership to support the region’smost vulnerable populations through transitional housing and behavioral health stabilization services. This partnership represents a strategic realignment of resources to better address homelessness, mental health crises, and housing insecurity.
As part of this effort, the County has proposed to:
· Implement behavioral health services within the Lodi Access Center, including a mental health quiet ward and behavioral health respite beds.
· Implement operation of a County medical clinic and related public health and health center services within the Access Center, including associated administrative, clinical, and support functions San Joaquin County has identified approximately 6,000 square feet of the Access Center (includes lobby space), to be designated for a clinic and behavioral health services, including a mental health quiet ward and behavioral health respite beds.
Last year, SJC and the City executed the infrastructure agreement for the behavioral health spaces and are now ready to execute the lease with SJ Health so they can begin their infrastructure project for the clinic space.
Proposed Service Components within 710 North Sacramento Street for the SJ Health Clinic will do all of the following:
· Be operated by San Joaquin Health Centers as a medical clinic providing public health and health center services in accordance with the lease agreement. · Utilize approximately 2,757 square feet of leased space to support clinical, administrative, and patient service functions.
· Deliver accessible, community-based healthcare services, including primary care, preventative City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
41 COUNCIL COMMUNICATION
· Deliver accessible, community-based healthcare services, including primary care, preventative services, and coordination of behavioral health supports. · Serve individuals experiencing homelessness and other vulnerable populations within the community, with an emphasis on reducing barriers to care.
· Enhance system coordination by co-locating or closely aligning services with broader City and County efforts to address homelessness and public health needs.
COMMUNITY BENEFITS:
This proposed clinic strengthens the City and County’sshared commitment to expanding access to healthcare and improving outcomes for vulnerable populations. Key benefits to the Lodi community include:
· Expanded Access to Care: Residents, including individuals experiencing homelessness, will have access to consistent, community-based medical services, reducing barriers such as transportation, cost, and system navigation.
· Improved Health Outcomes: Early intervention, preventative care, and chronic disease management help reduce the severity of health conditions and improve overall community wellness. · Reduced Strain on Emergency Services: Providing appropriate, non-emergency medical care decreases reliance on emergency rooms and urgent care systems for routine or preventable health needs.
· Integrated Continuum of Care: The clinic supports coordination between healthcare, behavioral health, and housing resources, creating more seamless pathways from crisis to stability. · Support for Vulnerable Populations: Targeted services for high-need individuals, improve care continuity, reduce gaps in service delivery, and promote long-term stability. · Enhanced Community Well-Being: Increasing access to healthcare contributes to a healthier, more stable community, supporting overall livability and quality of life in Lodi.
FISCAL IMPACT:
The proposed agreements with San Joaquin County for the SJ Health Clinic will result in the City of Lodi receiving $3,500 monthly for lease payments beginning in FY27 and has been included in the FY27 budget to be presented at a future date. All future-year budgets will incorporate ongoing lease revenues as applicable through the lease term.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
42
LEASE AGREEMENT BETWEEN THE CITY OF LODI AND THE COUNTY OF SAN JOAQUIN, FOR REAL PROPERTY LOCATED AT 710 NORTH SACRAMENTO STREET, LODI, IN THE STATE OF CALIFORNIA , for reference, this ____ day of _________________2026, is entered into by and between Landlord and Tenant as defined, respectively, in Sections 1.1 and 1.2. Landlord and Tenant agree as follows: 1. Definitions. 1.1. "Landlord" means City of Lodi; managing member _______________ 1.2. "Tenant" means County of San Joaquin, a political subdivision of the State of California. 1.3. "Premises" means approximately 2,757 square feet of building space located at 710 North Sacramento Street, Lodi, CA 95204. 1.4. "Parties" means Landlord and Tenant. 1.5. "Commencement Date" means ___________ XX, 2026. 1.6. "Term" means the ten-year period of time beginning on the Commencement Date, or as may be extended pursuant to Paragraph 6. 1.7. means all monetary obligations of Tenant to Landlord for the leasing of the Premises. 1.8. means two (2) extensions of the term of this Lease, each for a period of three (3) years at the rates specified in Paragraph 6. 2. Notices: Either party may give any notice hereunder to the other party by depositing said notice in the United States Mail, certified and postage prepaid, where recipient must sign to receive such notice, or by a reputable same-day or overnight private courier (such as Federal Express) that maintains a record for delivery, at the addresses listed below in Article 2.1 and 2.2 or to such other person or address as either of the parties may, in writing, from time to time, designate and serve upon the other person. Tenant and Landlord expressly waive personal service of any notice required by law to be personally served on Tenant. Tenant and Landlord agree that service in any of the manners set forth in this Article 2 shall be sufficient and valid service, and in lieu of any personal service otherwise required under the laws of the State of California when such laws are applicable. 43
2.1. To Landlord: City of Lodi ATTN: City Manager PO Box 3006 Lodi, CA 95241 2.2. To Tenant: San Joaquin County General Services Department ATTN: County Property Manager 44 N. San Joaquin Street, Suite 590 Stockton, CA 95202 3. Leasing: Landlord hereby leases the Premises to Tenant, and Tenant hereby leases the Premises from Landlord, under and upon the terms, provisions, covenants, and conditions set forth in this Lease. 4. Rent: Tenant shall pay Landlord the monthly Rent set forth in Article 4.1.1, or if during an extended term as provided in Paragraph 6, without prior written notice or demand from Landlord, and Tenant hereby acknowledges that Landlord is not required to send monthly statements or invoices as a condition of Tenant paying any Rent due under this Lease. 4.1. Rent Schedule: Rent shall be due in advance on the first day of each calendar month beginning at Commencement Date. Any partial month shall be prorated on a per diem distribution based on a 30-day month. Tenant shall pay monthly Rent to Landlord at the address specified in Article 2.1 or to such other address as Landlord may from time to time designate by written notice to Tenant. The Parties acknowledge that Rent shall be established consistent with applicable federal requirements, including documentation of fair market value or other permissible public-purpose justification, as required. 4.1.1. Tenant shall pay Landlord the Rent as set forth in the following Rent Schedule During Term: RENT SCHEDULE DURNING TERM Months 1 120 (10 Years) $ 3,500/Month 5. Early Termination: Notwithstanding anything to the contrary, Tenant has the right to terminate this Lease for convenience after month 36 of the initial Term, provided that Tenant gives written notice to Landlord no less than 180 or intended termination date. If Tenant has used federal funds awarded by HRSA for improvements to the Premises, Tenant shall provide notice of such termination to HRSA in accordance with applicable federal requirements. 6. Option(s): Tenant shall have the right to extend the Term for two (2) additional three-year (3-year) ess than ninety (90) days prior to the expiration of the then-current term. All other terms and conditions of this Lease shall remain the same during any option extension period. 44
7. Use of Premises: The Premises shall be used solely for the operation of a County medical clinic and related public health and health center services, including associated administrative, clinical, and support functions, consistent with the project scope described in Exhibit B (Architectural Scope). 7.1. Quiet Enjoyment: Tenant has the right to quiet enjoyment of the Premises. Upon the observance performed, Tenant shall peaceably and quietly hold and enjoy the Premises for the Term hereby demised without hindrance or interruption by Landlord, subject, nevertheless, to the terms and conditions of this Lease. 8. Square Footage: Except as otherwise provided herein, the square footage set forth in Article 1.3 of this Lease, that may have been used in calculating Rent, is an approximation which the Parties agree is acceptably accurate, and any Rent rate based thereon is not subject to revision whether or not the actual square footage is more or less. 9. Access: Tenant shall have exclusive use of any walkways and paved areas in or on the Premises for contractors, and persons engaged in delivery activity for Tenant. 10. Parking: Tenant is guaranteed the use of all parking spaces on the Premises for use by Tenant, persons engaged in delivery activity for Tenant. Landlord represents that the parking provided is sufficient to support the intended medical clinic use of the Premises in compliance with applicable zoning and accessibility requirements. 10.1. Public street parking is often available for use near the Premises and will be used by Tenant in accordance with any applicable statutes or ordinances. 11. Estoppel: From time to time upon written request of Landlord given in the manner described in Article 2, Tenant shall provide to Landlord, within fifteen (15) days after request, an instrument prepared by Landlord stating the following, as applicable on the date that said instrument is executed: 11.1. The commencement and termination dates of this Lease. 11.2. The date on which rental payments will commence or have commenced. 11.3. That there are no amendments to this Lease, or if there are amendments, stating what amendments are in existence. 11.4. That this Lease is in full force and effect, only when such a statement is true. 11.5. That there are no existential defaults in effect by either Party, only when such a statement is true. 11.6. That Tenant has no knowledge of any facts or circumstances which might reasonably cause Tenant to believe would give rise to a default by either party, as the case may be, and only to the extent that such a statement is true. 45
12. Right of Entry: Landlord reserves the right to enter upon the Premisesconsent and attendance (due to the sensitive nature of , forty-eight (48) hours after notice from Landlord requesting entry to the Premises, given in the manner set forth in Article 2, written consent) for the purpose of inspecting the condition of the Premises, showing the Premises to prospective purchasers, encumbrancers or tenants, posting any contractual or statutorily required notices, making repairs which Landlord is obligated or deems necessary to make (with due dispatch and in such manner and at such times as will cause the least possible inconvenience to Tenant in the conduct of its business and in such a manner that will not prevent Tenant from conducting its business), and at any time in the event of an emergency. 13. Tenant Paid Utilities: Tenant shall pay, directly to the appropriate utility company, all charges for utility services supplied to Tenant, including electricity, natural gas, sewer and water, for which there is a separate meter and/or submeter. Landlord, at its own expense, is responsible for ensuring that such separate meter and/or submeter is installed and ready to serve the Premises no later than the Commencement Date. 13.1. Garbage/Trash Collection Service: Tenant shall pay for its own garbage/trash collection service, provided that Landlord provides an adequate and designated area for storage of any dumpsters or containers associated with said service. 14. Real Property Taxes: Landlord is responsible for payment of all real property taxes associated with the Premises, Building, and Building Complex, if applicable. However, should the annual total of the real property taxes increase to an amount equal to or greater than 2% of the assessed property value during the Option 2 Extension Period or the Option 3 Extension Period, the parties agree to meet and confer in good faith regarding renegotiation of the amount of Rent to be paid during those Option Terms. Landlord shall provide written notice to Tenant regarding its desire to meet and confer under the terms of this Article 14. 15. s: Landlord, at its own expense, shall maintain in good working order, condition and repair, all building systems, including the structural components, mechanical components, electrical components, plumbing components, operational components, foundations, heating/ventilation/air-conditioning systems (HVAC), sewer lines, common areas, parking lots, paved surfaces, and landscaping, in addition to all repairs necessitated by normal wear and tear. Landlord shall also be responsible for all exterior maintenance, including pest control as well as roof maintenance and sealing. Landlord shall maintain the roof of the Premises using the level of accepted building maintenance methods and standards necessary to reasonably expect that such level of maintenance will prevent roof leaks from occurring at the Premises. 15.1. If any repairs or replacements are necessitated by the proven negligence or willfully destructive acts of Tenant, the cost of same shall be the sole responsibility of Tenant. 15.2. Tenant shall notify Landlord of any need for maintenance or repairs obligation under Article 15, and upon such notification, Landlord shall promptly, without unnecessary delay, perform needed repairs. 15.3. Articles 15, are the sole responsibility of Landlord. 46
16.this Lease, including but not limited to Articles 15 and 20, Tenant, at its expense, shall keep the Premises in good working order, repair, and condition. Notwithstanding anything to the contrary in this Lease, Tenant is not responsible for the cost of any repairs necessitated by normal wear and tear of the Premises or costs of any repairs caused by defective materials that existed in the Premises before the Commencement Date. 17. Alterations: Tenant, after Commencement Date, shall not make or cause to be made to the Premises any addition, improvement, renovation, alteration, reconstruction, or change, without, in each instance, first obtaining the consent of Landlord. Landlord shall not unreasonably withhold or delay such consent. must be performed in a manner consistent with acceptable building or construction standards and diligently executed to completion. Notwithstanding anything to the contrary in this Lease, any alterations, improvements, or fixtures funded in whole or in part with HRSA or other federal funds shall not be removed, transferred, repurposed, or used for non-award-related purposes without the prior written approval of HRSA, consistent with Section 19 of this Lease. 17.1. Premises improvements to be performed and paid for by Landlord prior to commencement include but are not limited to new flooring, new doors, new casings/baseboard/trims, new paint/wallpaper, and restroom/cabinetry remodel. 17.2. Premises improvements to be performed and paid for by the Tenant are generally represented on Exhibit A which is attached hereto and made a part hereof. Tenant scope of work and improvements shall include but are not limited to the installation of modular walls/workstations/furniture, the installation of data cabling, and the installation of San Joaquin County voice/data functionality. 18. Mechanics Liens: Tenant agrees to keep the Premises free from all liens and claims of mechanics, laborers, material suppliers, and others for work done, and material furnished, and Tenant shall not create, or suffer to be created, any lien or encumbrance on the Premises. 19. Federal Interest / HRSA Requirements: The Parties acknowledge that alterations, renovations, or improvements to the Premises may be supported in whole or in part with federal funds awarded afforded to HRSA under this Section 19 shall apply for the entire Term of this Lease, including any extension periods, regardless of whether the federal award has ended or been closed out, for so long as the Lease remains in effect. 19.1. Recipient agrees not to sublease, assign, or otherwise transfer the leased property, or use the property for a non-award-related purpose(s) without the prior written approval from HRSA (at any time during the term of the lease, whether or not award support has ended). 19.2. Lessor will inform HRSA of any default by the recipient under the lease. 19.3. which to attempt to eliminate the default, and that the lessor will delay exercising remedies until the end of 60-day period. 47
19.4.HRSA may intervene to ensure that the default is eliminated by the recipient or another recipient named by HRSA. 19.5. Lessor shall accept payment of money or performance of any other obligation by the the recipient. 19.6. In the event that the recipient defaults, HRSA will terminate the award, or the recipient will vacate the leasehold before the end of the lease term, HRSA shall have the right to designate a replacement for the recipient, which replacement shall be a HRSA-approved recipient or other HRSA-eligible entity, for the balance of the lease term, subject to approval by the lessor, which will not be withheld except for good reason. 20. If the interest of Landlord in the Premises or the Building shall be transferred at any time hereafter, regardless of the cause thereof and whether or not such transfer or termination is with the consent or due to the act of Landlord, Landlord shall be released from any further obligation or liability to Tenant hereunder, save and except any claim, right, or cause of action that has accrued on or before the date of such transfer; provided, however, that any money then in the hands of Landlord in which Tenant has any interest shall be paid over to such successor and any money then owed by Landlord to Tenant under any provision of this Lease shall be paid to Tenant; and provided, further, that all duties of Tenant hereunder, including, but not limited to, the duty to pay the rent reserved herein, shall therefore inure to the benefit of and be enforceable by said successor. Tenant agrees to accept such successor as Landlord, hereunder, with the same effect as if this Lease had been entered into by such successor as the original Landlord hereunder. Such successor shall be bound by all of the terms, conditions, covenants, obligations of Landlord, and responsibilities of Landlord, hereunder, with the same effect as if this Lease had been entered into by such successor as the original Landlord hereunder. 21. ADA Accessibility: Landlord is responsible for making any structural alterations or improvements necessary to ensure that all accessibility standards are in compliance with existing or future applicable laws and statutes. Tenant, after Commencement Date, is responsible for any non-structural work required to maintain accessibility standards within the Premises up to the interior edge of thresholds of the primary building situated on the Premises. 22. Severability: The invalidity of any provision of this Lease, as determined by a court of competent jurisdiction, shall in no way affect the validity of any other provision hereof. 23. Waivers: No provisions of this Lease shall be deemed waived by Landlord or Tenant unless such waiver is in writing. No waiver by Landlord or Tenant of any term, covenant, or condition hereof shall be deemed a waiver of any other term, covenant or condition hereof. 24. Holdover: If Tenant (directly or through any assignee, subtenant, transferee or other successor-in-interest of Tenant) remains in possession of the Premises after the expiration or termination of this Lease, Tenant shall continue to comply with or perform all the terms and obligations of Tenant under this Lease, except that the monthly Base Rent during Tenant's holding over shall be one hundred five percent (105%) of the Base Rent payable in the last full month prior to such holding over. Acceptance by Landlord of rent after such termination shall not constitute a renewal of this Lease. 48
25.Force Majeure. No liability shall result to either Party from such Party's delay in performance or non-performance under this Lease caused by circumstances beyond such Party's control, including but not limited to acts of God, war, terrorism, riot, fire, explosion, accident, flood, sabotage, strike, lockout, pandemic or public health emergency, injunctions, catastrophic breakage or failure of machinery or apparatus, national defense, or natural disaster requirements or compliance with or change in applicable law. The non-performing Party shall be diligent in attempting to remove any such cause and shall promptly notify the other Party of the extent and probable duration of such cause. 26. Choice of Law: This Lease shall be governed by the laws of the State of California, and any litigation between the Parties hereto concerning this Lease shall be initiated in the County in which the Premises are located. 27. Subletting: Tenant shall have the right to sublease all or any part of the Premises, with the consent of the Landlord, subject at all times to the requirements of Section 19 (Federal Interest / HRSA Requirements). In the event of such subletting, Tenant remains liable for all terms hereof, and the Landlord shall not be required to engage in any manner with the sub-tenant. Under such a sublease, sub-tenant shall have all real property use rights provided to Tenant under this Lease. 28. Condemnation: If the Premises or any portion thereof are taken under the power of eminent domain or sold under the threat of the exercise of said power, Tenant has the right to terminate this Lease as of the date the condemning authority takes title or possession, whichever first occurs. 29. Broker Commissions: Tenant shall neither pay nor be responsible to pay any commissions related to or associated with this Lease under any circumstances. Any amount of commission owed to any Broker or charged by any Broker in connection with this Lease, including but not limited to any amount stated in any agreements to which Landlord may be a party to, is the sole responsibility of the Landlord and shall have no force or effect on Tenant. 30. It is recognized by the Parties that the Tenant is insured by the San Joaquin County Self-Insurance Program. Tenant shall at all times during the Lease Term maintain said self--insurance program, for public liability including bodily injury and property damage with minimum coverage of $2,000,000 Aggregate, $1,000,000 each occurrence. To the maximum extent permitted by insurance policies which may be owned by Tenant or Landlord, Tenant and Landlord waive any and all rights of subrogation which might otherwise exist. A duplicate or certificate of said public liability and property damage insurance policy containing the above stated required endorsements shall be delivered by Tenant to Landlord upon request. Except for when caof its obligations hereunder, Tenant agrees to indemnify, defend and hold harmless Landlord from and against all claims of whatever nature arising from any act, omission, or negligence of Tenant or Tenwhatsoever caused any person or the property of any person, occurring on the Premises during the Term of this Lease where such accident, damage, or injury, results or is claimed to have resulted, 30.1. Landlord shall also carry insurance, more specifically, commercial general liability insurance with coverage amounts as described in Article 30, in addition to, and not in lieu of, the insurance required to be maintained by Tenant. 49
31.Events which shall constitute default under this Lease include the following: 31.1. Tenant shall fail or omit to pay any rent or other sum payable hereunder for a period of ten (l0) days after the same is due. 31.2. Tenant shall enter into a Transfer, Change of Control or Encumbrance contrary to the provisions of this Lease or shall abandon or vacate the Premises 31.3. Tenant shall fail to observe, keep or perform any of the other terms, covenants, agreements or conditions contained herein and such failure or omission continues for a period of thirty (30) days after written notice by Landlord, or if such matter reasonably requires more than thirty (30) days to correct, Tenant fails to commence to correct the same promptly upon the giving of said notice and prosecute the same to conclusion with all due diligence. 32. Upon the happening of any event of default, Landlord may, at its option and demand, in addition to any other rights and remedies given hereunder or by law, do any of the following: 32.1. Landlord shall have the right to terminate this Lease by giving written notice of termination to Tenant. In the event of any such termination of this Lease, Landlord may then or at any time thereafter, re-enter the Premises and remove therefrom all persons and property and again repossess the premises. In the event of any such termination of this Lease, and in addition to any other rights and remedies Landlord may have, Landlord shall have all rights and remedies of a Landlord provided by Section 1951.2 of the California Civil Code. The amount of damages which Landlord may recover in the event of such termination shall include the monetary amount of any unpaid rent due under the Lease which had been earned at the time of such termination, the monetary amount by which the unpaid rent due under the Lease which would have been earned after termination until the time of award exceeds the amount of such rental, the monetary amount by which the unpaid rent due under the Lease for the balance of the Term after the time of award exceeds the amount of such rental. 32.2. In the event Tenant breaches this Lease and abandons the Premises and Landlord does not elect to terminate this Lease by reason of such breach and abandonment, this Lease shall continue in full force and effect. 33. Landlord shall be in default hereunder if and when Landlord fails to perform the obligations required hereunder of Landlord within a reasonable time, but in no event later than thirty (30) days after notice by Tenant to Landlord provided, however, that if the nature of Landlord shall not be in default if Landlord commences performance within such 30-day period and thereafter diligently prosecutes the same to completion within sixty (60) days after notice by Tenant at in no event shall Landlord be liable under any circumstances for any consequential damages incurred by Tenant connection with this Lease. Tenant is excused from paying rent due hereunder as a result of any default by Landlord. 50
34. Hazardous Substances:Tenant represents and warrants that it and its agents, servants, employees, consent (except in connection with small amounts of office supplies and cleaning supplies) handle, store, dispose, produce, use, permit the escape or release of, transport or manufacture any hazardous waste, hazardous materials or hazardous substances as defined or regulated by local, state or federal law on the Premises or any portion of the Building. Any necessary clean-up and disposal of cost and expense and shall be performed in accordance with all applicable laws, rules, regulations and ordinances. 35. Signs: Tenant shall provide, at its own cost, any signs located on the interior or exterior of the exterior signs without prior consent of Landlord, which shall not be unreasonably withheld. 51
LANDLORD: TENANT:CITY OF LODI, COUNTY OF SAN JOAQUIN, a PoliticalCalifornia Municipal Corporation Subdivision of the State of CaliforniaBy: ____________________________ By: ________________________________ AARON BUSCH JUAN VILLANUEVA INTERIM City Manager Interim Director, General Services DepartmentAPPROVED AS TO FORM:By: _______________________________KATIE O. LUCCHESICity AttorneyAPPROVED AS TO FORM:By: _______________________________XXXXXXXXXDeputy County CounselATTEST:By: _______________________________OLIVIA NASHEDCity ClerkAPPROVED AS TO CONTENT:By: ________________________________MATT GARBERAssistant Director Health Care Services 52
EXHIBIT A
53 54
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE INTERIM
CITY MANAGER OR DESIGNEE TO EXECUTE LEASE AGREEMENT IN A
FORM ACCEPTABLE BY THE CITY ATTORNEY WITH THE COUNTY OF SAN JOAQUIN FOR SPACE IDENTIFIED FOR SJ HEALTH WITHIN 710 N SACRAMENTO STREET.
======================================================================== WHEREAS, the City of Lodi and San Joaquin County have collaborated to support stabilization services for vulnerable populations in the region; and WHEREAS, San Joaquin Health Centers (“SJ Health”) intends to operate a community clinic under a lease agreement with the City of Lodi; and WHEREAS, lease payments for designated space within710 N. Sacramento Street will be provided at a monthly rate of $3,500 anticipated to begin in Fiscal Year 2027; and WHEREAS, SJ Health will provide medical clinic and related public health and health center services within the Access Center, including associated administrative, clinical, and support functions.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi does hereby authorize the Interim City Manager or designee to execute a Lease Agreement in a form acceptable by the City Attorney with the County of San Joaquin for Spaces Identified for San Joaquin Health Centers (SJ Health) within 710 N. Sacramento Street; and
BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted November 6, 2019, 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: April 15, 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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
55 AGENDA ITEM C.5
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing Interim City Manager to File Claim for Fiscal Year 2024/25 Transportation Development Act Funds from Local Transportation Fund ($3,754,081) and State Transit Assistance Fund ($89,223) (PW)
MEETING DATE:
April 15, 2026
PREPARED BY:
Interim Public Works Director
RECOMMENDED ACTION:
Adopt a resolution authorizing the Interim City Manager to file a claim with the San Joaquin Council of Governments for Fiscal Year 2024/25 Transportation Development Act Funds from Local Transportation Fund in the amount of $3,754,081 and State Transit Assistance Fund in the amount of $89,223.
BACKGROUND INFORMATION:
The Transportation Development Act (TDA) provides two major sources of funding for public transportation projects: Local Transportation Fund (LTF) and State Transit Assistance (STA), which are apportioned to counties based on population, taxable sales and transit performance. Under the provisions of the TDA, the City is required to make an annual claim for LTF and STA funds. The claim is submitted to the State of California through the San Joaquin Council of Governments (SJCOG), the regional transportation planning agency designated by the State to administer and allocate TDA funds to eligible agencies in San Joaquin County.
The TDA Claim worksheets consist of transit operating and capital expenditures, revenue, fleet inventory, operational and performance data, and future transit operational and capital projections for determining compliance with triennial performance objectives established by SJCOG, as well as streets and roads and bicycle and pedestrian projects. Due to Bill AB 125, the City of Lodi is exempt from meeting previously established performance objectives through the FY2025/26 report year.
The delay in filing this TDA claim is due to the City waiting for final numbers in the FY23/24 TDA Audit to inform Unexpended Carryover available for the FY2024/25 TDA Claim.
Lodi’s TDA Claim for Fiscal Year 2024/25 is $3,754,081, which is comprised of the following requests:
LTF STA Total
Transit Operations $125,823 $0 $125,823
Transit Capital Projects $1,673,045 $89,223 $1,762,268
Pedestrian/Bicycle Projects $276,743 $0 $276,743
Streets/Roads Projects $1,678,470 $0 $1,678,470
Total: $3,754,081 $89,223 $3,843,304
City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
56 COUNCIL COMMUNICATION
The claim has been approved by SJCOG staff in draft form and, upon approval by the City Council, will be sent to SJCOG for formal approval by their governing board. The Interim City Manager may make minor adjustments before filing the final claim, based upon SJCOG review and comments.
The City’stransit operations (GrapeLine, Dial-A-Ride, and VineLine) are not dependent on the General Fund.
Transit is fully funded with Federal Transit Administration Funds, TDA, fare revenues, competitive grants and other State and local revenue sources.
FISCAL IMPACT:
This action will allow the City to claim and receive TDA funding to pay for ongoing transit operations and capital needs. Such funding was budgeted in Fiscal Year 2024/25 for the transit program and to support various streets and roads programs. There is no impact to the General Fund.
FUNDING AVAILABLE:
Funding is appropriated with various capital projects.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
57 FISCAL YEAR 2024-2025
SAN JOAQUIN COG
TRANSPORTATION DEVELOPMENT ACT
CLAIM FORM AND GUIDELINES
FOR
LOCAL TRANSPORTATION FUND (LTF)
AND
STATE TRANSIT ASSISTANCE FUND (STA)
City of Lodi
Planner Review: ________________________________
Finance Review: ________________________________
Steve Dial Review: ________________________________
Agency Name:
For Internal Use:
58 These are the San Joaquin Council of Governments' forms for all Transportation Development Act claims, both Local Transportation Fund (LTF) and State Assistance Fund (STA). This claim packet should include the following:
SECTION PAGE
Instructions…………………………………………………………….2
Claim Request Sheets
LTF …………………………………………………………….. 6
STA……………………………………………………………..7
Apportionments Page ………………………………………………… 8
Allocation Page ………………………………………………… 9
Claim Allocation Forms
I. Public Transportation …………………………………………….. 10
A. Operating Revenue ……………………………………… 10
B. Capital Revenue …………………………………………. 10
C. Operating Expenses …………………………………….. 11
D. Capital Expenses ………………………………………… 11
II. Operational Information …………………………………………… 12
A. Three Year Fiscal Plan …………………………………… 13
B. Fleet Inventory ……………………………………………. 14
III. Article 4 TDA Requirements …………………………………….. 15 A. Fare Ratio/Local Support Requirements ………………. 15
B. Extension of / or New Service ……….....………………. 15
C. Fifteen Percent Expenditure Increase ………………….. 16
D. Narrative Description …………………………………….. 16
E. Certification by the California Highway Patrol ………….. 16 F. Operator's STA Qualifying Criteria………………………. 17
IV. Article 8 Contractor TDA Requirements …………………………. 20 A. Match Requirement ………………………………………. 20
B. Transit System Performance Objectives ………………. 20
C. Last year's Transit Systems Performance Objectives … 21 D. Current Transit Systems Performance Objectives ……. 21 E. Fifteen Percent Expenditure Increase ………………….. 23
F. Narrative Description …………………………………….. 23
G. Extension of or New Service ……………………………. 23
H. Article 8 Contractor Operating Cost Exemption
Worksheet 24
I. Three Year Transit System Performance Objectives 25
Worksheet
J. "Unified Transit System" Claimants 26
V. Pedestrian and Bicycle Projects…………………………………. 27
VI. Roads and Streets Projects …………………………………….…28
VII. Other Purposes ……………………………………………………. 29
Statement of Assurances/Conformance Requirements for Claimants 30 Please read through these instructions carefully. The instructions are not meant to replace the Transportation Development Act Statutes and California Code of Regulations book.
Each claimant is responsible for complying with all applicable statutes and codes.
INSTRUCTIONS
1 1 59
Claim Request Sheets (Pages 6 and 7)
and signed by the claimant's Chief Financial Officer or designated department head.
These pages identify the claimant, the amount of money being requested, and the year for which the the request is being made. If funds are being claimed for proposed expenditures in two fiscal years, then a separate page should be completed for each fiscal year. The pages comply with Section 6632 of the TDA Statutes and California Code of Regulations.
