Discussion
N/A
903
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome
Indicator
1 Improve
Public and
Community
Facilities
2024 2028 Non-Housing
Community
Development
CDBG
Target
Area
RCAP/ECAP
Increase and/or
improve parks
and recreation
opportunities
CDBG:
$434,210.40
Rental Units
Constructed:
54 units
Other: 1
2 Support
Critical Public
Services
2024 2028 Non-Housing
Community
Development
CDBG
Target
Area
RCAP/ECAP
Citywide
Increase public
services to
youth, crime
prevention, and
drug abuse
counseling;
Increase youth
center
opportunities
CDBG:
$80,500.00
Public Service
Activities
other than
Low/Moderate
Income
Housing
Benefit:
24,500
persons
assisted
3 Encourage Fair
Housing
Practices
2024 2028 Affordable
Housing
Fair Housing
Citywide Increase
homeownership
for LMI families;
Maintain
existing
affordable
rental housing;
Reduce
homelessness
CDBG:
$40,000
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 1,000
persons
assisted
4 Reduce
Homelessness
2024 2028 Homeless CDBG
Target
Area
RCAP/ECAP
Citywide
Reduce
homelessness
CDBG:
$17,500.00
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 500
people
assisted
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5 Planning and
Administration
2024 2028 Planning and
Administration
CDBG
Target
Area
RCAP/ECAP
Citywide
Increase public
services to
youth, crime
prevention, and
drug abuse
counseling;
Increase youth
center
opportunities;
Increase and/or
improve parks
and recreation
opportunities;
Reduce
Homelessness
CDBG:
$93,052.60
Other: 1
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Improve Public and Community Facilities
Goal
Description
Improve, renovate, update and or modernize community, social service, and/or public owned facilities.
2 Goal Name Support Critical Public Services
Goal
Description
Support local non -profits and social services to provide critical community services.
3 Goal Name Encourage Fair Housing Practices
Goal
Description
Support the City and its partners to implement best fair housing practices. 4 Goal Name Reduce Homelessness
Goal
Description
Reduce homelessness through support of public services, shelter operations, and shelter development.
5 Goal Name Planning and Administration
Goal
Description
Support City staff to plan and administer CDBG entitlement funds.
Table 7 – Goal Descriptions
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Projects
AP-35 Projects – 91.220(d)
Introduction
The City will receive [$600,000] for the 2026-27 CDBG program year. When funding projects through CDBG, HUD guidelines limit the amount of money that the City can provide to certain categories of projects; HUD classifies most projects as public service, administration, or capital funding. Under these guidelines, the City may allocate up to 15 percent of the grant to public services, up to 20 percent for planning and administration, and the remainder for capital funding, which includes housing, public facilities, infrastructure, parks, and other miscellaneous improvement projects. Prior year funds can only be used for capital projects. Should the award amount be a notable change from the estimated amount, proportional adjustments will be made to recommended program allocations.
The City generally reserves 60 percent of CDBG capital improvement funds for City-sponsored projects and 40 percent for community-based organizations. The City-sponsored projects for 2026-27 are:
• 26 TBD City Capital Improvement Project
The City received two applications from community-based organizations for capital improvements.. To delegate funds appropriately, each application was scored by City staff according to set scoring criteria.
Criteria included organizational capacity to successfully complete projects in a timely manner, fiscal responsibility, viability to complete the project, past project performance, CDBG funding eligibility, and how thoroughly the project would address community needs identified through public outreach and in the 2024-28 Consolidated Plan. All two community-based capital improvement applications will be awarded funding along with the City project.
Funding for the projects below was approved by City Council on Wednesday, June 3, 2026.
Projects
# Project Name
1 26 PLANNING AND ADMINISTRATION
2 26 FAIR HOUSING
3 26 PREVAIL PROPEL
4 26 SECOND HARVEST FOOD ASSISTANCE
5 26 CPFSJ FRC
6 26 LOEL MEALS ON WHEELS
7 26 SALVATION ARMY HOPE HARBOR OPERATIONS
8 26 GRAFFITI ABATEMENT PUBLIC SERVICE
9 26 LODI SENIORS AT SALAS PARK
10 26 TBD CAPITAL PROJECT
Table 7 - Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
26-27 program year is a renewal year for public services awardees.
Obstacles
Resources offered by government programs and projects are often able to keep families financially stable, and for many, these programs are essential to their well-being and continued livelihood. CDBG funds are important for bringing added resources to individuals with low to moderate incomes, providing needed safety-net programs, and initiating and maintaining long-term anti-poverty projects.
The primary obstacle facing the City of Lodi is the lack of resources—particularly funding—that are necessary to address the spectrum of needs identified in the community.
A second obstacle to meeting underserved needs is that many available services are not immediately accessible, but rather located in Stockton, approximately 15 miles away. The City of Lodi works closely with the regional transit agencies to improve access, and there are several daily public transportation linkages between Lodi and downtown Stockton.
A third obstacle is the number of nonprofits that need assistance with program management and fiscal policies. New nonprofits continue to form in Lodi and throughout the region, and most have few, yet passionate, staff members and volunteers devoted to a variety of issues.
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AP-38 Project Summary
Project Summary Information
1 Project Name 26 PLANNING AND ADMINISTRATION
Target Area City-Wide Activity
Goals Supported PLANNING AND ADMINISTRATION
Needs Addressed REHABILITATE EXISTING HOMES
INCREASE HOMEOWNERSHIP FOR LMI FAMILIES
MAINTAIN EXISTING AFFORDABLE RENTAL HOUSING
BUILD MORE AFFORDABLE HOUSING
BUILD MORE FAMILY SIZED UNITS
INCREASE RENTAL SUBSIDIES
INCREASE PUBLICSERVICES TO YOUTH, CRIME, DRUG ABUS
INCREASE YOUTH CENTER OPPORTUNITIES
INCREASE AND/OR IMPROVE PUBLIC FACILITIES
REDUCE HOMELESSNESS
Funding CDBG: $93,000.00
Description General administration of the CDBG program, including all planning and reporting activities.
ELIGIBILITY CODE: 21A
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
NA
Location Description CITYWIDE
909
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Planned Activities Planning and Administration is intended to provide funding for general staff administration of CDBG program and activities, including tracking activities in the Integrated Disbursement and Information System (IDIS), reporting, public outreach, program setup, reporting, planning, collaboration with local entities on meeting priority community needs, and subrecipient training and monitoring. 2 Project Name 26 FAIR HOUSING
Target Area City-Wide Activity
Goals Supported ENCOURAGE FAIR HOUSING PRACTICES
Needs Addressed MAINTAIN EXISTING AFFORDABLE RENTAL HOUSING Funding CDBG: $40,000.00
Description Under planning and administration, funding will be provided to conduct fair housing testing, maintain the housing discrimination and tenant/landlord law hotline, investigate complaints, and complete outreach and education through public forums. ELIGIBILITY CODE: 21D Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
1,000 households assisted
Location Description CITYWIDE
Planned Activities Provide the following services: fair housing counseling, fair housing testing, housing discrimination and tenant/landlord law hotline, complaint investigation, and outreach and education at community events.
3 Project Name 26 PREVAIL PROPEL
Target Area CDBG Target Area
Goals Supported REDUCE HOMELESSNESS
910
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Needs Addressed REDUCE HOMELESSNESS
Funding CDBG: $16,000.00
Description The project will fund the PROPEL Program. NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 05D Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
Estimated 50 homeless/at-risk for homelessness youths will be assisted by the PROPEL program’s street outreach efforts
Location Description CDBG Target Area
Planned Activities Expand PROPEL outreach resources to assist more at-risk youths. 4 Project Name 26 SECOND HARVEST FOOD ASSISTANCE
Target Area City-Wide Activity
Goals Supported SUPPORT CRITICAL PUBLIC SERVICES
Needs Addressed INCREASE PUBLICSERVICES TO YOUTH, CRIME, DRUG ABUS
REDUCE HOMELESSNESS
Funding CDBG: $10,000.00
Description The project will fund Second Harvest Food Bank food assistance program. NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 05W
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
The project will serve 3,800 low-income Lodi residents.
Location Description CITYWIDE
911
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Planned Activities The food assistance program will provide food to local community partners that distribute it to low- income persons and persons experiencing homelessness.
5 Project Name 26 CPFSJ FRC
Target Area City-Wide Activity
Goals Supported SUPPORT CRITICAL PUBLIC SERVICES
Needs Addressed INCREASE PUBLICSERVICES TO YOUTH, CRIME, DRUG ABUS
INCREASE YOUTH CENTER OPPORTUNITIES
Funding CDBG: $29,500.00
Description The project will fund Community Partnership for Families Family Resource Center program. NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 05D
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
The project will serve 600 low-income individuals and 30 youth from low-income households.
Location Description CITYWIDE
Planned Activities CPFSJ programs at the Lodi FRC will provide family economic success classes, free tax preparation assistance through the Volunteer Income Tax Assistance (VITA) program, parent support groups, youth services, job readiness training, résumé assistance, civic engagement, and volunteer opportunities for Lodi’s at-risk youth and their families. This will include assessments, case management, group counseling, and a curriculum program.
6 Project Name 26 LOEL MEALS ON WHEELS
Target Area City-Wide Activity
Goals Supported SUPPORT CRITICAL PUBLIC SERVICES
912
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Needs Addressed INCREASE PUBLICSERVICES TO YOUTH, CRIME, DRUG ABUS Funding CDBG: $10,000.00
Description The project will fund LOEL Meals on Wheels program NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 05A Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
The project will serve up to 100 homebound seniors.
Location Description CITYWIDE
Planned Activities LOEL, through the Meals on Wheels program, will deliver hot meals to homebound seniors Monday through Friday.
7 Project Name 26 SALVATION ARMY HOPE HARBOR OPERATIONS Target Area City-Wide Activity
Goals Supported REDUCE HOMELESSNESS
Needs Addressed REDUCE HOMELESSNESS
Funding CDBG: $17,500.00
Description The project will fund The Salvation Army Hope Harbor Shelter Operations. NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 03T
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
The project will serve 450 persons experiencing homelessness.
Location Description CITYWIDE
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Planned Activities The Salvation Army will provide 450 persons experiencing homelessness with overnight shelter and a meal at the Hope Harbor Shelter.
8 Project Name 26 GRAFFITI ABATEMENT PUBLIC SERVICE
Target Area CDBG Target Area
Goals Supported SUPPORT CRITICAL PUBLIC SERVICES
Needs Addressed INCREASE PUBLICSERVICES TO YOUTH, CRIME, DRUG ABUS Funding CDBG: $15,000.00
Description A crime prevention and gang reduction public service funded exclusively by CDBG for program administration and service to private properties in the CDBG target area. This service does not include buildings of government conduct, maintenance costs, or City operating costs. NATIONAL OBJECTIVE LMC, ELIGIBILITY CODE 05Z
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
This project will benefit the residents within the target area, approximately 20,000 individuals.
Location Description CDBG Target Area
Planned Activities The Graffiti Abatement program will remove graffiti from public/private and residential and nonresidential surfaces in the CDBG target area as a public services project to reduce and prevent crime (570.201(e))
9 Project Name 26 LODI SENIORS AT SALAS PARK
Target Area City-Wide Activity
Goals Supported IMPROVE PUBLIC AND COMMUNITY FACILITIES Needs Addressed INCREASE AND/OR IMPROVE PUBLIC FACILITIES 914
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Funding CDBG: $115,000.00 (Includes $15,000 in Activity Delivery) Description CDBG Funds will help assist with impact fees for development Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
54 seniors through creation of 54 affordable rental units Location Description TBD
Planned Activities Affordable Housing development for seniors. CDBG funds used for impact fees 10 Project Name 26 PUBLIC WORKS - ALLEY IMPROVEMENT PROJECT Target Area CDBG TARGET AREA
Goals Supported IMPROVE PUBLIC AND COMMUNITY FACILITIES Needs Addressed INCREASE AND/OR IMPROVE PUBLIC FACILITIES Funding CDBG: $235,000 (Includes $30,000 in Activity Delivery) Description Replace Alleyway(s) TBD
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
TBD
Location Description Lodi, CA
Planned Activities Alleyway Replacement within the CDBG target area Project Name 26 TBD CAPITAL PROJECT
915
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11 Target Area City-Wide Activity
Goals Supported IMPROVE PUBLIC AND COMMUNITY FACILITIES Needs Addressed INCREASE AND/OR IMPROVE PUBLIC FACILITIES Funding CDBG: $84,263 (Includes $14,000 in Activity Delivery) Description TBD Capital Improvement Project-City will be determining how to invest these CDBG funds once it identifies an eligible project
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
TBD
Location Description TBD
Planned Activities TBD
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed While Lodi has used a needs-based strategy for the selection of projects and activities in multiple areas of the City, the greatest need has historically been identified within the City’s low-income CDBG target area. This area consists of census tracts in which more than 50 percent of the population is low to moderate income. The area primarily covers what is known as Lodi’s Eastside or Heritage District.
