Lodi City Council
June 17, 2026

outstanding deliveries, etc. The ordering agency should include all relevant information and/or documentation (e.g., purchase documents).

CONTRACT ITEMS
All line items are listed on Attachment A – Contract Pricing.

SPECIFICATIONS
All products listed on Attachment A, Contract Pricing, conform to Attachment B1, Specifications 2310-5644, dated 9/30/2021 and Attachment B2, Specifications 2310-5712, dated 9/30/2021.

CUSTOMER SERVICE
Contractor will provide office and personnel resources for responding to requests, including telephone coverage weekdays during the hours of 8:00 AM through 5:00 PM (PT).

Contact Phone Email
Customer Service Unit (916) 351-4202 [email protected]

PRODUCT SUBSTITUTIONS
Product substitution shall be in accordance with the General Provisions (rev 06/08/10), Article 16 entitled “Substitutions”.

PROMOTIONAL PRICING
During special pricing promotions, the Contractor shall offer the ordering agency the promotional pricing or the discount percentage off list, whichever is lower.

The Contractor shall notify the State Contract Administrator of all promotional pricing changes. Notification shall include at a minimum:
 Promotion start and end dates
 Models, products, and services included in the promotion  Promotional pricing
Promotional pricing shall not be cause for a permanent change in pricing. Promotional pricing shall not be cause for Contractor refresh.

Promotional items shall come with all benefits of the statewide contract terms and conditions and shall include all provisions such as warranty and delivery.

216

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

PURCHASE EXECUTION
A. State Departments
1) Std. 65 Purchase Documents
State departments not transacting in FI$CAL must use the Purchasing Authority Purchase Order (Std. 65) for purchase execution. An electronic version of the Std. 65 is available at the Office of State Publishing web site (https://www.dgsapps.dgs.ca.gov/osp/StatewideFormsWeb/Forms.aspx) (select STD Forms).

All Purchasing Authority Purchase Orders (Std. 65) must contain the following:
 Agency Order Number (P urchase Order Number)
 Ordering Agency Name
 Agency Billing Code
 Purchasing Authority Number
 Leveraged Procurement Num ber (Contract Number)
 Supplier Information (Contact Name, Address, Phone Number, Fax Number, E-mail)
 Line Item number
 Quantity
 Unit of Measure
 Commodity Code Number
 Product Description
 Unit Price
 Extension Price

2) FI$CAL Purchase Documents
State departments transacting in FI$CAL will follow the FI$CAL procurement and contracting procedures.
3) Blanket Orders
The use of blanket purchase orders against this statewide contract is not allowed.

B. Local Governmental Agencies
Local governmental agencies may use their own purchase document for purchase execution. The purchase documents must include the same data elements as listed above (Exception: Purchasing Authority Number and Billing Code which are used by State departments only).

MINIMUM ORDER
The minimum order shall be one (1) vehicle
217

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

ORDERING PROCEDURE
Ordering agencies are to submit appropriate purchase documents directly to the Contractor via one of the following ordering methods:
 U.S. Mail
 Facsimile
 Email
The Contractor’s Order Placement Information is as follows:

ORDER PLACEMENT INFORMATION
U.S. Mail:

Folsom Lake Ford
12755 Folsom Blvd.

Folsom, CA 95630
Facsimile: (916) 353-2078
Email:

[email protected]

When using any of the ordering methods specified above, all State departments must conform to proper State procedures.

ORDER ACCEPTANCE
The Contractor shall accept orders from any ordering agency. The Contractor shall not accept purchase documents for this contract that:
 Are incomplete
 Contain non-contract items
 Contain non-contract terms and conditions
The Contractor must not refuse to accept orders from any ordering agency for any other reason without written authorization from the State Contract Administrator.

ORDER RECEIPT CONFIRMATION
The Contractor will provide ordering agencies with an email or facsimile order receipt confirmation within forty-eight (48) hours of receipt of purchase document. The Order Receipt Confirmation shall include the following information:
 Ordering agency name
 Agency order number ( purchase order number)
 Purchase order total cost
 Anticipated delivery date

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

OUT OF STOCK REMEDY
Upon receipt of an order acknowledgment identifying out of stock items, the ordering agencies shall have the following options:
 Request a back order
 Cancel the item from the order with no penalty
The Contractor will provide notification to the ordering agencies regarding out-of-stock items which have been back ordered.

Under no circumstance is the Contractor permitted to make substitutions with non-contract items or unauthorized products.

DISCONTINUED ITEM REMEDY
Upon receipt of an order acknowledgment identifying discontinued items, the ordering agencies shall have the following options:
 Amend purchase document to reflect State-a pproved substitute item (per Article 10, Product Substitutions)
 Cancel the item from the order
Under no circumstance is the Contractor permitted to make substitutions with non-contract items or unauthorized products without approval from the State Contract Administrator.

DELIVERY SCHEDULES
Delivery for orders placed against this contract shall be in accordance with the following:

A. Pre-Delivery Checklist
Prior to delivery, each vehicle shall be completely inspected, serviced, and detailed by the delivering dealer and/or the manufacturer’s pre-delivery service center. A copy of the pre-delivery checklist shall be completed for each vehicle, signed by a representative of the organization performing the inspection/service, and delivered with the vehicle.

B. Delivery Documents
The following documents shall be delivered to the receiving agency with the vehicle:

 Completed and signed pre-delivery servic e checklist, including the order number and Vehicle Identification Number (VIN)
 “Line Set Tickets” or “Window Sticker” showing all options installed  One (1) copy of the vehicle warranty
 One (1) Owner’s Manual
 Speed Calibration documentation for each vehicle
219

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

C. Locations
Deliveries are to be made (statewide) to the location specified on the individual purchase order, which may include, but not limited to inside garages and parking lots.

D. Schedule
Delivery made to any State department is to begin within ninety (90) days after receipt of order (ARO). State departments may limit delivery to a maximum of ten (10) units per working day.

Delivery to local agencies is to be completed in full within 150 days ARO.

Since receiving hours for each ordering agency will vary by facility, it will be the Contractor’s responsibility to check with each facility for their specific delivery hours before delivery occurs. The Contractor must notify the ordering agency within twelve (12) hours of scheduled delivery time, if delivery cannot be made within the time frame specified on the Order Confirmation.

Contractor is requested to make deliveries in Los Angeles County, Orange County, San Bernardino Metropolitan Area, and San Diego Metropolitan Area during off -peak
hours. Off-peak hours are Monday through Friday, 10:00 AM to 4:00 PM.

E. Security Requirements
Deliveries may be made to locations inside secure grounds that require prior clearances or special entry procedures for delivery drivers.

Security procedures may vary from facility to facility. The Contractor will be responsible for contacting the secure location for security procedures, hours of operation for deliveries and service, dress code, and other rules of delivery.

Deliveries that are delayed due to drivers not being cleared to enter secure grounds may be cause for contract default.

FREE ON BOARD (F.O.B.) DESTINATION
All prices offered shall be F.O.B. destination; freight prepaid by the Contractor, to the ordering agency’s receiving point. Responsibility and liability for loss or damage for all orders shall remain with the Contractor until final inspection and acceptance, when all responsibility shall pass to the ordering agency, except the responsibility for latent defects, fraud, and the warranty obligations.

The Contractor will be required to deliver vehicles to State agencies or local agencies FOB Destination, Sacramento County. Additionally, delivery shall be FOB Destination to the California Highway Patrol (CHP), Fleet Operations, 3300 Reed Ave., West Sacramento, California 95605.
220

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

Vehicles shall be delivered from the factory to the Contractor’s place of business. If the purchase order indicates delivery outside an FOB point, the Contractor and agency will negotiate for delivery beyond the FOB point. This delivery may be subject to an additional delivery charge by the resulting contractor(s). This charge shall be shown as a separate item on the purchase order and invoice.

State agencies requesting delivery outside the FOB area must contact the Transportation Management Unit for freight rate comparisons if the Contractor is delivering the vehicle.

These delivery instructions will be provided on the purchase order. Contractors receiving a purchase order without specific transportation instructions must contact the ordering agency.

Caravan or drive-away method of delivery from the factory to a dealer is not acceptable.

The supplier shall insure that each vehicle reaches its delivery point with no less than five (5) gallons of fuel in the fuel tank.

Drop ship deliveries shall not be made without prior State inspection.

Vehicles delivered from a Contractor with more than 50 miles on the odometer will be charged 50 cents for each mile exceeding 50 miles. This charge shall be deducted from the order price for each vehicle delivered against each order. Vehicles delivered with more than 250 miles on the odometer will not be accepted.

SHIPPED ORDERS
All shipments shall be in accordance with the General Provisions, Article 12 entitled “Packing and Shipment”.

PACKING SLIP
A packing slip will be included with each shipment, which will include at least the following information in no particular order:
 Agency order number ( purchase order number)
 Ordering agency name
 Line item description
 Quantity ordered
 Quantity included in shipment
 Any back ordered or out of stock items and availability date of unfilled and partial shipment
 Number of parcels
 Destination
 All information contai ned on the packing label
221

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

PACKING LABEL
A packing label will also be included with each order shipped and include the following items, visible on the outside of the box:
 Ordering agency name
 Delivery address, unit, and/or floor
 Department and floor
 Ordering agency contact name
 Ordering agency telephone number

SAFETY DATA SHEET
The Contractor shall provide a Safety Data Sheet for product(s) subject to Title 8 of the California Code of Regulations, Section 5194, Hazard Communication. The Safety Data Sheet is to be prepared and delivered in accordance with this Section.

INSPECTION AND ACCEPTANCE
Vehicles ordered for State use will be inspected by a State Inspector at the Contractor’s place of business. Inspection by local agencies will be at the Contractor’s place of business or as otherwise agreed to by the dealer and local purchasing agency. Inspection will commence within five (5) State working days of notification that a vehicle is ready for inspection. Inspection will include: specification compliance, workmanship, appearance, proper operation of all equipment and systems, and that all documents are present. In the event deficiencies are detected, the vehicle will be rejected and the delivering Contractor will be required to make the necessary repairs, adjustments or replacements. Payment and/or the commencement of a discount period (if applicable) will not begin until the defects are corrected and the vehicle is re-inspected and accepted.

Completion of inspection or acceptance by the State Inspector shall in no way release the Contractor from satisfying the requirements of the contract, specifications, and warranty.

Deviations from the specified requirements that are detected by the inspection shall be corrected by the Contractor in an expeditious manner at no expense to the owning agency.

Inspection by local agencies will be at the dealer’s place of business or as otherwise agreed to by the dealer and local purchasing agency.

CONTRACT ADMINISTRATION
Both the State and the Contractor have assigned contract administrators as the single points of contact for problem resolution and related contract issues.

222

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

Administrator
Information DGS-PD Folsom Lake Ford
Contact
Name:
*Jamie Boes* Mark Paoli
Telephone: *(279) 240-7274* (916) 951-4202
Facsimile: *N/A* (916) 353-2078
Email: *[email protected]* [email protected] Address: DGS/Procurement Division
Attn: *Jamie Boes*
707 Third Street, 2nd Floor, MS 201
West Sacramento, CA 95605
Folsom Lake Ford
Attn: Mark Paoli
12755 Folsom Blvd.

Folsom, CA 95630

RETURN POLICY
The Contractor will accept all products for return at no cost to the ordering agency within thiry (30) calendar days of delivery, and refund the customer in full.

Products returned should be in the packaging as delivered and include all documentation.

Lost or damaged packaging materials and/or documentation shall be supplied by the Contractor. The Contractor shall not charge for these materials in excess of the Contractor’s cost or the 10 percent restocking fee, whichever is lower. The Contractor shall provide the State Contract Administrator and/or ordering agency a copy of the Contractor’s material cost, if requested, within ten (10) days of request.

All returns shall be picked up within seven (7) working days of notification. Notification is defined as notice in writing, by facsimile, or e-mail.

CREDIT POLICY
The Contractor shall offer a credit/refund for the following items:
 Items shipped in error
 Items that are returned within th irty (30) calendar days of delivery  Defective or freight-damaged items
In all cases, the ordering agency shall have the option of taking an exchange or receiving a credit, or receiving a refund.

The Contractor will be responsible for the credit or replacement of all products, including those covered by manufacturer warranties. The Contractor cannot require the ordering agency to deal directly with the manufacturer.

223

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

RESTOCKING FEES
The Contractor will not impose a restocking fee on the ordering agency for the following situations:
 Items returned that were damaged upon receipt
 Incorrect items shipped
 Items that are returned within th irty (30) calendar days of delivery  Items that are returned, but exchanged for ot her items within thirty (30) calendar days Re-stocking fees for all other reasons shall be 10 percent of the value of the items to be re-stocked.

The packaging and documentation provisions in accordance with Article 27, Return Policy, shall apply to re-stocked items.

The Contractor will not be required to accept returns more than sixty (60) days after delivery. The ordering agency will be responsible for return transportation costs to the Contractor if so accepted after sixty (60) days after delivery.

INVOICING
Ordering agencies may require separate invoicing, as specified by each ordering agency.

Invoices will contain the following information:

 Contractor’s name, addr ess and telephone number
 Leveraged Procurement Agreement Number (Contract Number)  Agency order number ( purchase order number)
 Item and commodity code number
 Quantity purchased
 Contract price and extension
 State sales and/or use tax
 Prompt payment discounts/ca sh discounts, if applicable  Totals for each order

PAYMENT
A. Terms
Payment terms for this contract are net forty-five (45) days. Cash Discount of $500 per unit for payment within twenty (20) days. Payment will be made in accordance with the provisions of the California Prompt Payment Act, Government Code Section 927, et seq. Unless expressly exempted by statute, the Act requires State departments to pay properly submitted, undisputed invoices not more than forty-five (45) days after the date of acceptance of goods, performance of services, or receipt of an undisputed invoice, whichever is later.
224

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

B. CAL-Card Use
Use of the CAL-Card for payment of invoices is not allowed under this statewide contract.

C. State Financial Marketplace
State departments reserve the right to select the form of payment for all procurements, be it either an outright purchase with payment rendered directly by the State, or a financing/lease-purchase or operating lease via the State Financial Marketplace (GS $Mart and/or Lease $Mart). If payment is via the financial marketplace, the Contractor will invoice the State department and the State department will approve the invoice and the selected Lender/Lessor for all product listed on the State's procurement document will pay the Contractor on behalf of the State.

D. Payee Data Record
Each State department’s accounting office must have a copy of the Contractor’s Payee Data Record (Std. 204) in order to process payments. State departments should forward a copy of the Std. 204 to their accounting offices. Without the Std. 204, payment may be unnecessarily delayed. State departments should contact the Contractor for copies of the Payee Data Record.

CALIFORNIA SELLER’S PERMIT
The California seller permit number for the Contractor is listed below. Ordering Agencies can verify that permits are currently valid at the following website: www.cdtfa.ca.gov.

State departments must adhere to the file documentation identified in the State Contracting Manual Volume 2.

Contractor Name Seller Permit #
Folsom Lake Ford 26-797640

WARRANTY
The manufacturer’s regular new vehicle warranty shall apply to all vehicles procured against the resulting contract.

The warranty shall be factory authorized and shall cover not less than 3 years/36,000-mile bumper to bumper, no charge parts and labor. All emission-related components shall be warranted in compliance with the California Air Recourses Board (CARB) and Federal requirements. Bids offering independent insurance or a statement indicating self-insurance will be deemed non-responsive and will be rejected.

This warranty shall be honored by all franchised dealers of the vehicle within the State of California. The State’s established preventative maintenance procedures and practices shall be acceptable to the manufacturer/dealers in lieu of the manufacturer’s prescribed 225

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

procedures, which may form a part of the warranty. All warranty certificates and/or cards shall be supplied with each vehicle delivered.

If an additional extended warranty is purchased, a warranty certificate, warranty card, or a statement indicating the extended warranty has been recorded with the manufacturer shall be furnished with each vehicle delivered.

Normal wear items such as tires, belts, hoses, headlamps, light bulbs, brake linings, brake discs/drums, etc. are excluded from warranty coverage. All other items not subject to normal wear or gross operator neglect and abuse, such as window, seat or wiper motors, chassis electrical switches (door, trunk lid), paint, hinges, locks, etc., shall be covered.

The State reserves the right to use re-refined lubrication oils, where available, in lieu of the virgin equivalent oils. The re-refined oils used by the State will meet all API and SAE standards and specifications as set forth by the vehicle manufacturer. The use of said oils shall in no way void or degrade the original manufacturer’s minimum 3-year/36,000-mile warranty.

The State reserves the right to use recycled content antifreeze/coolant, where available, in lieu of virgin equivalent antifreeze/coolant, in servicing its vehicles. The recycled antifreeze/coolant used by the State will meet all ASTM standards and specifications as set forth by the vehicle manufacturer. The use of said recycled antifreeze/coolant shall in no way void or degrade the original manufacturer’s minimum 3-year/ 36,000-mile warranty.