Apportionments Page (Page 8)
Lines A, B, and C for LTF and A & B for STA should be completed based on information supplied to you by COG staff. Lines I.D, II.C, and the totals should be completed by the claimant Line E under both Local Transportation Funds and State Transit Assistance reflects funds authorized by the COG Board for transportation and transit planning. The totals indicate the maximum amount that may be claimed. The unexpended carryover should reflect unexpended funds as of June 30 of the previous fiscal year. These should include all interest earned on the funds while in the claimant's possession. Line I is for your information only and indicates the new cash you will receive.
Allocation Page (Page 9)
various eligible purposes. Please identify the appropriate dollar amount on the line provided for each fund. If there are questions as to where to list an allocation request, please refer to the referenced section, or call COG staff.
Please total each column. Subtract the total claimed in each column from the TOTAL AVAILABLE FOR THIS CLAIM arrived at on page 8. The difference between the Total Available and the Claim Total is unclaimed apportionment, the amount of money that will remain in the Trust Fund accruing interest to the claimant contingent on actual revenues received.
IMPORTANT: to help prevent accidental over-payment, please identify on a line-by-line basis any unexpended carryover which is included on page 9.
PART I
This part is to be completed by the claimants who operate a transit system, or contract for transit services. Please indicate at the top of page 10 whether the claim is for an operator or contractor. Generally, an "operator" is a service provider that owns the vehicles it operates, while a "transit service claimant" contracts for the provision of transit services. However, it is possible to own vehicles and yet not be an operator; please contact COG staff if you are not sure of your status. Note: if funds are being claimed for more than one transit service, separate entries, or separate pages must be provided.
2 60
On page 10 and 11, the claimant must complete a budget for the transit system. If there is more than one transit system, then a separate budget must be submitted for each.
Theses pages are in accordance with the Uniform System of Accounts and Records.
lines. Again, if there is more than one transit service for which funds are being claimed, a separate sheet should be completed for each.
service being claimed. Please provide the best estimate of the funds each service will be relying upon in each of the indicated fiscal years. The Three Year Fiscal Plan is used as a tool for determining the adequacy of projected apportionments to meet the expected allocation needs.
The Fleet Inventory sheet on Page 14 is to be completed only by claimants who own their own vehicles.
compliance with and enforcement of the required Farebox Ratio, Local Support Ratio and the established Performance Objectives. Parts 1 & 4 are self-explanatory. You may wish to complete B. "Extension of Service/New Service", if portions of the transit service comply with the definition in 99268.8. Operators seeking to claim exemptions under this section must also complete and submit to the COG a special report: see 6633.8.
Complete C, "15 Percent Expenditure Increase" if any of the line items exceeded 15 percent of the previous year's budget. Complete D, "Narrative Description" if there has been any change in service characteristics, or if there is a need to add explanations.
Attach extra pages as necessary. Complete E, "Certification by the California Highway Patrol". Item F will need to be completed if STA funds will be claimed for Operating purposes.
Pages 20-25 are to be completed by Article 8 transit service contractors. In the case of a "unified transit system", page 23 should be completed instead of pages 17-22, by the "contributing claimant" only. Pages 20-25 assess the agencies performance.
The established Transit Systems Performance Objectives highlight 3 areas. Operating Cost/Revenue Hour , Passenger/Revenue Hour and Subsidy per Passenger.
Claimants are required to meet 2 of the 3 objectives. Claimants that do not meet the requirements may have their TDA revenue locked at the last year of compliance.
Any questions regarding TDA requirements should be referred to COG staff. 3 4 61
PART II
Please identify the Project, the Project Limits, and the LTF costs, as well as the Total Cost, for each pedestrian, bicycle, or other non-motorized expenditure. Note: by COG Board policy, the 2% bicycle/pedestrian funds may be used for other eligible TDA purposes, if the local governing body resolves that there are no pressing bicycle or pedestiran funds may be used for other eligible TDA purposes, if the local governing body resolves that there are no pressing bicycle or pedestrian needs. However, the 2% must be spent on bicycle/ped- estrian purposes for a jurisdiction to be eligible for Measure K Bicycle Program funds.
PART III
This is to be completed in the same fashion as Part II. Please list all road and street projects by the project description, the limits of the project, and the LTF cost, as well as the total project cost. Please see Section 99402 of the Transportation Development Act Statutes and California Code of Regulations for eligible expenses.
PART IV
Before completing this Part, it is strongly recommended to talk with COG staff first. This section is provided for those claimants wishing to identify TDA expenditures not covered in the four previous parts. This section should be completed in narrative fashion with each of the five items of information requested.
PART V
Additional Required Documentation
The following must be submitted along with the claim, or have already been submitted to COG, or the appropriate agency.
1. A certified fiscal audit must be submitted within 180 days after the end of the fiscal year, except where a 90 day extension has been granted by COG. (Section 99245 and Section 6664).
2. Transit operators and transit service claimants must submit to the State Controller's Office and to the COG a report on all expenditures of TDA funds for transit purposes, on or before October 1 (Section 6637).
3. All non-transit claimants must submit to the State Controller's Office a report on all expenditures of TDA funds for non-transit purposes, on or before October 1 (Section 6665).
4. Two original, signed copies of a City Council/Board of Supervisor Resolution authorizing the claimed amount of money must accompany two original, signed TDA claims. Upon COG Board approval, one copy will be returned to the claimant.
4
5. Transit operators seeking exemptions for extension of services/new services must submit a special report as required in 99268.8.
6. All TDA transit claims submitted by transit operators must be accompanied by a California Highway Patrol Certification pursuant to TDA Section 99251.
7. Two original, signed copies of a City Council/Board of Supervisor Resolution stating that there are no pressing bicycle or pedestrian needs must accompany claims that use their 2% bike/ped apportionment for other purposes. This can be part of the Resolution authorizing the TDA claim itself.
8. For Article 8 claimants, copies of contracts with transit contractors for the fiscal year for which TDA funds are being claimed.
END INSTRUCTIONS. PLEASE DETACH PAGES 1-5 BEFORE
SUBMITTING CLAIM TO COG
5 63
TO: San Joaquin Council of Governments
555 E Weber Avenue
Stockton, CA 95202
FROM: Applicant: City of Lodi
Address: 221 W. Pine Street
City Lodi Zip: 95240
Contact Person: Julia Tyack Phone: 209-269-4960
E-mail Address: [email protected] Fax: 209-333-6710
The City of Lodi hereby requests, in accordance with Chapter 1400 Statutes 1971 and applicable rules and regulations, that its annual transportation claim be approved in the amount of for fiscal year 2024/25, to be drawn from the Local Transportation Fund.
When approved, please transmit this claim to the County Auditor for payment. Approval of the claim and payment by the County Auditor to this applicant is subject to such monies being on hand and available for distribution, and to the provisions that such monies will be used only in accordance with the terms of the approved annual financial plan.
The claimant certifies that this Local Transportation Fund claim and the financial information contained therein is reasonable and accurate to the best of my knowledge and the aforementioned information indicates the eligibility of this claimant for funds for the fiscal year of the application pursuant to CAC Section 6634 and 6734
Submitted by:
Title:
Date:
San Joaquin Council of Governments
Date of approval:
BY:
BY: ______________________
Gracie Orosco
Interim Deputy Director of Finance and Administration
Date:
$3,754,081
Diane Nguyen
Executive Director
LOCAL TRANSPORTATION FUND
CLAIM FOR FISCAL YEAR 2024/25
Aaron Busch
Interim City Manager
6 64
TO: San Joaquin Council of Governments
555 E Weber Avenue
Stockton, CA 95202
FROM: Applicant: City of Lodi
Address: 221 W. Pine Street
City Lodi Zip: 95240
Contact Person: Julia Tyack Phone: 209-269-4960
E-mail Address: Fax: 209-333-6710
The City of Lodi qualified pursuant to Sections 99313.6, 99314.5 and 99314.6 of the Public Utilities Code, hereby requests, in accordance with Chapter 1400, Statutes of 1971 as amended and applicable rules and regulations, that an allocation be made in the amount of for fiscal year to be drawn from the State Transit Assistance trust fund of San Joaquin County Allocation instructions and paymnet by the County Auditor to this claimant are subject to such monies being on hand and available for distribution, and to the provisions that such monies will be used only in accordance with the terms of the approved claim.
The claimant certifies that this State Transit Assistance Fund claim and the financial information contained therein is reasonable and accurate to the best of my knowledge and that the aforementioned information indicates the eligibility of this claimant for funds for the fiscal year of the application pursuant to CAC Section 6634 and 6734.
Submitted by:
Title:
Date:
San Joaquin Council of Governments
Date of approval:
BY: ___________________
BY: ______________________
Gracie Orosco
Interim Deputy Director of Finance and Administration
Date:
STATE TRANSIT ASSISTANCE FUND
Diane Nguyen
Executive Director
CLAIM FOR FISCAL YEAR 2024/25
FY24/25
$89,223
[email protected]
Aaron Busch
Interim City Manager
7 65
TRANSPORTATION DEVELOPMENT ACT APPORTIONMENTS
I Local Transportation Fund Available Apportionment
A. Area Apportionment 2024-2025 $ 4,466,131
B. Pedestrian/Bicycle Apportionment $ 102,989
C. Previous Years' Unclaimed Apportionment $ 4,900,000
D. Unexpended Carryover $ 1,455,213
E. TOTAL AVAILABLE FOR THIS CLAIM $ 10,924,333
(Also enter on page 9, 1st column)
F. Actual net funds available (E-D=F) $ 9,469,120
II State Transit Assistance Fund Available Apportionment A. Area Apportionment 2024-2025 $ 62,223
B. Previous Years' Unclaimed Apportionment $ 27,000
C. Unexpended Carryover $ 0
D. TOTAL AVAILABLE FOR THIS CLAIM $ 89,223
(Also enter on page 9, 2nd column)
E. Actual net funds available (D-C=E) $ 89,223
8 66
CLAIM PURPOSES I. LTF II STA
I. PUBLIC TRANSPORTATION
Article 4 (99260) - Operator 1 $ N/A N/A
CCR Section 6730(a) Public Transit $ N/A N/A
CCR Section 6730(a) Capital $ N/A N/A
CCR Section 6730 (a) Transit Set Aside $ N/A N/A
Article 4.5 (99275) $ N/A N/A
Article 8 (99400(c))
Contractor Operating $ N/A
Article 8 (99400(e))
Contractor Capital $ 89,223
Article 8 (99400(b))
Passenger Rail Service
Operations and Capital $ N/A
II PEDESTRIAN AND BICYCLE
Article 3 (99234) $ N/A
III ROADS AND STREETS
Article 8 (99400(a))Less carryover= $500,000 $ N/A
IV OTHER
Article 8 (99400(b,c,d,e)) $ N/A
TOTAL THIS CLAIM 3,754,081 89,223
TOTAL AVAILABLE FOR THIS CLAIM
(from pg. 8, (I.) H. and (II.) G) 89,223
UNCLAIMED APPORTIONMENT
(TOTAL AVAILABLE less TOTAL THIS CLAIM) 0
IMPORTANT: To avoid accidental overpayment, please identify and itemize in the space below any unexpended carryover included in the amounts being claimed above. Identify the amount of carryover and the purpose for which it is being reclaimed. Attach pages as necessary.
LTF in Transit Fund to be reclaimed for Transit Ops Purpose -$ LTF in Transit Fund to be reclaimed for Capital Purpose -$ LTF in Streets and Roads Fund to be reclaimed for Streets & Roads $1,178,469.92 LTF in Ped/Bike Fund reclaimed for Peds/Bicycle 276,743 $ STA in Transit Fund reclaimed for Capital Purpose - $
TOTAL UNEXPENDED CARRYOVER 1,455,213 $
PART I - PUBLIC TRANSPORTION FINANCIAL INFORMATION
Please Circle Either
Article 4 Operator 2024/2025
Article 8 Contractor 2024/2025
10,924,333
7,170,252
1,673,045
N/A
125,823
276,743
1,678,470
N/A
9 67
A. OPERATING REVENUES FY 23/24 FY 24/25
ESTIMATE ESTIMATE
ACTUAL ACTUAL
401 Passenger Fares 102,678 106,596
402 Special Transit Fares N/A N/A
405 Charter Revenues N/A N/A
406 Auxiliary Transportation Revenues
(includes advertising) 41,250 94,966
407 Non-Transportation Revenues 278,748 N/A
408 Tax Revenue (Specify) N/A N/A
Property Tax N/A N/A
Sales Tax (not TDA) N/A N/A
409 Local Grants and Reimbursements N/A N/A
Purchase of Service N/A N/A
Local Transportation Fund (LTF revenue) 2,475,000 125,823 410 Local Special Fare Assistance N/A N/A
411 State Cash Grants & Reimbursement N/A N/A
CMAQ N/A N/A
Other: Measure K 400,000 400,000
Other: LCTOP 143,810 142,682
Other: SB 125 N/A 2,016,588
412 State Special Fare Assistance N/A N/A
413 Federal Grants and Reimbursements N/A N/A
FTA Grants 5307 1,700,000 1,800,000
430 Contributed Services (Not Cash) N/A N/A
440 Subsidy from other Sector of Operations N/A N/A
Interest Income N/A N/A
TOTAL $5,141,486 $4,686,655
FY 23/24 FY 24/25
B. CAPITAL REVENUES ESTIMATE ESTIMATE
ACTUAL ACTUAL
464 Capital Grants and Subsidies
Specify Federal, State, Local:
State of Good Repair (SGR) 389,127 97,963
FTA: 5307 or 5339 1,967,068 1,212,300
State Transit Assistance (STA) 89,717 85,873
Local Transportation Fund (LTF) 1,747,303 1,673,045
Non-Governmental N/A N/A
TOTAL $4,193,215 $3,069,181
10 68
C. OPERATING EXPENSES FY 23/24 FY 24/25
ESTIMATE ESTIMATE
ACTUAL ACTUAL
501 Labor
Operations and Salaries/Wages
Other Salaries/Wages 287,951 16.4% 335,081
502 Fringe Benefits 170,096 0.9% 171,642
503 Services 1,108,177 -17.8% 910,666
504 Materials/Supplies 36,942 -32.5% 24,919
Fuel/Lubricants 115,056 9.3% 125,715
Tires/Tubes 0 0
Other: CONTRACTED TRANSIT 0 0
505 Utilities 58,065 -6.2% 54,455
506 Casualty/Liability Costs 93,668 87.8% 175,945
507 Taxes 0 0
508 Purchased Transportation Service 2,436,636 0.1% 2,439,190 509 Misc. Expenses 256,966 18.9% 305,638
510 Expense Transfer 0 0
511 Interest Expense 0 0
512 Leases and Rentals 0 0
513 Depreciation/amortization 0 0
Operator Funds 0 0
Grant Funds 0 0
TOTAL $4,563,558 $4,543,251
FY 23/24 FY 24/25
ESTIMATE ESTIMATE
D. CAPITAL EXPENSES ACTUAL ACTUAL
Debt Service 0 0
Land/Property Acquisition 0 0
Vehicles 3,698,818 2,892,205
Construction
Other: Parking Structure Emergency Lighting 86,000 0 Other: Transit Station Dry Rot Repair 303,127 97,963 Other: Transit Facility Repairs & Upgrades 12,805
Other: Parking Structure Roll-Up Doors 30,466 7,100
Other: Video Surveillance Cameras 18,857 515
Other: Fleet Equipment 43,142.15 0
Other: Mold Investigation & Repair 0 65,658
Other: Farebox Extension Probe 5,741
TOTAL $4,193,214 $3,069,181
* Allowable capital expenses are limited for Article 8 Claimants; see 99400(e) 6 Gillig Bus Purchase FY23/24; 12 ARBOCs FY24/25
11 69
II.
Actuals Actual/Est.
FY 2023/24 FY 2024/25
1. Patronage
a. Total Passengers 202,737 224,759
b. Revenue Passengers 202,737 224,759
c. Youth Passengers 83,605 101,655
d. Elderly Passengers 52,308 45,666
e. Handicapped Passengers included in above included in above
2. Vehicle Miles
a. Total Vehicle Miles 316,837 336,716
b. Revenue Vehicle Miles 311,793 331,380
3. Revenue Vehicle Hours 29,141 30,701
4. Revenue Vehicle Fuel Consumption
a. CNG 59,975 51,650
b. Gasoline N/A 2,257
5. Fare Collection
a. Base $1.25/$7.00 $1.25/$7.00
b. Zone N/A N/A
c. Youth N/A N/A
d. Senior $0.60/$2.00 $0.60/$2.00
e. Handicapped see above see above
f. Monthly Pass $44.00/$22.00 $44.00/$22.00
g. Other DAR 10 Ride pass ($16/$66.50) DAR 10 Ride pass ($16/$66.50) DAR 10 Ride pass ($16/$66.50) h. Average Fare $0.74/$1.55 $0.74/$1.55
OPERATIONAL INFORMATION
12 70
Proposed
FY 2025/26
231,502
231,502
102,000
55,000
included in above
346,817
341,321
31,622
32,525
23,000
$1.25/$7.00
N/A
N/A
$0.60/$2.00
see above
$44.00/$22.00
DAR 10 Ride pass ($16/$66.50)
$0.74/$1.55
12 71
A.
FY 2024/25 FY 2025/26 FY 2026/27
Operating Expenses $4,543,251 $5,593,000 $5,991,904
Operating Revenues
Sources
LTF 125,823 400,000 3,981,639
STA 0 0 0
Federal (5307) 1,800,000 2,000,000 2,000,000
Fares 106,596 115,400 128,450
Other: Auxilliary + Non Transit 94,966 145,000 64,640
Other: MK 400,000 400,000 400,000
Other: LCTOP 142,682 127,320 135,000
Other: SB 125 2,016,588 1,762,512 0
Total $4,686,655 $4,950,232 $6,709,729
Capital Expenses $3,069,181 $2,539,574 $2,898,587
Capital Revenue
Sources
LTF 1,673,045 1,120,000 1,352,500
STA 85,873 99,574 85,000
Federal 1,212,300 1,170,000 1,361,087
Other: SGR 97,963 150,000 100,000
Other: Measure K Capital 0 0 0
Total $3,069,181 $2,539,574 $2,898,587
THREE YEAR FISCAL PLAN
13 72
FH revised 3/12/2024
B.
Make & ModelYear # of
VehiclesFuel Type
Standard
Seat
Capacity
#
Wheelchair
Positions
Ramp
Y/N Lift Y/N
Gillig 35' Low-
Floor Trolley 2018 1 CNG 34 2 Y N
Chevrolet Glaval2018 5 CNG 15 3 Y N
Gillig 29' Low-
Floor 2023 6 CNG 24 2 Y N
Chevrolet
ARBOC 2014 13 CNG 13 3 Y N
Ford ARBOC 2024 4 Gasoline 16 2 Y N
Ford ARBOC 2024 8 Gasoline 13 3 Y N
Toyota 4-Runner
(Non Rev
Vehicle) 2021 1 Gasoline N/A N/A N/A N/A
Ford F450 (Non
Rev Veh) 2016 1 Gasoline N/A N/A N/A N/A
TOTAL 39
Make & ModelYear # of
VehiclesFuel Type
Standard
Seat
Capacity
#
Wheelchair
Positions
Ramp
Y/N Lift Y/N
ARBOC Spirit of
Mobility 2024 6 GAS 13 3 Y N
ARBOC Spirit of
Mobility 2024 6 GAS 20 2 Y N
VEHICLES TO BE PURCHASED IN FY 2023/24
FLEET INVENTORY
*Note: Ford ARBOCs will be replacing the Chevrolet ARBOCs. 4 of the 12 new buses were ready for service 5/29/25, but 8 were not ready until 7/1/25, so at the start of the next fiscal year. As of 9/22/25, the 2014 Chevrolet ARBOCs are retired and will be taken to auction. 14 73
III.
A. Fare Ratio/Local Support Requirements
All Article 4 Claimants are required to maintain a specified ratio of fare revenue to operating cost. In addition, SJRTD only is required to maintain a ratio of fare revenue plus local support to operating cost of 32%. See 99268.2 - 99268.19 for details and exemptions pertaining to ratios.
1. What is this system's required farebox recovery ratio?N/A
2. Does this attached budget demonstrate that this system will meet its required farebox recovery and for SJRTD its farebox plus local support ratios? N/A
3. Has this system utilized its grace period? N/A
4. Has this system been in non-compliance with its required ratio?N/A If yes, identify the year or years
B. Extension of Service/New Service
An extension of service or new service is exempt from the required farebox and local support ratios if:
1. The extension of service or new service has been in operation for less than two full fiscal years. The two-year extension of services exclusion applies until two years after the end of the fiscal year in which the extension of services was put into operation
2. The claimant submits a report on the extension of services to the COG within 90 days after the end of the fiscal year. (for details of the report, see 6633.8(b)) Is an extension of service/new services being claimed? N/A If so, has the required report been submitted for the most recently completed full fiscal year N/A
If not, that report must accompany this claim
ARTICLE 4 OPERATOR TDA REQUIREMENTS
*Lodi is not an Article 4 Operator because we contract out transit operations instead of providing it in-house.
15 74
C. Fifteen Percent Expenditure Increase (6632)
If any of the line items on the attached budget exceed by more than 15% the expenditure for that same item in the previous year's budget, then an explanation for that increase must be given below. Attach an extra page if necessary.
D. Narrative Description (6632)
Please describe in the space below any changes in service characteristics from the previous fiscal year. This should specifically include any substantial increase or decrease in the geographic area served, major changes to the scope of operations, or addition of major new fixed facilities. Please attach an additional page if necessary.
E. Certification by the California Highway Patrol (6632) Please attach a certification from the CHP verifying that the operator is in compliance with Section 1808.1 of the California Vehicle Code. This section concerns the "Driver Pull Notice participation"
Is a Certificate Attached? Yes X No
SPECIAL NOTES FOR RATIO CALCULATIONS
SJRTD Exclude certain costs and fares as specified in the most recent Compliance Audit Report
N/A - No significant changes to service characteristics from previous fiscal year. 501. Other Salaries/Wages - All employees received cost of living adjustments per their bargaining unit agreements.
503. Services - Lower cost of repairs to vehicles because of new buses. 504. Materials/Supplies - Spent less on advertising, office supplies, printing than in previous fiscal year. 506. Casualty/Liability Costs - Insurance rates increased significantly due to nationwide post-pandemic inflation and natural disasters (fires, flooding).
509. Misc. Expenses - Increase in training and education costs, business expenses. 16 75
F. Operator's STA Qualifying Criteria (99314.6) Explanation A transit operator must meet one of two efficency standards before STA funds may be allocated for operating purposes:
1 The operator's operating cost per revenue vehicle hour, in the latest year for which audited data are available, must not exceed the sum of the preceding year's operating cost per revenue vehicle hour and an amount equal to the change in the Consumer Price Index (CPI), multiplied by the preceding year's operating cost per revenue vehicle hour. The formula below accomplishes this exercise:
(opcost/RVH)FY22 cannot exceed [(opcost/RVH)FY21] * [3.16] OR For Example: Opcost/RVH/FY22-23 = $125,000 and Opcost/RVH/FY21-22 =$115,000 115,000*3.16%=4,140 115,000+3,220=$119,140
2 The operator's average operating cost per revenue vehicle hour, in the latest three years for which audited data are available, must not exceed the sum of the average of the operating cost per revenue vehicle hour for the three years preceding the latest year for which audited data are available and an amount equal to the average change in the CPI for the same period. The formula below accomplishes this exercise:
AVG(opcost/RVH)FY21, 22, 23 cannot exceed [AVG(opcost/RVH)FY20, 21, 22] * [3.16] For Example: Avg. of 21, 22, 23 =$20,000 and Avg. 20, 21, 22 =$25,000 25,000*3.16%=$900
3 If an operator does not meet either efficiency standard above, the operator shall receive its entire allocation and the funds shall be allocated pursuant to this paragrah. The portion of the allocation that the operator may use for operations shall be the total allocation to the operator reduced by the lowest percentage by which the operator's total operating cost per revenue vehicle hour for the applicable year or 3 year period calculated pursuant to the above calculations exceeded by the target amount necessary to meet the applicable efficiency standard. The remaining portion of allocation shall be used only for capital purposes.
As used here, Operating Costs are defined by PUC Section 99247:
All costs in the operating expense object classes exclusive of the costs in the depreciation and amorization expense object class, and exclusive of all direct costs for providing charter services, and exclusive of all vehicle lease costs.
STA allows for other exclusions, to be granted by the SJCOG, if deemed appropriate. These additional operating cost exclusions include:
a. Exclusion of cost increases beyond the change in the CPI for fuel, alternative fuel programs; power, including electricity; insurance, or state and federal mandates.
Including the additional operating costs required to provide comparable complementary paratransit service as required by Section 37.121 of title 49 of the Code of Federal Regulations, pursuant to Federal Americans with Disabilities Act of 1990 (42 U.S.C.
Sec. 12101 Et seq.), as identified in the operator's paratransit plan pursuant to Section
37.139 of Title 49 of the Code of Federal Regulations.
b. Exclusion of start-up costs for new services for a period of not more than two years (refer to PUC Section 99268.8 for a definition of new service).
If you wish to claim these exclusions when calculating the operation cost per revenue vehicle hour, you must state the request and show calculations in support of the cost to be excluded. * Percentage change across fiscal years using the California CPI ARTICLE 4 OPERATOR TDA REQUIREMENTS
$125,000 is not less than $119,140. This operator does not meet this standard requirement 25,000 + 700 =$25,900$20,000 is less than $25,700 This operator meets this standard requirement 17 76
Pursuant to SB 508 failure to meet the qualifying criteria based on the calculations; the operator will still receive STA funding, however, it can only spend the funds on Capital expenditures.
The following documents pertain to the new STA efficiency standards and are available at your request:
PUC Section 99314.6, also known as Chapter 35 Statutes of 1991 (SB 3-Kopp) SB 508 Transportation Funds: transit operators: pedestrian safety.
The Uniform System of Accounts for Public Transit Operators.
Consumer Price Index Data for California, January 1982 through January 2016 Transportation Development Act Audit Reports, FY1992 through FY2015 Please complete the attached worksheet to determine if you fully qualify for your STA apportionment.
TDA Audit reports will address this efficiency criteria. 18 77
3. Operator's STA Qualifying Criteria (99314.6) - Worksheet FISCAL YEAR 2019/20 2020/21 2021/22 2022/23
(Audited Data) Use appropriate line2018/19 2019/20 2020/21 2021/22 based on most recent Agency Audit
A. Operating Cost
B. Operating Costs Exclustions:
C. Adjusted Operating Cost (A-B)
D. Revenue Vehicle Hours (RVH)
E. RHV Exclusions:
(add sheets if required)
F. Adjusted RHV (D-E)
G. Operating Cost per RVH (C/F)
w x y z
Efficiency Standard 1:
Z must be less than or equal to (Y) * (4.28)
Show calculation (see example on page 17)
Efficiency Standard 2:
[ (X + Y + Z) / 3] must be less than or equal to [(W +X +Y)/3] * (4.28) Show calculation (see example on page 17)
Operator qualifies under:
Standard 1 Yes No
Standard 2 Yes No
For SJCOG use only
19 78
For contracted transportation service providers, the San Joaquin Council of Governments (SJCOG) Executive Board has waived the farebox and local support ratios as it is empowered to do by 99405(c) The SJCOG Board has established a two step process NOTE: Contributing claimants should proceed to page 23
A. Match Requirement
For any Article 8 transit claim, no more than 90% of the total operating funds (minus depreciation) in the budget may be TDA (LTF and STA) derived. The ten percent (10%) or more matching funds may come from any other source available to the claimant besides TDA.
B. Transit Systems Performance Objectives
To receive an amount of TDA operating funds (LTF and STA combined) in excess of what was claimed the previous fiscal year, the claimant must be in compliance with the previous three- year Transit Systems Performance Objective established by the COG Board. The claimant must have met at least two of the three objectives at the end of the third year. The COG Board will adopt the system-wide transit systems performance objectives for the fiscal year of the claim. The Transit Performance Objectives must be established by November of each fiscal year.
If the system failed to meet its transit systems performance objectives at the end of the previous three-year period, then the claimant is only eligible to file a claim for the level of TDA operating funding received in the last year of compliance. In case of a unified transit system, each claimant would be limited to the prior year's level of TDA operating funding. If a system wishes to be eligible for increased TDA operating funding in a future fiscal year, then the claimant would need to be incompliance with two out fo the three objectives at the end of the following three-year period.