When possible, specific attention will be focused on one census tract (45.02) within the target area, which was identified as a Racially/Ethnically Concentrated Area of Poverty (R/ECAP). The Public Works Department will be resurfacing an alleyway as part of the City’s Alley Project Program.
Any remaining CDBG funds are included as part of this Annual Action Plan and will be allocated to eligible capital improvement projects currently under development, pending finalized scopes, revised budgets, and cost estimates. These projects are being evaluated to ensure consistency with CDBG eligibility requirements and community priorities, and specific funding amounts will be assigned as project details are finalized. By incorporating this flexible allocation approach within the Action Plan, the City retains the ability to direct funds within available resources to priority capital needs without requiring a future amendment, provided all activities remain eligible and aligned with the goals outlined herein.
This year’s proposed social service projects aim to serve at least 70 percent low- to moderate-income persons. Most social service organizations offer their services citywide. Due to Lodi’s concentrated low- and moderate-income area, it is believed that the majority of recipients reside in the CDBG target area; however, for purposes of this calculation, the projects are considered citywide activities and are not included in the CDBG target area below.
Geographic Distribution
Target Area Percentage of Funds
CDBG Target Area 51
City-Wide Activity 49
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Areas of concentrated poverty generally have less private investment from financial institutions and less capital investment for beautification and construction initiatives. This generally results in the need for more assistance with projects that are intended to improve capital features in low-income areas. The capital improvement projects that will take place in the CDBG target area (i.e., funding Alley 917
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Improvements and the renovation of park facilities) are intended to mitigate the lack of investment in improvements to low-income areas.
The Cities graffiti abatement program is a crime prevention and gang reduction public service funded exclusively by CDBG for program administration and service to private properties in the CDBG target area. This service does not include buildings of government conduct, maintenance costs, or City operating costs. Without CDBG funding, residents in underserved areas would likely struggle to manage graffiti, potentially leading to an increase in gang-related crimes. Over the past three program years, the graffiti abatement program has dedicated an average of over 900 hours to abatement efforts within the CDBG target area.
Graffiti abatement can significantly reduce gang crime and improve community safety. Some of the benefits include:
1. Deterrence of Gang Activity: Gangs often use graffiti to mark territory or assert dominance. When graffiti is quickly removed, it sends a clear message that such activity is not tolerated, potentially discouraging gang members from using public spaces for their activities.
2. Reduction in the Perception of Lawlessness: Graffiti can contribute to the perception of an area as unsafe or uncontrolled, which can invite further criminal activity. By cleaning up graffiti, the community sends a signal that crime is being actively addressed, which can improve public confidence and deter further gang-related actions.
3. Community Empowerment and Engagement: Graffiti abatement programs often involve community members in the cleanup process, fostering a sense of ownership and pride in their environment. This communal approach can strengthen social ties and reduce the likelihood of gang recruitment by creating a more positive and unified neighborhood atmosphere.
4. Prevention of Escalation: Left unchecked, graffiti can escalate into more serious gang violence, as it may lead to retaliation or territorial disputes between rival gangs. Regular graffiti removal disrupts this cycle, preventing further conflict.
5. Resource Allocation for Crime Prevention: By addressing the visual signs of gang activity, local law enforcement and community organizations can focus more resources on addressing the root causes of gang involvement rather than spending time on the aftermath of gang-related vandalism.
Reference:
Gorman, D. M., & Lattimore, P. K. (2013). "Graffiti and gang violence: The impact of graffiti abatement on neighborhood crime." Journal of Criminal Justice, 41(3), 227-233.
Discussion
As mentioned earlier, the citywide activities often benefit those individuals living in the City’s identified CDBG target areas. There are often fewer basic services and retail outlets in areas of concentrated 918
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poverty, such as grocery stores, shopping centers, and commonly needed resources. With less competition, businesses like convenience markets and check cashing companies are able to charge more for goods and services, and low-income people end up paying more for basic necessities. Funding activities that assist low-income individuals helps to offset the cost burden that many might face in these neighborhoods.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City has prioritized supporting projects and programs that address affordable housing in the 2024- 28 Consolidated Plan. This prioritization is an effort to capture HUD’s initiative for implementing affordable housing programs, while also providing realistic and crucial support to individuals and families who struggle to maintain housing due to various cost burdens and financial disadvantages.
In addition, the City has made multiple efforts to implement strategic actions to address the need for affordable housing in the City. Actions have included applying for alternative grants, such as California’s Permanent Local Housing Allocation, Homeless Emergency Aid Program, HHAP, HHIP, or REAP, to bring in additional funds that could cover a wider array of costs than CDBG funds alone.
Low-income Lodi residents often face overcrowding, overpayment, and dilapidated living conditions.
Additional affordable housing choices would benefit these residents by giving them alternatives to degraded and financially draining living conditions. For the 2025-26 program year, the City is funding the new senior project of 54 affordable housing units through the Delta Community Developers Corp. This activity will create affordable units for the future.
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 0
Special-Needs 0
Total 0
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 0
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
While the City does not receive HOME funds, it plans to address housing needs and will continue to focus CDBG dollars where they will do the most for low- and moderate-income households through better access to economic opportunities, services, and public infrastructure. Additionally, the City looks 920
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for alternative ways to support affordable housing, such as helping preserve existing affordable housing through rehabilitation projects and renter’s assistance programs and creating transitional housing units for individuals in emergency or transitional circumstances. Moreover, the City continues to seek additional grant resources outside of CDBG dollars, to develop various affordable, transitional, and supportive housing types.
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AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of the County of San Joaquin (HACSJ) continues to be the public housing agency serving the City of Lodi. HACSJ is independent of the City of Lodi, and the City retains no control over its funding or implementation of programs.
Actions planned during the next year to address the needs to public housing Please refer to the HACSJ website for information on how HACSJ plans to address public housing needs.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
HACSJ encourages public housing residents to participate in policy, procedure, and program implementation and development through its Resident Advisory Board. HACSJ also distributes a newsletter to all residents, which contains relevant news, information on training and employment opportunities, and other community resources available to public housing residents. Public housing residents also participate in the development of HACSJ’s five-year and annual plans. The Resident Services Division distributes a survey to prioritize resident needs and schedule short- and long-term improvements.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HACSJ is designated as a “High Performer.”
Discussion
A wealth of information on HACSJ and its programs, housing resources, budgets, and financial planning and reporting is available on their website.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
In the 2026-27 program year, the City plans to support multiple projects and programs that work toward assisting homeless populations, including The Salvation Army’s operation of its overnight shelter, Hope Harbor; and PREVAIL’s PROPEL program, a homeless youth outreach project. With the City’s Access Center opening during this Consolidated Plan period, the City expects several opportunities for other activities for its homeless population.
The City works with the Lodi Committee on Homelessness to assess and coordinate the needs of the homeless population. A community-based group made up of stakeholders and private and public institutions, the Committee on Homelessness works in coordination with the CoC to align the City of Lodi with countywide goals that address homelessness. Members of the Lodi Committee on Homelessness participate in CoC meetings and volunteer in its homeless prevention and assistance programs. The City will continue to work with the Committee on Homelessness to reach the goals outlined by the CoC and address the priority needs of the City’s homeless population.
The results of the 2026 countywide Point in-Time Count are still pending, but should be made public mid- to late April. The results from the 2024 count are as follows: 262 Unsheltered and 154 Sheltered individuals. The information to be released in this report will help shape the future development of County programs that are directed toward new and viable homeless social services and housing priorities.
The City values its relationships with homeless service providers and reaches out to those providers for input on needs surrounding homeless services and priorities, as well as community efforts to address homelessness. Many of the homeless service providers also attend City Council meetings to offer their feedback on the homeless issues.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Lodi has many avenues for conducting outreach and addressing the individual needs of homeless individuals, including those that are sheltered, unsheltered, and at risk of being homeless. The Lodi Committee on Homelessness assists community with facilitating community discussions, plans, and coordination with the City’s residents and homeless populations. It is important to note the members of 923
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the committee include homeless and housing service providers such as The Salvation Army, Outreach Ministries International, Lodi House, and many others. Through their participation and sharing of needs/gaps, the Committee and City staff remain informed of current homeless needs. Recent activities undertaken by the Committee on Homelessness included conducting a Point-in-Time count in January 2026 that assessed the characteristics of homeless populations in the City.
In 2026, the City plans to award PREVAIL, to fund outreach to unaccompanied youth and direct them towards needed assistance; and The Salvation Army’s overnight shelter, Hope Harbor, which runs several outreach programs. These efforts address the City’s goal of reducing homelessness.
Completion of the Access Center will allow even more ways to connect and assess this vulnerable population.
Addressing the emergency shelter and transitional housing needs of homeless persons Currently, the two main providers of transitional and emergency housing in the City are The Salvation Army and the Lodi House. The City will continue to support these organizations in their efforts to address and prevent homelessness, and advocate for the allocation of additional funding through CDBG and County Emergency Food and Shelter Programs. Anticipated funding for these facilities will be centered on capital improvements to the facilities and providing administrative and program support to their operations.
Additionally, the City partners with Outreach Ministries International to operate the Temporary Access Center and Emergency Shelter, an interim navigation center. This program offers overnight accommodations for up to 49 individuals, while daily services connect 80 to 100 clients to essential resources. The facility provides comprehensive wraparound services, including case management, housing navigation, and access to supportive services such as behavioral health and substance use treatment.
Ready-To-Work is another provider of housing for at-risk or homeless that were formerly incarcerated. It supports recently released individuals by offering employment opportunities and shelter for approximately 25 participants. Although located in a neighboring city, the program also accepts clients who reside in Lodi.
In addition to the support offered to entities that offer transitional housing and shelter, the City has also secured Housing and Homelessness Incentive Program (HHIP) and Regional Early Action Plan (REAP) 2.0 funds for an adaptive reuse of an existing Hotel to create 40+ units of transitional and supportive housing which is nearing completion and anticipated for opening summer 2026. The City also secured HEAP and HHAP funds to develop 4 permanent supportive housing units in the City assisting individuals 924
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who are unsheltered, sheltered, or at risk of being homeless.
The 2026 awardee programs from PREVAIL and The Salvation Army both provide emergency shelter and transitional housing for homeless persons. The City’s service to such activities is aligned with this Plan’s goal of reducing homelessness.
The City plans to open the Access Center in spring 2026 with initial capacity of 100 beds and the ability to accommodate 200 beds on an emergency basis.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City will use several strategies to assist chronically homeless persons. The following actions are planned in 2026:
• The City will continue to support Second Harvest Food Bank, which provides food to many local Lodi service providers that then pass this food along to individuals and families who are homeless or at risk of homelessness. Healthy food contributes to better health and can reduce financial stress due to medical costs, which can be a factor in homelessness. • Similarly, the City supports the LOEL Center and The Salvation Army, which provide food to extremely low- and very low-income residents across the city. Food provision can help some residents save funds to use on other necessities, such as health and housing. • The City will continue to support the CoC’s efforts to push for unified policies and strategies to address homelessness in San Joaquin County.
• The City continues to maintain and support the Community Liaison Officer (CLO) position in the Lodi Police Department and has been approved to add an additional CLO position. The CLO works directly with the local unsheltered homeless population to offer assistance, connect them with available services, and find placement in shelters and more permanent housing. Two additional Bicycle Officer positions were added to assist with the downtown area of Lodi. • The San Joaquin Community Assessment, Response, and Engagement Services (SJ CARES) team is a program designed to address homelessness by collaborating with local agencies, law enforcement, and community organizations to consolidate outreach initiatives throughout San Joaquin County.
• Through the Lodi Committee on Homelessness, the City continues to work with local service providers to expand the reach and resources that they offer. This committee serves as a 925
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community resource for local stakeholders and community members to come together once a month with the primary purpose of discussing homeless characteristics and planning for future initiatives to combat homelessness.
• During the current transition period following the sunset of the City’s prior fair housing services provider, the City is continuing to affirmatively further fair housing by providing interim support and resources to residents. City staff are actively responding to fair housing inquiries, offering information on tenant rights and protections, and referring individuals and families to available local and regional resources, including services related to housing stability and homelessness prevention. Concurrently, the City has issued a Request for Proposals (RFP) to procure a qualified fair housing service provider, with the intent to implement a comprehensive fair housing program in the upcoming program year. All activities are being carried out in a manner consistent with CDBG requirements, including promoting fair housing education, outreach, and access to services. The City will continue to operate the temporary emergency shelter that opened on July 22, 2022 that has the capacity to house up to 46 individuals overnight and sees approximately 80 clients on a daily basis until the permanent shelter is complete this calendar year.
• The City is working to complete development of the permanent Access Center and Emergency Shelter that will have the capacity to house up to its 2022 Point-in-Time Count of 208.