“Manufacturer’s Warranty Policy and Procedures Manual” shall be made available upon customer request. The solicitation shall also require each awarded Bidder to designate by name, a responsible contact and alternate assigned for the duration of the contract, who will resolve State warranty-related claims on a priority basis.

Note: Vehicles not placed in service immediately upon receipt shall be warranted from the date the unit is placed in service. The receiving agency shall notify the dealer in writing of the actual “in-service” date.

WARRANTY REPAIR PARTS
It shall be the responsibility of the Contractor to maintain an adequate stock of all regular and special parts to meet the continuing service and warranty repair parts needs of the State without undue delay. A special system shall be set up for expediting the procurement of back order items needed to repair an inoperative vehicle including a system to air freight parts at the Contractor’s expense when parts are not in stock in California parts depots.

Warranty replacement parts shall be available within three (3) working days after telephone notification.

RECYCLED CONTENT
There is no recycled content associated with this contract. 226

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-22-23-14C
Contract User Instructions, *Supplement 8*

SB/DVBE PARTICIPATION
There is no Small Business (SB) or Disabled Veteran Business Enterprise (DVBE) participation for this contract.

VETTED FORMS/CERTIFICATION
The DGS-PD, as the awarding department, has assessed the Contractor and subcontractor forms, certifications, and compliance to performing a commercially useful function (CUF) during the solicitation evaluation process. Consequently, when executing purchase documents pursuant to this contract, it is not necessary for State departments operating under statewide contract purchasing authority to conduct a CUF evaluation or request the completion of the following required certifications and forms:

 GenAI Disclosure & Factsheet (STD 1000)
 Bidder Declaration Form (GSPD 05-105)
 DVBE Declaration Form (DGS-PD 843)
 Darfur Contracting Act Form
 California Civil Rights Certification Form
 Iran Contracting Act Certification
 Russian Sanctions Agreement
 Federal Debarment

GENERATIVE ARTIFICIAL INTELLIGENCE (GENAI) PROCUREMENT PROCEDURES Contractor does not intend to utilize GenAI as a deliverable. If GenAI is disclosed by the Contractor, state departments must follow the required GenAI purchase procedures outlined in SCM Vol.2, Chapter 23, Generative Artificial Intelligence.

ATTACHMENTS
Attachment A – Contract Pricing, Supplement 6, 8/1/2025 Attachment B1 – Specifications 2310-5644, dated 9/30/2021 Attachment B2 – Specifications 2310-5712, dated 9/30/2021 227
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE CITY

MANAGER TO PURCHASE FOUR PATROL VEHICLE REPLACEMENTS ,

THREE FROM FOLSOM LAKE FORD, ONE FROM WINNER CHEVROLET, AND

EMERGENCY EQUIPMENT AND INSTALLATION FROM LEHR UPFITTERS OPCO LLC, IN THE AMOUNT OF $338,788.82
========================================================================

WHEREAS, on June 4th, 2025, Council approved the 2025/26 fiscal year budget; and

WHEREAS, in the adopted budget for Fiscal Year 2025/26 , the Police Department requested the replacement of three patrol sport utility vehicles and one patrol car in accordance with the fleet replacement policy; and

WHEREAS, Staff requests authorization to replace four patrol vehicles: three from Folsom Lake Ford in the amount of $175,696.32; one from Winner Chevrolet Inc in the amount of $68,219.86; and an additional $94,872.64 for vehicle upfitting from LEHR Upfitters OpCo LLC, for a total cost of $338,788.82.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the purchase of three vehicles from Folsom Lake Ford in the amount of $175,696.32, one vehicle from Winner Chevrolet Inc in the amount of $68,219.86, and an additional $94,872.64 for vehicle upfitting from Lehr Upfitters for a total cost of $388,788.82.

Dated: June 17, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
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AGENDA ITEM C.10

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution of the Lodi City Council Authorizing the Interim City Manager to Execute Purchase Agreement for Personnel Safety Equipment with LC Action Police Supply of San Jose, CA, in the Amount of $500,000 Over Five Years (PD)
MEETING DATE:

June 17, 2026
PREPARED BY:

Andrea Morales, Administrative Assistant
RECOMMENDED ACTION:

Adopt Resolution of the Lodi City Council Authorizing the Interim City Manager to Execute Purchase Agreement for Personnel Safety Equipment with LC Action Police Supply of San Jose, CA, in the Amount of $500,000 Over Five Years.

BACKGROUND INFORMATION:

The Lodi Police Department (LPD) provides each sworn officer with essential safety equipment, including protective body armor vests, duty belts, holsters, flashlights, batons, and weapons. LPD routinely evaluates and replaces safety equipment to ensure City employees are equipped with reliable and industry-standard protective gear that is in compliance with current law enforcement standards and training requirements.

Maintaining uniforms with consistent manufacturers, makes, and models for our equipment is critical to ensure all officers have the same equipment and can be adequately trained on its use.

LC Action Police Supply, located in San Jose, California, is a qualified vendor specializing in law enforcement equipment and public safety supplies. They have supplied equipment to numerous law enforcement agencies throughout California. The City has utilized LC Action Police Supply for more than fifteen (15) years.

Throughout these years, the vendor has consistently provided dependable service, competitive pricing, timely delivery, and equipment that meets departmental standards and compatibility requirements. Continued use of the same vendor supports consistency of equipment issued to employees, ensuring consistent training, maintenance, replacement, and operational efficiency.

The supplies and equipment purchases will adhere to the City’spurchasing policy over the next five years and will not exceed $500,000. Approval of this agreement establishes a contractual purchasing mechanism for police supplies and equipment over the next five years, allowing the Police Department to efficiently procure operationally necessary items without returning to City Council for individual purchase approvals, provided purchases remain within the approved budget appropriations and purchasing authority limits.

The agreement does not obligate the City to purchase exclusively from the selected vendor. The Police Department will continue to evaluate pricing, product availability, and operational needs and may procure supplies from alternative vendors when doing so is determined to be fiscally advantageous or otherwise in the City's best interest. Staff will remain responsible for ensuring that purchases comply with the City's purchasing City of Lodi Printed on 6/12/2026Page 1 of 2
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COUNCIL COMMUNICATION
policies and procedures.

By establishing this agreement, the City gains the administrative efficiency of a pre-approved purchasing source while maintaining the flexibility to seek competitive pricing and alternative procurement options when appropriate. This approach reduces the number of routine procurement items requiring Council consideration, allowing staff to respond more quickly to operational needs while continuing to exercise sound fiscal stewardship.

Staff recommends Council approve the purchasing agreement with LC Action Police Supply, LTD of San Jose, CA.

FISCAL IMPACT:

Equipment costs included in the budget. No additional funding is needed.

FUNDING AVAILABLE:

Not applicable.

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY

MANAGER TO EXECUTE PURCHASE AGREEMENT FOR PERSONNEL

SAFETY EQUIPMENT WITH LC ACTION POLICE SUPPLY, LTD OF SAN JOSE, CA ($500,000)
======================================================================== WHEREAS, the Lodi Police Department provides each sworn officer with essential safety equipment , including protective body armor vests, duty belts, holsters, flashlights, batons, and weapons; and

WHEREAS, it is critical to maintain uniforms with consistent manufacturers, makes, and model numbers, for this equipment, to ensure all officers have the same equipment and can be adequately trained on its use; and

WHEREAS, LC Action Police Supply is the most cost -effective and responsive in a speedy delivery for this equipment based on price checks of specific equipment items from other vendors.; and

WHEREAS, purchasing under contract will adhere to purchase policy guidelines.

NOW, THERE FORE, BE IT RESOLVED that the Lod i City Council does hereby authorize the City Manager to Execute the Professional Services Agreement for Equipment Purchases with LC Action Police Supply, LTD of San Jose, CA; and

BE IT FURTHER RESOLVED, this agreement is approved as a five-year term not to exceed $500,000; and

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

Date: June 17, 2026
======================================================================== I hereby certify that Resolution No. 2026-____ was passed and adopted by the Lodi City Council in a regular meeting held June 17, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

244
2026-____
245
AGENDA ITEM C.11

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the Interim City Manager to Execute Amendment No. 2 to Professional Services Agreement with Telstar Instruments, of Concord, for Supervisory Control and Data Acquisition, Instrumentation, Maintenance, and Integration Services ($175,000) (PW)..end MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution authorizing the Interim City Manager to execute amendment No. 2 to Professional Services Agreement with Telstar Instruments, of Concord, for supervisory control and data acquisition, instrumentation, maintenance, and integration services, in the amount of $175,000.

BACKGROUND INFORMATION:

The City of Lodi owns and operates a number of water and wastewater facilities, which include the Surface Water Treatment Facility (SWTF), the White Slough Water Pollution Control Facility (WSWPCF), 28 groundwater wells, 17 storm water pumping stations, and 10 sewer lift stations. All of these facilities utilize a computer-monitored alarm response, control, and data acquisition system, commonly referred to as a supervisory control and data acquisition (SCADA) system. The central SCADA system for the water system and storm and sewer lift stations is located at the SWTF. WSWPCF operates independently on its own SCADA system. In addition to the current facilities monitored by SCADA, the Public Works Department has current and future projects that will require SCADA integration, such as the new 1.5 million gallon water storage tank to be located at well site No. 28. The current Professional Services Agreement with Telstar expires on June 30, 2026. Additionally, the SCADA communications hardware that allows for the remote operation of infrastructure has reached end of life and Telstar will be doing the programming of the replacement hardware for the water, storm, and sewer collections systems to allow for a seamless transition between systems.

On June 7, 2023, Council authorized the City Manager to execute a Professional Services Agreement with Telstar Instruments for supervisory control and data acquisition, instrumentation, maintenance and integration services ($225,000). The scope of work included instrument calibration, trouble-shooting, and SCADA integration services at new and existing storm water, water, and wastewater facilities. In addition, Telstar supports the City in case of emergencies.

In May of 2025, the WSWPCF had a catastrophic hardware failure with the main computer server requiring Telstar Instruments on-call emergency services. On August 20, 2025, Council authorized Amendment No. 1 to provide for additional funds ($180,000) to cover the emergency costs.

Currently, there are three capital improvement projects at the WSWPCF, and it is critical that we maintain consistency with the current integrator for a seamless transition to full operations. Telstar Instruments is a City of Lodi Printed on 6/12/2026Page 1 of 2
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consistency with the current integrator for a seamless transition to full operations. Telstar Instruments is a highly qualified SCADA service provider with experienced staff. This amendment, if approved, will provide sufficient funding for the integration of these three projects, as well as the normal on-call services necessary to maintain our system through June of 2028.

Staff recommends authorizing the Interim City Manager to execute Amendment No. 2 to Professional Services Agreement with Telstar Instruments, of Concord, for supervisory control and data acquisition and instrumentation, maintenance, and integration services, in the amount of $175,000 (for a total agreement not- to-exceed $580,000), and to extend the current agreement for two (2) years through June 30, 2028.

FISCAL IMPACT:

This work is necessary to optimize remote operation and to comply with monitoring and reporting requirements for the water and wastewater utility infrastructure. This work will not impact the General Fund.

FUNDING AVAILABLE:

Water Plant Operating Fund (56052005): $55,000
Wastewater Plant Operating Fund (53053003): $60,000
Sanitary Sewer Maintenance Fund (53053004): $15,000
Storm Water Maintenance Fund (53053005): $15,000
Water Production (56052003): $30,000
TOTAL: $175,000
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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCI L AUTHORIZING INTERIM CITY MANAGER TO EXECUTE AMENDMENT NO. 2 TO PROFESSIONAL

SERVICES AGREEMENT WITH TELSTAR INSTRUMENTS, OF CONCORD,

FOR SUPERVISORY CONTROL AND DATA ACQUISITION,

INSTRUMENTATION, MAINTENANCE, AND INTEGRATION SERVICES IN THE AMOUNT OF $175,000, FOR A TOTAL NOT -TO-EXCEED AMOUNT OF $580,000, AND EX TENDING THE TERM FOR AN ADDITIONAL TWO YEARS UNTIL JUNE 30, 2028
================================================================== ======

WHEREAS, the City of Lodi owns and operates a number of water and wastewater facilities, which include the Surface Water Treatment Facility (SWTF), the White Slough Water Pollution Control Facility (WSWPCF), 28 groundwater wells, 17 storm water pumpin g stations, and 10 sewer lift stations; and

WHEREAS, all of these facilities utilize a computer -monitored alarm response, control, and data acquisition system, commonly referred to as a supervisory control and data acquisition (SCADA) system; and

WHEREAS, on June 7, 2023, Council authorized the City Manager to execute a Professional Services Agreement with Telstar Instruments for supervisory control and data acquisition, instrumentation, maintenance and integration services , and o n September 17, 2025, the City Council approved Amendment No. 1 adding $180,000; and

WHEREAS, staff recommends authorizing the Interim City Ma nager to execute Amendment No. 2 to Professional Services Agreement with Telstar Ins truments, in the amount of $175,00.00, and to extend the term for an additional two years.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Ma nager to execute Amendment No. 2 to Professional Services Agreement with Telstar Instruments, of Concord, for super visory control and data acquisition and instrumentation, maintenance, and integration services, in the amount of $175 ,000, for a total not-to-exceed amount of $580,000, and to extend the term for an additio nal two (2) years until June 30, 2028; and

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

Dated: June 17, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026 by the following votes:

AYES: COUNCIL MEMBERS –

262
NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
263
AGENDA ITEM C.12

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing the Interim City Manager to Execute Contracts for Fiscal Year 2026/27 Contracts with United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties for Downtown Cleaning ($125,139.25), Transit Facility Cleaning ($97,123.00), and Hutchins Street Square Landscape Maintenance ($26,028.00) (PW)
MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution authorizing the Interim City Manager to execute contracts for Fiscal Year 2026/27 contracts with United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties for Downtown Cleaning in the amount of $125,139.25, Transit Facility Cleaning in the amount of $97,123.00, and Hutchins Street Square Landscape Maintenance in the amount of $26,028.00.

BACKGROUND INFORMATION:

United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties (UCP) has been working for the Public Works Department since 2000 at several City facilities. Staff is proposing to contract with UCP for downtown cleaning, transit facility cleaning, and Hutchins Street Square landscape maintenance. Work takes place Monday through Friday for the downtown area and addresses street furniture, trash, litter, spills, and leaf removal. The Transit Facilities cleaning occurs weekly and addresses the grounds surrounding Lodi Transit Station, the Lodi Transit Station Parking Structure, and sheltered bus stops. The work at Hutchins Street Square includes bi-weekly landscape maintenance, such as weeding, shrub trimming, and debris removal.

The UCP program provides meaningful work for the disabled. Each UCP crew generally includes four (4) persons plus a supervisor. The program includes transportation and direct supervision for the crew at the following hourly rates:

Location FY 2026/2027
Downtown Cleaning $120.50/crew
Transit Facility Cleaning $120.50/crew
Hutchins Street Square Landscape $120.50/crew
UCP is the only known nonprofit organization that pays the disabled the State minimum wage. Other organizations are known to pay crew members less and cite additional benefits such as training, transportation, supervision, and overhead as reasons for below-minimum wage compensation. In addition to strengthening the self-esteem of these crew members, the citizens of Lodi continue to receive excellent services. The average increase in cost over last year is approximately 1.3%, which is primarily related to State City of Lodi Printed on 6/12/2026Page 1 of 2
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services. The average increase in cost over last year is approximately 1.3%, which is primarily related to State mandated minimum wage increases.

Per Lodi Municipal Code Section 3.20.070, Bidding, the bidding process may be dispensed when the City Council determines that the purchase or method of purchase is in the best interests of the City. Staff recommends waiving the method of receiving competitive bids since it is advantageous for the City.

FISCAL IMPACT:

These contracts have minimal long-term cost impacts, however maintaining a clean downtown core, transit facility, and Hutchins Street Square enhances the appearance of Lodi. Failing to maintain, or reducing maintenance services in these areas, may result in decreased visitation and sales tax generation. This project does not impact the General Fund.