1. What was the level of TDA operating funding received in previous fiscal year for this system by this claimant (LTF and STA)? $2,475,000
2. Does the attached information (pg. 10) demonstrate at least a 10% match of non-TDA funds in FY 2023-2024 Yes
Does the FY 2024-2025 budget (pg10) demonstrate a 10% match of non TDA funds? Yes
3. Is this claim requesting more TDA operating funds than were received for this system by this claimant in the previous fiscal year? No
4. If yes, did the system meet two of the three interim Transit Systems Performance Objectives in the previous fiscal year? N/A Is the system on target to meet the three year targeted Transit System Performance Objective (see page 22) ?See note below
5. Is the Claimant in a period of a two-year exemption for extension of service/new service waiver? If yes, which fiscal year was the waiver approved? N/A And what services were the waiver approved for? N/A
6. Has the Claimant experienced a failure to meet identified Transit System Performance Objective? If yes, in which Fiscal Year? N/A
IV. Article 8 Contractor TDA Requirements Note: City of Lodi is exempt from meeting performance objectives due to Bill AB 125. The performance measure exemption is applicable through the FY25/26 report year. 20 79
C. What was last year's (FY 23-24) Transit Systems Performance Objectives? 1) Operating Cost/Revenue Hour $ N/A
2) Passenger/Revenue Hour Ratio N/A
3) Subsidy/ Passenger $ N/A
I. What was the Operating Cost per Revenue Hour?
1)Operating Cost † $ 4,563,558
2) Revenue Hours 29,141
3) Operating Cost per Revenue Hour $ 156.60
(1/2)
II. What was the Passenger per Revenue Hour ratio?
1) Passengers 202,737
2) Revenue Hours 29,141
3) Passenger per Revenue Hour ratio? 6.96
(1/2)
III. What was the Subsidy per Passenger?
1)Operating Cost † $ 4,563,558
(a) Farebox Revenue+fed op rev+local op rev $ 4,821,488 2) Passengers 202,737
3) Subsidy per Passenger? $ -1.27
([1-a]/2)
D. What are the Transit Systems Performance Objective for this year's (FY 24-25) claim? 1) Operating Cost/Revenue Hour $ N/A
2) Passenger/Revenue Hour Ratio N/A
3) Subsidy/ Passenger $ N/A
IV. What is the projected Operating Cost per Revenue Hour? 1)Budgeted Operating Cost † $ 4,543,251
2) Budgeted Revenue Hours 30,701
3) Projected Operating Cost per Revenue Hour $ 147.98
(1/2)
V. What is the Projected Passenger per Revenue Hour ratio? 1) Budgeted Passengers 224,759
2) Budgeted Revenue Hours 30,701
3) Projected Passenger per Revenue Hour ratio 7.3
(1/2)
† Please use the operating cost exemptions worksheet on page 24 See TDA sections 99268.2-99268.19 for eligible exemptions Article 8 Contractor TDA Requirements
21 80
VI. What is the Projected Subsidy per Passenger?
1)Budgeted Operating Cost † $ 4,543,251
(a) Budgeted Farebox Revenue+fed op rev+local op rev$ 4,686,655 2) Budgeted Passengers 224,759
3) Projected Subsidy per Passenger? $ (0.64)
([1-a]/2)
1. Did the system meet two of the three Transit System Performance Objectives (IV, V, VI)for this year's (FY 24/25) claim? ____________No See Note below.
2. If an operator was allocated funds under this article during a fiscal year in which it did not maintain two of the three transit system performance objectives at the end of the previous three-year period, the operator's eligibility to receive moneys from the local transportation fund 99313.3 and 99314.3 shall be reduced during subsequent penalty year to the Amount received in the last fiscal year of compliance. The penalty year shall be the fiscal year that begins one year after the end of the fiscal year during which the required ratio was not maintained.
Note: If this claim is for a unified transit system *, has the contributing claimant been appraised of the planned system-wide objective set in VII. Above? N/A
† Please use the operating cost exemptions worksheet on page 24 See TDA sections 99268.2-99268.19 for eligible exemptions Article 8 Contractor TDA Requirements
Note: There are no specific performance objectives for FY 24/25. Assembly Bill 125 exempts entities from this requirement for the FY 24/25 budget year. Therefore, no penalty is applicable. 22 81
E. Fifteen Percent Expenditure Increase (6632)
If any of the line items on the attached budget exceed by more than 15% the expenditure for that same item in the previous year's budget, then an explanation for that increase must be given below.
Attach an additional page if necessary.
F. Narrative Description (6632)
Please describe below any changes in service characteristics from the previous fiscal year.
This should specifically include any substantial increase or decrease in the geographic area, major changes to the scope of operations, or additional of major new fixed facilities.
G. Extension of Service/New Service
An extension of service or new service is exempt from the required farebox and local support ratios if:
1. The extension of service or new service has been in operation for less than two full fiscal years. The two-year extension of services exclusion applies until two years after the end of the fiscal year in which the extension of services was put into operation
2. The claimant submits a report on the extension of services to the COG within 90 days after the end of the fiscal year. (for details of the report, see 6633.8(b)) Is an extension of service/new services being claimed? No If so, has the required report been submitted for the most recently completed full fiscal year
If not, that report must accompany this claim
N/A - No significant changes to service characteristics from previous fiscal year. 506. Casualty/Liability Costs - Insurance rates increased significantly due to nationwide post-pandemic inflation and natural disasters (fires, flooding).
509. Misc. Expenses - Increase in training and education costs, business expenses.
Article 8 Contractor TDA Requirements
501. Other Salaries/Wages - All employees received cost of living adjustments per their bargaining unit agreements.
503. Services - Lower cost of repairs to vehicles because of new buses. 504. Materials/Supplies - Spent less on advertising, office supplies, printing than in previous fiscal year. 23 82
H. Article 8 Contractor Operating Cost Exemption Worksheet
1.Prior year Total Operating Cost (Pg. 11) * $4,563,558 Less:
A. Depreciation (99247(a)) $1,087,422 FY23/24
B. Vehicle Lease Cost (99247(a)) $0
C. Extension/New Service (99268.8) ** $0
D. Exclusion of Ride Sharing Costs (99268.16) $0
E. Exclusion of Complementary Para-Transit $0
Cost (99268.17) ***
F. Other (List TDA Section____________) $0
G. Prior Year Net Operating Cost $3,476,136
2. Claim Year Total Operating Cost (Pg. 11) * $4,543,251 Less:
A. Depreciation (99247) 1,090,000 FY24/25- estimated
B. Vehicle Lease Cost (99347) $0
C. Extension/New Service (99268.8) ** $0
D. Exclusion of Ride Sharing Costs (99268.16) $0
E. Exclusion of Complementary Para-Transit $0
Cost (99268.17) ***
F. Other (List TDA Section____________) $0
G. Claim Year Operating Cost $3,453,251
Note: * Exemptions and costs listed in this worksheet represent potential exemptions allowable under TDA exemption categories and costs will be verified through the annual TDA Audit.
** Exemption applies only to cost associated with an extension of public transportation services to new geographical areas or route miles, or improvements in service frequency or hours of service greater than 25% of the route total, or the addition of new days of service, and for transit service claimants also includes the addition of a new type of service, such as van, taxi, or bus.
*** Defined as the cost to provide comparable complementary paratransit service that exceeded the prior year cost adjusted by the consumer price index
24 83
I.
FY 2024/25 FY 2025/26 FY 2026/27
Operating Expenses (pg. 11) $4,543,251 $5,593,000 $5,991,904 Operating Exemptions*
Depreciation (99247) $1,090,000 $1,144,500 $1,201,725
Vehicle Lease Cost (99247)
Extension/New Service (99268.8) **
Complementary Paratransit Service (99268.17)***
Other :
Net Operating Cost $3,453,251 $4,448,500 $4,790,179
Passengers 224,759 231,502 238,447
Revenue Hours 30,701 31,622 32,000
Fare Revenue 106,596 115,400 128,450
Transit System Performance Objective
Projections
Operating Cost/Revenue Hour $112.48 $140.68 $149.69
Passengers/Revenue Hour 7.3 7.3 7.5
Subsidy/Passenger -$0.64 $9.74 $9.74
Targets
Operating Cost/Revenue Hour Not Yet Determined Not Yet Determined Not Yet Determined Passengers/Revenue Hour Not Yet Determined Not Yet Determined Not Yet Determined Subsidy/Passenger Not Yet Determined Not Yet Determined Not Yet Determined Notes: * Exemptions and costs listed in this worksheet represent potential exemptions allowable under TDA exemption categories and costs will be verified through the annual TDA Audit.
** Exemption applies only to cost associated with an extension of public transportation services to new geographical areas or route miles, or improvements in service frequency or hours of service greater than 25% of the route total, or the addition of new days of service, and for transit service claimants also includes the addition of a new type of service, such as van, taxi, or bus.
*** Defined as the cost to provide comparable complimentary para transit service that exceeded the prior year cost adjusted by the consumer price index
Article 8 Three Year Transit System Performance Objectives Worksheet 25 84
J.
In the case of a "unified transit system," please do not complete pages 17-22.
If you are the "contributing claimant" please contact the RTPA for further instructions.
A "unified transit system" is defined as one that has the same fare structure throughout the service area, but whose TDA expenses are claimed separately by two different TDA claimaints. Additionally, to qualify as a unified transit system, all system TDA funding must be claimed under Article 8 (both claimants). "Contributing claimant" is defined as the claimant contributing a majority of the unified transit system's TDA funds. The claimant furnishing the majority of TDA funds is defined as the "primary claimant".
N/A
Article 8 Contractor TDA Requirements: Unified Transit System (Contributing Claimants) 26 85
V. LOCAL TRANSPORTATION FUND Project Limits Total Project
Cost LTF Funds Utilized
Various Locations throughout City 276,743 276,743$
TOTAL 276,743 $ 276,743$
276,743$
-$
276,743$
Project Title & Brief Description
ANNUAL PROJECT AND FINANCIAL PLAN
PEDESTRIAN AND BICYCLE PROJECTS
(Use additional forms as necessary)
PART II
Briefly describe all proposed projects and indicate proposed project expenditures for right of way acquisition and the construction of road and street projects.
Sidewalk Improvements and ADA curb ramps
1. LTF carryover from previous fiscal years applied toward FY 2024/25 Pedestrian & Bicycle Projects
2. FY 2023/24 apportionment applied towards FY 2024/25 Non-motorized
3. Total of 1, 2 above (must match total LTF in Table 4 above) 27 86
Project Limits Total Project Cost LTF Funds Utilized
TOTAL 1,755,300 $ 1,678,470$
1. LTF carryover from previous fiscal years applied toward FY 2024/25 Roads/Streets 1,178,470$
2. FY 2023/24 apportionment applied toward FY 2024/25 Roads and Streets 500,000 $
3. Total of 1, 2 above (must match total LTF in Table 4 above) 1,678,470 $ Project Title & Brief Description
Pavement Maintenance Various locations 300,000 $
Briefly describe all proposed projects and indicate proposed project expenditures for right of way acquisition and the construction of road and street projects.
VI. LOCAL TRANSPORTATION FUND
ANNUAL PROJECT AND FINANCIAL PLAN
ROADS AND STREETS PROJECTS
(Use additional forms as necessary)
PART III
286,869$
Miscellaneous Street & Road Repairs Various locations 1,455,300 $ 1,391,601$ 28 87
PART IV
It is possible that a claimant may wish to expend TDA funds for purposes allowed within the Act, but not covered by the three previous parts. TDA funds may be claimed under Article 8 consistent with Section 99400 of the TDA. To complete this section, on attached pages, identify:
I. Project Title
II Applicable subdivision of section 994400
III Project Description
IV Estimated total Costs
V TDA Contribution to that total
A separate page of pages should be submitted for each specific project or purpose It is strongly recommended that the claimant consult with SJCOG staff before completing this section
Other Article 8 (99400)
VII. OTHER PURPOSES N/A
29 88
PART V
Initial in space provided or put N/A if it is not applicable to your organization.
Initial or N/A
1) 180 Day Certified Fiscal Audit (required for all claims) ____________ Claimant assures that it has submitted a satisfactory independent fiscal audit, with required certification, to SJCOG and to the State Controller not more than 180 days after the end of the prior fiscal year.
(Refer to PUC Section 99245, CCR Section 6664)
2) 90 Day Annual State Controller Report (required for all transit claims) ____________ Claimant assures that it has submitted this report to the State Controller in conformance with the uniform system of accounts and records not more than 120 days after the end of the prior fiscal year.
(Refer to PUC Section 99243, CCR Section 6665)
3) Elderly/Disabled (required for all transit claims) ____________ Assurance that the transit operator in question is in compliance with PUC Section 99155 pertaining to reduced transit fares for elderly and disabled persons and Section 99155.5 pertaining to dial-a ride and paratransit services. 4) Farebox Recovery Ratio Requirements (required for all transit claims) N/A Claimant filing a claim for LTF or STA funds certifies that it will maintain for the project that ratio of fare revenues and local support to operating cost required under PUC Sections 99268.3, 99268.4, 99268.5(a), 99268.5(b), 99268.12, 99270.1, and 99270.2, as appropriate.
(Refer to PUC Section 99268, CCR Section 6633.2)
5) CHP Terminal Inspection (required for all transit claims) ____________ Claimant certifies that it has been certified by the Department of the California Highway Patrol within the last 13 months to be compliant with Section 1808.1 of the Vehicle Code. This section requires operators to participate in a pull notice system for obtaining current driver records from the Department of Motor Vehicles. (Refer to PUC Section 99251)
6) Implementation of Productivity Improvements (required for all transit claims) ____________ Claimant certifies that the operator has made a reasonable effort to implement the productivity improvements recommended pursuant to PUC Section 99244. 7) Triennial Performance Audit ____________
Claimant assures that it has complied with the requirements of a triennial performance audit.
(Refer to PUC Section 99248, CCR Section 6664.5)
8) Fiscal Audit ____________
Claimant certifies that it has submitted a satisfactory, independent fiscal audit, with Required certification statement, to the RTPA and the State Controller, pursuant to PUC 99245 and 21 Cal. Code of Regulations 6664 for the prior fiscal year. Claimant assures that this audit requirement will be completed for the current fiscal year.
STATEMENT OF ASSURANCESCONFORMANCE REQUIREMENTS FOR CLAIMANTS Please initial all applicable paragraphs pursuant to which the attached claim is being submitted. 30 89
9) Operating Budget
Claimant certifies that its operating budget is not more than 15% greater than its previous year budget unless supported by documentation that substantiates such change. (Refer to PUC Section 99266)
10) Extension of Service
Claimant who receives an allocation of LTF funds for extension of service pursuant to PUC Section 99268.8 certifies that it will file a report of these services pursuant to CCR section 6633.8(b) within 90 days after close of the fiscal year in which the allocation was granted.
11) Conformance with the Regional Transportation Plan (required for STA claims, transit ped/bike and streets and roads claims) Claimant certifies that all of the purposes for claim expenditures are in conformance with the Regional Transportation Plan.
(Refer to CCR 6754(a))
12) Full Use of Federal Funds (required for STA claims only) ______________ Claimant certifies that it is making full use of Federal Funds available under the Federal Transit Act.
(Refer to CCR 6754(a))
13) Efficiency Standards ______________ (required for transit operator claimants claiming STA for operating purposes) Operator certifies that it meets one of the following two efficiency standards (PUC Section 99314.6):
a) Efficiency Standard 1: An operator’s total operating cost per vehicle revenue hour for the most recent fiscal year must not exceed the prior year’s operating cost per revenue vehicle hours, by a percentage greater than the percentage change in the Consumer Price Index (CPI) for the same period.
b) Efficiency Standard 2: An operator’s total operating cost per vehicle revenue hour for the most recent fiscal year must not exceed the average total operating cost per vehicle revenue hour for the three prior years, increased by the average percentage change in the CPI for the same period.
(Refer to PUC Section 99314.6)
14) Consistency with Bicycle Plan (required for bicycle claims only) ______________ Claimant certifies that all of the purposes for claim expenditures are in conformance with the City/Town or County bicycle plan.
15) Part-Time Employees (Applies only to claims for STA) ______________ Claimant certifies that it is not precluded by any contract entered into on or after June 28, 1979, from employing part-time drivers or contracting with common carriers of persons Operating under a franchise or license. Claimant further certifies that no person who was a Full-time employee on June 28, 1979, shall have his/her employment terminated or his/her Regular hours of employment, excluding overtime, reduced as a result of it employing part-time drivers or contracting with such common carriers.
____________
N/A
N/A
N/A
31 90
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING CI TY MANAGER TO FILE CLAIM FOR FISCAL YEAR 2024/25 TRANSPORTATION
DEVELOPMENT ACT FUNDS FROM LOCAL TRANSPORTATION FUND AND
STATE TRANSIT ASSISTANCE FUND
===================================================================
WHEREAS, the Transportation Development Act (TDA) provides two major sources of funding for public transportation projects: Local Transportation Fund (LTF) and State Transit Assistance (STA), which are apportione d to counties based on population, taxable sales, and transit performance; and
WHEREAS, under the provisions of the TDA, the City is required to make an annual claim for LTF and STA funds. The claim is submitted to the State of California through the Sa n Joaquin Council of Governments (SJCOG), the regional transportation planning agency designated by the State to administer and allocate TDA funds to eligible agencies in San Joaquin County; and
WHEREAS, Lodi’s TDA LTF claim for Fiscal Year 2024/25 is $3,754,081, and STA is $89,223, which is comprised of the following requests:
LTF STA Total
Transit Operations $125,823 $0 $125,823
Transit Capital Projects $1,673,045 $89,223 $1,762,268 Pedestrian/Bicycle Projects $276,743 $0 $276,743
Streets/Roads Projects $1,678,470 $0 $1,678,470 Total: $3,754,081 $89,223 $3,843,304
WHEREAS, The City Manager may make minor adjustments when filing the final claim, based upon SJCOG review and comments; and
WHEREAS, staff recommends authorizing City Manager to file claim fo r Fiscal Year 2024/25 Transportation Development Act Funds from Local Transportation Fund in the amount of $3,754,081 and State Transit Assistance Fund in the amount of $89,223.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize City Manager t o file claim for Fiscal Year 202 4/25 Transportation Development Act Funds from Local Transportation Fund in the amount of $ 3,754,081 and State Transit Assistance Fund in the amount of $89,223.
Dated: April 15, 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 April 15, 2026 by the following vote:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
91 ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-____
92 AGENDA ITEM C.6
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing Interim City Manager to Execute a Professional Services Agreement with Transdev Services, Inc., of Lombard, Illinois, for Best Value Operation of Lodi’sGeneral Public Fixed Route, Americans with Disabilities Act (ADA) Paratransit, and Dial-A-Ride Transit Services ($15,507,775) (PW) MEETING DATE:
April 15, 2026
PREPARED BY:
Interim Public Works Director
RECOMMENDED ACTION:
Adopt a resolution authorizing Interim City Manager to execute a Professional Services Agreement with Transdev Services, Inc., of Lombard, Illinois, for best value operation of Lodi’sgeneral public fixed route, Americans with Disabilities Act paratransit, and Dial-A-Ride transit services, in an amount not to exceed $15,507,775.
BACKGROUND INFORMATION:
The City of Lodi operates fixed-route, Americans with Disabilities Act (ADA) Paratransit, and Dial-a-Ride transit services under the name Lodi GrapeLine/VineLine. Operation of the transit services, which includes operating City-owned buses, dispatching duties, and daily general management, is provided through a third-party transit services contract. This arrangement is the result of competitive solicitations, as required for Federally funded contracts.
While the daily operations and management duties fall to the third-party contractor, City staff in the Transportation Division of Public Works are responsible for overall administration and planning of the service, provision and maintenance of the bus fleet and operations facilities, and adhering to all Federal Transit Administration (FTA) and State requirements.
With the current transit services contract with Transdev Services, Inc. (Transdev) set to expire on June 30, 2026, staff developed a comprehensive Request for Proposals (RFP) for Transit Operations Services. The RFP was designed to ensure the continued delivery of safe and reliable transportation services that meet the needs of the public, while also elevating service expectations to achieve higher quality performance, incorporate modern technology solutions, and enhance customer service.
Key Highlights from the Transit Operations RFP:
· Performance-Based Approach: Unlike traditional RFPs that specify exactly how services must be delivered, this RFP focuses on what needs to be provided (e.g., adequate staffing to operate service).
This allows the contractor, as the subject-matter expert, to determine the most efficient methods, often resulting in lower costs for the City.
· Wages & Staffing: The RFP aligns with the recently approved Amalgamated Transit Union (ATU) collective bargaining agreement, which bus drivers and dispatchers are a part of. New operator starting City of Lodi Printed on 4/9/2026Page 1 of 4
powered by Legistar™
93 COUNCIL COMMUNICATION
collective bargaining agreement, which bus drivers and dispatchers are a part of. New operator starting wages are $23.15/hour, with annual increases of 4.5-5% through 2029. Lead Dispatchers, Dispatchers, Reservationists, and Utility Workers receive 5% annual increases, with Utility Worker wages adjusted to meet or exceed minimum wage. These standards help attract and retain qualified staff, supporting safe, reliable, and high-quality service.
· Technology & Reporting: Bidders must provide on-time performance (OTP) reporting. Until the City’s future ITS system is fully operational, the contractor will supply OTP data and serve as a backup if needed.
· Performance Assessments: The City can apply financial penalties when service fails to meet established performance standards. This RFP includes enhanced assessments based on lessons learned from past operations.
· Customer Service & Rider Experience: A strong focus on rider experience requires contractors to implement effective complaint, concern, and suggestion tracking, timely response procedures, conflict resolution, and comprehensive staff training-including customer service and sensitivity training-to ensure professional and welcoming transit operations.
The RFP was released on December 1, 2025 and widely advertised through key transit industry channels, including Mass Transit, Transit Talent, the California Association for Coordinated Transportation, and the California Transit Association. It was also posted on the City’sTransit webpage and uploaded to the Virtual Bid online procurement system for broad access by prospective bidders. Additionally, targeted email notifications were sent to thirteen established public transit contractors.
City staff hosted a non-mandatory pre-proposal meeting and facility tour to address questions from potential proposers, with 19 participants representing nine companies attending either in person or via Zoom. During the solicitation period, two addenda were issued: one to correct a pricing proposal spreadsheet formula, and one to provide written responses to all questions submitted.
Six proposals were received by the submission deadline of February 2, 2026 from the following firms:
Transdev Services, Inc.; Keolis Transit Services, LLC; Via Transit (USA), LLC; Storer Transit Systems; Resource Management Services (RMS); and RTW Management.
An Evaluation Committee of three City staff members and three local transit managers independently reviewed and scored the proposals against the technical qualifications outlined in the RFP. Four proposers were invited to interviews, which were conducted on February 17 and 18, 2026. Interviews included presentations by the proposers’ corporate and key management staff, followed by a question-and-answer session. The Interim Public Works Director also participated as a silent observer during the evaluation process.
To maintain scoring integrity, cost proposals were evaluated separately from technical scores. Proposers submitted pricing as a fixed monthly fee (covering constant costs like utilities and management) and an hourly operations cost (covering labor that varies with service levels). The lowest-priced proposal received 20 points, with other proposals scored proportionally based on their cost, ensuring fair weighting of price while considering technical criteria. Start-up costs were not included in the Pricing and Value score to avoid giving an advantage to the incumbent contractor. Instead, they were evaluated under the Thoroughness and Comprehensiveness category, as part of the Start-Up and Transition Plan.
Based on the weighted criteria outlined in the RFP, the final scores (for the four companies that were invited for interviews) are as follows: Transdev - 95.67 points; Storer - 84.42 points; Keolis Transit Services, LLC -
80.56 points; and Via Transit - 78.17 points.
In this solicitation, contract pricing accounted for 20% of the total score, while technical qualifications accounted for 80%. Technical criteria included experience, technology, staffing and training plans, proposal City of Lodi Printed on 4/9/2026Page 2 of 4
powered by Legistar™
94 COUNCIL COMMUNICATION
accounted for 80%. Technical criteria included experience, technology, staffing and training plans, proposal completeness, and employee retention.
Unlike Public Works construction contracts, which are awarded to the lowest responsible bidder, FTA rules allow a “Best Value” award, considering factors beyond price, including technical approach, quality of personnel, past performance, and management plan.
While Transdev’scost proposal was not the lowest, it was very close to the lowest bid and received the highest overall score based on the “Best Value” evaluation, which considered technical qualifications, service approach, and overall impact.
Transdev’sproposal demonstrated a clear understanding of the City’spriorities, including high-quality service delivery, driver retention programs, customer service, and technology to enhance GrapeLine performance and the rider experience. These efforts are critical to attracting and retaining a skilled transit team.
As added benefits at no additional cost, Transdev will:
· Provide management and technical staff to assist with the fleet electrification rollout and ITS project. · Offer a new My Transit Manager mobile app for paratransit passengers and a My Agency portal for real-time vehicle tracking and internal operations.
· Implement the proprietary tracking tool Shadow, an on-time performance tool. · Support Transdev Experience (T.Ex) rollout for improved passenger experience and conduct outreach to local agencies, senior centers, and schools.
The proposal also included a letter of commitment from the General Manager, addressing past challenges with turnover in this role.
Transdev’s mission aligns with the City’s goals: to provide safe, reliable, and innovative transit solutions, serve community interests, develop local services, and protect the environment.
Transdev is the largest private-sector, multi-modal transportation provider in the United States, employing over 32,000 staff and operating 17,000 transit vehicles across more than 400 contract locations nationwide. In California, Transdev currently manages similar transit contracts for Butte Regional Transit (Chico), San Benito County Local Transportation Authority, Central Contra Costa Transit Agency (CCCTA) in Concord, County Connection, Napa Valley Transportation Authority (NVTA) in Napa, and the City of Pasadena, demonstrating extensive regional experience in managing public transit operations.
Since Transdev is the City’scurrent service provider, the transition period is expected to proceed seamlessly starting May 1, 2026, with no additional start-up costs. During this time, Transdev will focus on implementing new initiatives, including the My Agency Portal App, My Transit Manager app, T.Ex, and implementation of Shadow on-time performance tracking. Transdev recognizes the importance of a smooth transition and has committed to retaining the current staff assigned to the contract, with pay and benefits equal to or greater than their existing levels. Following the transition period, the transit operations services portion of the contract will begin on July 1, 2026.
Staff recommends awarding the Transit Operations Services contract to Transdev based on the strength of its comprehensive proposal, including its management team, corporate support, operations plan, and “Best Value” pricing. Transdev’s proposal also includes services that will enhance the GrapeLine system, with commitments to customer service, marketing support, innovation, and employee programs. The proposal demonstrates a strong understanding of the City’stransit needs and expectations. As stated in Transdev’s proposal:
"The City is committed to enhancing the quality of life for Lodi residents, reflecting your community’s high standards for a transit system that is recognized by the Council of Governments as a ‘Jewelof City of Lodi Printed on 4/9/2026Page 3 of 4
powered by Legistar™
95 COUNCIL COMMUNICATION
high standards for a transit system that is recognized by the Council of Governments as a ‘Jewelof the City.’It has been our honor to work with you, and we will continue to bring the resources needed to help your transit services thrive."
The initial term of the agreement is three years, plus a two-month transition period (May - June), with two optional one-year extensions, for a total potential term of five years and two months.
The Professional Services Agreement includes the RFP, addenda, Transdev’sprice and technical proposal, the agreement itself, and Exhibits A-D. Due to the size of the agreement, it is available upon request from the Transportation Division of Public Works.
FISCAL IMPACT:
The total cost of the project over five years, if all optional extensions are exercised, is $15,507,775. Funding for these services are available through transit-specific sources, including the Federal Transit Administration (FTA) Section 5307 funds, State Transportation Development Act (TDA) Local Transportation Funds (LTF), Measure K, Fare Revenue, and Miscellaneous revenue. Transit services are provided within Lodi City limits, thereby providing service to all Districts. There is no impact to the General Fund.
FUNDING AVAILABLE:
This contract is funded each year in the Transit Operating Expenses (60054103.72324 & 60054104.72324) as included in the adopted fiscal year budgets.
City of Lodi Printed on 4/9/2026Page 4 of 4
powered by Legistar™
96 97
98 99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY
MANAGER TO EXECUTE PROFESSIONAL SERVICES AGREEMENT WITH TRANSDEV SERVICES, INC., OF LOMBARD, ILLINOIS, FOR BEST VALUE OPERATION OF LODI’S GENERAL PUBLIC FIXED ROUTE, A MERICANS
WITH DISABILITIES ACT PARATRANSIT, AND DIAL -A-RIDE TRANSIT
SERVICES
========================================================================
WHEREAS, the City of Lodi operates fixed -route, Americans with Disabilities Act (ADA) Paratransit, and Dial-a-Ride transit services under the name Lodi GrapeLine/VineLine; and
WHEREAS, unlike a Public Works construction contract, which must be awarded to the lowest responsible bidder, the Federal Transit Administration ( FTA) allows professional service contracts to be awarded based on “Best Value” to the City , considering factors beyond price, including technical approach, qualifications of proposed personnel, past performance, and management plan; and
WHEREAS, the City issued a Request for Proposals (RFP ) f or transit operations services and received proposals which were evaluated by a selection committee in accordance with the evaluation criteria established in the RFP; and
WHEREAS, the evaluation committee reviewed and scored all responsive proposals i n accordance with the criteria set forth in the RFP and determined the proposal submitted by Transdev Services, Inc. to represent the best value to the City; and
WHEREAS, Transdev Services, Inc. received the highest overall average score based on the totality of the technical evaluation criteria; and
WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to execute a Professional Services Agreement with Transdev, Services, Inc., of Lombard, Illinois, for the best value operat ion of Lodi’s general public fixed -route, Americans with Disabilities Act paratransit, and Dial -A-Ride transit services, in an amount not to exceed $15,507,775.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby find that in accordance with Lodi Municipal Code Section 3.20.070, Transdev Services, Inc.’s proposal in response to the RFP demonstrated a strong understanding of the City’s transit needs and expectations, received the highest overall average score b ased on the totalit y of th e technical evaluation criteria, and the Council determines proceeding with this proposal would be in the best interests of the City; and
BE IT FURTHER RESOLVED that the Lodi City Council does hereby authorize Interim City Mana ger to execute Professiona l Services Agreement with Transdev Services, Inc. of Lombard, Illinois, for the operation o f Lodi’s general public fixed -route, Americans with Disabilities Act paratransit, and Dial -A-Ride transit services, in an a mount not to exc eed $15,507,775; and
209
BE IT FURTHER RESOLVED, pursuant to Section 6.3(q) of the City Council Protocol Manual (Res. No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.
Dated: April 15, 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 April 15, 2026, by the following vote:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-____
210
AGENDA ITEM C.7
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing the Interim City Manager to Execute a Professional Services Agreement with Nichols Consulting Engineers, CHTD (NCE) of Sacramento, for Roadway Pavement Assessment Services ($150,500) and Execute Amendments ($49,500) (PW)
MEETING DATE:
April 15, 2026
PREPARED BY:
Interim Public Works Director
RECOMMENDED ACTION:
Adopt a Resolution Authorizing the Interim City Manager to Execute a Professional Services Agreement with Nichols Consulting Engineers, CHTD (NCE) of Sacramento, for Roadway Pavement Assessment Services in the amount of $150,500 and Execute Amendments in an amount not to exceed $49,500.