The City has established a coordinated outreach approach through a contracted Outreach Program Director position in partnership with its temporary emergency shelter operator, Outreach Ministries International (OMI). This role supports proactive, field-based engagement with unsheltered individuals throughout Lodi, with a focus on connecting residents to available shelter, housing navigation, and supportive services. Outreach efforts are designed to reduce barriers to access, prioritize vulnerable populations, and facilitate entry into temporary, transitional, and permanent housing opportunities.
While this effort is not funded with CDBG resources, it complements the City’s broader strategy to address homelessness and support low- and moderate-income residents. The City continues to coordinate with local service providers, including Lodi House, The Salvation Army, Community Partnerships for Families, and OMI, etc., to strengthen service delivery, expand resource availability, and improve system-wide outcomes. This collaborative approach ensures that outreach, shelter, and housing efforts remain integrated, responsive, and aligned with the goals outlined in the Annual Action Plan.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving 926
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assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The City supports CPFSJ’s youth programs, which promote the mental, emotional, social, and educational well-being of Lodi’s youth. In turn, these programs help young people make positive choices about their future, including efforts at school and with career opportunities. Some of the program’s participants come from families that have experienced multigenerational poverty, and this program contributes to ending that cycle by introducing resources that create more opportunities for the participant.
The City’s Lodi Gang Reduction Intervention and Prevention (LodiGRIP) program supports at-risk youth by providing positive engagement, mentorship, and opportunities that promote long-term success. The program focuses on prevention and early intervention by connecting participants with supportive mentors, life skills development, and structured activities that encourage healthy decision-making. In addition, LodiGRIP is expanding its efforts to develop and implement youth workforce education programs aimed at building job readiness, strengthening practical skills, and creating pathways to future employment. Through partnerships with local service providers and employers, the program helps equip youth with the tools needed to pursue education and career opportunities, reducing the likelihood of gang involvement and supporting long-term self-sufficiency.
The City supports Second Harvest Food Bank, which gives food to families teetering on the edge of homelessness. Additionally, some of Lodi’s seniors are on limited incomes and face medical care expenses. To assist these residents in avoiding becoming homeless due to cost burdens associated with aging, the City provides CDBG funding to the LOEL Center to support the center’s Meals on Wheels Program. The program delivers hot and cold meals that are also tailored to the particular nutritional and dietary needs of elderly residents. Meals are delivered directly to seniors, who are also screened for various other needs. Such activities are in service to the goal of reducing homelessness.
Additionally, Lodi’s new Access Center, as a low barrier shelter, is the culmination of coordination and unified effort to address and prevent homelessness. The City is currently in development for their permanent Access Center and Emergency Shelter (Access Center) which will have the capacity to house the 2022 Lodi PIT Count. The Access Center will be a low-barrier, service-enriched shelter that facilitates linkage to needed resources to help individuals and families exit the cycle of homelessness. Onsite services include intensive case management, hygiene facilities, 24/7 staffing including security, and janitorial services. The Access Center offers people the opportunity to regain safety and engage in supportive connections that allow them to move forward with rebuilding their lives, as well as develop pathways to permanent housing, income, healthcare, sobriety, and stability. To make sheltering more 927
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accessible, partners, pets, and possessions are allowed in a low barrier setting.
Lastly, foster care programs in San Joaquin County are overseen by the Human Services Agency, which administers required services such as Independent Living Programs and transition planning for youth preparing for emancipation. The City will continue to coordinate with the Human Services Agency and San Joaquin Continuum of Care (CoC) partners to support youth exiting the foster care system and connect them to housing, services, and stability resources.
In addition, the City has funded PREVAIL as a CDBG subrecipient to provide targeted outreach and supportive services to at-risk and homeless youth through its PROPEL program, which includes street outreach, resource navigation, and access to shelter and supportive services. These coordinated efforts strengthen the City’s ability to serve vulnerable youth populations and support successful transitions to independent living.
Discussion
N/A
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The CDBG Entitlement award and project planning process can be linked to the City’s housing and development planning and capital improvement budgeting processes. Several factors may constrain or serve as barriers to the development of affordable housing. These factors can generally be divided into “governmental constraints,” or those that are controlled by federal, state, or local governments, and “nongovernmental constraints,” factors that are not generally created or affected by governmental controls. Nongovernmental constraints are determined by market factors including land prices, construction costs, materials costs, labor costs, availability of financing, and interest rates.
The City’s Housing Element has analyzed governmental and nongovernmental constraints that will help amend and or develop policies and programs that lessen constraints to residential development and ensure that local housing needs are met, including:
• Governmental Barriers-general plan land designations and permitted densities. • Smart Growth and Transit-Oriented Development
• Zoning standards, design guidelines and permitted housing types • Development planning and review process and growth management ordinance
During the Analysis of Impediments to Fair Housing planning process the following barriers or impediments to access affordable housing include:
Affordable housing built for target populations. Available affordable housing should be open to everyone.
• No rental unit inspections. Tenants tolerate poor living conditions in affordable rental housing • Lack of enough rental housing
• Lack of housing for vulnerable populations i.e., young families, seniors, and former offenders The draft 2023-2031 Housing Element, Section 6, AFFH analysis addresses impediments through AFFH- specific goals, and actions based on the contributing factors for each identified fair housing issue. 929
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contributing factors to disparities in access to opportunities in Lodi include:
• High cost of housing
• Lack of public investment in certain neighborhoods
• Location of environmental health hazards
• Lack of variety in the types of affordable housing
• Lack of high performing schools
• Rental discrimination based on race/ethnicity, nationality, familial/marital status, and HCV use.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing As outlined in the City’s updated Housing Element (2023-2031), the City intends to implement the following programs to promote adequate housing in Lodi:
• Diversify and expand the city’s housing stock to accommodate the varied housing needs of different groups within areas of high opportunity, particularly in West Lodi, and western areas of North Lodi and South Lodi. Encourage the maintenance, improvement, and rehabilitation of existing housing stock and residential neighborhoods, particularly in the Eastside area. • Identify potential sources of funding to support affordable housing development that serve the needs of special needs populations, including seniors, homeless, female-headed households, large families, low-income, and/or persons with disabilities. Promote equal opportunity to secure safe, sanitary, and affordable housing for all members of the community regardless of race, sex, or other discriminatory factors.
• Facilitate the development of housing for persons with disabilities (including developmental disabilities) through incentives for affordable housing development with services, resources, and assistance.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The following impediments and possible action(s) to address them are included from the Consolidated Plan’s Analysis of Impediments:
• Address Fair Housing Issues established in the updated 2023-2031 Housing Element.
ACTIONS: To address the City’s fair housing issues should be shared with property managers, landlords, housing case managers, fair housing services and other associated social services that assist in supportive housing needs.
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• Lack of affordable housing built or set aside for target and vulnerable populations. Stakeholders have stated: “Available affordable housing should be open to everyone.” ACTIONS: Fair housing agencies should study landlords’ screening practices in Lodi.
• Tenants tolerate poor living conditions in existing affordable rental housing.
ACTIONS: Institute a rental unit inspection program that would steadily begin to reduce code and safety issues. Study the possibility of utilizing CDBG funds for rental inspections and improve and renovate codes and safety issues as well as other projects that would reduce utility costs, thus ensuring the unit will be preserved for a substantial period of time. Work with the County and other nonprofits to provide rental subsidies to qualified families currently living in substandard units to be able to move into decent housing.
IMPEDIMENTS TO AFFORDABLE HOUSING
• Lack or low volume of affordable housing (the vacancy rate is under 5%) ACTIONS: Implement the City’s Housing Element as RHNA numbers indicate 1,520 units are for LMI households and the Housing Element report provides a listing of potentially suitable residential development sites in the City. The City should work with housing development entities with a mission of providing sustainable permanent affordable housing units.
• Low volume of affordable housing specifically for Lodi’s vulnerable populations. Vulnerable populations in Lodi include: 1) seniors and persons with special needs or disabilities and 2) families with children. The Housing Element states 20 senior units, 20 units for residents with a disability, and 40 for extremely low-income senior residents are needed. There are over 3,000 large households in Lodi, and about half are renter households.
ACTIONS: Incentivize housing developers that specialize in building disability compliant units; Housing voucher allocation. Prioritization of housing vouchers should be assessed to help prioritize and subsidize extremely low- and low-income residents.
• Timeliness and Support for Federal Funding
ACTIONS: Project planning and organization are essential to its implementation. Applying for federal funding takes time to make applications, awards, and actual allocation. The City and its housing partners must create implementation phases for each housing development and/or rehabilitation project; The City and its departments will work with nonprofits to obtain funding for acquisition and predevelopment, construction, and site services and amenities.
Discussion:
N/A
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AP-85 Other Actions – 91.220(k)
Introduction:
While there are several constraints to meeting the needs of low-income residents, the primary obstacle is a lack of funding to fully address all needs. Another obstacle to meeting underserved needs is that many available services are not immediately accessible, but rather located in Stockton, 15 miles away.
The City of Lodi works closely with the regional transit agencies to improve access, and there are several daily public transportation linkages between Lodi and downtown Stockton. The City has also encouraged nonprofit agencies to operate satellite offices in Lodi. For example, CPFSJ, a CDBG subrecipient and family resources nonprofit, has opened a Lodi branch.
The City plans on funding several activities to assist in meeting underserved needs, mainly through its goal of supporting critical public service providers and programs for low- to moderate-income families.
Actions planned to address obstacles to meeting underserved needs In the 2026-27 program year, the City will support the following programs to address underserved needs:
26 CPFSJ – Family Resource Center
26 Second Harvest of the Greater Valley – Food Assistance 26 LOEL Senior Center – Meals on Wheels
26 PREVAIL – Youth and Family Services Outreach and Homeless Prevention 26 The Salvation Army – Hope Harbor Shelter Operations
Actions planned to foster and maintain affordable housing The City is funding the impact fee costs of HACSJ’s Seniors at Lodi Commons (Salas Park), offering 54 affordable rental units. Additionally, the City is finding a replacement organization for SJFH since its closure. Replacement will continue program to educate individuals and families about their housing rights and homeless prevention; services are provided to the community free of charge. SJFH ensures equal access to safe affordable housing and works to prevent housing discrimination. Services include education on tenant/landlord rights and responsibilities, mediation in housing disputes, training for tenant screening, rental agreements, proper notices and compliance with landlord/tenant laws, training for tenants including how to locate rentals, proper notices to landlords, rental unit repairs, and tenant obligations.
Actions planned to reduce lead-based paint hazards
The City will offer the below information to reduce lead-based paint hazards:
Lodi has lead-based paint hazards flyers and information at City Hall for those seeking more information 932
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or for those who might be affected.
Actions planned to reduce the number of poverty-level families Several City goals align with the goal of reducing poverty, including 1) Improve Public and Community Facilities; 2) Preserve and Increase Affordable Housing; 3) Support Critical Public Services; 4) Encourage Fair Housing Practices; and 5) Reduce Homelessness. The City plans to fund specific activities that address each of these goals during the Consolidated Plan time frame.
The City is working to implement multiple projects to reduce the number of families at the poverty level:
The City will coordinate with various organizations to allocate CDBG funds that aim to support priority populations. In the 2026-27 program year, the City will support the following activities:
26 Fair Housing Provider – Fair Housing Services
26 CPFSJ – Family Resource Center
26 Second Harvest of the Greater Valley – Food Assistance 26 LOEL Senior Center – Meals on Wheels
26 PREVAIL – Youth and Family Services Outreach and Homeless Prevention 26 The Salvation Army – Shelter Operations
Actions planned to develop institutional structure
In the 2026-27 program year, the City will continue to support and assist the service providers, as listed in AP-38, and to assess changes in needs on an ongoing annual basis.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to participate in regional coordination of services through the Emergency Food and Shelter Program Board collaborate with HACSJ for affordable housing needs, serve on a number of community-based committees, and other networking opportunities to help advance community planning and development for low- to moderate income families including sharing this Plan with community stakeholders.