FUNDING AVAILABLE:

Budgets for these contracts are included in the Fiscal Year 2026/27 operating budgets, as follows:

Downtown Cleaning: $119,054.00 - Street Fund (30156003) Transit Facility Cleaning: $97,123.00 - Transit Fund (60054104) Hutchins Street Square
Landscape Maintenance: $26,028.00- HSS Fund (20071402)
Library: $6,085.25- Library (12090000)
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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING INTERIM CITY MANAGER TO EXECUT E CONTRACTS FOR FISC AL YEAR 2026/27 WITH

UNITED CEREBRAL PALSY OF SAN JOAQUIN, AM ADOR, AND CALAVERAS COUNTIES FOR DOWNTOWN CL EANING ($125,139.25), TRANSIT FACILITY CLEANING ($97,123.00 ), AND HUTCHINS STRE ET SQUAR E LANDSCAPE MAINTENANCE ($26,028.00)
========================================================================

WHEREAS, United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties (UCP) has been working for the Public Works Department since 2000 at several City facilities ; and

WHEREAS, Staff is proposing to contract with UCP for downtown cleaning, transit facility cleaning, and Hutchins Street Square landscape maintenance; and

WHEREAS, UCP is the only known nonprofit organization that pays the disabled the State minimum wage and provides meaningful work for the disabled. Each UCP crew generally includes four persons plus a supervisor. The program includes transportation and dire ct supervision for the crew at the following hourly rates:

WHEREAS, Per Lodi Municipal Code Section 3.20.070, Bidding, the bidding process may be dispensed when the City Council determines that the purchase or method of purchase is in the best interests of the City; and

WHEREAS, staff recommends authorizing the Interim City Manager to execute contracts for Fiscal Year 2026/27 with United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties for Downtown Cleaning in the amount of $125,139.25 , Transit Facility Cleaning in the amount of $97,123.00 , and Hutchins Street Square Landscape Maintenance in the amount of $26,028.00.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the Interim City Manager to execute contracts for Fiscal Year 2026/27 with United Cerebral Palsy of San Joaquin, Amador, and Calaveras Counties for Downtown Cleaning in the amount of $125,139.25, Transit Facility Cleaning in the amount of $97,123.00, and Hutchins Street Square Landscape Maintenance in the amount of $26,028.00; and

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

Dated: June 17, 2026
======================================================================== Location FY 2026/2027
Downtown Cleaning $120.50/crew
Transit Facility Cleaning $120.50/crew
Hutchins Street Square Landscape $120.50/crew
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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 17, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
296
AGENDA ITEM C.13

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Approving 2026/2027 Pavement Resurfacing Project for Road Repair and Accountability Act of 2017 Funding FY 2026/27 (PW)
MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution approving 2026/2027 Pavement Resurfacing Project for Road Repair and Accountability Act of 2017 funding FY 2026/27.

BACKGROUND INFORMATION:

The Road Repair and Accountability Act of 2017, Senate Bill 1 (SB1), provides the City with State transportation funding through an increase in the Gas Tax.

SB1 guidelines require that prior to receiving an apportionment of funds for this fiscal year, agencies must prepare and submit a list of proposed SB1-funded projects to the California Transportation Commission. All proposed projects must also be included or amended into the City’sadopted budget each year. The City is proposing to use the Fiscal Year 2025/26 allocation (estimated $1,800,830) to conduct the 2026/2027 Pavement Resurfacing Project.

The 2026/2027 Pavement Resurfacing Project, programmed for Fiscal Year 2026/27, will resurface numerous streets throughout the City as listed below and shown on Exhibit A. The work will also include pavement repair, pavement striping, and other miscellaneous and related work.

Mills Avenue (Lodi Ave - Turner Rd)
Tokay Street (Ham Ln - Lower Sacramento Rd)
Cabrillo Circle (Lodi Ave - Shady Acres Dr.)
Shady Acres Drive (Cabrillo Cir - Mills Ave)
La Vida Drive (Cabrillo Cir - End)
Krismont Street (Cabrillo Cir - Lodi Ave)
Bella Vista Drive (Cabrillo Cir - End)
Del Mont Street (Cabrillo Cir - Lodi Ave)
La Seffa Drive (Cabrillo Cir - End)
Wood Drive (Cabrillo Cir - Lodi Ave)
These streets were selected based on the Public Works Engineering staff’sstandard resurfacing selection process. That process utilizes a list of streets that has been developed over the past 10 years, which is based on resident complaints and staff observations. Staff also utilizes our pavement management software to identify streets that appear to be good candidates for the resurfacing. All of those streets are then inspected by City of Lodi Printed on 6/12/2026Page 1 of 2
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identify streets that appear to be good candidates for the resurfacing. All of those streets are then inspected by the engineering staff and are rated (compared to the other streets on the list). The worst rated streets/areas are included in that year’sresurfacing project. The streets that are not included remain on the list (indefinitely) to be reviewed each year.

Staff will return to Council at a later date to approve specifications, authorize advertisement for bids and to award the contract, once the specifications and estimates are complete. The work is anticipated to be performed in the Spring/Summer of 2027.

FISCAL IMPACT:

This item has no direct long-term cost implications, however SB 1 funding has been instrumental in addressing pavement maintenance needs within the City of Lodi. If these funds are not utilized for resurfacing, there would be future costs associated with pavement failures and/or more expensive repair method requirements.

FUNDING AVAILABLE:

Funding will be budgeted in Fiscal Year 2026/27 Road Repair and Accountability Act (30499000.77020).

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING 2026/2027

PAVEMENT RESURFACING PROJECT FOR ROAD RE PAIR AND
ACCOUNTABILITY ACT OF 2017 FUNDING FY 2026/27
======================================================================== WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017, to address the significant multi-modal transportation funding shortfalls statewide; and

WHEREAS, SB 1 guidelines require that prior to receiving an apportionment of funds for this fiscal year, agencies must prepare and submit a list of proposed SB1-funded projects to the California Transportation Commission; and

WHEREAS, the City must adopt, by resolution, a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and

WHEREAS, the City will receive an estimated $1,800,830 in RMRA funding in Fiscal Year 2026-27 from SB-1; and

WHEREAS, staff recommends adoption of a resolution approving 2026/2027 Pavement Resurfacing Project for Road Repair and Accountability Act of 2017 Funding FY 2026/27.

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

1. The foregoing recitals are true and correct.

2. The following list of newly proposed projects will be funded in -part or solely with Fiscal Year 2026-27 Road Maintenance and Rehabilitation Account revenues:

2026/27 Pavement Resurfacing Project for Road Repair and Accountability Act of 2017 funding, in the amount of $1,800,830. The work includes resurfacing numerous streets through the City (as listed below). The work will also include pavement repair, pavement restriping, and other miscellaneous and related work.

Mills Avenue (Lodi Ave – Turner Rd)
Tokay Street (Ham Ln – Lower Sacramento Rd)
Cabrillo Circle (Lodi Ave – Shady Acres Dr.)
Shady Acres Drive (Cabrillo Cir – Mills Ave)
La Vida Drive (Cabrillo Cir – End)
Krismont Street (Cabrillo Cir – Lodi Ave)
Bella Vista Drive (Cabrillo Cir – End)
Del Mont Street (Cabrillo Cir – Lodi Ave)
La Setta Drive (Cabrillo Cir – End)
Wood Drive (Cabrillo Cir – Lodi Ave)

300

3. The pavement project will improve the ride quality and extend the pavement life for 10 years.

4. The work is anticipated to be performed September 2026 through May 2027 based on the components being funded with RMRA funds.

Dated: June 17, 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 17, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
301
AGENDA ITEM C.14

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Authorizing Appropriation Adjustments for Hutchins Street Resurfacing Project ($129,165) (PW)
MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a Resolution authorizing appropriation adjustment for Hutchins Street Resurfacing Project ($129,165).

BACKGROUND INFORMATION:

On May 7, 2025, the City Council awarded the Hutchins Street Resurfacing Project which included localized pavement repair and application of approximately 31,000 square yards of rubberized asphalt cape seal and fiberized slurry seal on Hutchins Street from Lodi Avenue to Kettleman Lane. Then on November 5, 2025, Council accepted the completed improvements. At the time of contract award, project appropriations were established based on the assumption that the City would provide the required local match to the Federal grant award.

Following project completion and acceptance, the City submitted its final reimbursement request to the California Department of Transportation (Caltrans) for eligible Federal grant expenditures (Fund 307). During the final reconciliation process, staff determined that additional Federal grant funds were available for reimbursement. However, the associated expenditures had previously been charged to the Local Gas Tax Fund (Fund 302) as part of the City's anticipated local match.

The requested appropriation adjustment will recognize the additional Federal reimbursement revenue and allow the transfer of the corresponding expenditures from the Local Gas Tax Fund to the Federal grant project account. This adjustment ensures project costs are accurately aligned with their funding sources and makes the Local Gas Tax funds available for use on other eligible transportation projects.

FISCAL IMPACT:

The requested appropriation adjustment will increase the Federal grant project budget to recognize the additional reimbursement revenue available under the grant and release expense from the Local Gas Tax Fund. In addition, the adjustment provides authority to reallocate eligible project expenditures from the Local Gas Tax Fund (Fund 302) to the Federal grant project account (Fund 307) to align project costs with the funding source ultimately used to pay for those expenditures.

FUNDING AVAILABLE:

Description Amount Account Project Action
Federal Transportation Improvement Program 129,165$ 30799000.77020PWST-25003.Contracts.Federal Increase Gas Tax 2103 129,165$ 30299000.77020PWST-25003.Contracts.Gas TaxDecreaseCity of Lodi Printed on 6/12/2026Page 1 of 2 powered by Legistar™
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Description Amount Account Project Action
Federal Transportation Improvement Program 129,165$ 30799000.77020PWST-25003.Contracts.Federal Increase Gas Tax 2103 129,165$ 30299000.77020PWST-25003.Contracts.Gas TaxDecrease City of Lodi Printed on 6/12/2026Page 2 of 2
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Project Title: CIP List Proj #332
Section I: Description District Nos: 3 Project Length Priority Section II: Estimated Projec
Expenditure Prior Years FY 23/24
Estimate
FY 24/25
Budget
FY 25/26 FY 26/27 FY 27/28 FY 28/29 Future Yrs Total
Contracts -$ 1,500,476$ 129,165$ 1,629,641$ Internal Staff -$ 20,000$ 20,000$ -$ -$
-$ -$
-$ -$
Total Capital Costs -$ -$ 1,520,476$ 129,165$ -$ -$ -$ -$ 1,649,641$ Section III: Funding Source
Funding Source(s) Prior Years FY 23/24
Estimate
FY 24/25
Budget
FY 25/26 FY 26/27 FY 27/28 FY 28/29 Future Yrs Total
302 - Gas Tax 2103 -$ 185,866$ 185,866$ 307- Federal Streets -$ 1,334,610$ 129,165$ 1,463,775$ -$ -$
-$ -$
Total Project Financing -$ -$ 1,520,476$ 129,165$ -$ -$ -$ -$ 1,649,641$ Capital Improvement Plan
FY 2024-2025
6/17/26 Council meeting, appropriate additional federal funds for Federal grant received.

Additional Information
Justification/factor driving project
Localized pavement repair and application of approximately 31,000square yards of rubberized asphalt cape seal and fiberized slurry seal on Hutchins Street from Lodi Avenue to Kettleman Lane.

Hutchins Street Resurfacing PWST-25003Munis Project Code:
304
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING AN

APPROPRIATION ADJUSTMENT FOR THE HUTCHINS STREET
RESURFACING PROJECT IN THE AMOUNT OF $129,165
================================================================== ====== WHEREAS, on May 7, 2025, the City Council awarded the Hutchins Street Resurfacing Project, and on November 5, 2025, the City Council accepted improvements under the project ; and
WHEREAS, following project completion and final invoicing to Caltrans, additional Federal grant funds (Fund 307) were identified as available for reimbursement, but those funds had already been expensed in the local gas tax fund (Fund 302); and

WHEREAS, this appropriation adjustment will add the additional Federal funded portion and allow t he expense to be transferred to the Federal project account to offset the grant revenue already received; and

WHEREAS, staff further recommends appropriating funds in the amount of $129,165 to the Federal Transportation Improvement Plan (30799000.77020) P WST- 25003.Contracts.Federal and decreasing appropriations In the amount of $1 29,165 from Local Gas Tax (30299000.77020) PWST-25003.Contracts.Gas Tax.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize an appropriation adjustm ent for the Hutchins Street Resurfacing Project in the amount of $129,165; and

BE IT FURTHER RESOLVED, that the Lodi city Council does herby approve authority to reallocate eligible project expenditures from the Local Gas Tax Fu nd (Fund 302) to the Federa l grant project account (Fund 307) to align project costs with the funding source ultimately used to pay for those expenditures; and

BE IT FURTHER RESOLVED, that the Lodi city Council does herby appropriate funds in the amount of $129,165 as follows:

Description Amount Account Project Action
Federal Transportation Improvement Program 129,165$ 30799000.77020PWST-25003.Contracts.Federal Increase Gas Tax 2103 129,165$ 30299000.77020PWST-25003.Contracts.Gas Tax Decrease

Dated: June 17, 2026
======================================================================== I hereby certi fy th at Resolution No. 2026-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

305

OLIVIA NASHED
City Clerk

2026-_____
306
AGENDA ITEM C.15

COUNCIL COMMUNICATION
AGENDA TITLE:

Adopt a Resolution Rejecting Protest and Awarding Contract for 2026-2028 Tree Maintenance Project to Elite Maintenance & Tree Service, of Ceres ($616,700), and Authorizing City Manager to Execute Change Orders ($100,000) (PW)
MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Adopt a resolution rejecting protest and awarding contract for 2026-2028 Tree Maintenance to Elite Maintenance & Tree Service, of Ceres, in the amount of $616,700 and authorizing City Manager to execute change orders in an amount not to exceed $100,000.

BACKGROUND INFORMATION:

The Public Works Department maintains an on-call contract for citywide tree maintenance. This contract provides for the structural pruning, maintenance trimming, stump grinding, emergency calls, removal of City trees, pest control, and tree planting at various locations throughout the City for Fiscal Years 2026/27 and 2027/28. The main objective of this contract is to improve the health of our urban forest and reduce costs associated with this effort.

This on-call contract is typically used for pruning a specific section of the City (with that section changing each year), removing trees that are deemed to be hazardous, responding to trees that area causing damage to adjacent improvements (typically sidewalk), and providing emergency responses due to storm-related damage.

The initial contract term is two (2) years and includes two optional, one-year extensions, for a maximum total contract of four years.

The bid opening was held on May 8, 2026. There were six (6) bids received, with four (4) of them being deemed responsive (the other two were deemed non-responsive). The responsive bids are summarized below.

Bidder Location Bid Above/(Below)
Estimate
Engineer’s Estimate $ 784,700.00
Elite Maintenance & Tree Ceres $ 616,700.00 $(168,000.00) West Coast Arborists, Inc. Anaheim $ 684,920.00 $(99,780.00) Professional Tree Care Comp Berkeley $ 999,750.00 $ 215,050.00 New Image Landscape Comp Fremont $ 1,155,050.00 $ 370,350.00 City of Lodi Printed on 6/12/2026Page 1 of 2
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Following the bid opening, the City received a protest letter (Exhibit A) from the second lowest bidder, West Coast Arborists, Inc., dated May 8, 2026. The protest letter claimed that the bid submitted by Elite Maintenance & Tree Service does not meet the minimum qualifications required under the contract documents. In response to the protest letter, Staff investigated the allegations and determined the low bidder, Elite Maintenance & Tree Service does indeed meet the minimum qualifications required, and therefore should be awarded the contract. The details of the claims, as well as the City’sinvestigation into the specific items are addressed in the City’s response letter, dated May 28, 2026 (Exhibit B).

Staff recommends rejecting protest and awarding 2026-2028 Tree Maintenance to Elite Maintenance and Tree Service, of Ceres, in an amount of $616,700, and authorizing the City Manager to execute change orders in an amount not to exceed $100,000.

FISCAL IMPACT:

There is minimal long-term costs associated with the contract, however by performing proper tree maintenance, the City’s overall health of the City’s trees is improved, which will reduce the number of emergency calls as well as the associated liability.

FUNDING AVAILABLE:

Funding for this contract work is included in the operating budgets for Fiscal Years 2026/27 and 2027/28.

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Exhibit A
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CITY COUNCIL
Ramón Yepez , Mayor
Mikey Hothi, Mayor Pro Tempore
Cameron Bregman
Lisa Craig- Hensley
Alan Nakanishi
Aaron M. Busch
Interim City Manager
John M. Luebberke
Interim City Attorney
Olivia Nashed
City Clerk
Sean Nathan
Interim Public Works Director
City Hall, 221 W. Pine Street, Lodi, CA 95240 • (209) 333-6702 / Fax (209) 333-6807 • Lodi.gov • [email protected] May 28, 2026
W
est Coast Arborist, Inc.

Mr. Patrick Mahoney
President
2200 E Via Burten Street
Anaheim, CA 92806
S
ubject: Bid Protest Response – 2026-2028 Tree Maintenance T
his letter is in response to your bid protest letter dated May 8 , 2026. In your letter, you indicated that the low bidder’s submittal did not meet the mandatory minimum qualifications required under the contract documents; therefore, the low bidder should not be awarded the contract. Below are your specific items of concern that Elite Maintenance & Tree Services (Elite) lack the required:

1. M
inimum two (2) years of experience performing municipal/public agency tree inventories;

2. Experience developing urban forest inventory databases;

3. Experience maintaining GIS-compatible tree inventory systems; and

4. Completion of comprehensive tree inventory database projects for at least two California cities.

S
taff conducted a thorough evaluation of the low bidder, Elite, in order to determine if they do indeed meet the minimum qualifications required under the contract documents. The City contacted multiple references provided by Elite to verify their experience. The references consisted of public agencies , in California, that confirmed Elite has maintained their tree inventories for more than two years on a GIS-compatible system.