BACKGROUND INFORMATION:
The City of Lodi contains approximately 218 miles of streets, 20 of which are new and are not currently included in the City’sStreetSaver pavement condition database. The City Council approved funding for a city- wide roadway paving assessment on August 20, 2025, Resolution 2025-145, to update the network database, assess the network’scurrent condition, and provide recommendations for future levels of funding to meet specified Pavement Condition Index (PCI) targets.
Staff released a Request for Proposals (RFP) on January 28, 2026, with proposals being due back on February 25, 2026. The RFP separated the scope of work into the following three different tasks:
1. Pavement Condition Survey and Database Update.
2. Budget Analysis for PCI Scenario
3. Final Reports and Recommendations
Staff received seven proposals in response to the RFP. Each proposal was reviewed on the basis of completeness, successful completion of similar projects, local familiarity, time frame and availability, and overall contract fee. Based on these criteria, staff identified NCE and Kimley Horn as the top two candidates.
Staff then reviewed these two proposals further and is recommending award to NCE due to a condensed time frame and a lower overall contract fee.
Following execution of the PSA, the consultant will have four months to complete the assessment, with the final deliverable being a report detailing their findings and recommendations. City staff plans on presenting the report findings to Council once everything is completed.
FISCAL IMPACT:
This project has no direct long-term fiscal impacts, however the recommendations that will come from the City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
211
COUNCIL COMMUNICATION
study will identify future funding needs.
FUNDING AVAILABLE:
Previously Appropriated:
General Fund Capital (GFCP-26006.Contracts): $200,000
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
212
213
214
215
216
217
218
219
220
221
SubmiƩed By:
300 E 2nd Street, #1210
Reno, NV 89501
(775) 329-4955
SubmiƩed By:
8801 Folsom Boulevard, Suite 265
Sacramento, CA 95826
(916) 388-5655
Reno | Lake Tahoe | Point Richmond | Oakland | Sacramento | Anaheim | ScoƩsdale February 25, 2026
City of Lodi
PROPOSAL
StreetSaver® InspecƟon and
Pavement Management Program Services
Exhibit A/B
222
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services Page | i
Table of Contents
Cover Letter .......................................................................................................................................................................... ii Table of Contents ................................................................................................................................................................... i
1. Approach and Work Program ........................................................................................................................................... 1 Project Approach and Understanding .............................................................................................................................. 1 Scope of Work ................................................................................................................................................................... 2
2. Schedule .......................................................................................................................................................................... 11
3. Cost ................................................................................................................................................................................. 12
4. Qualifications .................................................................................................................................................................. 13 Firm Profile...................................................................................................................................................................... 13 Firm Capabilities ............................................................................................................................................................. 13 Experience and References ............................................................................................................................................. 18
5. Work Sample ................................................................................................................................................................... 23 Appendix A .......................................................................................................................................................................... 24 Appendix B .......................................................................................................................................................................... 27 Appendix C .......................................................................................................................................................................... 49 223
1003 W. Cutting Blvd, Suite 110
Point Richmond, CA 94804
(510) 215-3620
Cover Letter
February 25, 2026
James Selke, PE
Assistant Engineer
City of Lodi, Public Works Department
221 West Pine Street
Lodi, CA 95240
Proposal – StreetSaver® Inspection and Pavement Management Program Services Dear Mr. Selke and Members of the Selection Committee:
The City of Lodi maintains approximately 217.5 centerline mile s of roadway, including recently added sections, and is seeking to update its StreetSaver® Pavement Management Program in accordance with MTC distress protocols (8 distress for flexible and 7 distress for rigid pavement, 8AC/7PCC) . NCE is pleased to submit this proposal to perform the required pavement condition surveys, database updates, and budget analyses as outlined in the RFP.
The City of Lodi benefits from multiple dedicated transportation funding sources, including RMRA (SB 1), Gas Tax, Street Fund, and local measures, which support its ongoing street maintenance and rehabilitation programs. With these resources and a Council-identified budget for this update, the City is well positioned to use this Pavement Management Program (PMP) effort to evaluate 5-year PCI targets of 60 and 70, develop defensible funding scenarios, and support long-term pavement investment decisions. An updated PMP will also assist the City in meeting reporting requirements and strengthening future funding and grant applications.
NCE is a nationally recognized pavement specialty firm, with broad capabilities and expertise in the ar eas of pavement management, asset management, civil and pavement design, and training. With more than 100 person-years of combined experience with PMP updates. Our highly trained and certified technical staff are experienced in data collection and have worked together on many similar PMP projects for public agencies throughout California (see map to the right), including various agencies in Sacramento County and San Joaquin County. They have developed an excellent reputation for dedication, integrity, productivity, quality of work, and service to our clients.
NCE is a Metropolitan Transporta tion Commission (MTC) certified consultant, and our team has widespread experience providing distress inspections and updating the StreetSaver®, PMP. Specifically, the NCE team offers the following to the City:
Familiarity with Street Network and Local Experience: NCE successfully implemented and updated the StreetSaver® PMP for the various agencies in Sacramento and San Joaquin Counties. (e.g., City and County of Sacramento, City of Galt, Citrus Heights, Elk Grove, Folsom, Rancho Cordova, and Stockton). We are in the process of executing the agreement for the PMP update with the City of Tracy and will start field data collection in Spring 2026. Our familiarity with local conditions, databases, and GIS will provide the City with an efficient and cost-effective update with minimal start-up time. Our key staff assigned to this project ha ve been working on neighborhood agencies’ PMP updates in 224
Page | iii
recent years. With our knowledge and direct experience with local agencies, the NCE team has the demonstrated ability to successfully deliver the PMP project on schedule and within budget. MTC Trained and Certified Inspectors: NCE’s field inspectors are certified thro ugh MTC, the only agency to administer StreetSaver® certification. All pavement c
ondition surveys will be conducted via human (walking)
inspection in compliance with MTC 8AC/7PCC distress protoc ols The City can be assured of accurate, reliable, and consistent field data. We have performed pavement distre ss surveys on over 120,000 centerline miles of roads and hundreds of parking lots in California alone.
StreetSaver® Experience
and Proficiency: NCE staff have been working with the StreetSaver® program since 1 987.
In addition
to performing PMP implementations and updates (including field surveys) for over 220 cities and counties, NCE supports MTC with StreetSaver® software developmen t, including beta testing, system enhancements, and ongoing technical improvements.
Knowledge of Statewide Needs and Funding: NCE perfo
rmed a Statewide Local Streets and Roads Needs Assessment study of 540 cities and counties throughout California in 2008 and has provided biennial updates since then. We are able to
access extensive information from comparable ci ties or neighborhood agencies on their funding sources, construction practices, as well as maintenance and rehabilitation policy and funding needs of essential components (NCE recently completed the 2025 Statewide Needs Assessment study). The information can be utilized for performance measurement, pavement strategies, long-t erm planning, policy advocacy, budget allocation, and potential grant applications.
Sustainable, Innovative Pavement and
Mix Design Capabilities: NCE is at the forefront of new pavement design methods as w
ell as mix designs and specifications that include warm mixes, recycling, use of rubber tires, and long- life pavements. We can assist City staff in using sustai nable materials and recycling where possible to meet AB32 goals.
Real-life Kno
wledge: With over 85% of our clients being in the public sector, NCE understands local agencies' needs and the
types of problems frequently encountered, such as lack of available traine d personnel or funds, budgetary concerns, and
other institutional issues inherent in the use of pavement management systems. NCE understands the constraints and has assisted agencies in arriving at realistic solutions. Rigorous Quality Control: NCE’s projects include a QC Manager, who reports directly to the Project Manage r and provides a thorough review of documents prepared for deliverables. NCE’s tec hnicians also undergo mandatory
internal training/calibration once a year for field condition surveys, as well as for other PMP related activities.
As a Principal with NCE, I a
m authorized to bind the firm and attest that the information submitted with this proposal is true and correct. We acknowledge receipt of Addendum No. 1, issued on February 21, 2026. The signed receipt is included in Appendix C. NCE’s team is prepared to assist the City to meet the needs of the StreetSaver® Inspection and Pavement Management Program Services and will provide the City with prompt responsive service, high-quality deliverables, and innovative solutions to improve the infrastructure throughout the City. If you have any questions, please contact our designated project manager, Mei-Hui Lee, at (510) 520-5927 or via email at [email protected]. We look forward to your favorable review of our proposal.
Sincerely,
NCE
Vijay Pulijal, PE, PMP Mei-Hui Lee, PhD, PE
Principal, Asset Management Project Manager
225
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 1
1. Approach and Work Program
Project Approach and Understanding
The last few years have seen remarkable changes in the funding picture with the passage of the Road Maintenance and Rehabilitation Act (RMRA or SB1). The City is expected to receive approximately $1.9 million in FY2026-27; In addition, Measure K—orig inally approved by San Joaquin voters in 1990 and renewed in November 2006 for an additional 30 years—is expected to generate approximately $1.5 million in FY2026 on street maintenance. The City also passed Measure L in November 2018, which includes dedicated funding for street repairs and transportation improvements and is anticipated to generate $5.4 million annually. When combined with the City’s existing Gas Tax, Street Fund, and General Fund revenues, these funding sources result in a substantial increase in available resources for street main tenance and rehabilitation. This enhanced funding capacity supports City’s annual crack sealing program of approximately $750,000 and pavement resurfacing projects totaling approximately $1.0 to $2.0 million per year.
Public accountability will be critical so that voters can see and understand that these new revenues are being spent most cost-effectively, and that performance measures are instit uted. One such measure is the network pavement condition index (PCI) which is reported periodically to elected officials and/or the public.
Today, there is a renewed focus on streets and transportation in California as a whole and the demand for more accurate data is expected to grow. But new revenues come with new accountability measures; streets that will be maintained with RMRA funds require submittals to the California Transportation Commission for approval. Due to the increasing adoption of zero-emission vehicles (ZEVs), SB1 revenue is projected to decline by approximately 3% annually over the next decade.
Given this evolving funding landscape, maintaining an a ccurate and up-to-date pavement management database is critical. A well-defined funding mix, supported by reliabl e pavement condition data, enables policymakers to better prioritize projects and plan for both short-term needs and long-term transportation sustainability.
A robust PMP will provide the accountability that Lodi City re sidents expect; the PMP will a ssist in developing cost- effective, multi-year maintenance work plans with available paving funding.
It is vital that the pavement condition da ta be accurate and that it be closely calibrated with the performance prediction models in StreetSaver®. For example, the graph shown on the right is an example where variations in the field data collected may result in different predictions of the future PCI. Obviously, this is not a desirable outcome.
Therefore, we understand that City of Lodi seeks a qualified consultant to perform the 2026 PMP update for entire network, utilizing the StreetSaver® software. We are very familiar with StreetSaver® database and local pavement network, and we have successfully completed similar PMP updates with neighborhood agencies in recent years. The City can be confident that NCE will deliver results that are Ultimately, the PMP update should provide the City with two key pieces of information:
1. A multi-year work plan, which will show the City Council and the public the most cost-effective manner of spending new revenues and which may be used to select streets for SB1, Measure M, and Measure L.
2. A long-term funding analysis to determine future needs that will help guide elected officials in making informed policy decisions.
226
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 2
accurate, reliable, and consistent, supported by proven methodologies and a strong understanding of regional pavement management practices.
The City maintained street network consists of 217.5 center line miles, including new added approximately 19.5 miles of streets. NCE will build on our successful delivery of City’s PMP updates in this project. Our approach emphasizes:
• Collaboration – A kick-off meeting with City staff to confirm goals, roles, and schedule, followed by regular check- ins.
• Accurate Data Collection – Pavement surveys performed with MTC-certified raters, supported by rigorous quality control.
• Customized Pavement Strategies – Updated M&R decision trees and unit costs reflecting current practices, bid tabs, and sustainability options.
• Scenario Development – Budget needs analyses and multiple funding scenarios tailored to each agency’s priorities and funding realities.
• Clear Deliverables – Reports and optional presentations that communicate technical results in ways that staff, elected officials, and the public can understand.
• Capacity Building – Optional training and technical support to ensure the PMP remains a useful tool beyond this update.
Finally, it is our understanding that the City desires the selected consultant to update 2026 Pavement Management Program:
• Pavement condition survey and database update
• Budget analysis for PCI scenarios
• Final report and recommendations
Optional services, including Council pr esentation support, staff training, technical support, and asset data collection, are presented separately for the City’s consideration and are not included in the base scope of work.
If desired, certain right-of-way asse t inventories (e.g., ADA curb ramps, signs, markings) may also be incorp orated into StreetSaver® Plus and managed alongside the City’s street network.
The following diagram provides a high-level overview of NCE’s pavement management program update process and illustrates how quality control is integrated throughout each phase of the project in alignment with the RFP scope.
Scope of Work
The following tasks outline NCE’s approach to completing the City’s 2026 Pavement Management Program Update. The three tasks identified in the RFP have been expanded below to provide additional clarity and detail; however, all tasks directly correspond to and are fully aligned with the RFP-de fined scope. For ease of review, the equivalent RFP task number is noted under each task heading.
All required services described in the RFP are included in the base scope and lump sum fee unless specifically identified as optional.
227
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 3
Task 1: Kickoff Meeting and Project Coordination (Equivalent to RFP Task 1) NCE will first meet with City staff to kick-off the project by reviewing the technical approach and any administrative matters that may be necessary. At a minimum, items to be discussed will include the following:
• Project goals
• Scope of work, project schedule, budget and invoicing requirements • Database review and updates
o Updated GIS map of publicly maintained streets
o New streets to be added to the database
• Field work
o Scheduling and access requirements for field work
o Public safety concerns, requirements and procedures
o Quality Control Plan (QCP)
o Other modifications of pavement inventory
• Maintenance and rehabilitation (M&R) practices, records, costs • Paving or maintenance budgets
• Budgeting scenarios
• Other optional tasks
Prior to the kick-off meeting, NCE will prepare a detailed agenda , which will be sent to City staff for review. Additional progress meetings will be held at appropriate milestones to review the work performed and to address any questions or issues that arise as the work progresses. Assume up to four (4) progress update meetings will be included in this task.
Deliverables
• Kickoff meeting agenda and summary.
• Project progress meetings.
Task 2: Database Review and Update (Equivalent to RFP Task 1) As part of this task, NCE will re view the existing StreetSaver® database inventory to identify an y missing information, duplicated sections, miscoded characteristics or incorrect GIS linkages, and will verify that all roadway segments are accurately represented and properly classified.
NCE will next update new streets provided by the City (approximately 250 sections or 19.5 centerline miles) into the StreetSaver® database, including street name, limits, Street ID, Section ID, street geometry, functional classification, surface type, number of lanes, construction records and GIS linkages. Updated inventory will be shared in excel format with the City for review before starting pavement condition survey.
Deliverables
• Updated pavement inventory.
• Updated StreetSaver® databases.
Task 3: Pavement Condition Surveys and PCI Calculations (Equivalent to RFP Task 1) Consistent with the City’s written responses to proposer questions, NCE will perform pavement condition inspections using a walking survey methodology conducted by MTC-certified raters as the base scope of work. This approach ensures full compliance with MTC 8AC/7PCC distress protocols and maintains consistency with the City’s prior update in 2022.
In addition, NCE is providing information regarding automated data collection as an optional alternative, should the City wish to consider it. Automated surveys are not included in the base scope or lump sum fee and would only be performed at the City’s request and authorization.
228
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 4
NCE will perform pavement condition surveys on approximately 217.5 centerline miles of City-maintained streets, including approximately 19.5 miles of newly added sections incorporated under Task 2. The network includes approximately 47.0 miles of arterials, 21.1 miles of collectors, and 129.9 miles of local streets. All distress data will be collected using a walking survey methodology in accordance with MTC 8AC/7PCC distress protocols.
The “fuel” for any pavement management engine is the surface condition data. Pavement distress provides that important set of data in determining the costs to maintain the pavement network.
There are three types of distress surveys that are utilized for pavement management systems, and each has it s advantages and disadvantages.
Briefly, these are:
Walking Surveys – These are performed with one-person crews (for high volume streets like expressways or major arterials, two-person crews are needed for safety). The major advantage of this survey method is that it is highly accurate, since cracks and all other pavement distresses are measured and recorded. Walking surveys can take more time, but it is easily taught to City staff, which allows future updates to be performed in-house with no special equipment. The same survey methodology was used in the City’s previous 2022 pavement condition update, which was performed by City staff. For this project, we have proposed conducting a walking survey at the City’s request to maintain consistency, which is also the recommendation of Metropolitan Transportation Commission (MTC) for pavement condition updates. Approximately one sample unit will be inspected for each 1,000 lineal feet of roadway.
Windshield Surveys – These are performed with two-person crews in a vehicle traveling at low speeds (under 15 mph).
The major advantage is that 100% of th e streetway is surveyed, and it can be accomplished very quickly, safely and inexpensively. However, the disadvantage is that the data co llected tends to be of variable quality. In particular, low- severity distresses are typically not visible from a moving vehicle. This results in a higher-than-expected condition rating of the streets, and consequently, a lower estimate of the backlog and pavement M&R needs.
Automated Surveys – These are typically performed with a customized vehicle that is equipped with a digital camera and laser bars. The major advantage is that they are equipped to perform inspections very quickly and safely. It should be noted that an accurate street centerline shapefile will be required. In this project, NCE has teamed with märker geospatial, LLC to perform automated surveys on City’s maintained street network as an option. Our team has worked together on many projects including various agencies in Sacramento area, Placer County and Fresno County.
Our team is well positioned to collect, measure, and map all pavement condition data using a sophisticated automated approach. A significant advantage is that streetway imagery and additional assets can be collected as part of the pavement surveys, such as signs, markings, guardrails, signals, etc. The cost savings are considerable, as these are all collected at the same time as the pavement distress data, reducing both mobilization costs and data collection time. In addition, the digital images can be stored and used for later review with additional fee if desired.
Automated surveys will be conducted to collect continuous di stress data along the traveled lanes of each roadway segment in accordance with MTC 8AC/7PCC distress protocol s. Data collection will focus on primary wheel paths and travel lanes, typically covering a width of approximately 14 to 16 feet. For multi-lane roadways, multiple passes may be performed as needed to ensure appropriate lane coverage consistent with industry standards. The upgraded LiDAR Scanners can capture high-resolution 3D pavement profiles and automatically determine surface damage areas and the 229
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 5
type, severity, and quantity of distress to evaluate pavement conditions. The data collection system will be operated by the MTC-certified technicians ensuring consistency and reliability in the collected data.
Any variation from the established procedures will be to accommodate unique local conditions, e.g., gap-graded texture of rubberized asphalt concrete overlays, bleeding, edge cracking, etc. These conditions typically exhibit unique distresses that may not be reflected in any distress manual, so special exceptions will need to be made.
Our team will be responsible for providing all equipment necessary for the performance of this task. Should City personnel wish to observe our field crews and testing vehicle during the inspection surveys, we will be more than happy to accommodate this. Individual City staff may also accompany NCE’s field crew for up to ½ day to gain hands-on training at no additional cost to the City. We have found that this is th e most effective training method for agency staff, as they become part of the data collection crew, rather than just observers.
Please note that this scope of work and condition surveys do not address issues including, but not limited to traffic, safety and street hazards, geometric is sues, street shoulders, sidewalks, curb and gutters, drainage issues or short- term maintenance that should be performed.
Quality Control
Quality Control/Quality Assurance (QC/QA) checks are critical on a project such as this when such a large amount of data needs to be collected and processed. As part of NCE’s go al to provide a superior quality product for our clients, we incorporate a QC/QA component into all of our projects. Fo r this project, we have proposed the inclusion of a QC Manager, Mr. Shahram Misaghi, who will have the following project responsibilities:
• Calibration of all data collection activities
• Review of field activities, including spot checks on the field crews • Reviewing field procedures and making changes as needed • Comparing the field data collected with on-site conditions • Review of all data entry functions, including random spot checks • Review of reports generated, and analyses performed to ensure a quality product For walking or automated surveys, quality management practi ces for pavement management suggest that a one-time inspection of the final data is typically inadequate and involv es a high risk of failure. We recognize the importance of effectively implementing and maintaining quality control and assurance practices for pavement distress data. Our approach will integrate quality manageme nt and control procedures throughout the entire data collection and delivery process.
NCE will implement a robust, multi-step QA/QC process for condition survey, including:
Multiple Data Verification Methods
Comparison with historical Maintenance and Rehabilitation (M&R) Data: Distress data will be cross-checked against recent maintenance and rehabilitation records.
• Historical PCI Comparison: Since PCI typically drops by 3–5 points per year, sections outside this range will be flagged for review.
• Re-inspection (walking survey only): A minimum of 5% of the sections will be re-inspected by an inspector that was not involved in field condition survey for QC purposes. • Desktop Review by Certified Inspectors (automated survey only): Randomly selected sections will be reviewed by certified pavement inspectors to verify accuracy.
• Approximately 24 sections representative of various geographical locations, functional classes and different PCI ranges will be inspected 100% using walking survey by our certified inspector, which will be used to calibrate the automated data if necessary (automated survey only).
Systematic Quality Checks
NCE will review field procedures, compare field data with on -site conditions, and conduct random spot checks of data entry.
230
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 6
Technical Validation
All processed data will undergo final technical validation befo re being integrated into the StreetSaver® database. This will include checking data completeness, format consistenc y, and logical validation of condition values. Waling survey will be conducted by certified technicians, as well as operat ions of automated survey vehicle, ensuring reliability and consistency.
A comparison of the 2021 and 2022 network condition result s in City’s StreetSaver® database indicates significant changes in overall pavement performance. The percentage of streets in “Good” condition decreased from 51% to 21% in 2022, while the “Failed or Very Poor” category increased from 6% to 19%. Correspondingly, the overall network PCI dropped from 66 in 2021 to 51 in 2022. Given these substantial changes within a one-year period, additional QC reviews will be incorporated into this project to ensure the accura cy, consistency, and reliability of the updated condition data.
It is assumed that approximately 10% of street sections w ill be re-inspected by our certified inspector using walking survey approach.
In addition, NCE will prepare and implement a draft Quality Control (QC) Plan that will include the following components:
• Description of condition survey procedures and control section setup for automated survey (sampling, distress types, severities). All procedures, changes or modifications will be well documented in the QC Plan so that future updates will be consistent.
• Accuracy required for data collection or acceptability criteria. Typical examples include accurate identification of distress types 95% of the time or 90% of re-inspected sections must be within ±10 PCI points. • Description of how data will be checked for accuracy, e.g., 5-10% re-inspections. • Comparison of past and current PCI ratings, e.g., if the difference in PCI is more than 2 to 3 points per year, then NCE will research the cause, which may be unrecorded maintenance, premature pavement failures, incorrect survey data, etc.
• Safety procedures.
A draft QC Plan will be submitted to the City for review before field inspection.
Data Entry and PCI Calculations
All information collected from the condition surveys will then be uploaded into the StreetSaver® database. This task will be performed at NCE’s office in order to provide Quality Control of all data entered into the system. NCE will then perform the pavement condition index (PCI) calculations and correct any errors found. PCI listing report will be prepared and submitted to the City.
231
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 7
Deliverables
• QC Plan.
• PCI listing report.
• Updated StreetSaver® database with pavement distress data. • Pavement Condition Index (PCI) Report.
Task 4: Update Maintenance and Rehabilitation History and Decision Tree (Equivalent to RFP Task 2)
In this task, NCE will first review maintenance and rehabilitation (M&R) strategies with City staff. This will include the recommendation and selection of appropriate treatments and the determination of treatment unit costs. This will also be an appropriate time to review the use of new/sustainable treatments or materials, such as PCC bonded overlays, rubberized asphalt, rubberized cape seals, microsurfacing, rejuvenators, cold-in-place recycling (CIR), full depth reclamation (FDR), warm mix asphalt, etc.
Development of the M&R decision tree is a critical step in any pavement management update as it has a direct and significant impact on the final work plan that is developed, as well as the budgeting consequences. NCE’s experience in pavement engineering and design, as we ll as local conditions, allows our staff to be able to provide the City with solutions that are innovative, sustainable, practical, and workable.
Paving construction costs were significantly elevated between 2020 and 2022 and have only slightly declined since then. Given this trend, NCE strongly recommends that decision tree update be completed pr ior to conducting any budget analysis.
In this task, NCE will review any recent bid tabs, together with those from neighboring agencies, as appropriate, to update unit costs in the decision tree. We have recently completed similar PMP updates for the agencies in Fresno City and Sacramento City areas (Galt, Elk Grove, Rancho Cordova, Sa cramento City, etc.) and will be able to use these bid tabs of construction costs for comparison if needed. Construction cost data collected from other agencies through the 2025 Statewide survey will also be provided for reference.
In addition, all historical M&R records from 2022 to 2026 will be entered into the StreetSaver® database. Populating the database with recent M&R historical data is extremely useful for determining future treatments and predicting performance of the various pavement sections. M&R activities include overlay, reconstruction, and any surface seals or localized repairs. All M&R historical records must include the street names, Street ID and Section IDs, limits of work, date and type of treatments, and cost of treatments (optional).
Deliverables
• Updated StreetSaver® database with historical M&R records. • M&R history report.
• M&R strategies and costs in the decision tree.
Task 5: Budget Analysis and Final Report (Equivalent to RFP Task 2 and Task 3) NCE will next perform a Budget Needs analysis using an analysis period to be de termined by the City (can be as long as 30 years). The Needs Analysis identifies street sections that need treatment and applies the M&R decision trees to each section. The costs are then summed for the entire period . This forms the basis for performing Budget Scenario evaluations, which optimize the street sections for repair under constrained budgets.
In simple terms, the Budget Needs analysis answers the questions:
“If I have unlimited funding for street maintenance and repair, which streets should I fix? When should I fix them? What treatments should I apply? How much will it cost?” 232
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 8
The Budget Scenarios evaluation uses a weighted effectiveness rating to prioritize sections for repair under constrained, realistic, budgetary assumptions. The effectiveness rating is defined as the area under a pavement performance curve.
The effectiveness rating is weighted to place a higher priority on certain streets, such as arterials and collectors.
Multiple funding scenarios may be performed to answer “w hat-if” questions (the real “meat” of any PMP). NCE will perform up to four (4) budget scenario runs based on the discussion with City staff. Typical scenarios include:
• Impacts of existing funding levels including SB1 and local Measure L/Mfunding • Funding required to maintain existing PCI
• Funding to improve the PCI to a state of good repair or City’s target condition • Impacts to model changes in funding, e.g. , if increases in funding, e.g., sales tax or bond measures StreetSaver® has powerful prioritization tools that analyses the benefits and costs for each street segment and treatment so that a prioritized list of candidate projects are generated for inclusion in a multi-year work plan. It also has the ability to accommodate projects that are “fixed” e.g. utility projects or projects with committed funding.
A sample graph from similar budgetary analyses is shown directly on the right.
After the analysis is completed, NCE will prepare a draft report that summarizes the overall condition of the pavement
network, the maintenance & rehabilitation strategies used, the results of budgetary analyses, different budget scenarios and selected street sections for maintenance and rehabilitation for City to review.
The report will contain, at a minimum, the following
information:
• Executive Summary.
• Study Objectives.
• Description of methodology.
• Inventory of all roadways.
• Current pavement conditions for all street classes (arterials, collectors and local streets). • Projected PCI under existing funding levels over the next five to ten years for all street classes. • Projected annual repair/rehabilitation programs for street maintenance for a multi-year period. • Multi-year plan for street maintenance, resurfacing, rehabilitation and reconstruction. • Impact of deferred maintenance (unfunded backlog) on the overall network condition. • Recommended funding scenario.
• Recommended pavement strategies.
• GIS maps to show impacts of scenarios.
NCE will deliver the draft report to the City for review in el ectronic format. Upon receipt of the City’s comments on the draft report, a final report will be completed and submitted to the City.
Deliverables
• Preliminary budgetary analysis results.
• Draft and final report.
• Updated StreetSaver® databases.
Simply put, this module answers the question:
“If I only have limited funds for street maintenance and repair, which streets have the highest priority for repairs, when should I perform the repairs, and how much will it cost? 233
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 9
Task 6: Council Presentation (Optional – Not included in base RFP scope) In this task, NCE will prepare a presentation to City staff for internal discussion for City Council meeting, summarizing pavement network condition, pavement strategies, budgetary analysis, and planning recommendations.
We believe that part of NCE’s value to the City is the information that we can bring and share from other cities or counties, and the results of tight budgetary constraints. We can also share the perspective of our work in the California Statewide Needs Assessment study, which included an asse ssment of all 540 cities and counties (NCE was recently completed the update of 2025 Statewide Needs Assessment study).
This task includes one virtual meeting with City staff prior to the presentation to discuss key elements such as the goals and objectives of the presentation, the level of knowledge and backgrounds of the audience, the number of stakeholders involved and other potential issues.
NCE will prepare the draft presentation for City to review. Upon receipt of the City’s comments on the presentation, a final presentation will be completed and submitted to the City for Council meeting to ensure alignment with expectations and provide sufficient time for review.
We anticipate attending an in-person Council meeting to present the study findings, review the key results and recommendations, and respond to any questions or comments from the Council, as needed.
Deliverables
• Draft and final PowerPoint presentation.
• In-person Council presentation.
Task 7: Training and Technical Support (Optional – Not included in base RFP scope) As an optional task, NCE will prepare and present a one-day virtual training class (6-hour) with City staff for StreetSaver® software. The class will cover the following items:
• Creating or editing street sections
• Entering pavement distress data
• Performing PCI Calculations
• Entering maintenance and rehabilitation history
• Revising the M&R decision tree
o Determining appropriate unit costs
• Determining budget needs
o Creating budget scenarios Identifying treatment strategies o Project selection tools
o Target-driven analysis
• Generating reports and GIS maps
All training materials will be provided by NCE. It is assumed that the training will be conducted virtually and will include up to 2 participants from the City. It is also assumed that computers and internet access will be provided by the City.