Discussion:
N/A
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City anticipates receiving no program income, surplus funds, returned funds, or float-funded income in the next program year. While the City has worked to find projects that meet Section 108 funding, no projects or funds are anticipated this year.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%
934
RESOLUTION NO. 2026-__
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE FINAL 2026- 2027 ANNUAL ACTION PLAN FOR THE COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG) PROGRAM
========================================================================
WHEREAS, the Department of Housing and Urban Development (HUD) has determined that the City of Lodi, California, is a Community Development Block Grant (CDBG) entitlement community; and
WHEREAS, the City of Lodi, California, has created a Consolidated Plan which is required by the U.S. Department of Housing and Urban Development (HUD) in order for local jurisdictions to receive federal housing and community development funds under the Community Development Block Grant (CDBG) Program; and
WHEREAS, the final Consolidated Plan provides a five -year outline of the actions to be undertaken during the five-year period, in regard to the priorities and goals of the CDBG program in relation to public improvement, infrastructure improvements, economic development, social services, housing, homelessness, special needs, and other community development type actions identified by the City and the community; and
WHEREAS, federal appropriations for entitlement programs, including the CDBG Program, has been approved through Congress for Fi scal Year 20 26-27, and the City will receive its annual award allocation in the amount of $665,263; and
WHEREAS, the notice of funding availability for CDBG funds was properly advertised and noticed in the paper, City Hall, and on the City’s website, along with notice of an application workshop and community needs workshop, which were held on November 1 1, 202 5, at a regularly-scheduled Lodi Improvement Committee meeting; and
WHEREAS, the draft 2026-2027 Annual Action Plan was noticed and made availa ble to the public for review and comment beginning Ma y 2, 2026, and was available for a minimum of 30 days; and
WHEREAS, the City of Lodi will hold a public hearing on June 3, 2026 to approve the final 2026-27 Annual Action Plan, to receive comments from the public regarding projected use of CDBG funds, to provide the public with adequate information concerning the amount of funds available for community development activities, t he range of eligible activities, and other important requirements; and
WHEREAS, the City of Lodi, California, has received public input regarding the proposed use of CDBG funds; and
WHEREAS, staff therefore recommends the following allocations:
Program Administration $133,000
City Program Administration $78,000
Fair Housing $ 40,000 (estimate due to request for proposals pending. City Staff is currently providing services. Should the cost come in high er it will reduce the City Program Admin amount)
Graffiti Abatement $15,000
935
City Capital Projects $235,000 (allocation includes activity delivery costs) Public Works – Alley Improvement Project $235,000
CBO Capital Projects $115,000 (allocation includes activity delivery costs) Delta Community Developers Corp. – Lodi Seniors @ Salas Park Project Predevelopment or construction costs $115,000
CBO Capital Projects Misc. $84,263
TBD – could be one single project or multiple smaller projects
City Service Programs $15,000
Graffiti Abatement $15,000
CBO Service Programs $83,000
Community Partnership for Families - Family Resource Center $29,500 PREVAIL (formerly Women’s Center Youth and Family Services) – Propel Program $16,000
Second Harvest Food Bank - Food Assistance Program $10,000 LOEL Senior Center – Meals on Wheels Program $10,000
Salvation Army: Hope Harbor Operations $17,500
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi does hereby approve the final 2026-2027 Annual Action Plan which includes the recommended federal allocations of CDBG funds for Fiscal Year 20 26-2027 to the projects recommended by staff in the amount of $665,000 as indicated above with a $ 263 carry-over of funds to future program year Capital Projects.
Dated: June 3, 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 June 3, 2026, by the following vote:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
Olivia Nashed
City Clerk
2026-______
936
AGENDA ITEM F.3
COUNCIL COMMUNICATION
AGENDA TITLE:
Public Hearing to Conduct the Annual Review of Ordinance 2001, Lodi Municipal Code Chapter 2.26, and Adopt a Resolution Approving the Annual Review and Report of the Military Equipment Use Policy (PD) MEETING DATE:
June 3, 2026
PREPARED BY:
Andrea Morales, Administrative Assistant
RECOMMENDED ACTION:
Public Hearing to conduct the annual review of Ordinance 2001, Lodi Municipal Code Chapter 2.26, and adopt a resolution approving the annual review and report of the Military Equipment Use Policy.
BACKGROUND INFORMATION:
On September 30, 2021, the California Legislature adopted Assembly Bill 481 (“AB 481”) (Attachment 1), which requires a law enforcement agency to submit to their respective governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval and annually thereafter, for as long as the military equipment is available for use. Equipment that is designated, prohibited, or controlled by the Federal Defense Logistics Agency is considered Military Equipment.
The Lodi Police Department (“LPD”)is a law enforcement agency that must comply with AB 481. As defined by law, LPD currently uses military equipment in its operations and has now compiled a list of military equipment used by the Lodi Police Department in an Annual Military Equipment Report for public review and City Council consideration.
This report should be reviewed in accordance with Lodi Municipal Code 2.26.020(a)(1)-(4) (Attachment 2).
Pursuant to AB 481, the report must be posted to LPD’s website 30 days prior to the first hearing. The report has been posted to LPD’s website since April 13, 2026, and is available here:
<https://www.lodi.gov/1132/Military-Equipment-Policy> (Attachment 3). Staff recommends that the City Council conduct a public hearing and adopt a resolution to accept the inventory report in accordance with AB 481.
FISCAL IMPACT:
Not Applicable.
FUNDING AVAILABLE:
Not Applicable.
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/i255 /125 /136 /137 /137 /i255/138/121/163 /137 /124 /i255 /165 /119 /123 /140 /136 /142 /126 /i255 /130 /139 /123 /165 /123 /i255 /119 /120 /121 /122 /136 /165 /136 /121 /128 /165 /i255 /124 /121 /i255 /128 /121 /130 /i255 /119 /120 /123 /140 /137 /163 /124 /123 /i255 /141 /i255 /140 /121 /163 /128 /130 /126/i255 /121 /120 /137 /121 /140 /141 /137 /i255/131/163/128 /136 /140 /136 /119 /141 /137 /136 /130 /126 /i255 /142 /120 /121/131/i255/136/131/119/137 /123/131/123/128 /130 /136 /128 /166 /i255 /141 /124 /124 /136 /130 /136 /121 /128 /141 /137 /i255 /120 /123 /168 /163 /136 /120 /123/131/123/128 /130 /165 /i255 /141 /128 /124 /i255 /165 /130 /141 /128 /124 /141 /120 /124 /165 /i255 /120 /123 /137 /141 /130 /123 /124 /i255 /130 /121 /i255 /130 /139 /123 /i255 /119 /163 /120 /140 /139 /141 /165 /123 /133 /i255 /163 /165 /123 /133 /i255 /141 /128 /124 /120 /123 /119 /121 /120 /130 /136 /128 /166 /i255 /121 /142 /i255/131/136/137 /136 /130 /141 /120 /126 /i255 /123 /168 /163 /136 /119/131/123/128 /130 /i255 /125 /126 /i255 /137 /121 /140 /141 /137 /i255 /137 /141/138/i255/123 /128 /142 /121 /120 /140 /123/131/123/128 /130 /i255 /141 /166 /123 /128 /140 /136 /123 /165 /134 /180 /181/182/183 /184/185 /186 /186 /i255 /188 /189 /190 /191 /192/193/194/195 /185 /191 /189/196 /197 /198 /199 /200 /181 /201 /202 /199 /197 /i255 /204 /197 /205/206 /207 /208 /198 /199 /209 /197 /210 /199 /181 /202 /211/212/210/213 /183 /201 /i255 /214 /183 /211 /181 /207 /201 /209 /183 /211/215/216/i255 /217 /207 /208 /211 /209 /201 /199 /218 /210 /199 /181 /202 /211/215/216/i255 /219 /197 /220 /181 /201 /199 /210 /183 /211 ATTACHMENT 1
938
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ATTACHMENT 2
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1 Memorandum
T o: Chief Ricardo Garcia
F
rom: Lieutenant Sean Blandford
D
ate: April 9, 2026
Re
: Military Equipment Inventory
___________________________________________________________________________ T
he following inventory has been compiled in accordance with Lodi Police Department Lexipol Policy 706 and Government Code 7070-7072.
A
s of April 9, 2026, the Lodi Police Department owns and possesses the following items of equipment:
1. Equipment Description: Three (3) unmanned, remotely piloted aerial vehicles (DJI Matrice, and two (2) DJI Mini Pros)
P
urpose and Use: De ployed to assist officers or incident commanders by providing an aerial view. Deployment examples include but are not limited to searches for missing persons, major collision investigations, disaster management, crime scene documentation, and SWAT or other tactical operations. Operators shall have completed all required FAA and Department training. Unmanned aerial systems are used in accordance with Lodi PD Lexipol Policy 606.
C
omplaints or Concerns: N one
I
nternal Audits: N o internal audits or information about violations of the military equipment use policy.
F
iscal Impact: A pproximately $1,600 in annual costs.
Lodi Police Department
Ricardo Garcia
Chief of Police
ATTACHMENT 3
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2 Intended Future Purchases: The department is proposing the acquisition of one (1) DJI Matrice 400 and one (1) DJI Avata 2, at an estimated total cost of $26,500. These systems would enhance aerial capabilities across a range of public safety operations, including search and rescue, incident assessment, and tactical support, improving overall efficiency and situational awareness.
2. Equipment Description: Two (2) unmanned remote controlled Recon Robotics Throwbots
Purpose and Use: Remotely controlled handheld robot that may be deployed during tactical operations to safely gather intelligence and reduce risk of contact with armed suspects. May be deployed by trained personnel at the direction of the incident commander.
Complaints or Concerns: None
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Fiscal Impact: No known annual or maintenance costs. Purchase price of $17,833 apiece.
Intended Future Purchases: None
3. Equipment Description: One (1) unmanned remote controlled Icor Technology Mini-Caliber (render safe robot) assigned to EOD
Purpose and Use: Utilized by trained members of the Emergency Ordinance and Disposal team to locate and rend safe or transport potentially explosive ordinances. At the discretion of the incident commander, the robot may be used during tactical incidents such as for barricaded subjects, high risk warrant service and hostage rescue. Use of two way communications allows operators to speak with potentially armed suspects and provide opportunities for de-escalation, negotiations, or providing a view into the building for a tactical advantage.
Complaints or Concerns: None
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Fiscal Impact: No known annual maintenance costs. Purchased by the Lodi Police Foundation for approximately $66,120.
Intended Future Purchases: None
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3 4. Equipment Description: One (1) Ballistic Armored Tactical Transport (BATT) rescue vehicle assigned to the Operations Division
Purpose and Use: The BATT is an armored rescue vehicle designed to provide enhanced protection for officers and civilians during critical incidents involving potential threats from firearms. It is equipped with emergency lighting and a public address system, which is frequently used by crisis negotiators to communicate during high-risk warrant services and other hazardous situations.
The vehicle also includes specialized tools, such as a battering ram, to assist in controlled access during tactical operations. Its primary function is to support the safe rescue, evacuation, and deployment of personnel in dangerous environments.
In addition to its operational role, the BATT is occasionally used for community engagement events such as parades, toy drives, and National Night Out, helping foster positive interaction between the department and the community.
Deployment during tactical or rescue incidents is authorized by the Incident Commander or SWAT Commander. All sworn personnel receive training in its operation, and its use is governed by Lexipol Policy 406.
Complaints or Concerns: None
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: Annual maintenance costs vary, typically about $3,000 per year.
Purchase price of $248,400 with $50,000 paid for by a Homeland Security grant and the remainder by the Lodi Police Foundation.
Intended Future Purchases: Due to an electrical fire and mounting repairs and maintenance costs, the Department allocated funds to purchase a new armored vehicle from Lenco. The purchase has been approved by Council with expected delivery date in early 2026.
5. Equipment Description: One (1) Ford Expedition modified with the ability to operate as a mobile Command Post
Purpose and Use: This vehicle contains a radio, computer, a scribing station and monitors for viewing footage from the UAS. It is assigned to the Patrol Watch Commander during daily duties, but also provides support during major incidents or searches for missing persons. It may be used by any sworn officer with a standard driver’s license.
Complaints or Concerns: None
Internal Audits: There were no internal audits or information about violations of the military equipment use policy.
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4 Financial Impact: Annual maintenance costs typically associated with a patrol vehicle including regular service and repair or replacement of worn or damaged parts. Purchase price of vehicle, equipment and installation totaling $72,303.
Intended Future Purchases: None
6. Equipment Description: One (1) Mobile Operations Center; a truck/trailer combination equipped with radios, computers and telephones for major incidents or special events.
Purpose and Use: The Mobile Operations Center (MOC) is deployed 3-5 times per year. It was purchased in 2001 in partnership with the Lodi Fire Department, though use, maintenance and upkeep have become the primary responsibility of the Police Department.
It is deployed during special events such as the 4th of July event at Lodi Lake and during the Grape Festival. As a Command Post, it has room for multiple dispatchers, Commanders and other personnel during major incidents that are typically extended in nature. It is also equipped with air conditioning, a bathroom and a small conference room. It is only driven by officers trained in its use who also maintain a valid Class A license.
Complaints or Concerns: None
Internal Audits: There were no internal audits or information about violations of the military equipment use policy.
Financial Impact: Annual maintenance costs are approximately $1,000 per year.
Purchase price of $172,235.
Intended Future Purchases: The Department is seeking to replace the current MOC, which is requiring increasingly frequent repairs. The MOC is also difficult to transport, as it requires a specially trained Class A certified driver. The Department has received funds allocated by the County by Homeland Security in the amount of $350,000. It is estimated to require an additional approximately $50,000 to complete the equipping of this vehicle. The additional funds will come from the Department’s vehicle replacement fund. Purchase of this vehicle has been approved by Officer of Emergency Services (grant adjudicator) and the new MOC is under construction with an estimated delivery date in the summer of 2026.