I
n addition, Staff met with Elite, where they provided a clear demonstration of their tree care management software, showing the actual databases being used for multiple agencies (in California). The meeting confirmed that the software they use is capable of collecting the required data specified in the contract documents.

B
ased on this evaluation, Staff is recommending that City Council reject the protest submitted by West Coast Arborist, and awarding the contract to Elite.

S
incerely,
A
lice Bernardino
Exhibit B
312
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE CITY

MANAGER TO REJECT A BID PROTEST AND AWARD A CONTRACT FOR THE 2026–2028 TREE MAINTENANCE PROJECT TO ELITE MAINTENANCE & TREE SERVICE, OF CERES, IN THE AMOUNT OF $61 6,700, A ND TO EXECUTE CHANGE ORDERS IN AN AMOUNT NOT TO EXCEED $100,000 ================================================================== ======

WHEREAS, the Public Works Department utilizes a contract for structural pruning, maintenance trimming, stump g rinding, emergency calls, tree removals, pest control, and tree planting at various locations throughout the City; and

WHEREAS, the bid opening was held on May 8, 2026, and four responsive and responsible bids were received, with Elite Maintenance & Tree Service submitting the lo west responsive bid of $616,700; and

WHEREAS, a protest was submitted by West Coast Arborists, Inc., on May 8, 2026, alleging the low bidder did not meet minimum qualifications, and staff determined through investigation that Elite Maintenance & Tree Service does meet the required qualifications; and

WHEREAS, staff recommends rejecting the protest, awarding the 2026 –2028 Tree Maintenance Project to Elite Maintenance & Tree Service, of Ceres, in the amount of $616,700, and authoriz ing the City Manager to execute change orders in an amount not to exceed $100,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby reject the protest submitted by West Coast Arborists, Inc., and award the 2026 –2028 Tree Maintenance Project contract to Elite Maintenance & Tree Service, of Ceres, with an initial two-year term and up to two optional one -year extensions in the amount of $616,700, and authorize the City Manager to execute change orders in a n amount not to exceed $100,000; and

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (Res. No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above -referenced document(s) that do not alter the comp ensation or term, and to mak e clerical corrections as necessary.

Dated: June 17, 2026
========================================================================

I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

313
ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
314
AGENDA ITEM C.16

COUNCIL COMMUNICATION
AGENDA TITLE:

Approve Specifications and Authorize Advertisement for Bids for 2026-2028 Citywide On-Call HVAC Services; Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($700,000) (PW) MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Approve Specifications and Authorize Advertisement for Bids for 2026-2028 Citywide On-Call Heating, Ventilation, and Air Conditioning (HVAC) Services; Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder in an amount not to exceed $700,000 BACKGROUND INFORMATION:

The Public Works Facilities Division utilizes a contract for maintenance and replacement of the heating, ventilation, and air conditioning (HVAC) systems citywide on an as-needed basis. This contract will have an initial period of two (2) years, ending on June 30, 2028. The contract will have three (3) optional one-year extensions for a total maximum term of five (5) years.

The specifications are on file in the Public Works Department. The planned bid opening date is July 15, 2026.

The contract estimate is $300,000 annually.

Staff recommends approving specifications and authorize advertisement for bids for 2026-2028 Citywide HVAC Services, and adopting a resolution authorizing City Manager to award Contract to lowest responsive bidder, in an amount not to exceed $700,000.

FISCAL IMPACT:

This item has minimal long-term fiscal impacts, however, failure to properly maintain and/or replace the city’s HVAC systems in a timely manner may render a facility unusable. This contract allows those repairs and/or replacements to be made in a timely manner.

FUNDING AVAILABLE:

Funding for this work comes from adopted operating budgets for Fiscal Years 2026/27 and 2027/28.

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE INTERIM CITY MANAGER TO AWARD A CONTRACT FOR 2026 –2028 CITYWIDE

ON-CALL HVAC SERVICES TO THE LOWEST RESPONSIVE BIDDER IN AN AMOUNT NOT TO EXCEED $700,000
======================================================================== WHEREAS, the Public Works Facilities Division requires ongoing, as -needed maintenance and replacement of heating, ventilation, and air conditioning ( HVAC) systems citywide on an as-needed basis; and

WHEREAS, the specifications are on file in the Public Works Department, t he planned bid opening date is July 15, 2026, and the estimated annual contract cost is $300,000 ; funding for this work is included in the adopted operating budgets for Fiscal Years 2026/ 27 and 2027/28; and

WHEREAS, staff recommends approving the specifications, authorizing advertisement for bids, and authorizing the City Manager to award the contract to the lowest responsive bidder in an amount not to exceed $700,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the specifications and authorize advertisement for bids for the 2026 –2028 Citywide On -Call HVAC Services contract, and further does hereby authorize the City Manager to award the contract to the lowest responsive bidder with an initial two-year term ending June 30, 2028, and up to three optional one-year extensions for a maximum term of five years , in an amount not to exceed $700,000; and

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

Dated: June 17, 2026
======================================================================== I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
316
AGENDA ITEM C.17

COUNCIL COMMUNICATION
AGENDA TITLE:

Approve Specifications and Authorize Advertisement for Bids for 2026-2029 Citywide Fire Alarm Monitoring; Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder ($200,000) (PW) MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Approve Specifications and Authorize Advertisement for Bids for 2026-2029 Citywide Fire Alarm Monitoring; Adopt Resolution Authorizing City Manager to Award Contract to Lowest Responsive Bidder in an amount not to exceed $200,000
BACKGROUND INFORMATION:

The Public Works Facilities Division utilizes a contract for citywide fire alarm system monitoring and maintenance on an as-needed basis. The current contract for this work will expire on June 30, 2026. This new contract will have an initial period of three (3) years, ending on June 30, 2029. The contract will have two (2) optional one-year extensions for a total maximum term of five (5) years.

The specifications are on file in the Public Works Department. The planned bid opening date is July 15, 2026.

The contract estimate is $20,000 annually, however, a new company would require up-front panel replacements.

Staff recommends approving specifications and authorize advertisement for bids for 2026-2029 Citywide Fire Alarm Monitoring, and adopting a resolution authorizing City Manager to award contract to lowest responsive bidder, in an amount not to exceed $200,000.

FISCAL IMPACT:

This item has minimal long-term fiscal impacts, however, it is necessary for the monitoring of the city’sfire alarm systems on various city-owned facilities.

FUNDING AVAILABLE:

Funding for this work comes from adopted operating budgets for Fiscal Years 2026/27, 2027/28, and 2028/29.

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RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE CITY MANAGER T O AWARD A CONTRACT FOR 2026 –2029 CITYWIDE FIRE

ALARM MONITORING TO THE LOWEST RESPONSIVE BIDD ER IN AN AMOUNT NOT TO EXCEED $200,000
======================================================================== WHEREAS, the Public Works Facilities Division utilizes a contract for citywide fire alarm system monitoring and maintenance on an as-needed basis; and

WHEREAS, the specifications are on file in the Publi c Works Department, the planned bid opening date is July 15, 2026, and the estimated annual contract cost is $20,000, with potential up -front panel re placement costs with a new company ; the funding for this work is included in the adopted operating budgets for Fiscal Years 2026/27, 2027/28, and 2028/29; and

WHEREAS, staff recommends approving the specifications, authorizing advertisement for bids, and authorizing the City Manager to award the contract to the lowest responsive bidder in an amount not to exceed $200,000.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the specifications and authorize advertis ement for bids for the 2026 –2029 Citywide Fire Alarm Monitoring contract, and further does hereby authorize the City Manager to awa rd the contract to the lowest responsive bidder with an initial three-year term ending June 30, 2029, and up to two optional one-year extensions for a maximum term of five years in an amount not to exceed $200,000; and

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

Dated: June 17, 2026
======================================================================= I hereby certi fy that Resolution No. 2026-__ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026 by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
318
AGENDA ITEM C.18

COUNCIL COMMUNICATION
AGENDA TITLE:

Appoint Eve Melton and Nancy Gonzalez St. Claire to the Library Board of Trustees (CLK) MEETING DATE:

June 17, 2026
PREPARED BY:

Olivia Nashed, City Clerk
RECOMMENDED ACTION:

Appoint Eve Melton and Nancy Gonzalez St. Claire to the Library Board of Trustees.

BACKGROUND INFORMATION:

The City Council directed the City Clerk to post for Library Board of Trustees vacancies and expiring terms on January 7, 2026. The Library Board of Trustees has two vacancies, one due to a resignation and one due to an expiring term. Two applications were received. The Mayor reviewed the applications, conducted interviews, and recommends the City Council concur with the appointments as detailed below. With the adoption of these appointments, the Library Board of Trustees will be at full capacity once again.

Government Code Section 54970 et seq. requires that the City Clerk post for vacancies to allow citizens interested in serving to submit an application.

APPOINTMENTS:

LIBRARY BOARD OF TRUSTEES
Eve Melton Term to expire - July 1, 2029 (Reappointment) Nancy Gonzalez St. Claire Term to expire - July 1, 2027 (Filling Vacancy) FISCAL IMPACT:

Not applicable.

FUNDING AVAILABLE:

Not applicable.

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AGENDA ITEM F.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Public Hearing to Consider Resolution Adopting Final Engineer’s Annual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1, Fiscal Year 2026/27; and Ordering the Levy and Collection of Assessments (PW)
MEETING DATE:

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Public Hearing to consider resolution adopting Final Engineer’sAnnual Levy Report for Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1, Fiscal Year 2026/27; and ordering the levy and collection of assessments.

BACKGROUND INFORMATION:

Over the past 20 years, the City Council has formed a total of 16 zones of the Lodi Consolidated Landscape Maintenance Assessment District No. 2003-1 (District). The scope of maintenance activities funded by the District includes landscape and irrigation, masonry block walls, and street parkway trees. The activities and levy amounts vary by zone, as described in the City of Lodi, Consolidated Landscape Maintenance Assessment District No. 2003 1, Annual Report (Report), Fiscal Year 2026/27.

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

The cost of maintenance increased slightly compared to last year; however, it is still more than the amount being assessed to the district. Similar to last year, the account has a substantial reserve, generated over many years, which will be utilized to allow the individual zone and the total District’sassessment for Fiscal Year 2026/27 to remain unchanged from Fiscal Year 2025/26. Staff intends to utilize the reserve to offset annual increases until such time that the reserve is reduced to an appropriate level. At that time, the assessment will be adjusted as necessary.

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

The District’sFiscal Year 2026/27 budget is provided in Exhibit A. The Engineers Report is provided in Exhibit B.

FISCAL IMPACT:

Funding for District maintenance and the preparation of the Report are included in the assessments. The City of Lodi Printed on 6/12/2026Page 1 of 2
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COUNCIL COMMUNICATION
Funding for District maintenance and the preparation of the Report are included in the assessments. The General Fund will contribute $858.16 this year to account for maintenance costs that do not exclusively benefit the District.

FUNDING AVAILABLE:

Funding is available to continue the existing level of maintenance in the District. This funding is being provided from the current assessment and from existing District reserves.

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Assessment District Budget Estimate
Description
Annual Maintenance FY  26/27
Landscape
Maintenance $39,277.73
Contingency $3,927.77
Reserve $0.00
Total Landscape $43,205.50
Street Parkway Trees
Maintenance $1,000.00
Contingency $100.00
Total Parkway Trees $1,100.00
Masonry Walls
Repair/Maintenance/Graffiti Removal $1,000.00
Contingency $100.00
Reserve $0.00
Total Masonry Walls $1,100.00
Total Annual Maintenance $45,405.50
General Benefit Contribution ($858.16)
Total Assessable Annual Maintenance $44,547.34

Incidentals
Consultant Fees $14,500.00
City Administrative Fees @ 5% $2,227.37
Publication $1,500.00
County Collection Fees $338.39
Total Incidentals $18,565.76
Total Assessable Annual Costs $63,113.09
Surplus from Previous Fiscal Year: ($28,986.83)
Total Annual Assessment $34,126.26
322
nbsgov.com
Prepared by:

Fiscal Year 2026/27 Engineer’s Report for:

Consolidated Landscape Maintenance
District No. 2003-1
April 2026
Exhibit B
323

CITY OF LODI
CONSOLIDATED LANDSCAPE MAINTENANCE DISTRICT NO. 2003-1

Kyle Stock, Financial Analyst
221 W. Pine Street
Lodi, California 95240
Phone - (209) 333-6800
Fax - (209) 333-6710

CITY COUNCIL
Ramon Yepez, Mayor
Mikey Hothi, Mayor Pro Tempore
Cameron Bergman, Council Member
Alan Nakanishi, Council Member
Lisa Craig, Council Member

CITY STAFF
Aaron Busch, Interim City Manager
Olivia Nashed, City Clerk
John M. Luebberke, Interim City Attorney
Sean Nathan, Interim Public Works Director

NBS
Kristin Harvey, Client Success Ambassador
Adina McCargo, Project Manager
324

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 0

TABLE OF CONTENTS

1. Engineer’s Letter .................................................................................... ......................... 1

2. Overview ............................................................................................. ........................... 3

2.1 District Formation and Annexation History ............................................................ 3

2.2 Effect of Proposition 218 ......................................................................................... 4

3. Plans and Specifications ............................................................................. ..................... 5

4. Benefits ............................................................................................. ............................. 8

4.1 Masonry Wall Maintenance .................................................................................... 8

4.2 Landscape Maintenance ......................................................................................... 8

4.3 Street Parkway Trees Maintenance ........................................................................ 8

5. Quantification of General Benefit .................................................................... ............. 10

5.1 Introduction ........................................................................................................... 10

5.2 Separation of General Benefit ............................................................................... 10

5.3 Masonry Wall Maintenance .................................................................................. 10

5.4 Landscape Maintenance ....................................................................................... 13

5.5 Street Parkway Trees Maintenance ...................................................................... 16

5.6 Collective General Benefit ..................................................................................... 16

6. Assessment Methodology ............................................................................... .............. 18

6.1 Benefit Points ........................................................................................................ 18

6.2 Benefit Factor ........................................................................................................ 19

6.3 Benefit Units .......................................................................................................... 19

6.4 Assessment Rate Per Benefit Unit ......................................................................... 20

6.5 Adjustments to Maximum Assessments ............................................................... 20

7. Estimate of Costs .................................................................................... ...................... 23

7.1 Budget for Fiscal Year 2026/27 ............................................................................. 23

7.2 Assessment Rate Per DUE ..................................................................................... 24

8. Assessment Diagrams .................................................................................. ................. 25

9. Fiscal Year 2026/27 Assessment Roll .................................................................. ........... 26

325

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 1

1. ENGINEER’S LETTER
WHEREAS , on June 3, 2026, the City Council (the “Council”) of the City of Lodi (the “City”), under the Landscaping and Lighting Act of 1972 (the “Act”), adopted a resolution initiating proceeding for the levy and collection of assessments for the Lodi Consolidated Landscape Maintenance District No. 2003-1 (the “District”), Fiscal Year 2026/27.

WHEREAS , said resolution ordered NBS to prepare and file a report, in accordance with §22567 of the Act, concerning the assessment of the estimated costs of operating, maintaining, and servicing the improvements within the District for the fiscal year commencing July 1, 2026, and ending June 30, 2027.

NOW THEREFORE , the following assessments are made to finance the operation, maintenance, and servicing of the improvements within the District:

DESCRIPTION AMOUNT
Zone 1 - Total Assessment $4,073.70
Dwelling Unit Equivalents 74.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 2 - Total Assessment $7,321.65
Dwelling Unit Equivalents 133.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 3 - Total Assessment $734.00
Dwelling Unit Equivalents 40.000
Assessment per Dwelling Unit Equivalent $18.35

Zone 4 - Total Assessment $623.90
Dwelling Unit Equivalents 34.000
Assessment per Dwelling Unit Equivalent $18.35

Zone 5 - Total Assessment $12,276.15
Dwelling Unit Equivalents 223.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 6 - Total Assessment $4,404.00
Dwelling Unit Equivalents 80.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 8 - Total Assessment $935.85
Dwelling Unit Equivalents 17.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 9 - Total Assessment $201.85
Dwelling Unit Equivalents 11.000
Assessment per Dwelling Unit Equivalent $18.35

(Continued on next page)
326

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 2

DESCRIPTION AMOUNT
Zone 11 - Total Assessment $440.40
Dwelling Unit Equivalents 8.000
Assessment per Dwelling Unit Equivalent $55.05

Zone 13 - Total Assessment $1,708.46
Dwelling Unit Equivalents 93.104
Assessment per Dwelling Unit Equivalent $18.35

Zone 14 - Total Assessment $587.20
Dwelling Unit Equivalents 16.000
Assessment per Dwelling Unit Equivalent $36.70

Zone 15 - Total Assessment $665.52
Dwelling Unit Equivalents 36.268
Assessment per Dwelling Unit Equivalent $18.35

Zone 16 - Total Assessment $153.40
Dwelling Unit Equivalents 8.360
Assessment per Dwelling Unit Equivalent $18.35

I, the undersigned, respectfully submit this Report and, to the best of my knowledge, information, and belief, the assessments and assessment diagrams herein have been computed and prepared in accordance with the order of the Council.