NCE has prepared and trained over 100 agencies in California on StreetSaver®. This includes developing all the training materials, ensuring interaction in the training as well as conducting the training. At the end of the training, City staff will be able to perform additional funding scenarios as desired and generate new or revised multi-year work plans.
Additionally, NCE will also allocate up to 40 hours of technica l support in this task. Typically, most technical support is related to providing one-on-one assistance, performing budg et scenarios, updating M&R records, providing customized reports, providing pavement treatment recommendations, GIS maps, etc.
Deliverables
• Training manuals and PowerPoint presentations.
• Up to 40 hours technical supports.
234
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 10
Task 8: Asset Data Collection (Optional – Not included in base RFP scope) As previously mentioned, LiDAR sens or and street level 3D 360 imagery system can collect other pavement asset inventory/condition when performing pavement distress inspections. City staff can easily review and manage any roadway/roadside information collected in the field using mobile mapping tools. The users have the ability to visualize, measure, edit, and validate infrastructure and roadway/roadside assets. Items include collection and condition assessments for pavement s, utilities, properties, markings, traffic signs and signals, ADA curb
ramps, drainage and bridge
structures, etc. all with a high level of accuracy. Note that this optional task will be only available with automated survey performed in Task 3.
City engineers, planners, and GIS technical staff can easily locate and assess important infrastructure in the office to avoid field data collection along busy streets. All collected information can be exported to shapefile format and merged with the City’s existing GIS system. Available street right of way asset data collections include:
• Sign inventory/condition (good/fair/poor; FHWA
MUTCD retroreflectivity)
• Sidewalk inventory/condition (good/fair/poor; trip
hazards)
• Curb inventory/condition (good/fair/poor)
• ADA ramp inventory/condition (compliance)
• Pavement marking or curb marking
inventory/condition (good/fair/poor)
• Cross gutter inventory/condition (good/fair/poor)
• Tree inventory (size, types, pictures located along
public street right of way)
• Traffic signals/control cabinets inventory
• Streetlights inventory
• Speed bump inventory
• Storm drain inventory
• Guardrail and barricade inventory
Deliverables
• GIS shapefile with asset inventory/condition/photos.
• Summary report for each asset item.
235
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 11
2. Schedule
Per the City’s schedule outlined in the RFP, consultant selection and contract award are anticipated to be completed by March 18, 2026, with the kickoff meeting to be held during the week of March 23, 2026. Field data collection and qualit y control (QC) activities will be completed within approxima tely two months. A draft report will be prepared for the City’s review in June 2026. The preliminary proje ct schedule is provided below, and the entire update is expec ted to be completed within four months, assuming no weather delays affecting field work.
All services will be completed within four (4) months of contract execution, consistent with the RFP requirements.
Assumptions
• "X" indicates meetings
• Assume contract award on March 18, 2026 and kickoff meeting on week March 23, 2026 • Assume no weather delays on walking survey
236
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 12
3. Cost
NCE will provide the defined base scope of work (RFP Tasks 1–3) on a lump sum basis for a fee of $150,500 for the walking survey option. This fee includes all required services described in the RFP and outlined in this proposal. Optional services, including Council presentation, training, technical support, and asset data collection, are not included in this amount and are provided separately.
In accordance with the RFP, pricing is provided for both walking survey and automated data collection options so the City may evaluate and select the preferred approach based on cost, schedule, and data objectives. If the automated survey option is selected, the total lump sum fee would be as shown in the detailed cost breakdown enclosed.
A detailed cost breakdown by task and labor category is provide d below. Total compensation will not exceed the selected lump su m amount without prior written authorization from the City.
Assumptions & Notes
• The tasks in this proposal expand the three RFP tasks for clarity. Tasks 1–3 herein correspond to RFP Task 1; Task 4 corresponds to RFP Task 2; and Task 5 corresponds to RFP Task 3. Tasks 6–8 are optional and not included in the base RFP scope. • Assume City has active StreetSaver® database and updated GIS shapefile. • Task 2 includes adding new sections and update GIS linkages in the database (approx. 19.5 centerline miles or 250 sections of new streets). • Task 3 assumes to survey all City maintained streets and new added streets (approx. 217.5 centerline miles of streets) • Tasks 1, 4, and 6 include virtual meetings.
• Task 6 includes one in-person Council Presentation.
• Task 7 includes one 6-hour StreetSaver® Training and up to 40 hours technical supports. 237
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 13
4. Qualifications
Firm Profile
NCE is a client-focused professional consulting firm integrating the disciplines of engineering, science, and planning to address the infrastructure and reso urce challenges facing our communities today and in the future. Unique from other civil engineering firms, we have specialized in pavement technology, including pavement management, design, and research for more than three decades.
Our firm has been in business for more than 35 years and during this time, we have performed pavement condition surveys ranging from state highways in 12 states to local street networks in ov er 220 cities and counties in California (including various agencies in San Joaquin County and Sacramento County areas). We have surveyed over 120,000 miles of pavements, including alleys, trails, and parking lots. Our field data collection ranges from walking surveys as per the American Society for Testing and Material (ASTM) or Street Saver® protocols to using specialized automated equipment to collect data such as pavement distresses, roughness, stru ctural strength (deflection testing) to asset data (signs, signals, curb ramps, marking, sidewalk s, etc.). We have perfected the automated approach to ensure the results are consistent and reproducible. Our relevant services include pavement management, asset management, pavement evaluation, testing and design, civil engineering, and the research and design of sustainable and innovative pavement technologies.
NCE was established in 1990, and we have since grown to over 140 employees working across seven offices in Sacramento, Richmond, Oakland, and Anaheim, California, La ke Tahoe and Reno, Nevada, in addition to Scottsdale, Arizona.
Firm Capabilities
NCE’s pavement/civil engineers and technicians have extensive experience in collecting pavement distress and transportation asset data, analysis, and design as well as developing plans, specifications, construction cost estimates for in frastructure projects. NCE staff have worked with the StreetSaver® program since 1987. In addition to performing PMP implementations and updates (including field surveys) for cities and counties, NCE has conducted training workshops and beta testing for over 20 years.
The City can count on our team to provide superior, responsive service on this project. Agencies repeatedly choose to work with NCE staff because of our collaborative style, our commitment to making sure each project is a success, and the con fidence they have in our ability to complete the project to their satisfaction. It is the fundamental goal of NCE to produce high quality work products while maintaining a reputation for timely service. NCE’s team offers extensive experience and expertise in a wide range of services, including but not limited to those listed below. Asset/Pavement Management
Pavement Testing, Analysis, and Design
Civil Engineering Design
GIS and Database Management
Pavement Rehabilitation and Sustainability
Deflection Testing and Coring
Geotechnical Engineering
Bike and Pedestrian Path Design
Complete Streets and ADA Retrofit Design
Landscape Architecture and Green Infrastructure
Environmental Studies and Documents
Regulatory Compliance and Permitting
Stormwater and Water Resource Management
Watershed Planning and Wetland Delineation
Sustainable Design/Low Impact Development
Construction Documents (PS&E)
Construction Management/Inspection
Utility Relocation Design
Hydrology and Hydraulic Analysis
Stakeholder Facilitation/Public Outreach.
NCE’s staff hold a variety of professional licenses,
specialties, and training’s including:
MTC StreetSaver® Rater Certification
Certified Geographic Information Systems
Professional (GISP)
Professional Civil Engineer (CA)
Geotechnical Engineer (CA)
Professional Landscape Architect (CA)
Certified Professional Erosion & Sediment Control
Certified Professional in Stormwater Quality
Certified QSD/QSP
Professional Geologist
Certified Engineering Geologist
Registered Professional Archaeologist
238
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 14
Pavement and Asset Management Expertise
NCE has extensive experience evaluating and implemen ting pavement management systems for numerous public agencies throughout California and the west coast. We are a nationally recognized pavement specialty firm, with broad capabilities and expertise in the areas of pavement manage ment, civil engineering, and pavement design, evaluation, and analysis. We provide pavement management services and are proficient with most software currently in use, including StreetSaver®, PAVER™, and Cartegraph, which account for 76% of all California agencies. We have successfully implemented PMP for numerous cities and can assist the city to plan a multi-year capital improvement program more effectively. We are active in over 10 pavement-related (including pavement and asset management) committees at the Transportation Research Board. NCE’s prior project experience with hundreds of other cities on PMP and pavement design allows us to deliver accurate, reliable, consistent pa vement data that may then be used by the City to develop pavement strategies and make future funding decisions.
NCE understands that the City has been utilizing MTC’s StreetSaver® program to develop pavement inventory, update pavement condition and select street sections for maintenance and rehabilitation for years; we are an MTC certified firm and have a solid familiarity and working knowledge of StreetSaver®; our staff has worked with StreetSaver® extensively for over 30 years . We have also established a positive and collaborative relationship with StreetSaver® management and technical staff which serves as a benefit to our clients. NCE offers the city a wealth of knowledge and skills with PMPs and utilizing the data to apply and recommend new technologies for design and rehabilitation. As an indicator of our experience and the quality of our work, NCE received MTC’s award for “Best Pavement Management Consultant.” With our vast experience delivering simila r PMP projects throughout California, we are very familiar with all aspects of StreetSaver®, including: pavement data collection; verify ing pavement inventories; rigorous QC/QA procedures; developing innovative maintenance strategies; funding (or “w hat-if”) analyses; development of multi-year workplans; GIS links to PMP and development of user interfaces; training (both field and computer operations); providing technical support; and presentations to elected officials, advisory councils and agency staff.
The NCE team proposed to do the work is comprised of licensed engineers and MTC certified inspectors who have fulfilled the following roles for pavement management projects that are identical or similar to the scope or work described in the RFP.
NCE Staff Project Role MTC Certification / Role
Vijay Pulijal, PE, PMP Principal-in-Charge MTC Project Manager, Lead Instructor Mei-Hui Lee, PhD, PE Project Manager MTC QA /QC Manager, Lead Instructor, MTC Certified Shahram Misaghi, MS, PE QA/QC Manager MTC Project Manager, MTC Certified Saint Yoojaroen Staff Engineer MTC Certified, Pavement Engineer Randy Plett Senior Field Technician MTC Certified, Field Technician Jake Rajnowski Senior Field Technician MTC Certified, Field Technician Ken Huisman* Field Supervisor/ Automated Su rveys MTC Certified/ märker geospatial* John Zimmer* Field Data Collection Coordi nator MTC Certified/ märker geospatial* Pavement Design & Analysis
Pavement designs, plans, specifications , and estimates (PS&E) for preventive maintenance, rehabilitation, and reconstruction are NCE’s specialty and we offer extensive experience and expertise with pavement treatment alternatives. Our civil and geotechnical engineers not only understand the types of pavements and treatment options, but also understand the significance and cost implications of proper roadway support on competent subgrade soils to limit future settlement and cracking. Pavement design begins with an accurate assessment of the existing structural adequacy. Unlike trad itional civil firms who rely on core samples, we employ our pavement survey expertise in conjunction with NCE thoroughly understands the
capabilities of pavement
management programs such as
StreetSaver®; our staff has worked
with StreetSaver® for over 30 years
and are certified in field data
collection protocols.
NCE’s expertise in pavement
treatment alternatives includes cost
saving, cutting-edge, and
green/sustainable paving
technologies, such as warm mix
asphalt and in-place recycling
technologies.
239
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 15
deflection data, continuous thickness data using ground pe netrating radar (GPR), and materials testing to assess the engineering properties of the existing roadway more accurately.
Sustainable and Innovative Pavement Technologies
There are numerous pavement rehabilitat ion techniques available today with new binders, new additives, and polymers all of which may be applied in various layers to preserve pavement life. NCE constantly seeks to identify the most cost- efficient alternatives for cities and co unties, such as CIR, cement stabilized pulverized base (CSPB), asphalt rubber hot mix asphalt (ARHM), warm mix asphalt, and terminal blend asphalt rubber binders. Many of the technologies NCE can implement will meet potential City sustainability or environmental goals and policies. Some examples are described in the following paragraphs.
Sustainable Pavements – NCE is involved with projects at both the national and local levels on issues, such as sustai nable pavements, and premature failures.
For example, Dr. Tom Van Dam has served as NCE’s Principal Investigator for the FHWA on Sustainable Pavement Systems. He has develope d technical guidelines and a webinar series and has been an internal resource for NCE when addressing sustainability for our projects.
Cool Pavements – NCE prepared a report to discuss cool pavement alternatives for the City of Chula Vista as a means of mitigating the urban heat island impact.
This included the use of pavement altern atives, such as porous or permeable pavements, pavers, concrete pavements, and use of light-colored aggregates, etc.
Composite Pavements – NCE worked for the Strategic Highway Research Program (SHRP2 R21) to develop best practice standards for asphalt concrete (AC)/portland cement concrete (PCC) composite pavements nationwide. This project resulted in the development of best practices in construction, specifications, and quality management procedures for these pavements. NCE is currently teaching a series of workshops for State Highway Agencies nationwide to assist them in implementing key best practices for composite pavements.
While this work was funded and aimed at State Highway Agencies, the fundamental concepts of composite pavements and the best ways to implement them can be translated to cities, too.
Cold-In-Place Recycling – A cost-effective alternative to traditional mill and fill pavement treatments, cold-in-place recycling can yield cost savings of as much as 30% using existing AC materials, which produces less truck hauling and better time efficiency during construction.
Longer pavement sections (generally at
least 500,000 sf of pavement area) that
require deeper mill and fills (typically at
least three inches) are good candidates
for cold-in-place recycling with
potentially large cost savings.
Full Depth Reclamation (FDR) – Full-
depth reclamation is a process that
reconstructs failed AC pavements by
recycling the existing roadway materials. The old AC and aggregate base materials are pulverized and mined utilizing specialized equipment. The full- depth reclamation method recycles the materials in-situ and can offer significant cost savings over conventional roadway reconstruction techni ques. It is generally cost-effective for areas as little as 25,000 square feet.
240
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 16
GIS Analysis, Modeling, and Mapping using the latest ESRITM Software NCE staff have an in-depth knowledge and understanding of the GIS needs of public entities and the importance of geospatial data in making critical resource(s), impact anal ysis, and management decisions. These decisions require well thought out tools that allow for efficient management, deployment, and dissemination of spatial data (both internal and external for the public). Our experience with GIS develo pment and analysis, cartography, and asset management is extensive and includes projects for municipalities across California and Nevada. Our services include mobile data collection, integration with asset and PMS software, and detailed mapping capabilities using the latest ESRI TM software which includes ArcGIS®, and ArcPro.
Organization Chart
NCE has assembled a team that includes key
personnel who have supported City’s prior PMP
updates, along with certified field inspection
capability and advanced pavement engineering
expertise to ensure a consistent and defensible
2026 update. Principal-in-Charge Vijay Pulijal, PE,
PMP, will oversee contractual obligations, project
quality, staffing, and serve as a main contact for
the City, bringing extensive leadership and
project management experience statewide.
Project Manager Mei-Hui Lee, PhD, PE , will lead
day-to-day efforts and serve as the primary
contact between NCE, the City, and our
subconsultant (as optional automated survey),
with strong technical expertise in pavement
management, design, and rehabilitation. QA/QC
Manager Shahram Misaghi, PE , and Pavement Specialist James Signore, PhD, PE , will provide advanced technical guidance and will implement NCE’s quality assurance progra m, drawing on his extensive experience in pavement management and maintenance. Mei-Hui has supported vari ous local agencies’ PMP updates in Sacramento County and San Joaquin County areas, providing valuable continuity and understanding of jurisdiction needs.
Subconsultants
NCE has included märker geospatial,
LLC (märker) on our team to assist as-
needed in providing automated pavement data collection services (optional). märker has provided hundreds of successful pavement and asset management projects specifically for municipal governments for over 30 years. The märker team has implemented numerous industry-leading technologies in order to successfully collect, process, and deliver accurate, up-to-date pavement conditions, along with other va rious public works roadway and roadside infrastructure assets for a multitude of government agencies across the country. märker owns and operates a fleet of right-of-way data collection equipped vehicles and they use proven techno logies to successfully complete pavement data collection and asset management projects. märker’s testing vehicle ha s been certified by MTC though the Vendor Certification Program (VCP).
Together with NCE, our team has successfully collected, processed, and delivered accurate up-to-date pavement conditions and roadway infrastructure assets for the Cities of West Sacramento, Sacramento, Citrus Heights, Davis, Elk Grove, and the Counties of Yolo, Sacramento, Shasta, Siskiy ou, San Diego, and Orange. Our team are currently working in Sacramento County to perform PMP update and was also se lected by the City of Tracy to conduct the similar PMP update in 2026.
241
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 17
Unlike other consultants using similar technologies, NCE and märker places certified technicians in their survey vehicle in order to identify and confirm the pavement distress data, (in real time) using an on-board surface distress recording subsystem. These specially designed touch screen data entry devices are integrated with the vehicle’s GPS and allows the inspector to quantify the severity and extent along more a ccurately with the GPS beginning and end point locations of every pavement distress that is present on the City’s roadways.
NCE Roles and Responsibilities
Vijay Pulijal, PE, PMP | Principal-in-Charge
Vijay Pulijal, PE, PMP, is NCE’s proposed Principal-in-Charge for this project. Vijay will be responsible for ensuring the resources required are met, and will oversee the project through the phases and participate in key meetings.
Mei-Hui Lee, PhD, PE | Project Manager
Mei-Hui Lee, PhD, PE, serving as Project Manager, will be the City’s point on the project, and maintain overall communication with the City and all NCE Team members. It w ill be her responsibility to share project status with the team and collect information to document monthly and year-t o-date progress on individual activities. In consultation with the Principal, Vijay Pulijal, it will also be her responsi bility to update the schedule, to develop action items to keep the project on schedule, and to examine cost-cutting measures that can be taken to streamline the project.
Shahram Misaghi, PE | QA/QC Manager
Shahram Misaghi, PE, is NCE’s proposed QA/QC Manager for this project. He will be responsible for implementing NCE’s quality assurance and quality control management (QA/ QC) program. He will address QA/QC procedures and expectations for each team member and will provide the quality assurance review and its documentation of the documents that will be submitted to the City.
James Signore, PhD, PE | Pavement Specialist
James Signore, PhD, PE, will be responsible for leading all pavement design and materials related aspects on this contract, including the use of the latest economical treatment method s and materials, and review of technical specifications related to Hot Mix Asphalt (HMA) concrete, surface seals, and pavement recycling. This includes developing and implementing pavement investigations and design scopes of work using both empirical and mechanistic design approaches.
Saint Yoojaroen | Pavement Engineer
Saint Yoojaroen will support the PMP and GIS Linkage update by assisting with StreetSaver® database modifications, including adding new sections and updating pavement histor y. He will help run budget needs and scenario analyses, generate reports and maps, and update the maintenance and re habilitation (M&R) decision trees with unit costs once James discusses treatment strategies with the City. Saint w ill also coordinate closely with Project Manager Mei-Hui, supporting her in meetings with City staff and ensuring that all database updates and analyses reflect agency priorities.
Randy Plett and Jake Rajnowski| Senior Field Technicians Randy Plett and Jake Rajnowski will be responsible for \ performing manual pavement condition assessments, creating Pavement Condition Index data in accordance with MTC protocol, and performing quality control and assurance of collected pavement performance data. They will also perfor m data collection pre-processing, geospatial analysis and network maintenance to help prepare datasets for the collection process.
Subconsultant Roles and Responsibilities (Optional Automated Survey) Ken Huisman (märker) | Field Supervisor
Ken Huisman ( marker) is NCE’s Field Supervisor for optional automated survey in this project. He will coordinate and manage facets of the automated survey field work, including crew coordination, survey scheduling, quality components, and timely completion of all fieldwork collection deliverables.
John Zimmer (märker) | Field Data Collection Coordinator John Zimmer (marker) will provide his extensive pavement profiling an d infrastructure management experience to this project. John has more than 30 years’ experience in transportation engineering. His hands-on experience in completing 242
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 18
pavement data collection, transfer, delivery, and analysis has become an instrumental part of our field team in delivering timely, accurate, and reliable data. John is certified by MTC to perform condition surveys.
Experience and References
NCE has been a leader in the field of pavement management and design and has successfully diversified its services over the last 33 years since 1990, while still maintaining its reputation as experts in the field of pavement research, management, design, and reconstruction. NCE is well versed in California’s pavement management standards, regulations, and the latest software. We remain at the forefront of existing and emerging PMS methods and technology trends.
NCE’s expertise in pavement manageme nt systems is exemplified by our close relationship with MTC. We have worked with MTC since 1997 in many capacities. NCE conducts all the StreetSaver® training on MTC’s behalf and assists in any beta testin g for new software development. NCE has also trained hundreds of cities, county, and local agency staff including engineers and maintenance personnel on the program.
With PMP implementations and updates completed for over 220 cities and counties, NCE is among the most experienced pavement management firms in California. The map to the right shows our California municipal and local government agency clients where we have performed pavement-related engineering work such as pavement condition surveys and other pavement management services – further demonstrating the depth of our knowledge, expertise, and experience in the pavement management arena.
Relevant Experience
2023 Pavement Management Progra m Update, City of Galt, CA: NCE provided pavement consulting services to assist in updating the StreetSaver® Pavement Management Program (PMP). The City’s pavement network is composed of approximately 90.8 centerline miles of pub licly maintained streets. The last condition surveys were performed in 2018. For the 2023 update, the City desires to perform pavement condition surveys on the entire network, as well as maintenance and rehablitation records u pdate, budget analysis, summary report and Council presentation. With City’s exisiting paving budget $0.8 million per year, the network PCI will drop from 69 to 61 in 5 years. NCE Key Personnel: Margot Yapp, Shahram Misaghi, Mei-Hui Lee, Sampat Kedarisetty, Saint Yoojaroen, Jake Rajnowski.
Pavement Management Program Implemen tation and Updates, City of Elk Grove, CA: In 2004, the City of Elk Grove selected NCE to convert the City’s inventory data from Sacramento County to StreetSaver®. Existing data were reviewed, verified with County and City staff as appropriate, and then sectionalized into the appropriate fo rmat. The City has approximately 542 centerline miles in the street network. As part of this project, NCE assisted the City with the selection of appropriate PMP software (StreetSaver® was selected by the City), field verified street lengths from County records, performed condition surveys, performed all budget analyses and prepared reports, and finally, made a final presentation to the City Council. In addition, City staff was trained in the use of the software. NCE has assisted the City by updating the pavement surveys on half of arterials and collectors and one-quarter of residential steeets annually over the past 10 years. The buegetary analysis and PMP reports will be conducted bi-annually. NCE Key Personnel:
Margot Yapp, Mei Hui Lee, James Signore, Jake Rahnowski, märker Geospatial 243
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 19
Pavement Management System Update and Survey, City of Stockton, CA: NCE updated the StreetSaver® pavement management system in 2017 on arterials and collector networ ks. The City’s street network consists of 756 centerline miles (approximately 4,525 pavement sections). Paveme nt condition was previous updated in 2012/2013. Field inspections on residential streets are not included in 2017 update. NCE collected pavement distress data on arterials and collectors only, calculated the PCI, and provided recomme ndations for maintenance and re habilitation treatments for City staff. Unit cost and pavement strategies were updated in the decision tree for accurate budgetary analysis. Next, NCE performed a budget needs analysis with various scenarios to address maintenance and rehabilitation options along with their associated costs. City’s scheduled overlay and surface seal projects in 2018 were also included in the analysis.
Finally, the budgetary report with projected network condition and deferred maintenance was prepared and submitted to the City. NCE Key Personnel: Margot Yapp, James Signore, Mei Hui Lee, Joseph DeLeon Regional Pavement Management Update, Stanislaus Council of Governments, Stanislaus County, CA: The Stanislaus Council of Governments selected NCE to provide professional services to update their regional pavement management program in 2012-2014 and again in 2021-20 22. StanCOG consists of nine cities (Ceres, Hughson, Modesto, Newman, Oakdale, Patterson, Riverbank, Turlock, and Waterford and Stanislaus County). Stanislaus National Forest is adjacent to this county. The project scope included:
Performed distress/condition surveys on road network (1,873 paved miles of roads)
Updated existing pavement network to include new streets Implemented a rigorous QC program as part of the distress surveys Calculated pavement condition indices
Updated all maintenance history data
Updated and modified the maintenance strategies and decision tree Performed budget scenario analyses
Prepared final reports
Provided training to StanCOG and agency staff
Linked the GIS to the pavement management database
Made presentations to City Councils
Provided recommendations for preventive maintenance strategies and work plans NCE successfully implemented the pavement management update for all nine cities in 2012 and the results were used to assist StanCOG to develop a sales tax measure that was passed in November 2016. NCE recently completed a similar update for all agencies (including Stanislaus County) in 2022. NCE Key Personnel: Margot Yapp, Mei-Hui Lee, Shahram Misaghi, James Signore, Jake Rahnowski.
Pavement Management Updates, Pave ment Condition Data Collection, and Analysis, City of Sacramento, CA: With over 3,000 lane-miles of streets, Sacramento owns and maintains the fifth largest street network in California. In 2016, the City of Sacramento (City) converted to StreetSaver® and needed results in less than six weeks. NCE/marker geos patial implemented an aggressive field data collection schedule to meet this goal. The NCE team performed annual semi- automated pavement condition surveys of the street network in accordance with the distress definitions and descriptions as per ASTM D6433 in 2017 to 2021. All of the data collected were entered into the StreetSaver® database and analyzed to generate PCI and reports. NCE performed budget needs an alysis scenarios to identify road sections that need treatment and apply the maintenance and rehabilitation deci sion trees to each section. The scenarios evaluation prioritized sections for repair under constrained, realistic, budgetary assumptions. NCE performed the City’s last PMP update in 2020/22 with the pavement condition report submitted in early 2022. NCE has recently been selected again to update the City’s PMP for 2024 to 2026. NCE Key Personnel: Margot Yapp, Mei-Hui Lee, James Signore, Jake Rajnowski, Ken Huisman (märker geospatial), John Zimmer (märker geospatial). 244
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 20
Pavement Management System (PMS) Updates, County of Sacramento, CA: NCE was first contracted by the County of Sacr amento (County) to assist in updating the PMS in 2013. The County converted to the StreetSaver® PMS in the late 1990s but had not updated it since that time. The decision to update to the current version of StreetSaver® was intended to assist the County in managing the road network of approximately 2,200 centerline miles. Due to the then economic climate, the road network did not receive sufficient funding to maintain it in a state of good repair. NCE began pavement condition surveys in 2017 and completed the entire network update in 2018. All surveys were performed in accordance with ASTM D6433. The data collected were entered into the Co unty’s StreetSaver® database and the PCI determined. In addition, NCE performed the funding analys is to determine the funding shortfalls and prepare a five-year work plan for each Supervisorial District. Furthermore, NCE assisted the County to present the results to the Board of Supervisors and the public so that they understood how the additional fundi ng from SB1 will be allocated. NCE recently performed budgetary analysis and supported public meetings for the County in 2022. NCE was selected by the County again in 2025 to update its PMS. We have teamed with Marker to conduc t automated surveys on all County’s maintained roads, and the field data colletion will be completed in Spring 2026. NCE Key Personnel: Margot Yapp, James Signore, Mei-Hui Lee, Jake Rajnowski, Ken Huisman (märker geospatial), John Zimmer (märker geospatial).
Various Projects, Metropolitan Transpor tation Commission, Various Locations, CA: Since 1987, NCE staff has been involv ed with the StreetSaver® program through various assignments. Details of our experience are described below:
PMP Implementations: NCE has implemented the StreetSaver® PMP in over 200 cities and counties in California since 1994. They include many major cities such as San Francisco, San Jose, Oakland, Seattl e, Boise, Fremont, and Fairfield as well as counties such as Alameda, Marin, San Mateo, Santa Cruz, Stanislaus, Mendocino, Mariposa, Humboldt, La ke, Lassen, and Mono. The PMP implementations included network sectionalizations, pe rforming condition surveys and budgetary analyses, presentations to elected officials, and preparing capital improvement programs.
StreetSaver® Knowledge: NCE staff proposed on this project have work ed with the StreetSaver® software since 1987.
We have more than 100 person-years of experience with St reetSaver®, more than any other pavement consulting firm in the United States.
P-TAP Rounds 1-26 Projects: NCE has been a selected P-TAP consultant since Round 1 in 1998/99. This includes NCE’s technicians and engineers being certified in MTC’s rater cert ification program. Our PTAP clients include more than 80 cities and counties (more than half the agencies in the San Francisco Bay Area).
Beta Testing: NCE has been involved with beta testing different versions of the StreetSaver® software since 1994. We have worked with MTC as well as the software developers in finding, reporting and resolving bugs from versions 5.4 to the current online version. Our staff has included users with an intimate knowledge of the PMP program and programming abilities, as well as newer engineers with limit ed knowledge (that better represent the typical user). Our exposures to multiple “real-life” databases have enabled us to push the program to its limits.
Software Development: NCE has been a member of the Software Deve lopment Team (SDT) since the development of Version 7.0. Since 2001, NCE has been a facilitator at th e SDT meetings and worked with both MTC and the software developers (DevMecca) in the development of subsequent versions. Both of these experiences have allowed us to better understand the programming efforts, and challenges inherent in the process. It has also allowed a fuller understanding of the capabilities of the program, and the bugs and enhanc ements that accompany each new version. This, in turn, allows us to better assist agencies.