7. Equipment Description: Sixty four (64) .223 Colt AR-15 rifles assigned to all officers ranked Lieutenant and below, with the exception of officers assigned to SWAT and Motors.
Purpose and Use: These semi-automatic rifles provide officers with a patrol-ready option for responding to high-risk, life-threatening situations. They offer greater accuracy and effectiveness at extended distances and in circumstances where standard-issue sidearms may be insufficient. These rifles are also capable of defeating certain types of body armor, which may be encountered in critical incidents.
Rifles are issued only to officers who have successfully completed a POST-certified 16-hour
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5 tactical rifle course. All use is strictly governed by department policy, including Lexipol Policy 305 (Firearms) and Lexipol Policy 300 (Use of Force), with an emphasis on accountability, training, and the preservation of life.
Complaints or Concerns: None
Internal Audits: There have been no internal audits or findings indicating violations of the department’s military equipment use policy.
Financial Impact: There are little to no annual maintenance costs. Purchase price of $22,505.
Intended Future Purchases: None
8. Equipment Description: Nineteen (19) .223 Colt M-4 rifles assigned to SWAT and Motors.
Purpose and Use: These semi-automatic rifles are issued to trained SWAT personnel for use in critical incidents where accuracy and control are essential. Their compact design enables safer, more effective maneuvering in confined spaces, such as within buildings during tactical operations. The platform is also utilized by Motor officers due to its size and compatibility with motorcycle deployment. All use is guided by department policy and focused on protecting the public, officers, and involved individuals.
Complaints or Concerns: None
Internal Audits: There have been no internal audits or findings indicating violations of the department’s military equipment use policy.
Financial Impact: There are little to no annual maintenance costs. Purchase price of $14,418.
Intended Future Purchases: The department is proposing the acquisition of fifteen (15) Geissele Super Duty MOD 1 5.56, 11.5-inch short-barreled rifles at a total cost of $24,350.
These rifles are intended to replace older SWAT-issued rifles that have reached high round counts, ensuring continued reliability, safety, and operational effectiveness.
9. Equipment Description: The department maintains four Ruger Precision .308 rifles assigned to our SWAT unit.
Purpose and Use: These rifles are designated for specially trained SWAT personnel and are used only in critical incidents where a high degree of precision is required. Their purpose is to safely and effectively resolve potentially life-threatening situations, with the primary goal of protecting innocent lives, officers, and the broader community.
Complaints or Concerns: None.
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6 Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: There are little to no annual maintenance costs. Purchase price $6,000.
Intended Future Purchases: None.
10. Equipment Description: Twenty-three (23) CTS noise-flash diversionary devices (flash- bangs) assigned to SWAT, and eleven (11) CTS “9-bangs” assigned to SWAT.
Purpose and Use: Noise-flash diversionary devices produce a bright flash and loud sound to temporarily overwhelm the senses of nearby subjects, allowing officers to quickly gain control in volatile or high-risk situations. These devices are instrumental in enabling SWAT personnel to safely and efficiently resolve potentially dangerous incidents, protecting both the public and our officers. Additional devices are reserved exclusively for training, ensuring that personnel remain proficient in their use. Deployment is strictly limited to officers trained in proper operation under the direction of the SWAT or Incident Commander, and they must maintain the highest standards of safety and professionalism.
Complaints or Concerns: None
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: There are no annual maintenance costs.
Intended Future Purchases: None.
11. Equipment Description: Tear Gas
• Ten (10) tri-chamber CS gas grenades
• Forty eight (48) 12 gauge Ferret Liquid Barricade Penetrator CS gas • Four (4) 12 gauge barricaded liquid CS rounds
• Fifteen (15) 40 mm Ferret CS liquid rounds
• Five (5) Stinger rubber ball CS grenades
• Five (5) CS grenade
• Three (3) 37 mm short range CS rounds
• Twelve (12) OC rubber ball grenade
Purpose and Use: Chemical agent systems, including CS (tear gas) and OC-based devices, are utilized by trained SWAT personnel to safely and effectively manage high-risk and volatile situations. These tools are designed to disperse or incapacitate individuals through temporary sensory irritation, reducing the likelihood of prolonged confrontation or the need for higher levels of force.
These devices are particularly valuable in barricaded subject incidents and other
950
7 scenarios where creating distance, gaining compliance, or safely resolving a situation is critical to protecting lives. Their controlled use allows officers to de-escalate dangerous circumstances while prioritizing the safety of civilians, officers, and involved subjects.
All deployments are strictly limited to personnel trained in their proper use and must be authorized by the SWAT or Incident Commander. Training-specific devices are maintained to ensure continued proficiency and adherence to best practices, reinforcing the department’s commitment to safety, accountability, and professionalism.
Complaints or Concerns: None
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: There are no annual maintenance costs. These devices expire after 5 years. Purchase price listed with each item. Price represents total purchase price of that type of item, not individual unit cost.
Intended Future Purchases: The department intends to purchase twenty-four (24) CTS CS baffled canister grenades and forty-eight (48) 40 mm CS liquid barricade rounds at an approximate cost of $3,600. These additional resources will support both operational readiness and ongoing training needs.
12. Equipment Description: The department intends to acquire one hundred (100) rounds of Royal Arms Tesar 450-grain frangible copper 12-gauge breaching ammunition for use by SWAT personnel.
Purpose and Use: These specialized breaching rounds are designed for deployment by trained SWAT officers specifically assigned to shotgun breaching operations. The rounds are intended for use only during authorized training or operational breaching exercises, and only with the approval of the SWAT Commander or Incident Commander. The frangible copper construction ensures that the rounds disintegrate upon impact, minimizing the risk of over- penetration and reducing potential harm to officers, occupants, or bystanders. Use of this ammunition enhances operational efficiency by allowing SWAT teams to safely and precisely gain entry while maintaining the highest standards of safety and professionalism. This equipment supports the safe resolution of potentially dangerous incidents while continuing to prioritize protecting innocent lives, officers, and the broader community.
Complaints or Concerns: None.
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impac t: The total projected cost for the purchase of one hundred (100) rounds of Royal Arms Tesar MF 450-grain frangible copper 12-gauge breaching ammunition is approximately $700. Ongoing maintenance costs are minimal. 951
8 13. Equipment Description: The department intends to acquire a CTS LC5 launching cup to be mounted on a 12-gauge shotgun, to be used in conjunction with CTS 2600 12-gauge launching cartridges, for the deployment of gas grenades at a distance during SWAT operations.
Purpose and Use: This gas deployment system allows trained SWAT personnel to safely and effectively deliver chemical agents from a distance, reducing the need for close proximity to potentially dangerous or barricaded subjects. The system enhances officer safety by providing a controlled method for dispersing gas munitions while maintaining operational effectiveness.
Deployment of the CTS LC5 launching cup and associated launching cartridges is strictly limited to officers trained in its proper use and requires authorization from the SWAT Commander or Incident Commander.
Complaints or Concerns: None.
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: T he total projected cost for this intended purchase is approximately $1,200. Ongoing maintenance costs are expected to be minimal.
14. Equipment Description: Projectile Launch Platforms
• One (1) 37 mm SL-6 Penn Arms Multi-Shot Projectile Launcher assigned to SWAT • Two (2) LMT single tube 40 mm launcher assigned to SWAT and Mobile Field Force.
Purpose and Use: Projectile launchers are used to deliver tear gas devices from a distance. They are only to be used by designated personnel who have received POST certification in their use.
Complaints or Concerns: None.
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: There are no annual maintenance costs. Purchase price of $857 apiece for the LMT launchers. The SL-6 was purchased over 25 years ago, unknown purchase price.
Intended Future Purchases: None.
15. Equipment Description: Kinetic weapons - twenty seven (27) orange Remington 870 12 gauge shotguns
952
9 Purpose and Use: These firearms are only used for firing bean-bag rounds. Each patrol vehicle is assigned this kinetic weapon as a less-lethal force option that can be deployed from a distance, reducing the likelihood of injury to both officer and suspects. These may be used by trained personnel to help subdue violent subjects. Use of these weapons is regulated by Lexipol policy 305 (Firearms).
Complaints or Concerns: None.
Internal Audits: No internal audits or information about violations of the military equipment use policy.
Financial Impact: There are no annual maintenance costs. Purchase price of $13,504.
Intended Future Purchases: None
953
Military Equipment
Public Hearing
June 3, 2026
954
AB 481
• Obtain approval from the governing body by ordinance at a public hearing in regards to the funding, acquisition and use of equipment as specified
• Publicly posted on LPD website on April 16, 2026 -
https://www.lodi.gov/1132/Military-Equipment-Policy
• Includes draft Military Equipment Policy §706 and
Military Equipment Inventory
• Nearly all items were purchased with Council approval • These items promote safe outcomes for both the officer and involved parties
955
956
957
958
959
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End
961
RESOLUTION NO. 2026-____
A RESOLUTION OF THE LODI CITY COUNCIL ACCEPTING LODI POLICE
DEPARTMENT MILITARY EQUIPMENT POLICY REPORT MANDATED BY ASSEMBLY BILL 481
========================================================================
WHEREAS, on Septem ber 30, 2021, Governor Newsom signed into law seven major peace officer reform bills, including Assembly Bill 481 (AB 481 ) to address the funding, acquisition, and use of items lawmakers deemed to be considered “military equipment”; and
WHEREAS, AB 481 requires law enforcement agencies, including the Lodi Police Department, “to obtain approval of the applicable governing body, by adopting a military equipment use policy, as specified, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment”; and
WHEREAS, AB 481 requires each law enforcement agency to post the report to its website 30 days prior to the first hearing. The re port has been posted to the Lodi Police Department’s website since April 13, 2026; and
WHEREAS, the City Council held a public hearing on May 20, 202 6, to consider the Department’s military equipment report in accordance with AB 481.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council held a public hearing and does hereby now adopt this resolution to accept the Lodi Police Department Military Equipment Policy report as listed in Exhibit A , as adopted by Council in Lodi Municipal Code Chapter 2.26.010, and mandated by Assembly Bill 481.
Dated: June 3, 2026
========================================================================
I hereby certify that Resolution No. 2026-____ was passed and adopted by the Lodi City Council in a regular meeting held June 3, 2026, by the following vote:
AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
OLIVIA NASHED
City Clerk
2026-____
962
AGENDA ITEM G.1
COUNCIL COMMUNICATION
AGENDA TITLE:
Receive Update from the Downtown Lodi Business Alliance and Provide Direction for Funding Request (ED) MEETING DATE:
June 3, 2026
PREPARED BY:
Luis Aguilar, Economic Development Director
RECOMMENDED ACTION:
Receive an update from the Downtown Lodi Business Alliance and provide direction for new funds request.
BACKGROUND INFORMATION:
On July 19, 2023, the City Council adopted Resolution 2023-154, awarding $100,000 in one-time surplus funds to the Downtown Lodi Business Alliance, to implement specific projects in support of downtown businesses. In 2024, the Downtown Business Alliance received $61,196 of these funds to undertake the following projects:
· Social Media Re-Make Initiative: Two-year social media campaign aimed at elevating and increasing the Downtown Business Alliance online presence, more effectively engaging with the community, promoting local businesses, and attracting visitors to downtown. · Downtown Potted Plant Replacement Project: Replace and enhance existing potted plants to create a more inviting environment for residents and visitors.
On April 2, 2025, the Downtown Lodi Business Alliance provided an update to City Council and requested the balance of $38,804 be provided to continue the activities undertaken above and to enhance the Christmas holiday programs in 2025, including new holiday structures to complement the gingerbread house at Post Office Square.
This update is to allow the Downtown Lodi Business Alliance to report on all the activities supported by the initial $100,000 investment and to expand upon their request an additional $70,192 as broken down below and included in their funding request letter attached:
· Holiday Event Costs (Admin, Advertising, entertainment): $10,000.00 · Downtown lighting 2026: $17,792.00
· Custom Holiday flags for light poles throughout downtown (140): $10,000.00 · Marketing, Communications and Media: $32,400.00
FISCAL IMPACT:
Potential impact to the General Fund up to the requested amount of $70,192.
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COUNCIL COMMUNICATION
FUNDING AVAILABLE:
Funds have not been budgeted for this purpose.
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P R O J E C T
R E P O R T
2 0 2 4 - M A Y 2 0 2 6
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T h e D o w n t o w n L o d i B u s i n e s s A l l i a n c e i s a n o n p r o f i t w h o s e m i s s i o n i s t o s u p p o r t D o w n t o w n L o d i b u s i n e s s e s , p r o m o t e t o u r i s m , a n d c r e a t e a t h r i v i n g d e s t i n a t i o n f o r r e s i d e n t s a n d v i s i t o r s a l i k e .