Sean Nathan, Interim Director of Public Works

Date Seal
327

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 3

2. OVERVIEW
This Report describes the District and details the assessments to be levied against the parcels for Fiscal Year 2026/27. Such assessments account for all estimated direct and incidental expenses, deficits/surpluses, revenues, and reserves associated with the improvements’ operation, servicing, and maintenance.

The word “parcel” for this Report refers to an individual property that has been assigned an Assessor’s Parcel Number by the San Joaquin County (the “County”) Assessor. The County Auditor-Controller uses the Assessor’s Parcel Numbers and specific Tax Codes to identify the parcels assessed on the County Tax Roll within special benefit districts.

2.1 District Formation and Annexation History
The District is currently comprised of 13 distinct Zones within the City. New Zones may be annexed into the District if approved via property owner balloting proceedings.

ZONES 1 AND 2
A report was prepared in 2003 for Zones 1 and 2. Property owner balloting proceedings were conducted for the Fiscal Year 2004/05 assessment. After attaining property owner approval, the City began levying and collecting these assessments on the County Tax Roll to provide continuous funding for the related improvements.

ZONES 3 THROUGH 6
In 2004, separate reports were prepared for Zones 3 through 6. Property owner balloting proceedings were conducted within Zones 3 and 4 for the Fiscal Year 2004/05 assessment and within Zones 5 and 6 for the Fiscal Year 2005/06 assessment. After attaining property owner approval, the City began levying and collecting these assessments on the County Tax Roll to provide continuous funding for the related improvements.

ZONES 8, 9, AND 11
A separate report was prepared in 2005 for Zones 8, 9, and 11. Property owner balloting proceedings were conducted for the Fiscal Year 2005/06 assessment. After attaining property owner approval, the City began levying and collecting these assessments on the County Tax Roll to provide continuous funding for the related improvements.

ZONE 13
A separate engineer’s Report was prepared in 2007 for Zone 13. Property owner balloting proceedings were conducted for the Fiscal Year 2007/08 assessment. After attaining property owner approval, the City began levying and collecting these assessments on the County Tax Roll to provide continuous funding for the related improvements.
328

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 4

ZONES 14 THROUGH 16
A separate engineer’s Report was prepared in 2008 for Zones 14 through 16. Property owner balloting proceedings were conducted for the Fiscal Year 2008/09 assessment. After attaining property owner approval, the City began levying and collecting these assessments on the County Tax Roll to provide continuous funding for the related improvements.

2.2 Effect of Proposition 218
On November 5, 1996, California voters approved Proposition 218 (Government Code commencing with Section 53739) by a margin of 56.5% to 43.5%. The provisions of the Proposition, now a part of the California Constitution, add substantive and procedural requirements to assessments which affect the City’s landscape maintenance assessments.

The Act, Article XIIID of the Constitution of the State of California, and the Proposition 218 Omnibus Implementation Act are referred to collectively as the “Assessment Law.” 329

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 5

3. PLANS AND SPECIFICATIONS
The facilities operated, serviced, and maintained within each Zone are generally described as follows:

ZONE 1 – ALMONDWOOD ESTATES

1. A masonry wall and 13.5’ wide landscaping area along the east side of Stockton Street from the project’s northern boundary towards Almond Drive, including the angled corner section at Elgin Avenue, approximately 1,220 linear feet.

2. A masonry wall and 13.5’ wide landscaping area along the north side of Almond Drive from the project’s eastern boundary moving towards Stockton Street, including the angled corner sections at Blackbird Place and Stockton Street, approximately 340 linear feet.

3. Street parkway trees are located within the public street within the Zone 1 boundary.

ZONE 2 – CENTURY MEADOWS ONE, UNITS 2 & 3

1. A masonry wall and 13.5’ wide landscaping area a long the north side of Harney Lane from the project’s eastern boundary to the western boundary, including the two angled corner sections at Poppy Drive, approximately 1,200 linear feet.

2. Street parkway trees located within the public s treet within the Zone 2 boundary.

ZONE 3 – MILLSBRIDGE II

1. Street parkway trees located within the public s treet within the Zone 3 boundary.

ZONE 4 – ALMOND NORTH

1. Street parkway trees located within the public s treet within the Zone 4 boundary.

ZONE 5 – LEGACY ESTATES I & II AND KIRST ESTATES
Legacy Estates I

1. A masonry wall and 13.5’ wide landscaping strip, divided by a 4-foot-wide meandering sidewalk, along the north side of Harney Lane at the back of lots 10-24 of Legacy Estates I, approximately 950 linear feet.

2. Street parkway trees located within the public s treet within the Zone 5 boundary.

Legacy Estates II

1. A masonry wall and 13.5’ wide landscaping strip, divided by a 4-foot-wide meandering sidewalk, along the west side of Mills Avenue from the project’s southern boundary on Mills Avenue to the intersection of Wyndham Way, approximately 590 linear feet.

2. A masonry wall and 13.5’ wide landscaping strip, divided by a 4-foot-wide meandering sidewalk, along the north side of Harney Lane at the back of lots 69-77 of Legacy Estates II, approximately 525 linear feet.

3. Street parkway trees located within the public s treet within the Zone 5 boundary.

Kirst Estates

1. Street parkway trees located within the public s treet within the Zone 5 boundary. 330

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 6 ZONE 6 – THE VILLAS

1. A masonry wall and 8.5’ wide landscaping area al ong the east side of Panzani Way from the project’s south boundary to the intersection of Porta Rosa Drive, approximately 120 linear feet.

2. A masonry wall and 27.5 to 43.0-foot variable wi dth landscaping strip, divided by a 4.0-foot-wide meandering sidewalk along the north side of Harney Lane from Panzani Way to the frontage road, approximately 425 linear feet.

3. A masonry wall and 15.0 to 44.0-foot variable-wi dth landscaping strip, divided by a 4.0-foot-wide meandering sidewalk, along the west of the frontage road and the east side of San Martino Way from Harney Lane to the project’s north boundary, approximately 700 linear feet.

4. Parcel B, between lots 1 and 50, is a variable-w idth landscaping strip, approximately 250 linear feet.

5. Street parkway trees located within the public s treet within the Zone 6 boundary.

ZONE 8 – VINTAGE OAKS

1. A masonry wall and 13.5’ wide landscaping strip, including a 4.0-foot-wide sidewalk, extending north and south of the future Vintage Oaks Court along the east side of S. Lower Sacramento Road for a total distance of approximately 252 linear feet.

2. A 9.5’ wide landscaping strip in the east half o f the Lower Sacramento Road median, west of the Zone 8 boundary.

3. Street parkway trees located within the public s treet (Vintage Oaks Court) within the Zone 8 boundary.

ZONE 9 – INTERLAKE SQUARE

1. Street parkway trees located within the public r ights-of-way of School Street and Park Street within the Zone 9 boundary.

ZONE 11 – TATE PROPERTY

1. A masonry wall and 13.5’ wide landscaping strip, divided by a 4.0-foot-wide meandering sidewalk, along the north side of Harney Lane, immediately east of Legacy Way, approximately 140 linear feet.

2. Street parkway trees located within the public s treet (Legacy Way) within the Zone 11 boundary.

ZONE 13 – GUILD AVENUE INDUSTRIAL

1. A 15.0-foot irrigated, landscaped strip in a 16. 0-foot median in Victor Road (Highway 12) south of the Zone 13 boundary, extending west from the current City limits for a distance of 700 feet.

2. A 28.5-foot irrigated landscape strip on the nor th side of Victor Road (Highway 12), extending westerly from the current City limits to 231 feet west of the Guild Avenue intersection centerline and having a total length of 1,485 feet.

ZONE 14 – LUCA PLACE

1. A 6.5-foot irrigated landscape strip in the east half of the Westgate Drive median, west of the Zone 14 boundary.

2. Street parkway trees located within the public s treet (Westgate Drive), within the Zone 14 boundary. 331

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 7 ZONE 15 – GUILD AVENUE INDUSTRIAL

1. A 15.0-foot irrigated, landscaped strip in a 16. 0-foot median in Victor Road (Highway 12) south of the Zone 15 boundary, extending west from the current City limits for a distance of 700 feet.

2. A 28.5-foot irrigated landscape strip on the nor th side of Victor Road (Highway 12), extending westerly from the current City limits to 231 feet west of the Guild Avenue intersection centerline and having a total length of 1,485 feet.

ZONE 16 – WEST KETTLEMAN LANE COMMERCIAL

1. A variable width (15 to 18 feet) irrigated, land scaped strip in the segmented median in W. Kettleman Lane (Highway 12) extending west from Ham Lane to Westgate Drive and having a total landscaped area of 36,505 square feet.

2. A variable width (12 to 20 feet) irrigated lands cape strip in the segmented median in Lower Sacramento Road extending south from the north boundary of parcel APN 027-410-06 (2429 W. Kettleman Lane) to the south boundary of APN 058-030-13 (1551 S. Lower Sacramento Road) and having a total landscaped area of 13,490 square feet.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 8

4. BENEFITS
The special benefits conferred from the installation and maintenance of the improvements need to be identified. The improvements shown in Section 3 are now reasonably determined to confer certain special benefits to parcels within each applicable Zone, and such special benefits are described below.

4.1 Masonry Wall Maintenance
An area’s overall appeal is enhanced when neighborhood masonry wall improvements are in place and kept in satisfactory condition. Conversely, appeal decreases when such walls are deteriorating, damaged, unsafe, or defaced by graffiti.

4.1.1 IMPROVED AESTHETICS
When coupled with landscaping improvements, neighborhood masonry walls improve properties’ livability, appearance, and desirability within each applicable Zone. Such walls also create a sense of community within the applicable Zones. According to the Victoria Transport Policy Institute (2011), streetscapes significantly affect how people view and interact with their community. With safe and inviting streetscapes, people are more likely to walk, which can help reduce automobile traffic, improve public health, stimulate local economic activity, and attract residents and visitors to the community.

4.2 Landscape Maintenance
An area’s overall appeal is enhanced when landscaping improvements are in place and kept in a healthy and satisfactory condition. Conversely, appeal decreases when landscaping is overgrown, unsafe, or destroyed by the elements or vandalism.

4.2.1 IMPROVED AESTHETICS
Street landscaping improvements improve the livability, commercial activity, appearance, and desirability of properties within each applicable Zone. Regular maintenance ensures that the improvements do not reach a state of deterioration or disrepair that is materially detrimental to properties adjacent to or near the improvements within each applicable Zone. According to the Victoria Transport Policy Institute (2011), streetscapes significantly affect how people view and interact with their community. With safe and inviting streetscapes, people are more likely to walk, which can help reduce automobile traffic, improve public health, stimulate local economic activity, and attract residents and visitors to the community.

4.3 Street Parkway Trees Maintenance
An area’s overall appeal is enhanced when street parkway tree improvements are in place and kept in a healthy and satisfactory condition. Conversely, appeal decreases when street parkway trees are overgrown, unsafe, or destroyed by the elements or vandalism.

4.3.1 IMPROVED AESTHETICS
Much like street landscaping improvements, maintenance of street parkway trees improves the livability, appearance, and desirability of properties within each applicable Zone. Regular maintenance ensures that the improvements do not reach a state of deterioration or disrepair that is materially detrimental to 333

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 9 properties adjacent to or near the improvements within each applicable Zone. According to the Urban Forestry Network, trees add beauty to their surroundings by adding color to an area, softening harsh lines of buildings, screening unsightly views, and contributing to the character of their environment. Trees have also been proven to contribute to a community’s economy and way of life. Trees planted along and around buildings distract the eye, softening the background. Trees also contribute eye-catching colors to their surroundings, from the different shades of green in the leaves, the colors in flowering trees, and sometimes even the tree bark.

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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 10

5. QUANTIFICATION OF GENERAL BENEFIT

5.1 Introduction
According to Article XIIID, all parcels that receive a special benefit conferred upon them as a result of the improvements shall be identified, and the proportionate special benefit derived by each identified parcel shall be determined in relation to the entire cost of the improvements. Division 12 of the Streets and Highways Code, the Landscaping and Lighting Act of 1972, permits the establishment of assessment districts by local agencies to provide specific public improvements necessary or convenient for certain public services.

Section 22573 of the Act requires that assessments be levied according to the benefit received rather than assessed value. This Section states:
“The net amount to be assessed upon lands within an assessment district may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefit to be received by each such lot or parcel from the improvements.”
Article XIIID, Section 4(a) of the California Constitution limits the amount of any assessment to the proportional special benefit conferred on the property. Article XIIID also provides that publicly owned properties must be assessed unless there is clear and convincing evidence that those properties receive no special benefit. Furthermore, it’s required that the City separate the general benefits from special benefits because only special benefits may be assessed by property owners.

5.2 Separation of General Benefit
Section 4 of Article XIIID of the California Constitution provides that once a local agency that proposes to impose assessments on the property has identified those parcels that will have special benefits conferred upon them, the local agency must next “separate the general benefits from the special benefits conferred.” Only the special benefits can be included in the amount to be imposed by the assessment.

General benefit is an overall similar benefit to the public resulting from the improvements and services to be provided. The District improvements and maintenance services, which are more fully presented in Section 3 of this Report, will only be provided within the boundaries of each Zone. The District outside each Zone’s boundaries will provide no improvements or maintenance services.

The improvements provide aesthetic benefits to the properties within the various Zones of the District.

However, it’s recognized that the maintenance of the improvements also benefits some properties and businesses near the District and visitors and individuals passing through the District. Vehicular traffic and pedestrians passing through the various Zones will be able to enjoy the improvements and maintenance services. Therefore, it is necessary to quantify these general benefits.

5.3 Masonry Wall Maintenance
One method for determining the general aesthetic benefit conferred by the maintenance of the various neighborhood masonry walls is to compare the estimated time spent by occupants in vehicles and pedestrians traversing the improvements (general) to the estimated time spent by the population of the 335

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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 11 various Zones close to the improvements (special). Estimated time for these purposes will be referred to as “population hours,” i.e., the number of accumulated hours per day attributed to people in and around the area of the improvements. For this calculation, we will assign 24 hours to the estimated number of persons residing within each Zone.

According to the U.S. Census Bureau (2014), the average household size in the City is 2.82 persons. The following shows the number of residential units, the estimated number of persons, and the total population hours of each Zone benefitting from masonry wall maintenance:

Zone
Number of
Residential Units
Estimated Number
of Persons 1
Population Hours
(Special) 2
1 74 209 5,008.32
2 133 375 9,001.44
5 223 629 15,092.64
6 80 226 5,414.40
8 17 48 1,150.56
11 8 23 541.44
TOTAL 535 1,510 36,208.80
1 The number shown is rounded to the nearest whole number. 2 The estimated Number of Persons is multiplied by 24 (hours).

We now need to estimate the population hours generated by occupants in vehicles passing by the masonry wall improvements throughout the District. Any vehicle using the City’s streets that lie along the boundaries of the District that is coming or going to a parcel within the District ultimately is not part of the “general public” benefitting from the improvements and services and will not be included in the calculation of general benefit. We will use several factors for such calculation, including average daily vehicle trips for the streets passing by the improvements of each Zone, the speed limit of those streets, the length of the improvements, and the estimated number of occupants per vehicle.