Training: NCE has trained users on the StreetSaver® software since 1997. This includes developing all the training materials, ensuring interaction in the training as well as conducting the training. Our staff has performed training on the software as early as 1988 with individual agencies. Training courses we have developed for MTC include Basic Computer Skills, Budgetary Analyses, How to be a Champion, GIS Linkage, Custom Report Wizard, and Project Selection. 245
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 21
Non-Pavements Needs Assessment: NCE developed a methodology for predicting non-pavement needs to incorporate in the Regional Transportation Plan. Using survey data from over 80 cities and counties NCE developed prediction models to determine the non-pavement asset value in agencies where li ttle, if any, data were available. Over 22 different non- pavement assets were included, e.g., curb and gutters, sidewa lks, traffic signals, streetlights, guardrails, sewers, sound/ retaining walls, traffic signs, and storm drains.
Challenges and Solutions: NCE has been the go-to consultant for MTC for “unusual” scope of work. The most recent was performing a funding analysis for th e City of Oakland which passed a $350 million bond in 2016 for transportation improvements. The results from StreetSaver® had to be coupled with external factors such as safety, alternate modes of transportation and social equity.
NCE Key Personnel: Margot Yapp, Vijay Pulijal, James Signore, Mei Hu i Lee, Shahram Misaghi, Saint Yoojaroen, Jake Rajnowski.
Pavement Management Program Update, Amador County and Cities, CA:
Amador County and its participating cities (City of Amador, Jackson, Plymouth and Sutter Creek) maintained roadway information in spreadsheet format but do not have an established Pavement Management Program (PMP). NCE was selected by the County and cities in 2015 to develop and implement a comprehensive, GIS-based PMP from the ground up and update into StreetSaver® database. NCE has conducted pavement condition survey on approximately 455 centerline miles of roads and the airport in the County and cities. GIS map, historical maintannce and rehablitation records, and pavement strategies were also updated in this project. Following data collection and database update, multi-year budget analysis was perfor med to evaluate funding scenarios, identify prioritized projects, and estimate the investment required to maintain or improve overall network condition. We have also assited the County and City staff to prepare the Board/Council presentations and conduct technical training to ensure successful long-term use and maintenance of its PMP system. NCE was selected by Amador County again in 2020 to conduct PMP update for the County and all anticipating cities; however, the project was ultimately cancelled due to the lack of available County budget to fund the effort.
NCE Key Personnel: Margot Yapp, James Signore, Mei-Hui Lee.
References
Provided below are three references, within the past 10 years of clients for whom services have been performed that are comparable in quality and scope to that specified in this RFP.
NCE
2023 Pavement Management Program Update
Client: City of Galt, 495 Industrial Drive, Galt, CA 95632 Contact Name: Trung Trinh
Phone Number: (209) 366-7260
Email Address: [email protected]
Services Provided: Pavement Management Program Updates
Start/End Dates: 2023 to 2025
Pavement Management Program Implementation and Updates
Agency: City of Elk Grove, 8400 Laguna Palms Way, Elk Grove, CA 95758 Contact Name: Robert French
Phone Number: (916) 478-3648
Email Address: [email protected]
246
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services February 25, 2026
Page | 22
Services Provided: Pavement Condition Surveys
Start/End Dates: 2011 to Present
Pavement Management System Update and Survey
Agency: City of Stockton, 22 East Weber Avenue, Room 301, Stockton, CA 95202 Contact Name: Adriana Garibay
Phone Number: (209) 937-7298
Email Address: [email protected]
Services Provided: Pavement Management System Update and Survey Start/End Dates: 2020 to 2021
Regional Pavement Management Update
Agency: Stanislaus Council of Governments, 111 I Street, Ste 308, Modesto, CA 95354 Contact Name: Rosa De Leon Park
Phone Number: (209) 525-4642
Email Address: [email protected]
Services Provided: Regional Pavement Management Program Services Start/End Dates: 2012 to 2024, 2021 to 2022
Pavement Management Updates, Pavement Condition Data Collection, and Analysis Agency: City of Sacramento, 5730 24th Street, Bldg 1, Sacramento, CA 95822 Contact Name: Gregory Smith, PE
Phone Number: (916) 808-8364
Email Address: [email protected]
Services Provided: Annual Pavement Condition Surveys and Analysis Start/End Dates: 2017 to Present
Pavement Management System Updates
Agency: County of Sacramento, 9660 Ecology Lane, Sacramento, CA 95827 Contact Name: Ken Wick
Phone Number: (916) 826-6460
Email Address: [email protected]
Services Provided: Pavement Management System Updates
Start/End Dates: 2013 to Present
Various Projects Throughout San Francisco Bay Area
Agency: Metropolitan Transportation Commission, 375 Beale Street, Ste 300, San Francisco, CA 94105 Contact Name: Elliott Wing
Phone Number: (415) 260-7774
Email Address: [email protected]
Services Provided: StreetSaver® Program Various Assignments Start/End Dates: 1987 to Present
247
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 23
5. Work Sample
NCE has provided a link below to a completed report that our firm has previously developed for cities, counties or local government agencies that are comparable to the project outlined in this RFP. https://cityoflodijamesselke.portal.massive.io
248
249
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 27
Appendix B
Key Staff Resumes and Certifications
250
Education
PhD, Civil Engineering, National
Taiwan University, Taiwan, 2009
MS, Civil Engineering, Columbia
University, New York, 2012
BS, Civil Engineering, National
Taiwan University, Taiwan, 2002
Registrations and Certifications
Professional Engineer – Civil, CA
#87635
Affiliations
American Society of Civil Engineers
Nevada Water Resources
Association
American Public Works Association
Joined NCE
2014
Total Years of Experience
13 years
Mei-Hui Lee, PhD, PE
Project Manager
Dr. Lee has a PhD in civil engineering and is experienced in pavement design, evaluation, and maintenance projects. Dr. Lee has abundant field experience at various international airfields, including runway design, pavement structure evaluation, and field surveys. She also has research experience at the Federal Aviation Administration National Airport Pavement Test Facility in runway design life extension and aircraft baking performance simulation projects. Currently, she serves as the project manager for pavement management and design projects at NCE. Her clients include the Counties of Sacramento, Trinity, Lake, and Mariposa, as well as multiple cities, including Sacramento, South San Francisco, Martinez, and Folsom. She is responsible for the analysis and quality control of pavement distress data collection, up dating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. She has developed cost-effective maintenance treatments and strategies, prepared custom multiple-year detailed street maintenance plans and budget option reports , and linked Geographic Information System maps with management sections in the client’s Pavement Management Program database.
Representative Projects
2013-2022 Pavement Management Update
Sacramento County, CA
Senior Engineer. NCE was first contracted by the County to assist in updating the Pavement Management System in 2013. The County converted to the StreetSaver® Pavement Management System in the late 1990s but has not updated it since that time. The decision to update to the current version of StreetSaver® was intended to assist the County in managing the road network of approximately 2,200 centerline miles. Due to the economic climate, the road network had not received sufficient funding to maintain it in a state of good repair.
NCE began pavement condition surveys in 2017 and completed the entire network update in 2018. All surveys are performed per American Society for Testing and Materials D6433. The data collected were entered into the County’s StreetSaver® database and the Pavement Condition Index was determined. In addition, NCE performed the funding analysis to determine the funding shortfalls and prepare a five-year work plan for each Supervisorial District.
2019 & 2023 Pavement Management Program
City of Yuba City, CA
Senior Engineer/Project Manager. Yuba City selected NCE to assist staff in updating their Pavement Management System in 2018. The City’s pavement network is comprised of approximately 259 centerline miles of publicly maintained streets (arterial: 45.3 cent erline miles/133 sections; collector: 41.7 centerline miles/143 sections; residential/local: 171.8 miles/1,129 sections). The last condition surveys were performed in 2015. For the 2018 update, the City requested pavement condition surveys on arterials and collectors only. NCE next conducted Pavement Condition Index calculations and updated all inspection data in the City’s StreetSaver® database. In the 2023 Pavement Management System 251
Mei-Hui Lee, PhD, PE
Page | 2
update, NCE worked with City staff to update pavement maintenance strategies, perform budgetary analysis, and summarize the impacts of various funding levels or target Pavement Condition Indexes. 2017-2022 Street Surface Seal and Pavement Rehabilitation City of South San Francisco, CA
Project Manager. NCE has completed pavement resurfacing, rehabilitation, and reconstruction projects for the City since 2017, which comprised 47.7 centerline miles of streets for resurfacing and 16.0 centerline miles of streets for rehabilitation. Every tw o years, the City surveys the streets and enters the data into the StreetSaver® database. This database assists staff in determining the Pavement Condition Index for each street segment and the street network overall. NCE assists the City in updating histo rical maintenance and rehabilitation records and conducting field reviews to identify candidate streets for the City’s annual surface seal and rehabilitation programs. Based on the City’s paving budgets and maintenance strategy, NCE has utilized the StreetSaver® database and field reviews to develop a multi-year work plan for the City in 2018, 2020, and 2022.
Pavement Management System Updates
Various Cities and Counties
Project Engineer. Mei -Hui has been involved with updating Pavement Management Programs for many Cities and Counties in the Bay Area, Central Valley, and outside of California. She is responsible for the analysis and quality control of pavement distress dat a collection, updating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. She has developed cost -effective maintenance treatments and strategies, prepared custom multiple-year detailed street maintenance plans and budget option reports, and linked Geographic Information System maps with management sections in the client’s Pavement Management Program database. Some of her current/past Pavement Management Program clients include:
• Ada County, ID
• Amador City, CA
• Amador County, CA
• Benicia, CA
• Calistoga, CA
• Chula Vista, CA
• Clearlake City, CA
• Davis, CA
• East Bay Regional Park District, CA
• Elk Grove, CA
• Folsom, CA
• Hayward Airport, CA
• Jackson City, CA
• Lake County, CA
• Lakeport City, CA
• Mariposa County, CA
• Placerville, CA
• Plymouth City, CA
• Rio Vista, CA
• San Francisco Airport, CA
• San Francisco, CA
• San Pablo, CA
• Santa Cruz, CA
• Siskiyou County, CA
• St. Helena, CA
• Sutter Creek City, CA
• Trinity County, CA
• University of California-Davis, CA
• Vallejo, CA
• Yountville, CA
• Yuba City, CA
StreetSaver® Peer Review
City of Lincoln, NE
Project Manager. Mei- Hui reviewed the current StreetSaver® database pavement inventory, maintenance and rehabilitation treatments/unit costs, Pavement Condition Index breakpoints by condition categories, inspection updates, historical maintenance and rehabilitation updates, and budgetary scenario parameters. Geographic Information System linkage and pavement segment re -sectionalizing were also included in this project. All pavement sections were sectionalized by blocks that were not cost -effective from a maintenance perspective. All arterials and collections were re-sectionalized as half a mile long to better reflect pavement conditions and maintenance practices. In addition, the new sections were re-ordered sequentially and avoided double counting of centerline mileages. 252
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Mei-Hui Lee
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Apr 29 2026
Serial no: 1167
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
253
Education
MS, Engineering Technology,
University of Memphis TN, 2000
BS, Civil Engineering, Osmania
University, India, 1999
Registrations and Certifications
Professional Engineer – Civil, CA
#76480
Project Management Professional
(PMP), PMI
MTC StreetSaver® Rater Certification
OSHA 10-Hour Construction,
ClickSafety
Affiliations
American Public Works Association
(APWA)
Construction Management
Association of America (CMAA)
American Society of Civil Engineers
(ASCE)
Joined NCE
2024
Total Years of Experience
22 years
Vijay Pulijal, PE, PMP
Principal, Asset Management
Vijay Pulijal is a forward-thinking Principal Engineer and Asset Management Lead with over 2 2 years of expertise in both pavement and non -pavement infrastructure. With a strong foundation in traditional asset management, Vijay has expanded his role to lead cutting-edge pilot studies focused on integrating AI technologies into asset management processes. These initiatives, which began in March 2023, aim to enhance data collection, improve decision-making, and drive innovation in public infrastructure management.
As a licensed Professional Engineer (PE) and certified Project Management Professional (PMP), Vijay has successfully managed over 170 Pavement Management Program (PMP) projects, consistently delivering cost-effective, high- quality solutions to public agencies. Recently, Vijay has spearheaded efforts to pilot AI- assisted data collection methods for evaluating pavement distress and managing non-pavement assets, including traffic signs, streetlights, and signals.
These forward-looking initiatives are laying th e groundwork for a more scalable and precise approach to asset management, underscoring Vijay’s dedication to innovation and future-ready solutions.
In addition to his technical work, Vijay is an experienced presenter, having shared his insights on asset management software and tools at the MTC User Week. Most recently, he presented at the PWX conference in Atlanta, showcasing an AI-driven approach to pavement distress evaluation in his session titled Advancing Pavement Asset Management in Public Works with AI: Watsonville Case Study.
Representative Projects
2019-2026 StreetSaver® Technical Assistance
Metropolitan Transportation Commission, CA
Principal Engineer. Vijay provides QA/QC on distress data and budget analyses, supports agencies with technical guidance on StreetSaver® use, and reviews final deliverables to ensure quality and consistency with MTC standards. NCE has been involved in numerous projects related to the development, implementation, and training of the StreetSaver® program. NCE implemented the StreetSaver® Pavement Management Program in more than 200 agencies since 1994. NCE has been a Pavement Tech nical Assistance Program consultant since Round 1 in 1998/1999. This includes NCE’s technicians and engineers being certified in the Metropolitan Transportation Commission’s certification program. NCE has been involved with the beta testing of different versions of the StreetSaver® software since 1994 and has been a member of the software development team. NCE has trained users on the StreetSaver® software since 1997, including the development of the training materials, ensuring interaction in the training, and conducting the training. NCE provides services related to the development of the StreetSaver® software and provides training workshops and seminars. The overall training and support program is provided by MTC twice per year in Oakland and once per year in Southern California. Depending on the workshop, the audience has ranged from managers to clerical/administrative staff members that perform data entry. The bulk of the attendees, however, have been engineers and maintenance staff who work with local streets.
254
Vijay Pulijal, PE, PMP
Page | 2
Statewide Local Streets and Roads Needs Assessment
League of California Cities, County Engineers Association of California, California State Association of Counties Principal Engineer. Vijay helped manage the statewide survey process by supporting the team in following up with agencies, tracking responses, and resolving technical issues. I worked closely with the project lead to ensure the data received was accurate and complete, helping move the effort forward from both a technical and coordination standpoint.
NCE is responsible for the development of the needs and scenario methodologies for both pavement and non-pavement assets for 539 cities and counties. This inclu des the development of a website, online database data collection, and funding analysis. The results are used to document the funding needs for the next ten years and to advocate for additional transportation revenues. Margot has managed the project since 2008 and is responsible for communicating the results to a wide variety of audiences, including state legislators, elected city and county officials, Directors of Public Works, engineers, and planners.
Pavement Management Technical Assistance Program (P-TAP) (Rounds 5 thru 25) Metropolitan Transportation Commission (MTC), San Francisco Bay Area, CA Project Manager. Vijay led the Pavement Management Technical Assistance Program (P -TAP) for MTC over the past 21 years, managing more than 168 assignments for Bay Area cities and counties. The P -TAP program, funded by approximately $1.5 million in federal dollars annually, helps local agencies stretch their road budgets by implementing, updating, and maintaining pavement management databases. The program also supports the management of non - pavement street and road assets, such as signs, storm drains, curbs, gutters, traffic signals, and streetlights, through pilot projects.
Vijay’s role as Project Manager involves conducting pavement condition surveys, updating agencies' pavement management programs (using StreetSaver®) with field data, and incorporating recent maintenance and rehabilitation work. He works closely with agencies to develop pavement treatment strategies, taking into account treatment costs, inflation, interest rates, and long -term budget projections. Vija y generates various budget scenarios to display the potential impact on pavement conditions and optimize the annual budget for cost -effective results. His team also provides color- coded PCI and work plan maps using GIS tools like ESRI ArcMap and delivers comprehensive reports containing all findings for both MTC and the respective agencies.
In addition to his technical responsibilities, Vijay provides training and guidance to agency staff, including inspection ride- alongs and StreetSaver® software training. He also assists agency project managers with presentations to boards or councils, ensuring they have the tools to justify spending and secure federal and state funding for pavement preservation and rehabilitation projects.
Vijay and his team maintain a close working relationship with MTC, offering feedback on StreetSaver® enhancements and regularly presenting at MTC User meetings and seminars. His ongoing contributions have positioned him and his team as trusted advisors, helping local agencies manage their infrastructure more efficiently and secure necessary funding.
Vijay and his team work closely with MTC staff in providing feedback on the StreetSaver® module and participate and present at various MTC User’s meeting and seminars.
Pavement Management Program Update
City of Chico, CA
Project Manager. This project involved adding over 100 miles of pavement sections to the database. Vijay took existing pavement management data in Cartegraph and imported it into StreetSaver®. Extensive new field surveys of the entire City were then conducted, collecting current conditions data on 282 centerline miles to update the StreetSaver® database and show where maintenance would be most effective. There by assisting the City help determine the most appropriate time to treat a pavement; what the most cost-effective method may be; and how many dollars it may take to maintain a roadway system at a desirable condition.
255
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Vijay Pulijal
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Jun 27 2026
Serial no: 1177
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
256
Education
MS, Civil Engineering, University of
Texas, El Paso, 2011
BS, Civil Engineering, University of
Science & Technology, Tehran, 1999
Registrations and Certifications
Professional Engineer – Civil, CA
#82874
Metropolitan Transportation
Commission StreetSaver® Rater
Certification
Joined NCE
2011
Total Years of Experience
20 years
Shahram Misaghi, PE
Quality Assurance/Quality Control Manager
Shahram is an experienced Project Manager and Lead Project Engineer at NCE with over 20 years of experience in pavement management, asset management, maintenance, rehabilitation, design, and planning projects. His experience includes pavement and asset data collection and analysis. Currently, he is leading/involved in multiple projects focused on pavement right -of-way asset inventory for agencies across California, and he has led over 70 PMS projects in the last 12 years.
He has been involved with the update of pavement management systems for numerous cities and counties throughout California with responsibilities that include the analysis and quality control of pavement distress data, updating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. He has developed the most cost-effective maintenance treatments and strategies, prepared custom multiple-year detailed street maintenance plans and budget option reports, and linked GIS maps with management sections in the client’s PMS database. He is extremely well- versed with StreetSaver® and is certified by MTC to perform condition surveys.
Representative Projects
StreetSaver® Training and Technical Support and PTAP Rounds 1-24 Metropolitan Transportation Commission (MTC), CA
Project Manager and Senior Engineer. NCE has been involved in many projects related to the development, implementation, and training of the StreetSaver® program. NCE implemented the StreetSaver® PMS in over 150 agencies since 1994. Shahram has trained user s of the StreetSaver® software including the development of the training materials, ensuring interaction in the training, as well as conducting the training.
Statewide Local Streets and Roads Needs Assessment
League of California Cities and County Engineers Association of California Senior Engineer. NCE has prepared the biennial needs analysis for both pavement and non-pavement assets for 540 cities and counties since 2008. This includes the development of a website, an online database and data collection, and funding analysis. The results are used to document the funding needs for the next 10 years and assisted in the passage of Senate Bill 1. The results are communicated to a variety of audiences, including state legislators, elected city/county officials, Directors of Public Works, engineers, and planners.
Pavement Management System Updates
Various Cities and Counties, Bay Area and Southern California Project Manager, Senior Engineer, and Quality Assurance/Quality Control Manager. Shahram has been involved with updating Pavement Management Systems for over 70 cities and counties in California. He is responsible for the analysis and quality control of pavement distress data, updating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. He has developed the most cost - 257
Shahram Misaghi, PE
Page | 2
effective maintenance treatments and strategies, prepared custom multiple-year detailed street maintenance plans and budget option reports, and linked Geographic Information System maps with management sections in the client’s Pavement Management System da tabase. He is an experienced user of the PAVER ™ pavement management software.
He has also been responsible for quality control review of client deliverables, including final reports and agency submittals. Some of his current/past Pavement Management System clients in California include:
• Alameda
• Amador County LTC
• Bakersfield
• Berkeley
• Calaveras COG
• Clearlake
• Colma
• Citrus Heights
• Davis
• Diamond Bar
• Dixon
• Fairfield
• Fresno
• Fresno COG
• Glenn County
• Humboldt CAOG
• Kern County
• Lake County APC
• Lakeport
• Madera City/County
• Marin County
• Mendocino COG
• Mission Viejo
• Monterey County and Cities
• Metropolitan
Transportation Commission
• Oakland
• Placer County
• Richmond
• Rocklin
• San Francisco City/County
• San Francisco International
Airport
• Santa Maria
• Stanislaus COB
• Trinity County
• Tuolumne County
• Walnut Creek
• West Sacramento
• Yolo County
Measure KK Technical Analysis and Support
City of Oakland, CA
In November 2016, Oakland voters overwhelmingly passed Measure KK, a $600 million bond measure that included $350 million for transportation. Well before Measure KK went to the voters, NCE provided the City with a StreetSaver® analysis to determine the impacts of the bond measure over the next ten years. This included determining the most cost-effective maintenance and rehabilitation strategies, such as pavement preservation and cold-in-place recycling.
Engineering Services for Pavement Management System Update City of Fresno, CA
Co-Project Manager. Shahram was responsible for field data collection, quality control activities, budgetary analysis, reports, and Council presentations. NCE performed semi- automated condition surveys using the Metropolitan Transportation Commission’s mod ified ASTM D6433 survey procedures, and a customized vehicle equipped with a computer, cameras, and a laser bar. This allowed condition data, including distress type, extent, and severity, to be collected quickly and safely. After inspection, all distress data were entered into the City’s StreetSaver® database, and Pavement Condition Index calculations were performed. NCE then met with City staff and reviewed and updated the maintenance and rehabilitation strategies and treatments.
OCTA PAVER™ and StreetSaver® Pavement Management Training Workshops Orange County Transportation Agency (OCTA), CA
Instructor and Peer Review. Shahram has instructed the OCTA’s Pavement Management workshops instructing 200 city and county personnel, as well as consultant personnel, from various agencies within the County on the use and functions of PAVER™.
Countywide Pavement Management Program Implementation
Fresno Council of Governments, CA
Senior Engineer. Shahram was responsible for database modification, field data collection, budgetary analysis, and final report. The Fresno Council of Governments represents 16 member jurisdictions. Due to funding constraints, pavement maintenance and repair have been limited, especially in rural cities. However, Senate Bill 1 will provide a reliable source of funds for local governments to catch up with the maintenance needs that were not met due to historical funding issues. To manage the SB1 funding more efficiently, a Pavement Management System is highly desirable to better manage the network and to communicate with elected officials and the residents about the needs of the community. NCE was selected to implement a countywide regional Pavement Managemen t System using the StreetSaver® Pavement Management System for nine rural Cities, including Coalinga, Firebaugh, Fowler, Huron, Kingsburg, Mendota, Orange Cove, San Joaquin, and Selma, for a total of 328 centerline miles. 258
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Shahram Misaghi
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Feb 20 2026
Serial no: 1165
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
259
Education
BS, Civil Engineering, University of
California, Davis, 2023
Registrations and Certifications
Engineer-in-Training, CA (anticipated
in April)
MTC StreetSaver® Rater Certification
Program
Joined NCE
2023
Total Years of Experience
2 years
J. Saint Yoojaroen
Staff Engineer
With a solid foundation in civil and pavement engineering, Saint Yoojaroen has developed a comprehensive skill set through various impactful projects at NCE. At NCE, he has played a pivotal role as a Staff Engineer I in multiple pavement resurfacing and rehabilitation programs, including significant projects like the FY 24/25 Pav ement Resurfacing Program in Pacifica, and the 2024 Pavement Rehabilitation in Lake County. His contributions span from conducting thorough field reviews and pavement condition assessments to designing effective solutions for road maintenance, including curb/gutter replacement and drainage improvements. Saint's expertise extends to managing pavement management databases, utility coordination, and providing support in bidding and construction processes. His academic background at the University of California -Davis, where he served as a Research Assistant at the Pavement Research Center, further complements his professional experience. Saint is proficient in AutoCAD, Civil3D, ArcGIS, and Microsoft Office Suite.
Representative Projects
2019-2026 StreetSaver® Technical Assistance
Metropolitan Transportation Commission, City of San Francisco, CA Staff Engineer I. NCE is facilitating meetings held by the StreetSaver® Software Development Team, composed of Metropolitan Transportation Commission staff, StreetSaver® software developers, third -party developers, and various consultants. NCE also facilitates special task group meetings made up of local agencies and consultants that work on various pavement management topics including concepts, enhancements, general design, and feedback to the Software Development Team. The scope of work includes various training workshops, as well as updating and/or revising training materials and workbooks. NCE provides copies of presentations, workbooks, and other training materials to the Metropolitan Transportation Commission.
2024 Pavement Technical Assistance Program
Metropolitan Transportation Commission, City of Alameda, CA Staff Engineer I. NCE is assisting the Metropolitan Transportation Commission with its Pavement Technical Assistance Program Round 24 and later rounds to maintain existing pavement management system databases while providing each of the 109 jurisdiction’s decision -makers with information that allows them to better manage and maintain their local pavement assets and to advocate f or increased funds for pavement maintenance if funding gaps exist. The scope includes 1) performing condition surveys on sample sections of approximately 1,144 centerline miles of roads, updating the City’s database with the collected data and calculating the Pavement Condition Index ; conducting quality assurance/quality control; 2) updating the maintenance and rehabilitation decision trees, and analyze the data collected. NCE will make recommendations to each City based on the analysis; 3) prepare budget needs, scenarios, and other reports; NCE will generate a summary report of the budget analysis, pavement network condition, assumptions, methodology, and recommendations; 4) update 260
J. Saint Yoojaroen
Page | 2
geographic information system road segments on StreetSaver® Online. NCE will prepare maps for inclusion in the Final Report. A Budget Options Report and a Final Report will be the deliverables.
FY 2023/2024 Pavement Management Services
Interwest, City of Elk Grove, CA
Staff Engineer I. NCE is providing pavement management services for the City's Pavement Management Program Update.
NCE is performing pavement condition surveys per the Metropolitan Transportation Commission distress protocols on half of the arterials and collectors and one-quarter of residential streets in the City (totaling approximately 184 centerline miles of city-maintained streets). Semi-automated procedures are being conducted with a 100% sampling rate to collect distress data. Roadway inspections, pa vement profiling, Global Positioning System, and surface distress data will be collected continuously and seamlessly by our pavement technician team using our automated data collection vehicle which makes available a wide range of survey technologies. The pavement distress data collection process involves the use of 3D digital imaging technology along with customized, integrated keyboards and lasers to collect the type, severity, and extent of all Metropolitan Transportation Commission pavement surface dist resses. All data collected from the condition inspections will be uploaded into the StreetSaver® database. NCE also provides quality control of condition inspection data, performs Pavement Condition Index calculations, and corrects any errors found. NCE will review maintenance and rehabilitation strategies with Interwest and City staff and recommend appropriate treatments in the decision tree. NCE will review the City’s recent bid tabs to update unit costs in StreetSaver®, as well as maintenance and rehabilitation strategies records in 2023 and 2024. NCE will perform a budget needs analysis using an analysis period to be determined by the City. This will identify maintenance and rehabilitation strategies requirements for each street section and determine the total maintenance and rehabilitation requirements over the entire analysis period. 2022 West of 101 Pavement Rehabilitation
City of South San Francisco, CA
Staff Engineer I. NCE is providing engineering and design services to facilitate a rehabilitation project of all eligible streets west of 101. The 2022 West of 101 Pavement Rehabilitation Project’s goal is to perform deferred maintenance west of 101, outside of the annual surface seal program. The City is responsible for the maintenance and repair of approximately 140 centerline miles, comprised of 33 arterial miles, 39 collector miles, and 68 residential miles. The City utilizes a program of slurry seals, overlays, and surface reconstruction as maintenance and rehabilitation strategies. West of US - 101 there are approximately 123 centerline miles, comprised of 23 arterial miles, 35 collector miles, and 65 residential miles. Every two years the City surveys t he streets and enters the data into the South San Francisco Pavement Management Program StreetSaver® database program. NCE is responsible for project management, pavement rehabilitation design, plans, specifications, and estimates, and bidding and construction support services.
FY 2024/2025 Pavement Resurfacing Program
City of Pacifica, CA
Staff Engineer I. Saint assisted with surface seal and rehabilitation projects funded by SB1 by conducting field reviews and pavement condition verification. NCE has been working with the City on its 5-year work plan since 2020 and we have completed the FY 2020/21 to FY 2023/24 pavement resurfacing projects since then. The work plan for the City involves surface seal and rehabilitation projects based on the City’s SB1 funding, as well as pavement management database review and unit cost update. For the FY 2 020/21 and FY 2023/24 projects, field reviews were performed to verify pavement conditions and treatments to finalize the work plan. NCE then scheduled a field calibration meeting with City staff to discuss various surface seal applications and base repair criteria. Cost-effective cape seals with leveling courses were designed on residential streets with a lower Pavement Condition Index to prevent water from damaging pavement and help resist reflective cracking. As part of these projects, NCE civil and pavement engineering design services included pavement coring, curb/gutter replacement, utility coordination, curb ramp design, drainage improvements, pavement design recommendations, plans, specifications, and estimates, and bidding and construction support s ervices. The City has retained NCE to complete the FY 2024/25 Pavement Resurfacing project.
261
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Jakrit Yoojaroen
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Jun 24 2026
Serial no: 1176
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
262
Education
MS, Civil Engineering, University of
Manitoba, 1989
BS, Civil Engineering, University of
Manitoba, 1986
Registrations and Certifications
MTC StreetSaver® Rater Certification
Program
Joined NCE
2010
Total Years of Experience
36 years
Randolph Plett
Senior Field Technician
Randy Plett has been working in the pavement field since 1989, starting with the Long Term Pavement Performance North Atlantic Regional Contractor. In that role, Randy performed profile testing and distress surveys and was responsible for the collection and quality control of traffic data. Duties included collecting data for and implementing asset management systems, including a pavement management system for Virginia Beach and a traffic sign management system for the City of Las Vegas. Starting in 2003, Randy worked for the Long Term Pavement Performance Technical Support Services Contractor an d was responsible for quality assurance of distress and traffic data, including working on the development and implementation of procedures for validating weigh -in-motion scales and assisting with administering the distress accreditation workshop. Other duties included profile testing, including a full round of data collection of all roads in the Western Federal Lands region.