T h r o u g h t h e D B A ’ s b e a u t i f i c a t i o n e f f o r t s , s t r a t e g i c m a r k e t i n g , a n d c o m m u n i t y p a r t n e r s h i p s , w e w o r k t o m a k e
D o w n t o w n L o d i a v i b r a n t a n d w e l c o m i n g p l a c e t o l i v e , w o r k , p l a y , a n d d o b u s i n e s s . 966
POTTED PLANTER PROJECT
S e c u r e d , r e p l a c e d , & m a i n t a i n 1 0 0 n e w d e c o r a t i v e p o t s ( a l o n g S c h o o l S t , S a c r a m e n t o S t , & s i d e s t r e e t s ) P r o c u r e d a n a d d i t i o n a l 2 0 p o t s a n d p l a n t s t o a c c o m m o d a t e i n d i v i d u a l b u s i n e s s r e q u e s t s M a i n t a i n p l a n t s & p l a n t e r s ( D B A B o a r d M e m b e r s p o n s o r s w e e k l y w a t e r i n g u s i n g a d o n a t e d w a t e r i n g c a r t )
MARKETING & COMMUNICATIONS
T o u c h p o i n t f o r D o w n t o w n L o d i b u s i n e s s o w n e r s t o e n g a g e w i t h c i t y i n i t i a t i v e s
S h a r e i n f o f r o m c o m m u n i t y p a r t n e r s ( C i t y o f L o d i , L o d i C h a m b e r o f C o m m e r c e & V i s i t L o d i ) a n d t o D o w n t o w n L o d i b u s i n e s s o w n e r s
M a i n t a i n & g r o w o n l i n e p r e s e n c e f o r D o w n t o w n L o d i t h a t s e r v e s & e n g a g e s v i s i t o r s , l o c a l s , a n d b u s i n e s s o w n e r s S h a r e e v e n t s , o p p o r t u n i t i e s , a n d h i g h l i g h t b u s i n e s s e s 967
2024-2025 HOLIDAY PROGRAM
2024 & 2025, Collaborated with Lodi Electric Utility
and private investors to install, maintain, & remove
overhead lighting above School St
Increased traffic to Downtown Lodi through multiple
holiday events (3 days in 2024, 4 days in 2025)
2024, Built Gingerbread House as first installment of
planned Holiday Village in Post Office Plaza
2025, Expanded Holiday Village by 2 structures
(Bakery + German Candle)
2025, Launched first Holiday Scavenger Hunt for
Archie the Bear
Increased participation of businesses during events
from 2024 to 2025
968
DBA COMMUNITY ENGAGEMENT
Member of the Downtown Specific Plan Steering Committee Member Economic Development Plan Steering Committee
Participant in the interview process for various City management positions as community member
Working with City and Chamber on downtown parking issues Member PBID Steering committee.
Working directly with Lodi Electric on permanent School Street decorative Lighting project
The DBA has also helped the city by supporting EPA Brownfields Assessment Grant applications and assisted the city by supporting its application for the Railroad Crossing Elimination Program.
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2024-2025 FUND DISTRIBUTION
G r a n t I n c o m e : $ 1 0 0 , 0 0 0
G r a n t E x p e n s e s ( 2 0 2 4 - M a y 3 1 , 2 0 2 6 ) :
H o l i d a y E v e n t C o s t s : 6 , 5 0 0 . 0 0
D o w n t o w n L i g h t i n g : 1 7 , 7 9 2 . 0 0
P o t s & P l a n t s : 2 3 , 3 2 7 . 8 0
M a r k e t i n g & C o m m u n i c a t i o n s : 4 4 , 1 0 0 . 0 0 T o t a l E x p e n d e d : 9 1 , 7 1 9 . 8 0
G r a n t F u n d s R e m a i n i n g : 8 , 2 8 0 . 2 0 Through fiscally responsible spending, we have been able to stretch the allotted funds into 2026. 970
Continue to expand marketing collaboration & reach
Expand beautification footprint
Establish a “Downtown Watch” group in partnership with Lodi PD & Chamber 2026 Holiday Season Events
Small Business Saturday & Tree Lighting - November 28, 2026 Holiday Scavenger Hunt for Archie the Bear - December 5, 2026 After Hours Shopping Night - December 18, 2026
Create additional placemaking events in Downtown Lodi
Launch a Downtown Lodi mural project in 2027
2026-2027 GOALS
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Holiday Event Costs (Admin, Advertising): $10,000
Downtown Lighting: $17,792.00
Custom Holiday Pole Flag (approx 140) : $10,000
Marketing, Communications, & Media: $32,400
Fund Request: $70,192
2026- JUNE 30, 2027
PROJECTED BUDGET
972
THANK YOU!
973
212 West Pine Street, Lodi CA 95240
Mailing Address: DBA Lodi, PO Box 733, Lodi, CA 95241
May 28, 2026
Aaron M. Busch
Interim City Manager, City of Lodi
221 W. Pine Street
Lodi, CA 95240
Subject: Downtown Business Alliance Grant – Progress Update & Request for Additional Funding
Dear Mr. Busch and Members of the Lodi City Council,
In July 2023, the Downtown Business Alliance (DBA) was awarded a $100,000 surplus fund grant to implement specific projects in support of downtown businesses. The first distribution of $61,196 was received in March of 2024. Since then, DBA has actively worked to enhance historic downtown Lodi through various initiatives. The balance of funds was received in 2025.
As outlined in our initial request, we committed to several key projects. Below is a brief update on our progress as of May 1, 2026:
1. Social Media & Business Engagement
• We are completing the second year of a highly successful two-year social media campaign. Since launch, engagement has more than doubled, and most importantly, downtown businesses are increasingly collaborating with DBA. A prime example of this success was the heightened business participation during both 2024 and 2025 holiday seasons.
2. Community and Civic Engagement
The Board President has on behalf of the DBA has been actively engaged with the city in:
• Member Downtown Specific Plan Steering Committee
• Member Economic Development Plan Steering Committee
• Participant in the interview process for various City management positions as community member
• Working with City and Chamber on downtown parking issues • Member PBID Steering committee.
• Working directly with Lodi Electric on permanent School Street decorative Lighting project.
The DBA also has a member on the steering committee for the PBID. The DBA has helped the city by supporting EPA Brownfields Assessment Grant applications.
The DBA has also assisted the city by supporting its application for the Railroad Crossing Elimination Program.
974
3. Beautification Efforts
• We have installed 100 new decorative pots and have procured an additional 20 pots and plants to accommodate individual business requests.
4. Christmas Holiday Programs
• The response to our 2024 and 2025 holiday programs has been overwhelmingly positive, prompting us as well as many business owners to begin planning for 2026.
• Our School Street overhead lighting project, sponsored in part and supported by Lodi Electric, has been so successful that the Downtown Specific Plan calls for a permanent installation which we are currently working on with Lodi Electric and city officials.
• In 2025 we added several additional structures to our ever-expanding Christmas Village at the Post Office Plaza including a temporary stage for musical performances. Due to increased enthusiasm, volunteers have already committed to constructing additional holiday structures to complement the gingerbread house, candy store any German windmill.
• Our long-term vision is to develop a Christmas Village that rivals those in Nevada City and Sutter Creek, further enhancing Lodi’s appeal during the holiday season.
Given the positive feedback from businesses, the community, city staff, and the city council, it seems clear these grant fund we previously received were effectively managed and have generated significant benefits for downtown Lodi. To continue these efforts thru mid-2027 we respectfully request an additional grant of funding in the amount of $70,192.00, as broken down below:
• Holiday Event Costs (Admin, Advertising, entertainment): $10,000.00 • Downtown lighting 2026: $17,792.00
• Custom Holiday flags for light poles throughout downtown (140): $10,000.00 • Marketing, Communications and Media: $32,400.00
With the Downtown Specific Plan complete and hopefully approved on June 3, 2026, we see our mission to support our downtown businesses expanding to includes Sacramento Street and all the side-streets in between. We recognize that the city like most municipalities is facing difficult financial times, but we are hopeful and appreciative of any funding you may be able to provide thru the General Fund, Economic Development opportunities or other funding mechanisms.
Thank you for your continued support. Please feel free to reach out if you require any additional information.
Sincerely,
David Claxton
DBA President
975
AGENDA ITEM G.2
COUNCIL COMMUNICATION
AGENDA TITLE:
Receive Presentation Regarding Fiscal Year 2026-2027 (FY 2026/27) General Fund and Measure L Budget, and the General Fund and Measure L Five-Year Forecast (IS - BUD) MEETING DATE:
June 3, 2026
PREPARED BY:
Jennelle Baker, Budget Manager
RECOMMENDED ACTION:
Receive presentation regarding fiscal year 2026-2027 (FY 2026/27) General Fund and Measure L Budget, General Fund Replacement Funds, and the General Fund and Measure L five-year forecast.
BACKGROUND INFORMATION:
Staff has planned four presentations to provide the City Council and public an opportunity to review and comment on basic assumptions within the Fiscal Year 2026/27 budget.
Council Meetings:
May 6, 2026 - 3rd Quarter Budget Review and Fiscal Year 2026/27 Study Session May 20, 2026 - Enterprise, Special Revenue, and Capital Outlay Funds June 3, 2026 - General Fund, Replacement Funds, and 5-year forecast June 17, 2026 - Fiscal Year 2026/27 Budget Adoption
This session is designed to provide information on the following:
1) The General Fund Departments: Police, Fire, City Council, City Administration, Administrative Services, Public Works, Community Improvement, and Non-Departmental 2) Measure L Revenue and Expenses
3) General Fund Replacement Funds: Information Technology, Police, Fire, Community Improvement, Parks, and Public Works
4) Pension Stabilization Overview
5) 5-year Forecast
STRATEGIC VISION:
3A. Fiscal Health: Promote City's transparency & fiscal fluency.
FISCAL IMPACT:
There is no impact from this informational presentation.
FUNDING AVAILABLE:
The draft General Fund and Measure L budgets for FY 2026/27 is projected at $96,521,610 for both revenues and expenditures.
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Fiscal Y ear 2026/27
General Fund Budget
June 3, 2026 977
FISCAL YEAR 2026/27 – BUDGET TIMELINE
5/6/26
FY27 Budget
Presentation
Study Session 1
Budget
Challenges &
5-year Forecast
5/20/26
FY27 Budget
Presentation
Study Session 2
Enterprise &
Special Funds &
Capital
6/3/26
FY27 Budget Study
Session 3 General
Fund & Capital &
Replacement
Funds
6/17/26
FY27 Budget
Adoption
Budget must be approved by June 30, 2026 to avoid risk to state and federal funds.
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BUDGET CHALLENGES
QUALITY OF LIFE
• Growth of City Services
& Programs
• Economic Growth &
Jobs
• PRCS Maintenance,
Improvement & Growth
• Public Safety
• Managed Growth &
Expansion
FOUNDATIONAL
• Fiscal Sustainability &
Revenue
• Staffing/Labor Costs
• Capital Maintenance
and Replacement Costs
STRUCTURAL
• Increasing Operational
Costs, Indirect Costs,
Insurance
• City Facility
Improvements and
Maintenance
• Fleet Replacement
• CFD Rates
979
BALANCING ACT SUBMISSIONS
Total Page Views 2,246
Average Time on Site 3min 18s
Total Simulation Submissions 130
Unfunded Annual Operating Costs 1,450,882$
Fire 805,882$
Streets 491,176$
Top Expenses Increased
Average of All Increases Across All Submissions
Police (1,547,059)$
Internal Services (929,412)$
Parks, Recreation & Cultural Services (320,588)$
Top Expenses Decreased
Average of All Decreases Across All Submissions
980
BALANCING ACT INTERACTION
Category Name Average
Submission
Percent
Change
Average Submission
Change
Total
Decrease
Clicks
Total
Increase
Clicks
Unfunded Annual Operating Costs 0.00% 1,450,882$ 123 1016 Fire 4.03% 805,882$ 408 317
Streets 49.12% 491,176$ 44 374 Public Works 4.12% 205,882$ 16 50 General Fund Capital 10.29% 61,765$ 22 115 Community Development -4.41% (35,294)$ 62 72 City Administration -3.41% (170,588)$ 230 50 Library -16.10% (305,882)$ 235 63 Parks, Recreation & Cultural Services -3.21% (320,588)$ 167 136 Internal Services -10.33% (929,412)$ 384 25 Police -4.42% (1,547,059)$ 906 106 981
BALANCING ACT COMMENTS
Comment Item Change
Cap the retirement benefit payout to higher salary
employees (>$100K annual salary) to the amount
that would be paid to a $100,000 annual salary
employee. Continuing to pay high retirement
benefits is unsustainable and unfair to the Lodi
residents that are responsible for paying the City
City Manager, City Attorney,
City Clerk, City Council and
Economic Development
(100,000)
Why does Lodi not have this? Even Galt has one. Real-Time Information Center (RTIC) for Lodi Police
160,000
Our streets look terrible. Please fix them. Additional Funding for Streets 2,000,000 Why did the money from measure L not all go to
getting us more officers? Why have we not kept up
the number of police as the City expands?