According to data from the U.S. Department of Transportation (2011), the weighted average number of occupants per vehicle is 1.674. The following table shows the average number of occupants for each mode of vehicular transportation, the percentage of each mode of vehicular transportation, and the overall weighted average occupancy per vehicle:

Mode Occupants
Percentage of
All Vehicles
Weighted
Occupancy
Car 1.59 50.6% 0.804
Van 2.35 7.9% 0.187
Sport Utility 1.92 17.9% 0.344
Pickup 1.49 19.9% 0.296
Other Truck 1.12 0.4% 0.004
Motorcycle 1.18 3.3% 0.039
Weighted Average Vehicle Occupancy 1.674

Using the weighted average vehicle occupancy number determined above, we can estimate the number of vehicle occupants passing by the improvements each day. We then multiply the time it takes to traverse the improvements at the given speed limit by the number of estimated vehicle occupants to derive population hours for vehicular traffic.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 12 The following table summarizes the calculation of population hours for vehicle occupants passing by the masonry wall improvements based on the methodology and assumptions above:

Zone Street
Speed
Limit
Length of
Imp. (mi)
Time
Passing
Imp. (hr)
Average Daily
Vehicle Trips 1
Estimated
Vehicle
Occupants 2
Population-
Hours (General)
1 Stockton St. 40 MPH 0.231 0.0058 10,052 16,827 97.06 Almond Dr. 30 MPH 0.065 0.0022 3,170 5,307 11.56
2 Harney Ln. 45 MPH 0.226 0.0050 8,439 14,128 70.87 5 Harney Ln. 45 MPH 0.310 0.0069 5,457 9,136 62.88 Mills Ave. 30 MPH 0.113 0.0038 2,559 4,284 16.16
6 Harney Ln. 45 MPH 0.081 0.0018 11,115 18,608 33.43 Cherokee Ln. 45 MPH 0.126 0.0028 3,439 5,757 16.15
8 L. Sac. Rd. 50 MPH 0.047 0.0009 14,575 24,400 22.70 11 Harney Ln. 45 MPH 0.028 0.0006 6,891 11,536 7.16 TOTAL POPULATION HOURS (VEHICLE OCCUPANTS) 337.97
1 Data provided by the City was adjusted to remove estimated average daily vehicle trips generated by the parcels within each Zone based upon data compiled in the ITE Trip Generation Manual (7th Edition) so that they are not included in the general benefit calculation.
2 The number shown is rounded to the nearest whole number.

In addition to vehicular traffic passing by the improvements, we also need to estimate the general benefits conferred to pedestrians who don’t reside within the District but may walk by the improvements. For this purpose, we will consider the estimated population within one-half mile of the various masonry wall improvements who may walk past those improvements daily.

The Summary of Travel Trends, 2009 National Household Travel Survey (NHTS) prepared by the U.S.

Department of Transportation Federal Highway Administration (FHWA, 2011) analyzed the number of person trips by various modes of transportation such as private vehicle, transit, walking, or some other means of transportation. According to the Pacific Division data extracted from the 2009 NHTS database, of the annual 181,703 (in millions) total person trips, 21,252 (in millions) or 11.70% of those person-trips were made by using walking as their mode of transportation (FHWA, 2011).

To determine the estimated total number of persons who are within proximity to the masonry wall improvements and would utilize walking as their mode of transportation, we applied the 11.70% of person trips reported from the NHTS Pacific Division study to the estimated number of persons residing within one-half mile of each Zone boundary.

To obtain a better picture of the overall level of general benefit provided by the masonry wall improvements, pedestrian traffic that utilizes walking as the mode of transportation must be considered, which may walk by the various improvements but live outside of the various Zones. The 2009 NHTS further details the purposes of the 21,252 (in millions) reported walking trips. Based on the property types within the District, people walking along the improvements would most likely do so for the following reasons:
walking to school, daycare or religious activity, social or recreational activities, and shopping or running errands.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 13 The following details the number of walking trips, based on the 2009 NHTS study, for each of the activities that are the most likely reasons people outside of each Zone would use the sidewalks along the Zone boundary where the improvements are located:

Trip Purpose
Number of Walking
Trips (in millions)
School/Daycare/ Religious -Activity 872
Shopping/Errands 5,820
Social/Recreational 2,268
Don’t know/Other 139
Total 9,099

Of the total number of walking, trips reported, 9,099 (in millions), or 42.81%, are for purposes that persons outside of each Zone would utilize the sidewalks along the Zone boundary where the improvements are located. We then need to estimate the accumulated time for these pedestrians to traverse the various improvements, walking at a conservative average speed of 2 MPH.

The following table summarizes the calculation of population hours for pedestrians passing by the masonry wall improvements based on the methodology and assumptions above:

Zone
Estimated
Residential Units
Outside Zone 1
Estimated
Population
Outside Zone 2
Estimated
Number of
Pedestrians 3
Estimated
Number of Peds.

Passing 4
Length
of Imp.
(mi)
Time
Passing
Imp. (hr) 5
Population-
Hours
(General)
1 2,845 8,023 939 402 0.296 0.1480 59.47
2 1,984 5,595 655 280 0.226 0.1130 31.67
5 1,287 3,629 425 182 0.423 0.2115 38.45
6 895 2,524 295 126 0.207 0.1035 13.08
8 539 1,520 178 76 0.047 0.0235 1.79
11 720 2,030 238 102 0.028 0.0140 1.42
TOTAL POPULATION HOURS (PEDESTRIAN) 145.88
1 Located within one-half mile of Zone.
2 2.82 residents per household, per U.S. Census Bureau data. The number shown is rounded to the nearest whole number. 3 An estimated 11.70% of the population uses walking as a primary mode of transportation. The number shown is rounded to the nearest whole number.
4 An estimated 42.81% of pedestrians may walk by improvements for the abovementioned purposes. The number shown is rounded to the nearest whole number.
5 It was estimated using an average walking speed of 2 MPH.

Summing the total special and general population hours gives us a total of 36,692.65; therefore, the general benefit to vehicle occupants and pedestrians passing by the masonry wall improvements throughout the District is estimated to be 1.32% [(337.97 + 145.88) / 36,692.65].

Masonry Wall General Benefit 1.32%

5.4 Landscape Maintenance
To estimate the general aesthetic benefit conferred by the maintenance of the various landscaping improvements throughout the District, we will use the same methodology to determine the general benefits conferred by the maintenance of the masonry wall improvements. The landscaping improvements for Zones 1, 2, 5, 6, 8, and 11 are all along the masonry walls within those Zones, so the population-hours data calculated for the masonry wall improvements will be the same for the landscape maintenance. 338

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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 14 However, there are four additional Zones for which the landscape maintenance must be considered: Zones 13, 14, 15, and 16. The following shows the number of residential units, the estimated number of persons, and the total population hours for each Zone benefitting from the landscape improvements:

Zone
Number of
Residential
Units
Estimated
Number of
Persons 1
Population-
Hours (Special) 2
1 74 209 5,008.32
2 133 375 9,001.44
5 223 629 15,092.64
6 80 226 5,414.40
8 17 48 1,151.56
11 8 23 541.44
14 17 48 1,150.56
TOTAL 552 1,558 37,360.36
1 2.82 persons per household. The number shown is rounded to the nearest whole number.
2 Estimated Number of Persons multiplied by 24 (hours)
Three non-residential Zones benefit from the landscaping improvements and need to be considered. Due to the commercial nature of these properties, the calculation of population hours will differ from that of the residential parcels. For these parcels, we will estimate population hours, factoring in how long it takes for each vehicle trip generated by the properties within these Zones to traverse the improvements located within each Zone. The following table shows the calculation of population hours for the non-residential Zones:

Zone Street
Speed
Limit
Length of
Imp. (mi)
Time
Passing
Imp. (hr)
Average Daily
Vehicle Trips 2
Estimated
Vehicle
Occupants 3
Population-Hours
(Special)
13 &15 1 Victor Rd. 45 MPH 0.414 0.0092 1,377 2,306 21.21 16 Kettleman Ln. 35 MPH 0.376 0.0107 559 937 10.05
L. Sac. Rd. 50 MPH 0.117 0.0023 381 638 1.50
TOTAL POPULATION HOURS (SPECIAL) 32.76
1 The improvements for Zones 13 and 15 are the same, so they were considered one entity for purposes of this calculation. 2 Based on data compiled in the ITE Trip Generation Manual (7th Edition), estimated average daily vehicle trips. 3 1.674 persons per vehicle. The number shown is rounded to the nearest whole number.

From this, we have determined that the total population hours relating to special benefits are 37,393.12:

Category
Population -Hours
(Special)
Residential 37,360.36
Non -Residential 32.76
TOTAL 37,393.12

We now need to estimate the population hours generated by occupants in vehicles passing by the landscape improvements throughout the District. Any vehicle using the City’s streets that lie along the boundaries of the District that is coming or going to a parcel within the District ultimately is not part of the “general public” benefitting from the improvements and services and will not be included in the calculation of general benefit.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 15 Like in the previous subsection, we will use several factors for such calculation, including average daily vehicle trips for the streets passing by the improvements of each Zone, the speed limit of those streets, the length of the improvements, and the estimated number of occupants per vehicle. The following table summarizes the calculation of population hours for vehicle occupants passing by the landscape improvements based on the methodology and assumptions above:

Zone Street
Speed
Limit
Length of
Imp. (mi)
Time
Passing Imp.
(hr)
Average Daily
Vehicle Trips 3
Estimated
Vehicle
Occupants 4
Population-
Hours
(General)
1 Stockton St. 40 MPH 0.231 0.0058 10,052 16,827 97.06 Almond Dr. 30 MPH 0.065 0.0022 3,170 5,307 11.56
2 Harney Ln. 45 MPH 0.226 0.0050 8,439 14,128 70.87 5 Harney Ln. 45 MPH 0.310 0.0069 5,457 9,136 62.88 Mills Ave. 30 MPH 0.113 0.0038 2,559 4,284 16.16
6 Harney Ln. 45 MPH 0.081 0.0018 11,115 18,608 33.43 Cherokee Ln. 45 MPH 0.126 0.0028 3,439 5,757 16.15
8 L. Sac. Rd. 50 MPH 0.047 0.0009 14,575 24,400 22.70 11 Harney Ln. 45 MPH 0.028 0.0006 6,891 11,536 7.16 13 &15 1 Victor Rd. 45 MPH 0.414 0.0092 9,423 15,774 145.06 14 2 Westgate Dr. 25 MPH 0.157 0.0063 172 289 1.81
16 Kettleman Ln. 35 MPH 0.376 0.0107 28,291 47,361 508. 21 L. Sac. Rd. 50 MPH 0.117 0.0023 19,274 32,266 75.73
TOTAL POPULATION HOURS (VEHICLE OCCUPANTS) 1,068.78
1 The improvements for Zones 13 and 15 are precisely the same, so they were considered one entity for purposes of this calculation.
2 Average Daily Trips along Westgate Dr. were estima ted using data compiled in the ITE Trip Generation Manual (7 th Edition) since data from the City was unavailable.
3 Data provided by the City; adjusted to remove esti mated average daily vehicle trips generated by the parcels within each Zone, based upon data compiled in the ITE Trip Generation Manual (7 th Edition), so they are not included in the general benefit calculation.
4 The number shown is rounded to the nearest whole n umber.

In addition to vehicular traffic passing by the improvements, we also need to estimate the general benefits conferred to pedestrians who don’t reside within the District but may walk by the improvements. For this purpose, we will consider the estimated population within one-half mile of the various landscape improvements who may walk past those improvements daily:

Zone
Estimated
Residential Units
Outside Zone 2
Estimated
Population
Outside Zone 3
Estimated
Number of
Pedestrians 4
Estimated
Number of
Peds. Passing 5
Length
of Imp.
(mi)
Time
Passing
Imp. (hr) 6
Population-
Hours
(General)
1 2,845 8,023 939 402 0.296 0.1480 59.47
2 1,984 5,595 655 280 0.226 0.1130 31.67
5 1,287 3,629 425 182 0.423 0.2115 38.45
6 895 2,524 295 126 0.207 0.1035 13.08
8 539 1,520 178 76 0.047 0.0235 1.79
11 720 2,030 238 102 0.028 0.0140 1.42
13 & 15 1 329 928 109 46 0.414 0.2070 9.62
14 207 584 68 29 0.157 0.0785 2.30
16 2,152 6,069 710 304 0.493 0.2465 74.93
TOTAL POPULATION HOURS (PEDESTRIAN) 232.73
1 The improvements for Zones 13 and 15 are the same, so they were considered one entity for purposes of this calculation. 2 Within one-half mile of Zone.
3 2.82 residents per household, per U.S. Census Bureau data. The number shown is rounded to the nearest whole number. 4 An estimated 11.70% of the population uses walking as a primary mode of transportation, as noted in Section 5.3. The number shown is rounded to the nearest whole number.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 16 5 An estimated 42.81% of pedestrians may walk by improvements for purposes described in Section 5.3. The number shown is rounded to the nearest whole number.
6 It was estimated using an average walking speed of 2 MPH.

Summing the special and general population hours gives us a total of 38,694.63; therefore, the general benefit to vehicle occupants and pedestrians passing by the landscape improvements throughout the District is estimated to be 3.36% [(1,068.78 + 232.73) / 38,694.63].

Landscaping General Benefit 3.36%

5.5 Street Parkway Trees Maintenance
All the street parkway tree improvements within the various Zones are along what are considered local streets, i.e., streets other than major arterial or collector streets within the City. In other words, these streets are intended to serve only the individual residential neighborhoods in which they are located and not to be pass-through streets. In addition, according to the City’s General Plan (2010), local streets accommodate low volumes of local traffic and provide access to individual parcels. Local streets typically have two travel lanes and allow parking on both sides of the street. Through traffic is permitted on local streets, but high speeds are discouraged.

From a visual inspection of the layout of the various Zones, one must conclude that the purpose of the local streets is exclusively intended for the benefit of the parcels on such streets. There is no local street that provides a direct or efficient means of traveling from one place to another such that one could reasonably expect a driver to purposefully choose the District’s local streets as the best route for travel unless necessary because the route either began or ended with a parcel in the District. A route beginning or ending with a parcel within the District does not include the “general public” to determine general benefit.

However, one can imagine a minimal degree of pass-through traffic, even on a cul-de-sac. As expressed by the Appellate Court in Beutz v. County of Riverside (2010), “... courts of this state have long recognized that virtually all public improvement projects provide general benefits .” Given the location of the schools, parks, and shopping in the City, there are bound to be drivers that make use of the local streets for no other reason but to turn around or go back from where they came, especially if they are dropping their children off at one of the schools. Additionally, given the nature of the street trees, one could imagine a small degree of “residential tourism” wherein drivers “pass-through” to enjoy the beautiful views of the homes and the natural surroundings or visit friends. A conservative estimate of 0.50% for each scenario would result in the general benefit portion of the improved aesthetic benefits resulting from the maintenance of the street parkway trees on local streets being 1.00%, and the special benefit is estimated to be 99.00%.

Street Parkway Trees General Benefit 1.00%

5.6 Collective General Benefit
Since the District is comprised of improved aesthetic benefits resulting from a blend of improvements (masonry walls, landscaping, and street parkway trees), the activity of pedestrians and vehicles must be addressed collectively rather than independently. Therefore, the arithmetic mean of the general benefit percentages has been used to quantify the overall level of general benefit for the District.

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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 17 This general benefit result is provided in the table below:

Masonry Walls General Benefit 1.32%
Landscaping General Benefit 3.36%
Street Parkway Trees General Benefit 1.00%
District General Benefit 1.89%

The general benefit, the percentage of annual maintenance costs that must be funded through sources other than assessments, is 1.89%. The special benefit, the percentage of the total annual maintenance costs assessments may fund, is 98.11%.

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6. ASSESSMENT METHODOLOGY
Section 22573 of the Landscape and Lighting Act of 1972 requires that maintenance assessments be levied according to benefit. This Section states:
“The net amount to be assessed upon lands within an assessment district may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefit to be received by each such lot or parcel from the improvements.”
The 1972 Act also permits the designation of Zones of benefit within any individual assessment district if “by reasons or variations in the nature, location, and extent of the improvements, the various areas will receive different degrees of benefit from the improvement” (Sec 22574).

The Method of Assessment uses the following components to assign special benefit to each parcel:
 Benefit Points: Assignment of points for aesthetic special benefits.  Benefit Factor: Multiplier. This is the Dwelling Unit Equivalent (DUE) value per parcel.  Benefit Units: Sum of a parcel’s benefit points multiplied by the parcel’s benefit factor. The total amount is the special benefit units assigned to a parcel.

The total maintenance and operation costs, less the amount of general benefits identified, will be assessed for the parcels within the District based on the benefit units assigned to each parcel.

6.1 Benefit Points
The following table shows the Aesthetic Benefit Points to be assigned per DUE for each Zone, based upon the benefits conferred by the maintenance of various Landscape, Masonry Wall, and Street Tree improvements within the District (one point for each of the improvement types):

Landscape
Aesthetic
Benefit Points
Masonry Wall
Aesthetic
Benefit Points
Street Parkway Trees
Aesthetic
Benefit Points

Aesthetic Benefit Points per
DUE
Zone 1 1 + 1 + 1 = 3
Zone 2 1 + 1 + 1 = 3
Zone 3 0 + 0 + 1 = 1
Zone 4 0 + 0 + 1 = 1
Zone 5 1 + 1 + 1 = 3
Zone 6 1 + 1 + 1 = 3
Zone 8 1 + 1 + 1 = 3
Zone 9 0 + 0 + 1 = 1
Zone 11 1 + 1 + 1 = 3
Zone 13 1 + 0 + 0 = 1
Zone 14 1 + 0 + 1 = 2
Zone 15 1 + 0 + 0 = 1
Zone 16 1 + 0 + 0 = 1
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6.2 Benefit Factor
The basis of determining a parcel’s benefit factor is a weighting formula commonly known as a Dwelling Unit Equivalent (DUE). The developed single-family residential parcel is used as the base unit for calculating the benefit factor and is defined as 1.00 DUE. All other property types are assigned a DUE that reflects their proportional special benefit compared to the single-family residential parcel.