Since joining NCE in 2010, Randy has performed distress surveys, falling weight deflectometer testing, coring, and surveys of traffic signs, culverts, and other non- pavement assets.
Representative Projects
2021 Transportation Infrastructure Rehabilitation
City of Davis, CA
Field Technician. NCE performed pavement condition surveys of the arterials and collectors as per StreetSaver® protocols and developed a multi-year work plan for both streets and bike paths. Approximately 67 centerline miles were surveyed. In addition, all collected data wa s entered into the StreetSaver® database and analyzed to generate a Pavement Condition Index for each segment. The City has utilized the StreetSaver® program for pavement management for over 20 years and last conducted a pavement condition update for the entire network in 2019. 2019 Annual Street Overlay and Rehabilitation
City of San Leandro, CA
Field Technician. In 2018, NCE was contracted by the City of San Leandro to prepare construction documents and pavement rehabilitation and reconstruction design for 23 arterial, collector, and residential streets (5 miles) for the 2019-2020 contract. NCE’s scope of work included pavement investigation and design and preparation of civil design plans, specifications, and estimates for construction.
Pavement design solutions included conventional and rubberized hot mix asphalt overlays, full- depth asphalt reconstruction, full -depth reclamation in place of more expensive conventional reconstruction, and a pilot project for cold central plant recycling on an arterial street based on recommendations provided by NCE.
NCE was selected again to provide these services for the 2020/21 contract with an estimated construction value between $7.0 to $10.0 million.
Winchester Boulevard Rehabilitation and Bike Lane
Town of Los Gatos, CA
Field Technician. The Town is planning within the next ten years for Winchester Boulevard to implement a complete street corridor project. In the interim, the Town has retained Kimley -Horn and Associates to develop quick -build striping 263
Randolph Plett
Page | 2
plans for Class IV or protected bike lanes with new pedestrian crosswalks. These striping plans will generally eliminate northbound travel lanes and modify existing lanes to make sufficient width to accommodate protected bike lanes. The longer-term complete street project will develop more permanent hardened features to provide protection as well as other landscape and median improvements. NCE is developing the pavement rehabilitation design for the subject section of Winchester Boulevard to support these n ew quick-build striping improvements and take into consideration longer - term plans that may include the reconstruction of portions of the roadway.
San Francisco International Airport As-Needed Civil and Pavement Engineering City and County of San Francisco/Telamon Engineering, CA Field Technician. The scope included collecting pavement distress data for both airside and landside pavements as per American Society for Testing and Materials D5340 and D6433, respectively. A semi-automated vehicle was used to collect data on the runways and taxiways with walking surveys used on the aprons. Updated San Francisco International Airport’s PAVER™ Pavement Management System and submitted reports to the Federal Aviation Administration. Determining the Aircraft Classification Number /Pavement Cla ssification Number for runways and taxiways, and performed deflection testing and pavement designs (FAARFIELD) for Runways 1L/19R, Taxiways E, F, and L. 2022 West of 101 Pavement Rehabilitation
City of South San Francisco, CA
Field Technician. NCE is providing engineering and design services to facilitate a rehabilitation project of all eligible streets west of 101. The 2022 West of 101 Pavement Rehabilitation Project’s goal is to perform deferred maintenance west of 101, outside of the annual surface seal program. The City is responsible for the maintenance and repair of approximately 140 centerline miles, comprised of 33 arterial miles, 39 collector miles, and 68 residential miles. The City utilizes a program of slurry seals, overlays , and surface reconstruction as maintenance and rehabilitation strategies. Thereof US- 101 there are approximately 123 centerline miles, comprised of 23 arterial miles, 35 collector miles, and 65 residential miles. Every two years the City surveys the streets and enters the data into the South San Francisco Pavement Management Program Street Saver® database program. NCE is responsible for project management, pavement rehabilitation design, plans, specifications, and estimates, and bidding and construction support services.
Long Term Pavement Performance Western Regional Support Contract Federal Highway Administration (Western United States)
Field Technician. The Long -Term Pavement Performance program is a long -term study of in -service flexible and rigid pavements. There are over 2,500 asphalt concrete and Portland cement concrete test sections located throughout the Western United States. Various performance, materials , and traffic data are collected; the data is processed and/or entered into an Oracle database, and quality control checks are performed. This data is utilized in broad-spectrum State, Federal, and Local research projects (i.e., performance model development) and to support planning and implementation activities. Long Term Pavement Performance -related products have resulted in over $2 Billion in savings to owner agencies. NCE is also responsible for the coordination with state agencies, Federal Highway Admin istration, and other Federal Highway Administration contractors. NCE has worked on the contract continuously since 1990 with six separate contracts.
Maintenance Achievement Program Data Collection
Nevada Department of Transportation, NV
Field Technician. NCE conducts field surveys, collecting data and calculating the level of service achieved through highway maintenance activities. The project includes the development of professional and accurate documentation to present the level of service to the Nevada Department of Transportation.
Pavement Condition Data Collection
Washoe County, NV
Field Technician. This project involves collecting pavement condition survey data on the County’s roadway and parking lot networks, including inspecting approximately 3,000 sample units every year. NCE’s services include coordinating with the County, collecting data, quality control/quality assurance, updating the management system, developing geographic information system shapefiles, and linking those to the management system. This work also includes establishing new sample units and identifying unrecorded maintenance activities. 264
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Randy Plett
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Feb 07 2026
Serial no: 1160
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
265
Education
Sterling High School, Sterling, IL,
2003
Registrations and Certifications
Orange County Transportation
Authority PAVER™ Certification
(Expires June 2025)
MTC StreetSaver® Rater Certification
Program
Joined NCE
2016
Total Years of Experience
9 years
Jacob (Jake) Rajnowski
Senior Field Technician
Jake Rajnowski joined NCE in 2016 as a pavement management technician and since then, has gained in -depth knowledge and expertise in collecting distress data and coring samples for pavement management systems. Apart from conducting field inspections, Jake performs all functions related to data collection and is an active participant in the quality control process, including crosschecks of data in the Pavement Management System database, quality control checks of field-collected data, and pavement maintenance history to ensure that Pavement Management System databases are accurate and up to date. During this process, detailed reports are generated to perform crosschecks of the data collected. Jake has completed the Orange County Transportation Authority’s PAVER™ ‘Distress Identification’ course for Asphalt Concrete and Portland Cement Pavements. Jake is also certified by the Metropolitan Transportation Commission to perform pavement distress inspections; the certification testing involves passing a rigorous field test to test the inspector’s knowledge of the distress procedures once a year.
The Pavement Inspector Certification/Testing covers both American Society for Testing and Materials D6433 for PAVER ™ and StreetSaver® modified American Society for Testing and Materials D6433 distress types.
Representative Projects
2020 Pavement Condition Data Collection
City of Rocklin, CA
Field Technician. NCE was selected to provide pavement condition data collection and to update the City’s Pavement Management Application. The City utilizes StreetSaver® developed by the Metropolitan Transportation Commission as its Pavement Management Application. NCE was responsible for delivering the data formatted for this application. The City maintains approximately 565 lane miles of streets in its Pavement Management Application. To manage these assets and be able to proactively schedule maintenance activities, surface distress data was collected on these segments accurately and effectively . The pavement surface distress data collection identified the type of distress present on each pavement segment and determined their severity and quantity. NCE posted the process and formatted the collected data for seamless upload/integration with StreetSaver®.
Pavement Condition Data Collection and Analysis
City of Sacramento, CA
Field Technician. NCE provided professional services to the City for pavement condition data collection and updating of the City’s Pavement Management Application. The Pavement Management Application update included data entry of field survey results into the City’s StreetSaver® Pavement Management Application database. To maintain an adequate transportation infrastructure, the City of Sacramento typically performs yearly pavement condition data collection on all City arterials, and 1/3 of the rest of the r oad network. This amounts to approximately 630 survey miles each year. The last data collection occurred in 2019 and is currently loaded in the Pavement Management Application database.
Jake performed automated surveys for pavement distress data collection.
266
Jake Rajnowski
Page | 2
2020 Pavement Management Program Update
Willdan, City of Elk Grove, CA
Field Technician. As a subconsultant to Willdan, NCE is providing pavement management services for the City of Elk Grove.
Scope of services includes a review of the scope of work, an inspection of the work plan, project schedule, and budget analyses. NCE is performing pavement condition surveys per the Metropolitan Transportation Commission distress protocols on half of the arterials and collectors and one-quarter of residential streets in the City. All data collected from the condition inspections will then be uploaded into the StreetSaver® database. NCE provides quality control of condition inspection data , then performs the Pavement Condition Index calculations, and corrects any errors found. NCE is reviewing the maintenance and rehabilitation strategies with City staff and recommending appropriate treatments in the decision tree. NCE is also performing a budget needs analysis using an analysis period to be determined by the City. This identifies maintenance and rehabilitation requirements for each street section and determines the total maintenance and rehabilitation requirements over the entire analysis period.
Pavement Technical Assistance Program 2021
Metropolitan Transportation Commission, San Francisco, CA Field Technician. NCE was selected to help local jurisdictions better manage and maintain their streets and roads. The focus of Pavement Technical Assistance Program Round 22 (Pavement Technical Assistance Program 22) and later rounds will be to maintain existing Pavement Management System databases while providing each jurisdiction’s decision-makers with information that allows them to better manage and maintain their local pavement assets and to advocate for increased funds for pavement maintenance if fun ding gaps exist. The types of projects include performing pavement inspections and database updates for Pavement Management System and Non -Pavement Asset Management Data Collection.
2020 Pavement Management Program Update
Yolo County, CA
Field Technician. The County is responsible for the construction, operation, and maintenance of 757 centerline miles of road, and 147 bridges. The road network includes 33 miles of arterials, 142 miles of collectors, 40 miles of residential roads, and 542 miles of other rural roads. NCE provided pavement management inspections and updated the County’s StreetSaver® database.
2019 Pavement Management System Update
City of Citrus Heights, CA
Field Technician. The 2019 Pavement Management System update included a comprehensive automated pavement condition survey and inventory of the City streets and roadway system (approximately 214 centerline miles) and the preparation of various strategies and reports to assist the City in maintaining and rehabilitating said streets and roadway system. The City’s previous pavement management software, implemented in 2003, was StreetSaver®, Metropolitan Transportation Commission Pavement Management System v.8. In addition to the pavement condition survey and report preparation, work included the implementation of the current version of the StreetSaver® Pavement Management System and training of staff in the operation of this new software. 2019 Pavement Management Program Update
City of Folsom, CA
Field Technician. NCE assisted in updating the StreetSaver® Pavement Management Program. The City’s pavement network is composed of approximately 237 centerline miles of publicly maintained streets, 37 centerline miles of bike paths, and 46 parking lots. The last condition surveys were performed in 2014. For the 2019 update, the City desired to perform pavement condition surveys on the entire network, including streets, bike paths, and parking lots. Jake performed walking surveys for pavement distress data collection. 267
CERTIFICATE OF ACHIEVEMENT
This is to certify that
Jacob Rajnowski
has completed the requirements of the
MTC StreetSaver Rater Certification Program
with the skills and knowledge on pavement condition
assessment based on the MTC's modified ASTM D6433
Certificate valid until Jul 02 2027
Serial no: 1196
Sui Tan, StreetSaver Program Manager
Metropolitan Transportation Commission
Powered by TCPDF (www.tcpdf.org)
268
Ken Huisman
Field Supervisor
Mr. Huisman brings more than 3 5 years of experience in the pavement and infrastructure management consulting industry. Over the course of Mr. Huisman’s career, he has provided many aspects of infrastructure management to government agencies across North America. During this time, Mr. Hu isman has supervised the creation of large and complex public pavement infrastructure and GIS databases for many municipal, state, and federal projects. Over the course of Mr. Huisman’s career, he has developed an extensive portfolio in providing PMS services and is proficient with most off-the-shelf pavement management programs in the marketplace. He is routinely consulted by various agencies to provide helpful solutions that are applied throughout the entire life cycle of public infrastructure management.
Mr. Huisman is a graduate of the School of Engineering at Georgian College in Canada. He spent 17+ years of his career with Stantec Consulting working his way up to Senior Associate before founding Mission Geographic in 2007, now known as märker geospatial, a firm dedicated to providing public works users and decision makers with a variety of innovative and useful infrastructure asset management tools. His experience with various operation management software technologies together with data collection and G IS mapping services —such as infrastructure asset inventories, condition assessments, GIS field infrastructure mapping, and 3D reality capture using LiDAR, has made him a great resource for all the clients that he works with.
Representative Projects
Mr. Huisman has worked collectively with the NCE team on many pavement management projects for many cities and counties in California as noted below:
• Anaheim
• Bakersfield
• Baldwin Park
• Beverly Hills
• Calaveras County
• Clearlake
• Citrus Heights
• Contra Costa County
• Davis
• Diamond Bar
• Elk Grove
• Fresno City/County
• Glenn County
• Hermosa Beach
• Highland
• Humboldt CAOG
• Kern County
• Kings County
• Lake County APC
• Lakeport
• Madera City/County
• Manhattan Beach
• Mendocino COG
• Merced County
• Monterey County and Cities (TAMC)
• Metropolitan Transportation
Commission
• Orange County
• Rancho Cordova
• Redondo Beach
• Rocklin
• Sacramento City/County
• San Diego County
• San Francisco City/County
• Santa Barbara City/County
• Santa Cruz City/County
• Santa Maria
• Shasta County
• Siskiyou County
• Stanislaus COG
• Thousand Oaks
• West Sacramento
• Woodland
• Yolo County
• Yorba Linda
• Caltrans
Education
Environmental Engineering
Degree, School of
Engineering, Georgian
College, Ontario, Canada,
1997
Registration/Certifications
Registration/Certifications
MTC StreetSaver® Rater
Certification Program
OCTA Prequalified for
Automated Data Collection
Joined märker
2007
Total Years of Experience
35 years
269
P
age 1
John Zimmer, MS
Field Data Collection Coordinator
Mr. Zimmer has more than 30 years of experience in transportation engineering.
With this experience he has become an instrumental part of märker’s field team in delivering timely, accurate and reliable data. He always strives to provide the best possible service for each of märker’s clients. Mr. Zimmer will be on-site for the entire data collection timeline. He will also provide his extensive pavement profiling and infrastructure management experience to this project. He has hands -on experience in completing pavement data collection, transfer, delivery, and analysis.
Mr. Zimmer is certified by MTC through the StreetSaver® Pavement Inspection Rater Certification Program. The Rater Certification criteria is designed to improve the quality of pavement management data for MTC StreetSaver® program users.
Additionally, Mr. Zimmer is a graduate of the University of Nevada, Las Vegas with his master’s in engineering. He also obtained a BS Environmental Engineering at the California Polytechnic State University in San Luis Obispo, CA. Between his academic and professional career, he has gained valuable experience on numerous transportation projects using a multitude of spatial remote sensing and pavement scanning technology.
Accomplishments with Similar PMS Projects
• City of Bakersfield, CA: 1,275-mile network
• Sacramento County, CA: 1,550-mile network.
• Kern County, CA: 2,100-mile network.
• Monterey County and Cities (TAMC), CA: 1,045-mile network. • Glenn County, CA: 820-mile network.
• Siskiyou County, CA: 440-mile network.
• Madera County, CA: 2,100-mile network.
• City of Fresno, CA: 1,495-mile network.
• Orange County, CA: 460-mile network.
• RTP Washoe County, City of Reno and Sparks, NV: 450-mile Arterial n
etwork.
• San Diego County DOT, CA: 1,950-mile network.
• Kings County, CA: 1,250-mile network.
• City of Augusta, GA: 3,500-mile network.
• Columbia County, GA: 850-mile network.
• Adams County, CO: 900-mile network.
• City/County of Honolulu, HI: 2,550-mile network.
• City of Napa, CA: 450-mile network.
• Fort Lauderdale, FL: 375-mile network.
Education
MS, Engineering, University
of Nevada, Las Vegas, 2006
BS, Environmental
Engineering, Cal Poly State,
San Luis Obispo, 1997
Registration/Certifications
MTC StreetSaver® Rater
Certification Program
Certified, Operation/
Maintenance of Automated
Pavement Profiler, ICC ~
ESRI GIS Software
Certification, On-line course
Certified, Principles of
Radiation Protection
Petroleum and Minerals
Certified, Coring & Perforation
Field Engineer 1 Halliburton
Energy Services
Joined märker
2016
Total Years of Experience
30 years
270
271
City of Lodi
StreetSaver® Inspection and Pavement Management Program Services
Page | 49
Appendix C
Receipt of Addendum No. 1
272
Addendum1Rcpt 2/17/2026
CITY OF LODI
PUBLIC WORKS DEPARTMENT RECEIPT OF ADDENDUM 1
PROJECT:
STREETSAVER DATABASE AND INSPECTION SERVICES
Citywide
Received from the City of Lodi ADDENDUM NO. 1 to the specifications for the above referenced project.
Date: _____________________ By___________________________ _____________________________
_____________________________
NOTE: This acknowledgment must be submitted with the Bid Proposal. to the spe cification
y_________________________________________________________________________ ___________________________________ _ __________________________________________________ ________________________________________________ February 21, 2026
Vijay Pulijal, PE, PMP
Principal
273
Reno | Lake Tahoe | Point Richmond | Oakland | Sacramento | Anaheim | ScoƩsdale ncenet.com
CollaboraƟon. Commitment. Confidence.CollaboraƟon. Commitment. Confidence. 274
275
276
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY
MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH NICHOLS CONSULTING ENGINEERS, CHTD. (NCE) OF SACRAMENTO, FOR
ROADWAY PAVEMENT ASSESSMENT SERVICES AND EXECUTE
AMENDMENTS
======================================================================== WHEREAS, the City of Lodi contains approximately 218 miles of streets, 20 of which are new and are not currently included in the City’s StreetSaver pavement condition database; and
WHEREAS, the City Council approved funding for a city-wide study to update the network database, assess the network’s current condition, and provide recommendations for future levels of funding to meet specified Pavement Condition Index (PCI) targets; and
WHEREAS, Staff released a Request for Proposals (RFP) on January 28, 2026, with proposals being due back on February 25, 2026; and
WHEREAS, Staff received seven proposals in response to the RFP. Each proposal was reviewed on the basis of completeness, successful completion of similar projects, local familiarity, time frame and availability, and overall contract fee; and
WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to Execute a Professional Services Agreement with Nichols Consulting Engineers, CHTD (NCE) of Sacramento, for Roadway Pavement Assessment Services in the amount of $150,500 and execute amendments in an amount not to exceed $49,500.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to Execute a Professional Services Agreement with Nichols Consulting Engineers, CHTD (NCE) of Sa cramento, for Roadway Pavement Assessment Services in the amount of $150,500 and Execute Amendments in an amount not to exceed $49,500 (GFCP- 26006.Contracts); 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: April 15, 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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
277
AGENDA ITEM C.8
COUNCIL COMMUNICATION
AGENDA TITLE:
Adopt a Resolution Authorizing Interim City Manager to Waive the Bid Process and Execute a Three-Year Professional Services Agreement with Calgon Carbon of Moon Township, PA for Custom Regeneration Granular Activated Carbon Services ($900,000) and Appropriate Funds ($900,000) (PW) MEETING DATE:
April 15, 2026
PREPARED BY:
Interim Public Works Director
RECOMMENDED ACTION:
Adopt a resolution authorizing Interim City Manager to waive the bid process and execute a Three-Year Professional Services Agreement with Calgon Carbon of Moon Township, PA for Custom Regeneration Granular Activated Carbon Services, in the amount of $900,000 and appropriate funds in the amount of $900,000.
BACKGROUND INFORMATION:
Granular activated carbon (GAC) treatment systems (Attachment1) are currently utilized at nine well sites to treat and adsorb dibromochloropropane (DBCP), 1,2,3,- trichloropropane (1,2,3-TCP), and other contaminates found in drinking water. Over time, the carbon loses its adsorptive capacity and must be replaced or regenerated. Historically, when replacement has been warranted, the City has chosen to replace with virgin coal GAC. When only treating DBCP, virgin coal GAC can usually run 6 to 10-years without requiring replacement. In 2017, the Maximum Contaminant Level (MCL) for 1,2,3-TCP was set at 0.005 µg/L or 5 parts per trillion. This MCL is now triggering more frequent GAC change-outs.
In 2023, due to the increased change-out frequency, staff researched alternatives in an effort to reduce cost and ensure product availability, while still procuring a high-quality product. GAC regeneration is an efficient, cost- effective alternative to virgin GAC. GAC regeneration is a thermal reactivation process where adsorbed organics are destroyed by extreme heat and the activated carbon’s adsorptive capacity is restored.
On March 25, 2023, Council approved the first GAC regeneration contract with Calgon Carbon (“Calgon”).
Calgon is an industry leader in custom regeneration and it operates the only potable reactivation facility in the western United States. This facility adheres to the American Water Works Association (AWWA) B605 drinking water standards and meets NSF-61 certification. While serving only drinking water customers, this facility vastly reduces the chance of cross contamination with other industry (non-potable) used GAC. Calgon continues to store the City’s regenerated GAC at its facility ensuring product availability thereby reducing supply chain challenges. Consistent with the original contract pricing for GAC regeneration, Calgon has also included pricing for virgin GAC and GAC vessel inspection services. These additional services would be used as needed.
This agreement has an initial term of three years with two optional one-year extensions, for a total maximum City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
278
COUNCIL COMMUNICATION
contract term of five years.
FISCAL IMPACT:
GAC Treatment is a requirement of the City’sDomestic Water Permit. Funding comes from the Water Capital account which is funded with proceeds from the City’sDBCP and 123-TCP settlements. This service will not impact the General Fund.
FUNDING AVAILABLE:
Water Capital: 56199000.77020 (PWWA-23003) $900,000
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
Project Title: #284
Section I: Description District Nos: Project Length Priority 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 545,504 $ 354,496$ 900,000$ 1,800,000$ Total Capital Costs 545,504 $ 354,496$ 900,000$ - $ -$ -$ -$ - $ 1,800,000$ 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
561 - Water Capital Outlay 545,504 $ 354,496$ 900,000$ 1,800,000$ Total Project Financing 545,504$ 354,496$ 900,000$ - $ -$ -$ -$ - $ 1,800,000$ Capital Improvement Plan
FY 2025-26
Created by Council Resolution 2023-53 on 3/15/23.
Additional Information
Justification/factor driving project
Granular activated carbon (GAC) treatment systems (Attachment1) are currently utilized at nine well sites to treat and adsorb dibromochloropropane (DBCP), 1,2,3,- trichloropropane (1,2,3-TCP) and other contaminates found in drinking water. GAC treatment is a requirement of the City's domestic water permit.
GAC Replacement PWWA-23003Munis Project Code:
300
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY
MANAGER TO WAIVE THE BID PROCESS AND EXECUTE A THREE -YEAR
PROFESSIONAL SERVICES AGREEMENT WITH CALGON CARBON OF
MOON TOWNSHIP, PA FOR CUSTOM REGENERATION GRANULAR
ACTIVATED CARBON SERVICES AND APPROPRIATE FUNDS
========================================================================
WHEREAS, Granular activated carbon (GAC) treatment systems (Attach ment1) are currently utilized at nine well sites to treat and adsorb dibromochloropropane (DBCP), 1,2,3, - trichloropropane (1,2,3-TCP), and other contaminates found in drinking water; and
WHEREAS, on March 25, 2023, Council approved the first GAC regenerat ion contract with Calgon Carbon (“Calgon”) which is an industry leader in custom regeneration and operates the only potable reactivation facility in the western United States; and
WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to waive the bid process and execute a Three-Year Professional Services Agreement with Calgon Carbon of Moon Township, PA for Custom Regeneration Granular Activated Carbon Services, in the amount of $900,000, with two optional one-year extensions; and
WHEREAS, Staff further recommends appropriating funds in the amount of $900,000 to Water Capital (56199000.77020).
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to waive the bid process and execute a Three -Year Professional Services Agreement with Calgon Carbon of Moon Township, PA for Custom Regeneration Granular Activated Carbon Services, in the amount of $900,000 and appropriate funds in the amount of $900,000; and
BE IT FURTHER RESOLVED, that the Lodi City Council does hereby appropriate funds in the amount of $900,000 to Water Capital (56199000.77020 - PWWA-23003.Contracts); 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: April 15, 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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
301
OLIVIA NASHED
City Clerk
2026-_____
302
AGENDA ITEM C.9
COUNCIL COMMUNICATION
AGENDA TITLE:
Approve Specifications and Authorize Advertisement for Bids for 2026-2028 Tree Maintenance Project; Adopt a Resolution Authorizing the Interim City Manager to Award Contract to Lowest Responsive Bidder ($900,000), and Execute Change Orders ($100,000) (PW)
MEETING DATE:
April 15, 2026
PREPARED BY:
Interim Public Works Director
RECOMMENDED ACTION:
Approve specifications and authorize advertisement for bids for 2026-2028 Tree Maintenance Project; adopt resolution authorizing the Interim City Manager to award Contract to lowest responsive bidder, in an amount not to exceed $900,000, and execute change orders in an amount not to exceed $100,000.
BACKGROUND INFORMATION:
The City owns and maintains approximately 12,500 trees throughout the City streets and parks. The City utilizes a contract for the maintenance associated with these trees. This contract provides for the structural pruning, maintenance trimming, tree and stump removal, emergency calls, pest control, tree planting, and tree evaluation services at various locations throughout the City for Fiscal Years 2026/27 and 2027/28. The primary objective of this contract is to improve the health of our urban forest.
The proposed contract term is two years, with three optional one-year extensions (if mutually agreeable to the City and the contractor), for a maximum total contract term of five years.
The specifications are on file in the Public Works Department. The planned bid opening date is May 6, 2026.
The total project estimate is $450,000 annually.
FISCAL IMPACT:
This contract’s long-term fiscal impact is minimal, however failure to perform proper tree maintenance increases the potential need for emergency work and increases the associated liability.
FUNDING AVAILABLE:
Funding for this work comes from various operating accounts (depending on the location of the serviced trees) from the adopted budget each fiscal year.
City of Lodi Printed on 4/9/2026Page 1 of 1
powered by Legistar™
303
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY
MANAGER TO AWARD CONTRACT TO LOWEST RESPONSIVE BIDDER FOR 2026-2028 TREE MAINTENANCE PROJECT AND EXECUTE CHANGE
ORDERS
========================================================================
WHEREAS, this project provides for the structural pruning, maintenance trimming, stump grinding, emergency calls, removal of City trees, pest control, and tree planting at various locations throughout the City for Fiscal Years 2026/27 and 2027/28; and
WHEREAS, an objective of this contract is to improve the health of our urban forest and reduce costs associated with this effort; and
WHEREAS, the initial contract term proposed is two years, with three optional, one-year extensions, for a total maximum contract of five years; and
WHEREAS, Staff recommends that the City Council authorize the Interim City Manager to award contract to lowest responsive bidder for 2026 -2028 Tree Maintenance Project in an amount not -to-exceed $900,000 and execute change orders in an amount not -to-exceed $100,000.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to award contract to lowest responsive bidder for 2026 -2028 Tree Maintenance Project in an amount not -to-exceed $900,000 and execute change orders in an amount not-to-exceed $100,000; 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: April 15, 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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
304
AGENDA ITEM C.10
COUNCIL COMMUNICATION
AGENDA TITLE:
Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $5,000 from District 3 Non- Profit Funds to the Lodi Chaplaincy Association (Total $5,000) (CLK) MEETING DATE:
April 15, 2026
PREPARED BY:
Olivia Nashed, City Clerk
RECOMMENDED ACTION:
Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $5,000 from District 3 Non- Profit Funds to the Lodi Chaplaincy Association.
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.
The Lodi Chaplaincy Association has submitted a Proposal Letter (Attachment 2). Council Member Bregman has reviewed the merits and needs of the proposed projects or activities and desires to allocate $5,000 to the Lodi Chaplaincy Association from the District 3 Non-Profit Funds.
Lodi Chaplaincy Association
The Lodi Chaplaincy Association is a nonprofit religious corporation organized under the laws of the State of California. The chaplains are trained professionals who specialize in crisis response, emergency support, and critical incident counseling.
Chaplains provide compassionate, faith-based support to public safety personnel, their families, and members of the community. While rooted in their individual faith traditions, all services are offered inclusively, regardless of race, gender, creed, or religious background. Each chaplain is endorsed by their respective faith community and brings both spiritual guidance and emotional support to those they serve.
Through their presence and service, chaplains offer strength, stability, and care to individuals facing difficult and often traumatic circumstances.
FISCAL IMPACT:
City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
305
COUNCIL COMMUNICATION
There is a fiscal impact of $5,000 to the City Council Non-Profit Fund for District 3.
FUNDING AVAILABLE:
Council Non-Profit Fund District 3 - 10005001.72613
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
306
307
City Council
Non-Profit
Fund Policy
Adopted July 2, 2025
Resolution 2025-120
308
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.
309
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
310
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.
311
CITY OF LODI
REQUEST FOR NON-PROFIT FUNDS
PROPOSAL LETTER
Amount Requested: $5,000
Contact:
Chet Somera
209-642-3163
[email protected]
Organization:
Lodi Chaplaincy Association
215 W. Elm Street
Lodi, CA 95240
Federal Tax Status:
501(c)(3) Nonprofit
EIN: 68-0347508
Organization Overview
The Lodi Chaplaincy Association is a nonprofit religious corporation organized under the laws of the State of California. Our chaplains are trained professionals who specialize in crisis response, emergency support, and critical incident counseling.