Additional Police Staffing to
maintain service level (10% of
force)
1,125,000
Didn't the Council pay money towards this already?
Why do they need more?
Economic Development and
Downtown
Redevelopment/Services
-
Start contracting out the Parks work if your short
staff and save the money from employee benefits.
Parks, Recreation, and Cultural
Services Worker Shortage
120,000
982
FISCAL YEAR 2026/27 – GENERAL FUND
General Fund To p i c s
Overview
Revenues
Expenses
Budget Balancing Measures
Key Inputs
Pension Funding Status
FiveYear Forecast
983
FISCAL YEAR 2026/27 – GENERAL FUND OVERVIEW
Overall revenues are projected to increase significantly,but not in line with operational needs
Expenditures are increasing primarily in salaries, PERS cost, and medical benefits due to new Memorandum of Understandings Budget is balanced, but $4.3 million is programmed to offset the Memorandum of Understanding increases
No additional Full Time Employees
No new service capacity
984
FY 2026/27 BUDGET DEVELOPMENT
Apply current MOU agreements
Programmed $4.3 million in fund balance for MOU-related salary and benefit increases
Implemented a Citywide Workers’ Compensation rate holiday:
$1.2 million
General Fund: $981,580
Other Funds: $218,420
Contributions to PRCS and Library funds were reduced proportionally Eliminated convenience fees: $280,500
985
UNFUNDED REQUESTS
Lowered Fire Vehicle Replacement funding to straight-line depreciation: $1.5 million
Eliminated Fire Equipment Replacement request: $132,600 Eliminated Facility Maintenance Fund request: $2.7 million Department Budget Reductions $2.8 million
No New General Fund Recommended Position Requests
Departments Requested to meet the Strategic Plan Needs Needed to meet Department Production and Community Needs 986
FUND OVERVIEW – GENERAL FUND REVENUE
Revenue by Source Budget FY 2026/27 %
Taxes 36,057,000 37.4%
Revenue from Others 6,872,200 7.1% Property Revenue 17,874,880 18.5% Operating Transfers In 15,920,750 16.5% Licenses & Permits 64,500 0.1% Investment Earnings 2,700,000 2.8% Intergovernmental Revenue 9,611,100 10.0% Franchise Revenue 3,665,000 3.8% Fines and Forfeitures 1,187,100 1.2% Charges for Services 2,569,080 2.7% Total 96,521,610 987
FUND OVERVIEW – GENERAL FUND REVENUE
988
FUND OVERVIEW – GENERAL FUND EXPENDITURES
Expenditures By Department Budget FY 2026/27 %
Administrative Services 9,313,350 9.6%
City Attorney 1,537,070 1.6%
City Clerk 804,200 0.8%
City Council 385,580 0.4%
City Manager 904,620 0.9%
Community Improvement 505,870 0.5%
Economic Development 443,290 0.5%
Fire 21,618,280 22.4%
Library 123,890 0.1%
Non-Departmental 19,187,990 19.9%
Police 35,598,790 36.9%
Public Information 423,020 0.4%
Public Works 5,605,770 5.8%
Streets 69,890 0.1%
Total 96,521,610 989
FUND OVERVIEW – GENERAL FUND EXPENDITURES
990
FUND OVERVIEW – GENERAL FUND EXPENDITURES
Expenditures By Category Budget FY 2026/27 %
Debt 1,286,680 1.3%
Insurances 2,163,810 2.2%
Operating Transfers Out 15,132,950 15.7% Salaries & Benefits 51,140,100 53.0% Supplies & Services 14,641,800 15.2% Unfunded Accrued Liability 12,156,270 12.6% Total 96,521,610
991
FUND OVERVIEW – GENERAL FUND EXPENDITURES
992
FUND OVERVIEW – TRANSFER OUTS
Transfers Out - Purpose Budget FY 2026/27 %
Capital 1,180,000 7.8%
Community Development Support 165,000 1.1% Computer Replacement 362,500 2.4% Debt 1,643,810 10.9%
Interfund Transfer 1,643,810 10.9% Library Operations 1,947,430 12.9% Network Refresh 304,270 2.0%
PRCS Operations 7,470,700 49.4%
Street Maintenance of Effort 1,168,970 7.7% Streets Downtown Maintenance 100,000 0.7% Vehicle Replacement 790,270 5.2% Total 15,132,950 993
POLICE OVERVIEW EXPENSES & REVENUE
Revenue Category Budget FY 2026/27 Delta 2026 Revised Budget Licenses & Permits 42,400 3,000 39,400 Fines & Forfeitures 140,100 20,000 120,100 Revenue from Others 12,000 - 12,000 Grants & Outside Funding 890,400 (2,010) 892,410 Charges for Services 139,500 (4,800) 144,300 Total 1,224,400 16,190 1,208,210 Expenditure Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits $30,340,230 $310,167 $30,030,063
Supplies & Services $3,925,250 $143,990 $3,781,260
Insurances $964,590 $156,330 $808,260
Operating Transfer Out $495,670 $43,710 $451,960 Vehicle Replacement $545,780 ($690,605) $1,236,385
Total $36,271,520 ($36,408) $36,307,928
994
POLICE CUTS
Partners uniforms - $17,000
Conferences - $50,000
Lobby Refresh - $15,000
Training - $15,000
Public Microchip Detector - $2,000
Misc. AnimalMedical - $4,000
Vet Services - $30,000
SIU Equipment - $2,500
Misc. Supplies - 10000
RTIC - $20,000
Dash Cams - $125,200
Honor guard and motor uniform - $20,000
Swat/Training Equip/MFF/Range Ammo - $49,000
K9 supplies - $5,000
Fleet supplies - $5,000
Radios & Drones - $175,000
To w s - $18,000
Overtime - $47,590
Part-Time - $ 338,400
995
FIRE OVERVIEW
Revenue Category Budget FY 2026/27 Delta 2026 Revised Budget Revenue from Others 10,000 0 10,000 Grants & Outside Funding 10,000 -27150 37,150 Charges for Services 308,000 114000 194,000 Total 328,000 86,850 241,150 Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 18,943,170 1,992,630 16,950,540 Supplies & Services 1,560,720 (411,150) 1,971,870 Insurances 495,330 91,200 404,130 Operating Transfer Out 549,060 (170,080) 719,140 Equipment (GF) 70,000 (57,000) 127,000 Total 21,618,280 1,445,600 20,172,680 996
FIRE CUTS
Part-Time - $4,400
Conference Exp - $6,000
Employee recognition - $1,000
Special Dept Materials - $1,500
Misc. Prof. Services - $30,500
Misc. Contract Services - $22,000
Safety Equipment - $14,740
Medical Supplies - $12,360
Vehicle Replacement - $1.5 million
Training and Education - $62,500
Small T ools and Equipment - $41,900
Misc. Contract Services - $141,900
Repairs to Communication Equipment - $3,000
Motor Vehicle Fuel and Lube - $17,800
Safety Equipment - $22,200
Training & Education - $14,900
997
ADMINISTRATIVE SERVICES OVERVIEW
Internal Services General Fund Budget Includes: Budget, Accounting, Revenue, Human Resources, and Information
Systems
Expenditure Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 6,358,300 598,185 5,760,115 Supplies & Services 2,532,260 (319,950) 2,852,210 Insurances 338,910 90,760 248,150 Operating Transfer Out 83,880 36,380 47,500 Total 9,313,350 404,375 8,908,975 998
ADMINISTRATIVE SERVICES CUTS
Eliminated Convenience Fees - $280,500
Conference - $7,000
Small T ools and Equipment - $8,000
Office Supplies - $8,000
Postage - $20,000
Overtime - $14,000
999
PUBLIC WORKS (GENERAL FUND) OVERVIEW
Public Works General Fund Budget Includes: Administration, Engineering, Facilities, and Solid Waste Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 4,023,990 (50,660) 4,074,650 Supplies & Services 1,199,690 (85,207) 1,284,897 Insurances 217,250 32,910 184,340 Operating Transfers Out 164,840 115,840 49,000 Total 5,605,770 12,883 5,592,887 Revenue Category Budget FY 2026/27 Delta 2026 Revised Budget Licenses & Permits 5,100 1,200 3,900 Revenue from Others 3,200 200 3,000 Grants & Outside Funding 16,800 - 16,800 Charges for Services 708,500 41,370 667,130 Total 733,600 42,770 690,830 1000
PUBLIC WORKS CUTS
$2.7 Million – Facility Maintenance Fund
$196,000 - Moved Public Works Management Analyst Position to Water and Wastewater
$170,000 - Convenience fees
1001
CITY ATTORNEY OVERVIEW
City Attorney’s Office Budget includes Risk Management
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 1,194,890 (16,040) 1,210,930 Supplies & Services 268,410 20,910 247,500 Insurances 60,830 11,200 49,630 Operating Transfer Out 12,940 3,440 9,500 Total 1,537,070 19,510 1,517,560 1002
CITY CLERK OVERVIEW
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 554,190 64,810 489,380 Supplies & Services 214,600 79,100 135,500 Insurances 26,070 4,800 21,270 Operating Transfer Out 9,340 840 8,500 Total 804,200 149,550 654,650 1003
CITY MANAGER OVERVIEW
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 747,160 (355,120) 1,102,280 Supplies & Services 129,000 (149,620) 278,620 Insurances 17,380 (28,670) 46,050 Operating Transfer Out 11,080 4,080 7,000 Total 904,620 (529,330) 1,433,950 1004
ECONOMIC DEVELOPMENT OVERVIEW
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits $255,190.00 $195,430.00 $59,760.00
Supplies & Services $188,100.00 ($239,150.00) $427,250.00 Total $443,290.00 ($43,720.00) $487,010.00
1005
PUBLIC INFORMATION OVERVIEW
Expense Category Budget FY 2026/27
Salaries & Benefits $148,830.00
Supplies & Services $265,500.00
Insurances $8,690.00
Total $423,020.00
1006
COMMUNITY IMPROVEMENT OVERVIEW
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 414,200 12,590 401,610 Supplies & Services 63,120 (5,400) 68,520 Insurances 26,070 4,800 21,270 Operating Transfer Out 2,480 2,480 - Total 505,870 14,470 491,400 Revenue Category Budget FY 2026/27 Delta 2026 Revised Budget Vendor Permit to Operate 3,000 - 3,000 Nuisance Fines 10,000 - 10,000 Code Enforcement Fine 14,000 - 14,000 Repairs & Demolition Reimb. 10,000 - 10,000 Code Enforcement Fees 5,000 - 5,000 Total 42,000 - 42,000 1007
CITY COUNCIL OVERVIEW
Expense Category Budget FY 2026/27 Delta 2026 Revised Budget Salaries & Benefits 161,580 24,770 136,810 Supplies & Services 224,000 2,000 222,000 Total 385,580 26,770 358,810 1008
PARKS, REC & CULTURAL SVS. SUPPORT
$8,336,790
• General Fund support for Parks, Recreation and Cultural Services:
• Operational Support of $8,336,790
• $7,070,400 General Fund
• $836,309 Measure L support
• $430,000 Capital
1009
LIBRARY SUPPORT
$1,947,430
• General Fund support for the Library:
• Operational Support of $1,675,690
• $1,656,760 General Fund base support
• $290,670 Measure L support
• Librarian position funded in Measure L $123,890
• FY 27 Operating Deficit ($200,000)
1010
MEASURE L
Revenues: $9,204,280
Expenditures: $9,204,280
Measure L Funded Positions
FY 2025/26
Budget
FY 2026/27
Budget Cost:
Police Officers 24 20 3,360,660$
Firefighters 10 10 1,855,710$
Librarian III 1 1 123,890$
Street Maintenance Wrk III 0.2 0.2 69,890$
Total Full-Time 35.2 31.2 $ 5,410,150
2,587,910$
72,160$
7,000$
290,670$
836,390$
Measure L Total $ 9,204,280
Public Safety Overtime
Part-Time Community Service Officers (2)
Supplies, Materials, Training
Library Operations
Parks, Recreation & Cultural Srvs Operations
1011
INFORMATION SYSTEMS/COMPUTER REPLACEMENT FUND
6/30/2026 YE Est
Fund Balance
2026/27 Proj
Rev
2026/27 Est
Expense
6/30/27 YE Est
Fund Balance
IS/Computer Repacment &
Network Refresh Fund 2,031,574 1,253,590 1,034,500 2,250,664 1012
VEHICLE REPLACEMENT FUND
Vehicle
Repalcement
Funds
6/30/26 YE
Est Fund Bal
2026/27 Proj
Rev
2026/27 Est
Exp
6/30/27 YE
Est Fund Bal Fund Target*
Over/(Under)
Target
Comm Dev 117,730 0 0 117,730 76,600 41,130
Fire 463,201 463,200 0 926,401 3,425,566 (2,499,165)
Community Imp 0 0 0 0 69,795 (69,795)
Police 1,637,149 227,650 525,780 1,339,019 4,010,856 (2,671,837) PRCS 112,412 99,420 80,000 131,832 1,720,363 (1,588,531) PW - GF 91,716 0 0 91,716 397,288 (305,572)
Grand Total 2,422,208 790,270 605,780 2,606,698 9,700,468 (7,093,770) 1013
UNFUNDED LIABILITY PENSION FUNDING YEAR-OVER-YEAR
Fiscal Year 2025/26 UAL 10,928,750
Fiscal Year 2026/27 UAL 12,156,270
Net Increase 1,227,520
Percentage Increase 11.2%
CalPERS Unfunded Liability - General Fund YOY
1014
PENSION FUNDING STATUS
Combined funded status of 71.6% when considering PERS and PARS assets combined Market Value Assets Liability Funded Ratio
Safety 163,202,177$ 268,772,115$ 60.7% Miscellaneous 179,966,863$ 255,976,314$ 70.3% All Plans 343,169,040$ 524,748,429$ 65.4% PARS Balance 11/30/25 32,588,601$ N/A 6.2% Total Pension Funding 375,757,641$ 524,748,429$ 71.6% 6/30/24 PERS Actuarial
1015
5 YEAR FORECAST - ASSUMPTIONS
FY 2027 budget as recommended is projected forward
Includes continued contributions to PRCS capital, network infrastructure, and vehicle replacement
Labor contracts expire June 30, 2028 or December 31, 2028 Slow growth is anticipated through the forecast term
No adverse UAL impacts from PERS methodology or market activity
No General Fund subsidy for Access Center currently or in future years
1016
MEMORANDA OF UNDERSTANDING TERM DATES
BA RGA INING GROUP MOU TERM DA TES
American Federation of State, County and Municipal Employees – General Services Unit January 1, 2025 - December 31, 2028 International Brotherhood of Electrical Workers January 1, 2025 - December 31, 2028 Lodi City Mid-Management Association January 1, 2025 - December 31, 2028 Lodi Police Dispatchers Association July 1, 2025 - June 30, 2028 Lodi Police Mid-Management Association July 1, 2025 - June 30, 2028 Lodi Professional Firefighters January 1, 2025 - December 31, 2028 Police Officers Association of Lodi July 1, 2025 - June 30, 2028 Fire Mid-Management July 1, 2025 - June 30, 2028
1017
5 YEAR FORECAST – ASSUMPTIONS REVENUE
Revenue Category FY 24/25 A FY 25/26 B FY 26/27 B FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Property Taxes - Secured 6.7% 0.5% 4.6% 4.6% 4.6% 4.6% 4.6% 4.6% Sales & Use Taxes -3.4% 11.1% -6.0% 3.0% 3.0% 3.0% 3.0% 3.0% Transient Occupancy Tax 0.5% -1.2% 8.6% 3.0% 3.0% 3.0% 3.0% 3.0% Other Taxes 10.3% 1.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
EU Pilot 0.7% 1.0% 0.8% 0.5% 0.5% 0.5% 0.5% 0.5%
Property Tax in Lieu VLF 7.5% -5.7% 15.3% 6.0% 6.0% 6.0% 6.0% 6.0% Transfers In [1] 29.2% 18.5% -1.7% 4.0% 4.0% 4.0% 4.0% 4.0% Property Taxes - CFD [2] 10.5% 17.7% 13.5% 2.0% 2.0% 2.0% 2.0% 2.0% Measure L -1.4% -4.0% 5.3% 3.0% 3.0% 3.0% 3.0% 3.0%
Other Revenues [3][4] 58.3% -31.0% 7.7% 2.0% 2.0% 2.0% 2.0% 2.0% [1] FY 24/25 revenue is elevated due to additional positions and widespread labor cost increases in FY 23 which have now entered into the City's Cost of Services Recovery model.