Chaplains provide compassionate, faith-based support to public safety personnel, their families, and members of the community. While rooted in their individual faith traditions, all services are offered inclusively, regardless of race, gender, creed, or religious background. Each chaplain is endorsed by their respective faith community and brings both spiritual guidance and emotional support to those they serve.
Through their presence and service, chaplains offer strength, stability, and care to individuals facing difficult and often traumatic circumstances.
Mission
The mission of the Lodi Chaplaincy Association is to provide spiritual care, emotional support, hope, and encouragement to Lodi Police and Fire personnel, their families, and the broader community.
Board of Directors
Garold Murray – President
Julie Wall – Vice President
Amber Leonardini – Secretary
Chet Somera – Treasurer
Bob Morgan – Sergeant at Arms
Project Description
The Lodi Chaplaincy Association provides a wide range of supportive services to public safety personnel and the community, including:
312
• Building trusted relationships with police, fire personnel, and their families • Participating in ride-alongs with police officers and firefighters • Supporting internal staff such as dispatchers, administrative personnel, and records staff • Providing a welcoming and safe space for personnel to connect with chaplains • Hosting holiday luncheons and morale building events
• Responding to major incidents and emergency scenes
• Assisting with death notifications
• Facilitating critical incident stress debriefings and follow-up care
To sustain these services, ongoing specialized training is essential. Additionally, funds are needed to provide refreshments and hospitality items that help create a supportive and approachable environment for those served.
Performance Measurement
Program success will be evaluated through:
• Increased participation in and completion of specialized training programs • Effective application of training during crisis and emergency responses • Strengthened relationships and trust between chaplains, public safety personnel, and the community
• Positive feedback from those served
Community Benefit
The Lodi community benefits directly from the presence and work of chaplains. By supporting the emotional and spiritual well-being of police officers, firefighters, and their families. The Chaplaincy Association helps ensure that first responders remain resilient, focused, and prepared to serve the community effectively.
A well supported public safety workforce contributes to a safer, healthier, and more connected community overall.
Closing
Thank you for your consideration of this request. We would be pleased to provide any additional information or clarification the City Council may require.
We respectfully request that the City Council award $5,000 to the Lodi Chaplaincy Association to support specialized training and the purchase of food and hospitality items essential to our outreach efforts.
Sincerely,
Chet Somera
Chaplain Chet Somera
Chaplain Coordinator
313
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE AWARD OF PUBLIC BENEFIT FUNDS OF $ 5,000 FROM THE DISTRICT 3 NON-PROFIT FUND TO THE LODI CHAPLAINCY ASSOCIATION (TOTAL $5,000)
========================================================================
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. The se funds 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, the Lodi Chaplaincy Association 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 Bregman reviewed the merits and needs of the Lodi Chaplaincy Association proposed projects or activities in the Proposal and desires to allocate public benefit funds to Lodi Chaplaincy Association from the District 3 Non-Profit Funds, in the amount of $5,000.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby:
1. Find that the mission and goals of the Lodi Chaplaincy Association 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 $5,000 from District 3 Non- Profit Funds to the Lodi Chaplaincy Association, subject to compliance with the Policy.
3. Direct the Lodi Chaplaincy Association 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: April 15, 2026
======================================================================= 314
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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
315
AGENDA ITEM C.11
COUNCIL COMMUNICATION
AGENDA TITLE:
Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $15,000 from District 3 Non-Profit Funds to the Lodi Police PARTNERS’ Foundation (Total $15,000) (CLK) MEETING DATE:
April 15, 2026
PREPARED BY:
Olivia Nashed, City Clerk
RECOMMENDED ACTION:
Consider Adopting a Resolution Approving the Allocation of Public Benefit Funds of $15,000 from District 3 Non-Profit Funds to the Lodi Police PARTNERS’ Foundation.
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.
The Lodi Police PARTNERS’Foundation has submitted a Proposal Letter (Attachment 2). Council Member Bregman has reviewed the merits and needs of the proposed projects or activities and desires to allocate $15,000 to the Lodi Police PARTNERS’ Foundation from the District 3 Non-Profit Funds.
Lodi Police PARTNERS’ Foundation
The Lodi Police PARTNERS Unit is a volunteer organization established in December 1993, supporting the Lodi Police Department by supplementing public safety services throughout the City of Lodi. These dedicated volunteers provide valuable assistance that allows sworn personnel to focus on critical law enforcement duties while maintaining strong service to the community.
PARTNERS volunteers contribute over 17,500 volunteer hours annually and collectively drive more than 30,000 miles each year while performing public safety and community support services. Based on commonly accepted nonprofit volunteer value estimates, these hours represent more than $612,500 in donated service to the City of Lodi each year.
FISCAL IMPACT:
There is a fiscal impact of $15,000 to the City Council Non-Profit Fund for District 3.
City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
316
COUNCIL COMMUNICATION
FUNDING AVAILABLE:
Council Non-Profit Fund District 3 - 10005001.72613
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
317
318
City Council
Non-Profit
Fund Policy
Adopted July 2, 2025
Resolution 2025-120
319
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.
320
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
321
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.
322
CITY OF LODI
REQUEST FOR NON-PROFIT FUNDS
PROPOSAL LETTER
Amount Requested: $15,000
Contact:
Chet Somera
209-642-3163
[email protected]
Organization:
The Lodi Police PARTNERS’ Foundation
215 W. Elm Street
Lodi, CA 95240
Federal Tax Status:
501(c)(4) Nonprofit
EIN: 80-0703332
Organization Overview
The Lodi Police PARTNERS Unit is a volunteer organization established in December 1993 that supports the Lodi Police Department by supplementing public safety services throughout the City of Lodi. These dedicated volunteers provide valuable assistance that allows sworn personnel to focus on critical law enforcement duties while maintaining strong service to the community.
PARTNERS volunteers contribute over 17,500 volunteer hours annually and collectively drive more than 30,000 miles each year while performing public safety and community support services. Based on commonly accepted nonprofit volunteer value estimates, these hours represent more than $612,500 in donated service to the City of Lodi each year, providing significant cost savings to the community.
Mission
The Lodi Police PARTNERS Unit assists Lodi Police Department personnel in enhancing the quality of service provided to the community through dedicated volunteer support.
Board of Directors
Frank Smart – President
Frank Guiliani – Vice President
Nada Metcalf – Secretary
Karen Paige – Treasurer
Don Van Schenck – Sergeant at Arms
Project Description
Lodi Police PARTNERS volunteers provide numerous services that support public safety and community outreach, including:
• Vacation house checks
• Abandoned vehicle investigations
323
• Evidence and property transport
• Traffic control and DUI checkpoint support
• Crime scene security
• Patrols of schools, parks, and city facilities
• Removal of illegal signage
• Subpoena service
• Community crime prevention presentations for seniors, children, and residents
These services require operational patrol vehicles. Due to budget limitations, the City of Lodi is unable to provide vehicles for the PARTNERS Unit. As a result, volunteers must acquire their own patrol vehicles.
The PARTNERS Unit currently operates five vehicles. However, one vehicle has reached the end of its service life due to age and high mileage and must be replaced this year. A suitable used replacement vehicle is estimated to cost approximately $40,000.
The requested $15,000 grant will be applied directly toward the purchase of this replacement patrol vehicle, ensuring the continued delivery of these volunteer services to the community.
Performance Measurement
Success will be measured by the purchase and deployment of the replacement patrol vehicle during 2026. All awarded funds will be dedicated solely to the purchase of the vehicle, which directly supports volunteers who provide over 17,500 hours of service and more than 30,000 miles of operational support annually.
Community Benefit
The entire Lodi community benefits from the work of the PARTNERS Unit. These volunteers enhance public safety operations, support police personnel, and provide crime prevention education that serves residents of all ages—from children to seniors.
Closing
Thank you for your consideration of this request. I would be happy to provide any additional information or clarification the Council may require.
We respectfully request that the City Council award $10,000 to the Lodi Police PARTNERS’ Foundation to assist with the purchase of a replacement patrol vehicle so that our volunteers may continue serving the Lodi community.
Sincerely,
Chet Somera
Chet Somera
V olunteer Coordinator
324
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE AWARD OF PUBLIC BENEFIT FUNDS OF $15,000 FROM THE DISTRICT 3 NON-PROFIT FUND TO THE LODI POLICE PARTNERS’ FOUNDATION (TOTAL $15,000) ========================================================================
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. The se funds 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, the Lodi Police PARTNERS’ Foundation 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 Bregman reviewed the merits and needs of The Lodi Police PARTNERS’ Foundation proposed projects or activities in the Proposal and desires to allocate public benefit funds to Lodi Police PARTNERS’ Foundation from the District 3 Non-Profit Funds, in the amount of $15,000.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby:
1. Find that the mission and goals of the Lodi Police PARTNERS’ Foundation 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 $15,000 from District 3 Non- Profit Funds to the Lodi Police PARTNERS’ Foundation , subject to compliance with the Policy.
3. Direct the Lodi Police PARTNERS’ Foundation 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 C ouncil quarterly to ensure procedural consistency, transparency, and compliance with the Non-Profit Fund Policy.
Dated: April 15, 2026
======================================================================= 325
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 April 15, 2026, by the following votes:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-_____
326
AGENDA ITEM C.12
COUNCIL COMMUNICATION
AGENDA TITLE:
Set a Public Hearing for May 6, 2026, to Consider an Ordinance to enter a Development Agreement with Rogers Media Company to Install, Maintain, and Operate Electronic Message Signs on City-Owned Properties (CD)
MEETING DATE:
April 15, 2026
PREPARED BY:
Cynthia Marsh, Interim Community Development Director
RECOMMENDED ACTION:
Set a Public Hearing for May 6, 2026, to consider an ordinance to enter a Development Agreement with Rogers Media Company (“Rogers Media”) to install, maintain and operate electronic message signs on City- owned properties.
BACKGROUND INFORMATION:
In 2021, City Management was approached by private entities interested in leasing space on City-owned property to construct and operate electronic message signs as a revenue-sharing opportunity for the City. The signs would also provide display time for City events, public information, and emergency messaging.
Because the Lodi Municipal Code (“LMC”)did not then allow electronic message signs on City-owned property, Planning staff and the City Attorney’s Office drafted code amendments to create and regulate “Community Electronic Message Signs.” On June 15, 2022, the City Council adopted an ordinance adding LMC Section 17.34.070(H) to allow and regulate such signs.
On March 18, 2024, staff released a Request for Proposal for installation, maintenance, and operation of electronic message signs on City-owned property. Rogers Media Company (“Rogers Media”) was the sole responsive proposer and was selected by staff.
On January 8, 2025, the Planning Commission recommended approval of a Development Agreement for two signs: one at the South Hutchins Street/East Harney Lane area and one at the City Animal Shelter on West Kettleman Lane. Since that time, the proposal has been revised. Public Works determined the originally proposed South Hutchins Street/East Harney Lane sign should be relocated farther north into the median due to potential conflicts with traffic control visibility. Rogers Media also revised the Animal Shelter sign configuration, and now requests addition of a third sign near West Kettleman Lane/Westgate Drive, which was included in the original RFP but not the prior Development Agreement.
The revised proposal includes three single-sided pole signs at the following locations: (1) within the South Hutchins Street median, approximately 285 feet north of East Harney Lane; (2) at the City Animal Shelter, 1345 West Kettleman Lane; and (3) at 2800 West Kettleman Lane, approximately 40 feet west of Westgate Drive.
City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
327
COUNCIL COMMUNICATION
Staff has prepared a revised Development Agreement reflecting the amended locations and configurations, including a requirement that the signs be removed if they interfere with future development on City-owned property. Pursuant to LMC Section 17.44.030, the City Council must hold a public hearing to consider approval of the Development Agreement by ordinance upon finding it is consistent with the General Plan.
FISCAL IMPACT:
In accordance with the proposed terms of the revised Development Agreement, the proposed electronic message signs will generate revenue for the City. Specific funding details will be provided once the revised Agreement is presented for Council’s consideration at the May 6th City Council meeting.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
328
AGENDA ITEM G.1
COUNCIL COMMUNICATION
AGENDA TITLE:
Receive Presentation and Report from Hoslett Forensics on the Forensic Accounting Audit of the City’sUtility Deposit Account, Procurement Card Charges, and Amazon Account Purchases (IS - BUD) MEETING DATE:
April 15, 2026
PREPARED BY:
Jennelle Baker, Budget Manager
RECOMMENDED ACTION:
Receive presentation and report from Hoslett Forensics on the forensic accounting audit of the City’sUtility Customer Deposit account, procurement card (CAL-Card) charges, and Amazon account purchases.
BACKGROUND INFORMATION:
On September 3, 2025, the City Council approved a contract with Hoslett Forensics to perform accounting audit services. This contract was initiated following a July 16, 2025, closed session update from Financial Assessor Kevin Harper, who had been retained by outside legal counsel to investigate allegations of financial mismanagement.
During the open session report out from closed session on July 16, 2025, Mr. Harper indicated that no fraudulent activity was identified. However, he recommended that the Utility Deposit and Holding Account undergo further analysis and reconciliation. In addition, he advised a more detailed review of CAL-Card and Amazon Business account transactions to ensure compliance with established City policies.
Pursuant to Council direction, Hoslett Forensics was engaged to conduct a comprehensive review of the Utility Deposit and Holding Account, as well as CAL-Card and Amazon Business transactions. Hoslett Forensics was granted full access to the City’s financial system (Tyler Munis), the U.S. Bank CAL-Card portal, and the Amazon Business account. As part of the audit, Mr. Hoslett spent two weeks onsite in the Finance Department, meeting with Revenue, Accounting, and Budget Managers, along with other Finance staff.
Hoslett Forensics has completed its review and prepared a report (Attachment 1) and presentation (Attachment 2) for City Council consideration. Key highlights from the audit report are summarized below:
Utility Customer Deposit Account
A presentation to the City Council on April 1, 2025, and a report issued by Baker Tilly dated April 28, 2025, identified discrepancies between the Utility Account balance and the General Ledger ranging from $701,322 to $1,200,000. However, Hoslett Forensics determined that these amounts were significantly overstated due to flawed methodologies.
The City Council was presented with a calculated difference of approximately $1.2 million between the “Deposit Holding Account Fund Balance” of $1.68 million and “Total Deposits” of $482,000. This calculation was based on a methodology that estimated total deposits using the number of new customers over a one- City of Lodi Printed on 4/9/2026Page 1 of 3
powered by Legistar™
329
COUNCIL COMMUNICATION
was based on a methodology that estimated total deposits using the number of new customers over a one- year period multiplied by the average deposit amount. This approach is fundamentally flawed, as it fails to account for deposits held longer than one year, including No ID deposits and accounts with late payment histories.
The Baker Tilly report identified two primary concerns:
(1) a discrepancy of $701,322 between the Utility Account and the General Ledger; and (2) the conclusion that a significant portion of deposits should be returned to customers, suggesting the automated deposit refund system was not functioning properly.
However, the Hoslett Forensics’ findings indication that the methodology used to calculate the $701,323 variance between the Utility Deposit Account ($842,321) and the General Ledger ($1,543,644) is materially flawed for the following reasons:
· Incomplete population of accounts: The analysis excluded customer accounts established prior to January 1, 2019, many of which still maintain active deposits (e.g., due to late payments or No ID requirements). This omission accounts for approximately $488,000 of the discrepancy. In total, the City maintains approximately 6,600 deposit accounts, compared to the 2,760 accounts included in the Baker Tilly analysis.
· Timing differences: The analysis compared data from different periods, using a report generated in March 2025 against a General Ledger balance from June 2024. Deposits refunded between these dates were excluded, overstating the discrepancy by approximately $201,000.
After correcting for these issues, the actual adjustment required to reconcile the accounts is approximately $67,000. This variance is primarily attributable to clerical data entry errors (such as incorrect date inputs) and manual adjustments within the Utility Account.
Additionally, the automated system for refunding customer deposits is functioning as intended, with approximately 50 to 60 refunds processed monthly. Remaining discrepancies are related to historical manual entries that had not been reconciled in prior years. Hoslett Forensics is currently working with the City’s Revenue Division to implement monthly reconciliation procedures and strengthened internal controls to prevent similar issues in the future.
Cal Card Testing
The City’sAccounts Payable Division conducted detailed testing of CAL-Card transactions over a five-year period and identified potential policy violations totaling approximately $8,625. These included unapproved meals or meals exceeding daily limits (approximately 50%), unapproved travel or flight/seat upgrades (approximately 25%), and other personal or unapproved purchases (approximately 25%).
The City processes approximately $2,250,000 annually through CAL-Card transactions. A significant portion of the identified charges has since been reimbursed, and procedural changes have been implemented to prevent or reduce future occurrences.
Hoslett Forensics performed additional testing and did not identify any further unauthorized or non-City-related charges.
Amazon Charges Testing
Amazon Business purchases, which are processed through CAL-Cards, were reviewed in conjunction with the CAL-Card testing. The City identified minor issues consistent with those noted above.
Hoslett Forensics conducted additional testing and found no additional unauthorized or non-City-related charges. Furthermore, the City has worked with its Amazon Business representative to strengthen controls by City of Lodi Printed on 4/9/2026Page 2 of 3
powered by Legistar™
330
COUNCIL COMMUNICATION
charges. Furthermore, the City has worked with its Amazon Business representative to strengthen controls by limiting payment methods exclusively to City-issued CAL-Cards. The option for purchases using personal credit cards has been eliminated.
Discussion and Direction
For Council discussion and direction, Hoslett Forensics is recommending establishing an ongoing internal audit function that is consistent with a June 6, 2025, report by Moss Adams which first recommended the implementation of such a function to better identify and mitigate financial risks. Staff concurs with this recommendation and further recommends utilizing an external firm to conduct regular audits of financial processes to enhance transparency and reduce the risk of fraudulent activity. Should Council agree and provide direction to staff, a proposed agreement will be brought forward for consideration at a future Council meeting.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 4/9/2026Page 3 of 3
powered by Legistar™
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
Hoslett Forensics
Forensic Accounting and Fraud
Prevention Specialists
367
Project Scope
HOSLETT Forensics - Forensic Accounting and Fraud Prevention Specialists Utility Deposit Testing
Cal Card Testing
Amazon Purchase Testing
368
Utility Testing
(Initial Finance Division Discrepancy)
Source – Finance Divisions Update to City Council (4/1/25) Calculated
Deposit Amount Total Amounts
Deposit Holding Account Fund Balance 1,680,000
New Deposit Accounts (Past 12 Months) 1,960
Average Deposit Amount 246
Total Deposits 482,160 482,000
Difference 1,198,000
369
Utility Testing
(Consultant’s Discrepancy Analysis)
Source – Consultants Report (4/28/25)
370
Utility Testing
(Consultant’s Discrepancy Analysis)
Source – Consultants Report (4/28/25)
# of
Accounts
Deposit
Amount
Negative Deposits 6 (1,419)$
Closed Accounts 23 5,425
Current Customer (Over 1 Year & No Late Pmts) 274 230,940 Current Customer (Over 1 Year With Late Pmts) 1,090 269,422 Current Customer (Under 1 Year of Service) 1,367 337,953 Total 2,760 842,321$
371
Utility Testing
(Required Adjustments)
Important Note – Most of the Adjustement Items Represent Clerical Errors.
Amounts
(As of 3/26/26)
Current Deposits per Utility Module 1,699,344$
General Ledger Total 1,766,887
Adjustment Needed (67,543)$
Account Status Recommended
Procedures
# of
Accounts
Amounts
(As of 3/26/26)
Current (Open) Accounts To Be Held for Future 6624 1,668,786$ Closed Accounts To Be Resolved 142 32,090
Negative Balance Accounts To Be Resolved 6 (1,532)
1,699,344$
372
Cal Card Testing
City Internal Testing Results
Five Years - $8,625 (Unapproved)
Annual Cal Card Purchases - $2,250,000
Hoslett Testing
Analytical Testing (2 Years)
Specific Transaction Testing
Internal Controls Review
Conclusion – System is Operating as Expected
373
Amazon Testing
Hoslett Testing
Analytical Testing (2 Years)
Specific Transaction Testing
Internal Controls Review & Updated Policies
o Removed Personal Employee Use
o Purchases are Appropriately Reviewed
Conclusion – System is Operating as Expected
374
Internal Audit Function
Moss Adams Audit Finding (6/6/25)
Finding - City Currently Does Not Have an
Internal Audit Function
Recommendation – Establish an Internal Audit
Function to Identify & Mitigate Risks of
Undetected Errors or Fraudulent Activities
Risk Factor – High
Potential Approaches – Hire an Internal Auditor
or Engage an External Firm
375
AGENDA ITEM G.2
COUNCIL COMMUNICATION
AGENDA TITLE:
Presentation on Credit Card Convenience Fees: Discussion and Council Direction - Follow-Up to February 4, 2026 Council Meeting (IS - FIN)
MEETING DATE:
April 15, 2026
PREPARED BY:
Tarra Sumner, Revenue Manager
RECOMMENDED ACTION:
Presentation on Credit Card Convenience Fees: Discussion and Council Direction - Follow-Up to February 4, 2026 Council Meeting.
BACKGROUND INFORMATION:
The Finance Department, through the Revenue Division, requests the City Council’sdirection regarding the City’shandling of credit card payment processing fees. Currently, the City absorbs all fees associated with credit card transactions. While this approach simplifies payment for residents, it has resulted in a significant increase in processing costs. Over the past year, credit card fees have risen substantially, largely due to interchange and bank processing fees.
As requested during the February 4, 2026 Mid-Year Budget presentation, Revenue staff will report on the current operations and costs associated with convenience fees. The presentation will provide:
· Comparisons with neighboring cities to provide context, · Options for the Council on implementing convenience fees, and · Staff’s recommendation based on analysis and best practices.
This review is intended to provide Council with the information needed to make an informed decision regarding the management of convenience fees.
The City maintains a structured monthly collection process consisting of collection procedures and continued diligence in recovery efforts. However, many other cities and municipalities also choose to pass these costs directly to the customer at the time of payment, typically as a flat fee or a percentage of the transaction.
Adopting a similar approach could help offset rising costs while maintaining transparency and fairness in billing.
Staff are seeking Council input on whether the City should continue to absorb these fees or implement a policy where customers are responsible for credit card processing costs. Staff will provide examples of fee structures used by comparable cities and discuss potential implementation options.
City staff is requesting Council guidance on this policy matter to ensure the City proceeds in a manner City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
376
COUNCIL COMMUNICATION
City staff is requesting Council guidance on this policy matter to ensure the City proceeds in a manner consistent with Council priorities and the City’s financial sustainability.
FISCAL IMPACT:
Currently, the City absorbs all credit card processing fees, totaling approximately $1.3 million annually.
Transitioning to a convenience fee model would shift these costs to the customer, reducing the City’s operational expenditures by a similar amount, while maintaining the ability to process payments electronically.
The exact fiscal impact would depend on the fee structure approved by Council and anticipated customer usage of credit card payments.
FUNDING AVAILABLE:
Currently, credit card processing fees are budgeted out of each department’s respective budget.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
377
Convenience Fees
Presented By: Tarra Sumner, Revenue Manager
April 15, 2026
378
CONVENIENCE FEES
Current Operations and Cost
City Comparisons
Options
Recommendation
Questions
379
CURRENT CITY OF LODI PAYMENT VENDORS
iPay/SEW – Billing
Utility Billing Payments
OpenEdge – CityWide Payments
Animal Services, Transit, Public Works, Police
CardKnox - Community Development
Permit Fees
AudienceView – PRCS
Theater Ticketing Platform – Fee passed to customers
ActiveNet – PRCS – Fee passed to customers
Program Fees
380
CURRENT CONVENIENCE FEE COSTS
Average Transactions and Cost Per Year
Vendor Average Transactions
Per Year Cost Per Year
iPay/SEW 273,000 $ 934,000
OpenEdge CityWide 8,660 $ 234,000
CardKnox Community Development 830 $ 87,000
Totals 282,490 $ 1,255,000
381
FRONT COUNTER PAYMENTS BY TYPE
PAYMENT METHOD JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER Total CARD 856 742 959 936 800 953 941 845 911 975 729 872 10,519 CASH 1,541 1,360 1,422 1,350 1,237 1,424 1,436 1,269 1,301 1,320 1,192 1,193 16,045 CHECK 976 557 629 637 575 677 682 558 664 752 666 634 8,007 TOTAL 3,373 2,659 3,011 2,923 2,612 3,054 3,059 2,672 2,876 3,047 2,587 2,699 34,572 ALL DEPARTMENTS FRONT COUNTER 2025
382
ONLINE/KIOSK PAYMENTS BY TYPE
PAYMENT METHOD JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER Total ACH/BANK ACCT 5,005 4,525 5,698 4,682 4,920 5,422 5,421 5,619 5,352 5,726 5,653 5,958 63,981 CARD 15,476 14,268 16,895 14,822 15,170 15,871 16,288 15,901 14,761 15,272 14,762 14,717 184,203 PAYPAL 401 352 569 377 382 413 410 402 399 388 408 421 4,922 GPAY 82 75 85 75 79 87 90 84 90 94 94 90 1,025
Venmo 37 33 35 36 43 41 53 49 45 52 41 35 500
APPLE PAY 1,158 1,057 1,256 1,055 1,108 1,182 1,181 1,233 1,253 1,316 1,287 1,226 14,312 CASH 330 316 407 409 363 380 369 405 382 343 343 336 4,383 TOTAL 22,489 20,626 24,945 21,456 22,065 23,396 23,812 23,693 22,282 23,191 22,588 22,783 273,326 UTILITIES ONLINE AND KIOSK 2025
383
WHAT DO OTHER CITIES DO?
City of Stockton City of
Sacramento
City of Davis City of Hughson City of Fairfield City of Galt City of Elk Grove
3rd Party Utility
Biller Charges 3%
to 3.5% per
transaction
All Credit Card
Charges Passed to
Customer
Minimum Credit
Card amount
$2.75 Maximum
$9.50
Flat $1.75 per
credit card
transaction
Minimum Credit
Card amount
$2.95 Maximum
$500
2% Credit Card
Processing Fee
3rd Party Utilities
only take Cash,
Checks, and EFT
ACH Payments
$2.99 to $3.99
Per Transaction
Misc. Payments
3%
Elk Grove Water
District 3rd Party
Biller Charges
Convenience Fee
384
OPTIONS
Option 1: Status Quo
No change; City continues to absorb all convenience fees Option 2: Partial Cost Recovery
Direct third-party payment processors to pass a standardized convenience fee (percentage of transaction) to customers
City absorbs any remaining balance not covered by the fee Option 3: Full Cost Recovery
Require third-party payment processors to pass all convenience fees to customers
Fee structure may be a flat rate or percentage, depending on vendor 385
RECOMMENDATION FROM STAFF
• Option 3: Full Cost Recovery
• Implement a policy to pass convenience fees to customers • Require all applicable vendors to pass through processing fees • Achieve estimated annual savings of approximately $1,255,000 to the City
386
QUESTIONS?
387
AGENDA ITEM G.3
COUNCIL COMMUNICATION
AGENDA TITLE:
Discussion and Direction Regarding Potential Amendment to Lodi Municipal Code Section 9.18.045 (Vendor Permit Caps) (CD)
MEETING DATE:
April 15, 2026
PREPARED BY:
Cynthia Marsh, Interim Community Development Director
RECOMMENDED ACTION:
Conduct a discussion and provide direction to staff regarding a potential amendment to Lodi Municipal Code (LMC) Section 9.18.045 to modify existing vendor permit caps.
BACKGROUND:
LMC Section 9.18.045 establishes limits on the number of vendor permits allowed within the City of Lodi based on population. Currently, subsection 9.18.045(A)(1) allows one (1) motorized food preparation unit per 2,800 residents, which equates to 25 (rounded) permitted vendors citywide based on the 2024 Census of 68,642 population. Separately, subsection (A)(2) allows for produce/seafood trucks at one per 20,500 residents. The actual 2025 population is estimated to be closer to 69,192 based on World Population Review data, which maintains an allowable motorized food preparation maximum at 25 vendors. Pop-up vendors and carts are regulated separately, and do not fall under the motorized food vendor category.
The Community Development Department (CDD), through its Community Improvement Division, administers vendor permits and enforces compliance. In recent months, staff has observed a notable increase in vendor permit applications. The current waitlist has grown to approximately 10 vendors, with additional applications anticipated.
Due to the restrictive cap, staff routinely turns away otherwise qualified vendors. Based on direct feedback from both permitted and unpermitted vendors, the limited number of available permits may be contributing to an increase in unpermitted vending activity within the City.
ISSUES:
Unpermitted vendor activity presents several challenges, including:
· Potential public health and safety risks, particularly for food-related vendors operating without proper inspection or oversight;
· Increased enforcement demands on Community Improvement staff; and · Inequitable conditions for permitted vendors who comply with City regulations.
Additionally, staff research indicates that several neighboring jurisdictions, including Stockton, Lathrop, and Galt, do not impose vendor caps, instead relying on operational and safety regulations to manage vending City of Lodi Printed on 4/9/2026Page 1 of 2
powered by Legistar™
388
COUNCIL COMMUNICATION
activity.
DISCUSSION:
To address these issues, staff is seeking City Council direction on potential amendments to LMC Section
9.18.045. Options for consideration include:
· Option 1: Maintain the current cap (status quo).
· Option 2: Increase the cap to one (1) vendor per 1,500 residents (approximately 46 vendors). · Option 3: Increase the cap to one (1) vendor per 1,350 residents (approximately 51 vendors). · Option 4: Eliminate the vendor cap entirely and regulate vendors through permitting, safety, and operational standards.
Increasing or eliminating the cap may improve compliance rates, reduce unpermitted activity, and better align with regional practices, while continuing to ensure public health and safety through existing regulatory requirements.
NEXT STEPS:
If directed by the City Council, staff will return with a formal ordinance amendment for consideration.
City of Lodi Printed on 4/9/2026Page 2 of 2
powered by Legistar™
389