[2] Growth reflects continued demand for residential housing. [3] Includes investment earnings income not previously budgeted. [4] Loss of AFG Grant & One-time Rental True-up for Courthouse City of Lodi 5 Year General Fund Forecast
Assumptions
1018
5 YEAR FORECAST – ASSUMPTIONS EXPENSE
Expens e Category FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 28/29 FY 30/31 FY 31/32 Salaries [1] 6.5% 9.3% 1.3% 3.0% 2.5% 2.5% 2.5% 2.5%
PERS Normal Cost 0.8% 27.1% 8.3% 3.0% 2.5% 2.5% 2.5% 2.5% PERS UAL 16.2% 8.5% 2.1% 3.0% 3.0% 3.0% 3.0% 3.0%
Other Benefits -13.7% 27.1% 3.7% 6.0% 6.0% 6.0% 6.0% 6.0% Operations -33.7% 20.3% 4.2% 5.0% 5.0% 5.0% 5.0% 5.0%
Debt [2] 36.0% -0.2% 0.2% Actual Actual Actual Actual Actual Transfers 2.4% 12.7% 6.7% 0.5% 0.5% 0.5% 0.5%
1019
5 YEAR FORECAST - REVENUE
Revenue FY 24/25 A FY 25/26 E FY 26/27 B FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 30/32 Property Taxes 16,413,080 16,500,000 17,564,880 18,373,000 19,219,000 20,104,000 21,029,000 21,997,000 Sales & Use Taxes 15,438,510 17,150,910 16,122,000 16,606,000 17,105,000 17,619,000 18,148,000 18,693,000 Transient Occupancy Tax 1,599,044 1,580,000 1,715,250 1,767,000 1,821,000 1,876,000 1,933,000 1,991,000 Other Taxes 5,014,777 5,062,670 5,165,000 5,270,000 5,377,000 5,486,000 5,597,000 5,711,000 EU Pilot 7,688,090 7,765,150 7,829,300 7,869,000 7,909,000 7,949,000 7,989,000 8,029,000 Property Tax in Lieu VLF 8,120,110 7,660,000 8,833,900 9,364,000 9,926,000 10,522,000 11,154,000 11,824,000 Transfer In 9,981,830 11,825,566 11,629,580 12,095,000 12,579,000 13,083,000 13,607,000 14,152,000 Property Taxes - CFD 962,885 1,133,470 1,286,680 1,313,000 1,340,000 1,367,000 1,395,000 1,423,000 Measure L 9,100,104 8,739,160 9,204,280 9,481,000 9,766,000 10,059,000 10,361,000 10,672,000 Other Revenues 13,562,401 9,356,271 10,079,570 10,282,000 10,488,000 10,698,000 10,912,000 11,131,000 Total Revenue [1] 87,880,830 86,773,197 89,430,440 92,420,000 95,530,000 98,763,000 102,125,000 105,623,000 Revenue Growth Staff Estimate -1.3% 3.1% 3.3% 3.4% 3.4% 3.4% 3.4% [1] Revenue Excludes $2.8 million in rental income from the peaker power plant at Lodi Lake. [2] Revenue Excludes $4.2 million in programmed fund balance for MOU increase offset [3] Revenue Excludes ARPA
City of Lodi 5 Year General Fund Forecast
Revenues
1020
5 YEAR FORECAST - EXPENSES
Expens e Category FY 24/25 A FY 25/26 E FY 26/27 B FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Salaries [1] 33,655,276 36,796,115 37,288,400 38,407,000 39,367,000 40,351,000 41,360,000 42,394,000 PERS Normal Cost 2,990,097 3,799,160 4,113,960 4,237,000 4,343,000 4,452,000 4,563,000 4,677,000 PERS UAL 10,075,431 10,928,750 11,156,270 11,491,000 11,836,000 12,191,000 12,557,000 12,934,000 Other Benefits 8,146,292 10,352,093 10,737,740 11,382,000 12,065,000 12,789,000 13,556,000 14,369,000 Operations [2] [3] [4] 18,311,368 22,035,125 22,968,959 24,117,000 25,323,000 26,589,000 27,918,000 29,314,000 Debt 1,644,300 1,640,320 1,643,810 1,643,810 1,643,810 1,643,810 1,643,810 1,643,810 Transfers 4,833,660 5,448,670 5,812,472 5,842,000 5,871,000 5,900,000 5,930,000 5,930,000 Total Expenditure 79,656,425 91,000,233 93,721,610 97,119,810 100,448,810 103,915,810 107,527,810 111,261,810 Expenditure Growth -7.6% 14.2% 3.0% 3.6% 3.4% 3.5% 3.5% 3.5% Revenue - Expenditure 8,224,406 (4,227,036) (4,291,170) (4,699,810) (4,918,810) (5,152,810) (5,402,810) (5,638,810) Total Fund Balance 28,606,493 24,379,457 20,088,287 15,388,477 10,469,667 5,316,857 (85,953) (5,724,763) City of Lodi 5 Year General Fund Forecast
Expense and Fund Balance
1021
5 YEAR FORECAST – FUND BALANCE
Category FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30 FY 30/31 FY 31/32 Catastrophic Reserve 6,302,458 6,242,723 6,418,093 6,635,120 6,861,120 5,316,857 0 0 Economic Reserve 6,302,458 6,242,723 6,418,093 6,635,120 6,861,120 5,316,857 0 0 Measure L Catastrophic Reserve 728,008 699,133 736,342 758,480 781,280 804,720 828,880 853,760 Measure L Economic Reserve 728,008 699,133 736,342 758,480 781,280 804,720 828,880 853,760 Pension Stabilization Fund 29,053,255 30,869,083 32,798,401 30,256,491 27,409,712 24,229,009 20,684,512 16,772,484 Available Res ources 43,114,188 44,752,795 47,107,272 45,043,691 42,694,512 36,472,162 22,342,272 18,480,004 Fund Balance % 16.0% 16.0% 16.0% 16.0% 16.0% 12.0% 0.0% 0.0% City of Lodi 5 Year General Fund Forecast
1022
5 YEAR FORECAST – RISKS/OPPORTUNITIES
Risks
Local Recession
Labor Contracts and Maintaining Competitiveness in the Labor Market Pace of Development
Inflation and Insurance
CalPERS Assumption Changes and Investment Risk
New Service Demands
Opportunities
Recent Revenue Trends
Strategic Annexation
Economic Development
Lodi Lake Power Plant Revenue
Revenue Enhancement
1023
TRANSIT FOLLOW-UP
Estimated
2024-25 2025-26 2026-27
Transit Actuals Actuals Budget
Cash Balance
Beginning Cash Balance Unreserved 915,695 (986,125) (5,988,643) Revenues 2,942,427 8,890,430 13,334,754 Expenditures 4,844,247 13,892,948 7,187,570 Net Difference (Revenues Less Expenditures) (1,901,820) (5,002,518) 6,147,184 Restricted Cash Balance 142,951 158,541 158,541 Ending Cash Balance Unreserved (1,129,076) (6,147,184) 0 Cash Balance as a percentage of expenses: -23% -44% 0%
Estimate Changes in Fund Balance
For the Fiscal Year Ended June 30, 2027
With Actuals for FY2024-25 and Year End Estimates for FY2025-26 1024
TRANSIT FOLLOW-UP
Increased Revenue from Transportation Development Act Funds (TDA) in the amount of $1,296,460
Capital Drawdown Revenue was under budgeted by $554,810 Operations Drawdown Revenue was under budgeted by $741,650 1025
QUESTIONS
1026
AGENDA ITEM H.1
COUNCIL COMMUNICATION
AGENDA TITLE:
Waive the Second Reading and Adopt Ordinance No. 2047 to Enter a Development Agreement with Rogers Media Company to Install, Maintain, and Operate Electronic Message Signs on City-Owned Properties (CLK) MEETING DATE:
June 3, 2026
PREPARED BY:
Olivia Nashed, City Clerk
RECOMMENDED ACTION:
Waive the Second Reading and Adopt Ordinance No. 2047 Entering into a Development Agreement with Rogers Media Company to Install, Maintain, and Operate Electronic Message Signs on City-Owned Properties.
BACKGROUND INFORMATION:
Ordinance No. 2047 entitled “An Ordinance for a Development Agreement Between the City of Lodi and Rogers Media Company, Inc. for Three Programmable Electronic Signs” was introduced at the regular City Council meeting of May 6, 2026. Staff recommends waiving the second reading and adopting Ordinance No. 2047.
ADOPTION: With the exception of urgency ordinances, no ordinance may be passed within five days of its introduction. Two readings are therefore required - one to introduce and a second to adopt the ordinance.
Ordinances may only be passed at a regular meeting or at an adjourned regular meeting; except for urgency ordinances, ordinances may not be passed at a special meeting. Id. All ordinances must be read in full either at the time of introduction or at the time of passage, unless a regular motion waiving further reading is adopted by a majority of all council persons present. Cal. Gov’t Code § 36934.
Ordinances take effect 30 days after their final passage. Cal. Gov’t Code § 36937.
This ordinance has been approved as to form by the City Attorney.
FISCAL IMPACT:
Not applicable.
FUNDING AVAILABLE:
Not applicable.
City of Lodi Printed on 5/29/2026Page 1 of 1
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