The following table illustrates how DUEs are assigned to various types of property throughout the District:

PROPERTY TYPE BENEFIT FACTOR
Single Family Residential 1.000 per property
Multi -Family Residential (Duplex) 2.000 per property
Multi -Family Residential (3 or more units) 5.000 per Acre Commercial or Office
For the First 7.5 Acres 5.000 per Acre
For the Next 7.5 Acres 2.500 per Acre
For All Acreage Over 15.0 Acres 1.250 per Acre
Industrial 4.000 per Acre

6.3 Benefit Units
The following table shows the resulting total Aesthetic Benefit Units within each Zone:

Aesthetic
Benefit Points
per DUE

Benefit Factor
(DUE)
Total
Aesthetic
Benefit Units
Zone 1 3 x 74.000 = 222.000
Zone 2 3 x 133.000 = 399.000
Zone 3 1 x 40.000 = 40.000
Zone 4 1 x 34.000 = 34.000
Zone 5 3 x 223.000 = 669.000
Zone 6 3 x 80.000 = 240.000
Zone 8 3 x 17.000 = 51.000
Zone 9 1 x 11.000 = 11.000
Zone 11 3 x 8.000 = 24.000
Zone 13 1 x 93.104 = 93.104
Zone 14 2 x 16.000 = 32.000
Zone 15 1 x 36.268 = 36.268
Zone 16 1 x 8.3600 = 8.360
TOTAL DISTRICT-WIDE AESTHETIC BENEFIT UNITS 1,859.732
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6.4 Assessment Rate Per Benefit Unit
The assessment rate per Benefit Unit is then calculated as follows:

Total Assessable
Annual Costs 1 /
Total District-
Wide Aesthetic
Benefit Units
=
Assessment Rate per
Aesthetic Benefit
Unit
1 Assessable Annual Costs are maintenance costs minu s the amount determined to relate to general benefits that are not assessable.

Since the assessment rate has traditionally been presented as an Assessment Rate per DUE, it is important to convert these Assessment Rates per Benefit Unit into the simpler Assessment Rate per DUE for comparative purposes. For any parcel within the District, that calculation is as follows:

Assessment Rate per
Aesthetic Benefit
Unit
x
Benefit Points
Assigned to
Parcel
= Assessment Rate per
DUE

Assessment Rates per DUE for each Zone—based on the FY 2026/27 budget for the District—can be found in Section 7 of this Report.

6.5 Adjustments to Maximum Assessments
Any new or increased assessment requires specific notices and must meet the law requirements. Before the passage of Proposition 218, legislative changes in the Article XIIID of the Constitution of the State of California defined the definition of “new or increased assessment” to exclude certain conditions. These conditions included “any assessment that does not exceed an assessment formula or range of assessments previously adopted by the agency or approved by the voters in the area where the assessment is imposed.” SB919 (Proposition 218 implementing legislation) later confirmed this definition and conditions.

Establishing an assessment range formula is to provide for reasonable increases and inflationary adjustments to annual assessments without requiring costly noticing and mailing procedures, which could add to the District costs and assessments. At each Zone’s formation, balloting of property owners was required, according to Proposition 218. The property owner ballots included an assessment to be approved, as well as the approval of an assessment range formula. Property owners within the District approved the proposed assessment and the assessment range formula.

The assessment range formula shall be applied to all future assessments within the District. Generally, suppose the proposed annual assessment for the current fiscal year is less than or equal to the maximum Assessment (or adjusted maximum Assessment). In that case, the proposed annual assessment is not considered an increased assessment. The maximum assessment is equal to the initial assessment approved by property owners, adjusted annually by the following criteria:

1. The maximum assessment will be recalculated annually in the second fiscal year and each fiscal year after that.
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2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 21

2. The new adjusted maximum assessment for the year represents the prior year’s maximum assessment adjusted by the greater of:
a. 5%,
b. or the annual increase in the Consumer Price Index (the “CPI”).

Each year, the annual increase in the CPI shall be computed. For Fiscal Year 2026/27, the increase in CPI is the percentage difference between the CPI of December 2023 and the CPI for the previous December, as provided and established by the Bureau of Labor Statistics (FY 2026/27 CPI increase is 2.76%). This percentage difference shall then establish the allowed increase based on CPI. The index will be the “All urban consumers – San Francisco-Oakland-San Jose, CA” area. Should the Bureau of Labor Statistics revise or discontinue preparing such an index, the City shall use the revised index or comparable system approved by the Council to determine fluctuations in the cost of living.

If CPI is less than 5%, the allowable adjustment to the maximum assessment is 5%. If CPI exceeds 5%, the allowable adjustment to the maximum assessment is based on CPI. The maximum assessment is adjusted annually and calculated independently of the District’s budget and proposed annual assessment. Any proposed annual assessment (rate per DUE) less than or equal to this maximum assessment is not considered an increased assessment, even if the proposed assessment is greater than the assessment applied in the prior fiscal year.

The following table illustrates how the assessment range formula shall be applied:

Example
CPI %
Increase

5.00%
Increase
Max % Increase
Without Re-
Balloting
Prior Year
Max Rate
Per DUE
Increase Per
DUE
New Max
Rate Per
DUE
1 5.25% 5.00% 5.25% $403.00 $21.16 $424.16
2 3.44% 5.00% 5.00% $403.00 $20.15 $423.15

For example, if the percentage change in CPI is greater than 5%, as in Example 1, then the percentage adjustment to the maximum assessment will be by CPI. Suppose the percentage change in CPI is less than 5%; as in Example 2, the percentage adjustment to the maximum assessment will be 5%.

As previously illustrated, the maximum assessment will be recalculated and adjusted annually. However, the Council may reduce or freeze the maximum assessment at any time by amending the annual engineer’s Report.

Although the maximum assessment will generally increase yearly, the assessments may remain virtually unchanged. The maximum assessment adjustment is designed to establish a reasonable limit on assessments. The maximum assessment calculated each year does not require or facilitate an annual increase nor restricts assessments to the maximum adjustment amount.

If the budget and assessments for the fiscal year do not require an increase, or the increase is less than the adjusted maximum assessment. The budget may be applied within the assessment without additional property owner balloting.

If the budget and assessments calculated require an increase greater than the adjusted maximum assessment, then the assessment is considered an increased assessment. 346

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 22 To impose an increased assessment, the Council must comply with the provisions of Proposition 218 (Article XIIID Section 4c of the California Constitution). Proposition 218 requires a public hearing and certain protest procedures, including mailed notices of the public hearing and property owner protest balloting. Through the balloting process, property owners must approve the proposed assessment increase. If the proposed assessment is approved, a new maximum assessment is established. If the proposed assessment is not approved, the Council may not levy an assessment greater than the previously established adjusted maximum assessment.
347

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 23

7. ESTIMATE OF COSTS

7.1 Budget for Fiscal Year 2026/27
Description Amount Annual Maintenance: 1. Landscape Maintenance $39,277.73 Contingency 3,927.77 Reserve 0.00 Total Landscape $43,205.50 2. Street Parkway Trees Maintenance $1,000.00 Contingency 100.00 Total Street Parkway Trees $1,100.00 3. Masonry Walls Repair/Maintenance/Graffiti Removal $1,000.00 Contingency 100.00 Total Masonry Walls $1,100.00 Total Annual Maintenance: $45,405.50 General Benefit Contribution 1: ($858.16) Total Assessable Maintenance: $44,547.34 Incidentals: 1. Consultant Fees $14,500.00 2. City Administrative Fees 2,227.37 3. Publication 1,500.00 4. County Collection Fees 338.39 Total Incidentals: $18,565.76 Total Assessable Maintenance & Incidentals: $63,113.10 Surplus from Previous Fiscal Year: ($28,986.82) BALANCE TO ASSESSMENT: $34,126.26 1 Information about the General Benefit component can be located in Section 5 of this Report.

The costs for Fiscal Year 2026/27 are summarized below:
348

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 24

7.2 Assessment Rate Per DUE
Based upon the Fiscal Year 2026/27 Budget from the previous subsection and the Method of Assessment for the District, the following table shows the revised Fiscal Year 2026/27 Maximum Assessment Rate per DUE for each Zone, the Fiscal Year 2026/27 Actual Assessment Rate per DUE for each Zone, the number of DUE within each Zone, and the Total Annual Assessment for each Zone:

FY 2026/27 Maximum Assessment/DUE FY 2026/27 Actual Assessment Rate/DUE DUE Total FY 2026/27 Annual Assessment Zone 1 $854.72 $55.05 74.000 $4,073.70 Zone 2 618.81 55.05 133.000 7,321.65 Zone 3 634.34 18.35 40.000 734.00 Zone 4 742.32 18.35 34.000 623.90 Zone 5 365.92 55.05 223.000 12,276.15 Zone 6 1,111.59 55.05 80.000 4,404.00 Zone 8 784.76 55.05 17.000 935.85 Zone 9 205.26 18.35 11.000 201.85 Zone 11 248.41 55.05 8.000 440.40 Zone 13 220.09 18.35 93.104 1,708.46 Zone 14 489.20 36.70 16.000 587.20 Zone 15 219.74 18.35 36.268 665.52 Zone 16 89.67 18.35 8.360 153.40 TOTAL ANNUAL ASSESSMENT $34,119.90 1 Rounding variance may occur due to truncation and the County’s requirement to only place even cents on the tax roll.

PRE-ROUNDING TOTAL $34,126.08 ROUNDING ADJUSTMENT 1 ($6.18) 349

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 25

8. ASSESSMENT DIAGRAMS

Assessment Diagrams have been submitted to the City Clerk in the format required under the provisions of the Act and are made part of this Report.
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368

City of Lodi
2026/27 Engineer’s Report – Landscape Maintenance District No. 2003-1 26

9. FISCAL YEAR 2026/27 ASSESSMENT ROLL

The assessment roll for each Zone is shown on the following pages. The description of each lot or parcel as part of the records of the County Assessor of the County of San Joaquin is, by reference, made part of this Report.

Assessor’s parcel identification for each lot or parcel within the District shall be based on the County Assessor’s secured roll data for the applicable year in which this Report is prepared and is incorporated herein by reference.

A listing of the Assessor’s parcels assessed within the District for Fiscal Year 2026/27, along with the assessment amounts, is on file in the office of the City Clerk and incorporated herein by reference. Based on the County Assessor’s secured roll data, the current Assessor’s parcels, including corrected and/or new Assessor’s parcels, will be submitted and/or resubmitted to the County Auditor/Controller. The annual assessment amount to be levied and collected for the resubmitted parcel(s) shall be determined per the method of apportionment and assessment rate approved in this Report. Therefore, if a single assessor’s parcel has a status change in development, other land use change, or subdivides into multiple Assessor’s parcels, the assessment amounts applied to each of the new Assessor’s parcels shall be recalculated and applied according to the approved method of apportionment and assessment rate rather than a proportionate share of the original assessment amount.
369
City of Lodi
Zone 1 - Lodi Consolidated LMD No. 2003-1 Almondwood Est.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-610-010-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
062-610-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
370
City of Lodi
Zone 1 - Lodi Consolidated LMD No. 2003-1 Almondwood Est.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-610-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-610-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
371
City of Lodi
Zone 1 - Lodi Consolidated LMD No. 2003-1 Almondwood Est.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-620-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-620-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
222.000 $4,073.70 ($0.74) $4,072.9674 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
372
City of Lodi
Zone 2 - Lodi Consolidated LMD No. 2003-1 Century Meadow 1 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-520-010-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
058-520-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
373
City of Lodi
Zone 2 - Lodi Consolidated LMD No. 2003-1 Century Meadow 1 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-520-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-480-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-490-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-500-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-510-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-520-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-530-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-540-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-550-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-560-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
374
City of Lodi
Zone 2 - Lodi Consolidated LMD No. 2003-1 Century Meadow 1 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-520-570-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-590-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-600-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-610-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-620-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-630-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-640-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-520-650-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
375
City of Lodi
Zone 2 - Lodi Consolidated LMD No. 2003-1 Century Meadow 1 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-580-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-480-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
376
City of Lodi
Zone 2 - Lodi Consolidated LMD No. 2003-1 Century Meadow 1 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-580-490-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-500-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-510-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-520-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-530-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-540-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-550-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-560-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-570-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-580-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-590-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-600-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-610-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-620-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-630-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-640-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-650-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-660-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-670-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-680-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-580-690-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
399.000 $7,321.65 ($1.33) $7,320.32133 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
377
City of Lodi
Zone 3 - Lodi Consolidated LMD No. 2003-1 Millsbridge II Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
031-040-140-000
Single Family
Residential 1.000 $18.35 $18.35 ($0.01) $18.34
031-040-150-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-380-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
031-040-440-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-450-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-460-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-470-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-480-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-040-490-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-010-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-020-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-030-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-040-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-050-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-060-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-070-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-080-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-090-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-100-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-110-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-120-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-130-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-140-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-150-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-160-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-170-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-180-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-190-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
378
City of Lodi
Zone 3 - Lodi Consolidated LMD No. 2003-1 Millsbridge II Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
031-290-200-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-210-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-220-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-230-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-240-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-250-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-260-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-270-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-280-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-290-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
031-290-300-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34

40.000 $734.00 ($0.38) $733.6239 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
379
City of Lodi
Zone 4 - Lodi Consolidated LMD No. 2003-1 Almond North
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-630-010-000
Single Family
Residential 1.000 $18.35 $18.35 ($0.01) $18.34
062-630-020-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-030-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-040-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-050-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-060-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-070-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-080-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-090-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-100-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-110-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
062-630-120-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
062-630-130-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-140-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
062-630-150-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-160-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-170-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-180-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-190-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-200-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-210-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-220-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-230-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-240-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-250-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
062-630-260-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
062-630-270-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
062-630-280-000
Multi-Family
Residential (Duplex) 2.000 18.35 36.70 0.00 36.70
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
380
City of Lodi
Zone 4 - Lodi Consolidated LMD No. 2003-1 Almond North
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total

34.000 $623.90 ($0.22) $623.6828 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
381
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-540-010-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
058-540-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
382
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-540-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-480-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-490-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-500-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-510-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-520-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-530-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-540-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-550-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-560-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
383
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-540-570-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-580-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-590-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-600-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-610-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-620-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-630-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-640-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-650-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-660-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-670-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-680-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-690-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-700-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-710-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-720-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-730-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-740-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-750-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-760-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-540-770-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
384
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-560-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
385
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-560-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-480-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-490-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-500-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-510-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-520-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-530-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-540-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-550-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-560-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-570-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-580-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-590-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-600-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-610-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-620-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-630-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
386
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-560-640-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-650-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-660-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-670-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-680-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-690-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-700-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-710-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-720-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-730-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-740-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-560-750-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
387
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-570-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
388
City of Lodi
Zone 5 - Lodi Consolidated LMD No. 2003-1 Legacy Est. I, II & Kirst Ets.

Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-570-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-480-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-490-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-500-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-510-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-520-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-530-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-540-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-550-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-560-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-570-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-580-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-590-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-600-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-610-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-620-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-630-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-640-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-650-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-600-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
669.000 $12,276.15 ($2.23) $12,273.92223 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
389
City of Lodi
Zone 6 - Lodi Consolidated LMD No. 2003-1 The Villas
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-640-010-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
062-640-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
390
City of Lodi
Zone 6 - Lodi Consolidated LMD No. 2003-1 The Villas
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-640-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-640-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-010-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-180-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-190-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-200-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-210-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-220-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-230-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
391
City of Lodi
Zone 6 - Lodi Consolidated LMD No. 2003-1 The Villas
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
062-650-240-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-250-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-260-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-270-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-280-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-290-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-300-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-310-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-320-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-330-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-340-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-350-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-360-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-370-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-380-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-390-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-400-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-410-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-420-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-430-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-440-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-450-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-460-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
062-650-470-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
240.000 $4,404.00 ($0.80) $4,403.2080 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
392
City of Lodi
Zone 8 - Lodi Consolidated LMD No. 2003-1 Vintage Oaks
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-640-010-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
058-640-020-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-030-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-040-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-050-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-060-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-070-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-080-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-090-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-100-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-110-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-120-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-130-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-140-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-150-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-160-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-640-170-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04

51.000 $935.85 ($0.17) $935.6817 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
393
City of Lodi
Zone 9 - Lodi Consolidated LMD No. 2003-1 Interlake Square Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
045-340-010-000
Single Family
Residential 1.000 $18.35 $18.35 ($0.01) $18.34
045-340-020-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-030-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-040-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-050-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-060-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-070-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-080-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-090-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-100-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34
045-340-110-000
Single Family
Residential 1.000 18.35 18.35 (0.01) 18.34

11.000 $201.85 ($0.11) $201.7411 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
394
City of Lodi
Zone 11 - Lodi Consolidated LMD No. 2003-1 Tate Property Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
058-570-670-000
Single Family
Residential 3.000 $18.35 $55.05 ($0.01) $55.04
058-570-680-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-690-000
Multi-Family
Residential (Duplex) 6.000 18.35 110.10 0.00 110.10
058-570-700-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-710-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-720-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04
058-570-730-000
Single Family
Residential 3.000 18.35 55.05 (0.01) 55.04

24.000 $440.40 ($0.06) $440.347 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
395
City of Lodi
Zone 13 - Lodi Consolidated LMD No. 2003-1 Guild Avenue Ind Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
049-340-120-000 Industrial 18.760 $18.35 $344.25 $0.00 $344.24 049-340-150-000 Industrial 2.440 18.35 44.77 (0.01) 44.76 049-340-160-000 Industrial 2.276 18.35 41.76 0.00 41.76 049-340-190-000 Industrial 2.276 18.35 41.76 0.00 41.76 049-340-200-000 Industrial 7.676 18.35 140.85 (0.01) 140.84 049-340-360-000 Industrial 55.560 18.35 1,019.53 0.00 1,019.52 049-340-400-000 Industrial 2.558 18.35 46.94 (0.01) 46.92 049-340-410-000 Industrial 1.558 18.35 28.59 0.00 28.58

93.104 $1,708.46 ($0.03) $1,708.388 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
396
City of Lodi
Zone 14 - Lodi Consolidated LMD No. 2003-1 Luca Place
Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
027-450-010-000
Single Family
Residential 2.000 $18.35 $36.70 $0.00 $36.70
027-450-020-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-030-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-040-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-050-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-060-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-070-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-080-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-090-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-100-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-110-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-120-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-130-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-140-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-150-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70
027-450-160-000
Single Family
Residential 2.000 18.35 36.70 0.00 36.70

32.000 $587.20 $0.00 $587.2016 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
397
City of Lodi
Zone 15 - Lodi Consolidated LMD No. 2003-1 Guild Avenue Ind2 Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
049-330-100-000 Industrial 2.220 $18.35 $40.74 ($0.01) $40.72 049-330-110-000 Industrial 10.000 18.35 183.50 0.00 183.50 049-330-230-000 Industrial 20.720 18.35 380.21 (0.01) 380.20 049-340-380-000 Industrial 3.328 18.35 61.07 0.00 61.06

36.268 $665.52 ($0.02) $665.484 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
398
City of Lodi
Zone 16 - Lodi Consolidated LMD No. 2003-1 West Kettleman Pl Final Billing Detail Report for Fiscal Year 2026/27
APN Property Type Benefit Units
Rate per Benefit
Unit Levy Amount
Rounding
Adjustment Levy Total
031-330-100-000
Commercial or
Office 2.900 $18.35 $53.22 ($0.01) $53.20
058-160-860-000
Commercial or
Office 5.460 18.35 100.19 (0.01) 100.18

8.360 $153.41 ($0.02) $153.382 Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS 04/07/2026 02:17:20PM
399
RESOLUTION NO. 2026-____

A RESOLUTION OF THE LODI CITY COUNCIL CONFIRMING THE DIAGRAM

AND ASSESSMENT OF THE LODI CONSOLIDATED LANDSCAPE
MAINTENANCE DISTRICT NO. 2003-1 FOR FISCAL YEAR 2026/27 ========================================================================

WHEREAS, the Council previously completed its proceedings in accordance with and pursuant to the Landscape and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500) (“Act”) to esta blish the Lodi Consolidated Landscape Maintenance District No. 2003-1 (“Assessment District”); and

WHEREAS, the City has retained N BS for the purpose of assisting with the annual levy of assessments within the Assessment District , and to prepare and file an Annual Report, in accordance with §22567 of the Act; and

WHEREAS, the Council has, by previous resolution, declared its intention to hold a Public Hearing on the levy of the proposed assessment and notice of such hearing has been duly given, in accordance with §22626 of the Act; and

WHEREAS, the Council has held and concluded a Public Hearing on the levy of the proposed assessment and has considered all objections.

NOW, THEREFORE BE IT RESOLVED, DETERMINED, AND ORDERED BY THE COUNCIL, AS FOLLOWS:

1. Purpose of Assessment: The assessment is to be levied and collected to pay the costs of operating, maintaining, and servicing the improvements described in the Annual Report, which is on file with the City Clerk.

2. Compliance with the Law: The assessment is in compliance with all provisions of the Act, Article XIII D of the Constitution of the State of California, and the Proposition 218 Omnibus Implementation Act.

3. Basis of Assessment: The assessment is based upon the estimated benefit from the improvements described in the Annual Report, which is on file with the City Clerk, and such assessment is calculated without regard to property valuation.

4. Confirmation of Diagram and Assessment:

5. The Council hereby confirms the diagram and assessment, as detailed in the Annual Report on file with the City Clerk.

6. Levy of Assessment: Pursuant to §22631 of the Act, the adoption of this resolution shall constitute the levy of an assessment for the fiscal year commencing July 1, 2026, and ending June 30, 2027.

7. Filing of Assessment: The Council hereby orders NBS to file the assessment , as confirmed, with the San Joaquin County Auditor-Controller.

400
Dated: June 17, 2026
=========================================================================

I hereby certify t hat Resolution No. 2026-_____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held June 17, 2026, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____
401
AGENDA ITEM F.2

COUNCIL COMMUNICATION
AGENDA TITLE:

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

June 17, 2026
PREPARED BY:

Interim Public Works Director
RECOMMENDED ACTION:

Public hearing to consider adopting a resolution setting pre-approved Engineering News Record (ENR) adjustment index for wastewater rates for residential, commercial, and industrial customers.

BACKGROUND INFORMATION:

On January 17, 2024, City Council approved a five-year rate plan in accordance with the Proposition 218 rate setting process. The proposed rate adjustments are needed to generate sufficient revenue to meet projected operation and maintenance costs and debt service obligations, as well as necessary current and future capital maintenance improvements. The approved five-year rate plan allows annual rate adjustments in accordance with the change in ENR, but is capped at a maximum increase of 5 percent. The ENR annual change in 2026 was 2.6%.

A summary of the past six years’wastewater rate adjustments relative to the ENR index change is provided in the table below. The purpose of this table is to demonstrate that, due to sound financial management, past actual rate increases have at times been below the approved maximum or deferred to coordinate with the programming of capital improvement projects.

Cap ENR Index Approved/ Recommended
July 2020 3.0% 1.5% 0%
July 2021 3.0% 3.1% 0%
July 2022 3.0% 8.9% 3%
July 2023 3.0% 3% 3%
July 2024 n/a* n/a* 4%
July 2025 5.0% 2.4% 2.4%
July 2026 5.0% 2.6% 2.6%
* ENR Index was not utilized in 2024 due to the new rate study At present, the wastewater operating fund balance exceeds target operating reserves. This surplus will be needed to fund wastewater capital expenditures amounting to over $27 million over the next five years without City of Lodi Printed on 6/12/2026Page 1 of 2
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borrowing.

The recommended rate adjustment for this next year (Exhibit A) reflects a recommended increase of 2.6% percent effective July 1, 2026.

Staff recommends adopting a resolution setting pre-approved Engineering News Record adjustment index for wastewater rates for residential, commercial, and industrial customers.

FISCAL IMPACT:

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

FUNDING AVAILABLE:

Not applicable.

City of Lodi Printed on 6/12/2026Page 2 of 2
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403
Exhibit A
City of Lodi -- Wastewater Utility
Current and Proposed Wastewater Rates
Current July 2026
Percent Increase 2.6
Flat Rates ($/month)
1 Bedroom 32.42$ 33.26$
2 Bedroom 43.23$ 44.35$
3 Bedroom 54.04$ 55.44$
4 Bedroom 64.85$ 66.53$
5 Bedroom 75.65$ 77.61$
6 Bedroom 86.46$ 88.70$
7 Bedroom 97.27$ 99.79$
Mobile Homes
Any Size 32.43$ 33.27$
Schools
Students per SSU 32.43$ 33.27$
Usage-Based Rates (1)
Monthly Usage Charge ($/CCF) (1) 3.23$ 3.31$ 3/4" Meter Charge per month 30.45$ 31.24$
1" Meter Charge per month 50.18$ 51.48$
1 1/2" Meter Charge per month 95.24$ 97.72$
2" Meter Charge per month 151.55$ 155.49$
3" Meter Charge per month 303.70$ 311.60$
4" Meter Charge per month 575.12$ 590.07$
6" Meter Charge per month 940.33$ 964.78$
8" Meter Charge per month 1,503.71$ 1,542.81$
Notes:
(1) Winter water usage determined as average monthly usage from December through February. 404
RESOLUTION NO. 2026-____

A RESOLUTION OF TH E LODI CITY COUNCIL SETTING PRE - APPROVED

ENGINEERING NEWS RECORD ADJUSTMENT INDEX FOR WASTEWATER

RATES FOR RESIDENTIAL, COMMERCIAL, AND INDUSTRIAL CUSTOMERS ========================================================================

WHEREAS, Resolution No. 2024-09 approved annual wastewater rate increases in an amount not to exceed the percentage change in the Engineering News Record (ENR) Twenty Cities Annual Average Index , or fiv e percent , beginning 2024 through December 2029. A Proposition 218 procedure was conducted that validated this action; and

WHEREAS, the 2026 ENR was 2.6 percent, so the current wastewater rate adjustment reflects a 2.6 percent increase.

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

Dated: June 17, 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 17, 2026, by the following votes:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2026-_____

405
AGENDA ITEM F.3

COUNCIL COMMUNICATION
AGENDA TITLE:

Public Hearing Pursuant to Government Code Section 3502.3 to Receive a Report on the Status of Vacancies and Recruitment and Retention Efforts (IS - HR)
MEETING DATE:

June 17, 2026
PREPARED BY:

James Peavey, Human Resources Manager
RECOMMENDED ACTION:

Public Hearing pursuant to Government Code Section 3502.3 to receive a report on the status of vacancies and recruitment and retention efforts.

BACKGROUND INFORMATION:

Report in Brief
In compliance with Government Code Section 3502.3, during a public hearing before its governing board, a public agency shall present the status of its vacancies and recruitment and retention efforts, and identify any necessary changes to its policies, procedures, and recruitment activities, if appropriate, to remove obstacles to the hiring process.

Background
In compliance with state law, the City of Lodi (City) must do the following:
· At least once each fiscal year, at a public hearing before the Council, the public agency (i.e., City staff) shall present information regarding the status of vacancies and recruitment and retention efforts. City staff is also required to identify any necessary changes to policies, procedures, and recruitment activities necessary to remove obstacles from the hiring process. If the Council adopts an annual or multi-year budget during the fiscal year, this presentation must occur prior to the Council’sadoption of the budget for the City. This informational report meets this requirement. · Allow the recognized employee organization for each bargaining unit at the City to make a presentation during the public hearing concerning vacancies and recruitment and retention efforts. · If vacancies within a single bargaining unit meet or exceed 20% of authorized full-time positions in that bargaining unit, the City must provide additional information during the public hearing, including the following: (1) the total number of vacancies; (2) the number of applicants; (3) the average time to fill positions; and (4) opportunities to improve compensation and working conditions for employees in the bargaining unit.

Analysis
As of June 10, 2026, the City’svacancy rate citywide is 7.6%, and the vacancy rate for each bargaining group is well below 20%. The table below shows position count and vacancy rate, by bargaining unit and Citywide:

City of Lodi Printed on 6/12/2026Page 1 of 3
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Unit Position Count Vacant
Positions
Total Vacancy Rate
AFSCME - General Services Unit 89 7 7.9%
AFSCME - M&O Unit 102 8 7.8%
IBEW 41 3 7.5%
City Mid-Management 59 1 1.7%
Professional Firefighters 49 4 8.2%
Fire Mid-Management 5 0 0%
Police Officers Association 62 6 9.7%
Police Mid-Management 20 0 0%
Police Dispatchers 18 3 16.7%
Unrepresented 29 4 13.8%
Citywide - All Budgeted Positions 474 36 7.6%
Vacancies
Vacancies occur for a variety of reasons, including an employee’sseparation from the City (e.g., retirement; resignation; involuntary termination; transfer, promotion or demotion to a new job; and the addition of newly budgeted positions). The City places a high priority on filling these vacancies with top quality candidates in a timely and efficient manner. For this reason, the City strives to maintain a consistently low vacancy rate.

Recruitment and Retention Efforts
The City understands recruitment and retention is a holistic function that involves identifying the needs of the City, attracting candidates who are well-equipped to meet those needs and are well-aligned to City’smission, vision and values, and then to engage and retain those employees.

The City seeks to recruit and retain a highly qualified, performance oriented and motivated workforce by offering its regular full-time employees competitive wages and generous benefits, such as:
· Health, dental, optical: City employees have access to a variety of health plans to support their, and their families’, physical, and mental well-being.
· Paid time off: City employees earn paid time off each pay period (e.g., vacation, sick, etc.). · Tuition and training: City employees are eligible for tuition and training reimbursement to help support their career growth.
· Long-Term Disability: City employees have peace of mind in case of catastrophic injury as they are covered for long-term disability.
· Retirement: City employees are eligible for enrollment in the California Public Employees’Retirement System, a defined benefit pension plan. Defined benefit plans provide a guaranteed retirement income once an employee meets the minimum age and service requirements established by the plan; a retired employee will receive a monthly pension payment for the remainder of his/her life. The City also offers employees the ability to participate in a 457 savings plan.

The City is not currently proposing any Citywide changes to its policies, procedures, and recruitment activities because it focuses on this throughout the year and make changes when obstacles are identified. Staff has highlighted below three activities that are implemented throughout the year. · With each recruitment, City staff work collaboratively with hiring managers to review and, if needed, update classification specifications to ensure the competencies and minimum qualifications of the job are appropriately reflected. Doing so ensures the City is recruiting the appropriate candidates for the City of Lodi Printed on 6/12/2026Page 2 of 3
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are appropriately reflected. Doing so ensures the City is recruiting the appropriate candidates for the position, and can remove any false barriers, such as a requirement that does not truly measure a candidate’s competency to do the job or is no longer an industry standard. · City staff closely monitor recruitment best practices (e.g., evaluating the use of open versus promotional recruitments, etc.) to create the most effective merit-based recruitments possible. · The Human Resources Manager monitors vacancies. When spikes in vacancies are predicted or observed, the Human Resources Manager works together with the impacted department head to develop a plan to address the vacancies.

FISCAL IMPACT:

There is no a fiscal impact from this report.

FUNDING AVAILABLE:

Not applicable.

City of Lodi Printed on 6/12/2026Page 3 of 3
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408
AGENDA ITEM G.1

COUNCIL COMMUNICATION
AGENDA TITLE:

Receive Temporary Access Center and Emergency Shelter Quarterly Update, Construction Update, and Adopt a Resolution Authorizing the Interim City Manager or Designee to Execute an Agreement with Outreach Ministries International for Operation of the Lodi Access Center and Emergency Shelter (CD) MEETING DATE:

June 17, 2026
PREPARED BY:

Jennifer Rhyne, Neighborhood Services Manager
RECOMMENDED ACTION:

Receive temporary Access Center and Emergency Shelter Quarterly Update, Construction Update, and Adopt a Resolution Authorizing the Interim City Manager or Designee to Execute an Agreement with Outreach Ministries International for Operation of the Lodi Access Center and Emergency Shelter.

BACKGROUND INFORMATION:

The temporary Lodi Access Center officially opened for operations on July 22, 2022, as an initial phase of the Access Center and Emergency Shelter operations. The temporary site has served as an interim solution while the permanent Access Center facility was developed. Outreach Ministries International (OMI) assumed operation of the temporary Access Center on November 1, 2024, and has continued to provide shelter operations, navigation services, case management, and connections to supportive resources. Temporary Access Center operations are currently supported through Homeless Housing, Assistance and Prevention (HHAP), State and Local Fiscal Recovery Funds (SLFRF/ARPA), and other eligible grant resources.

To ensure transparency regarding homelessness response efforts, staff and OMI continue to provide quarterly updates related to shelter utilization, service outcomes, outreach efforts, successes, and operational challenges. This update covers the period of February 1, 2026, through April 30, 2026.

QUARTERLY UPDATE - FEBRUARY 1, 2026 TO APRIL 30, 2026:

Overnight Shelter:
· 3,474 overnight services provided to 124 clients
· 41 new clients enrolled to receive overnight and day services · 26 clients re-entered to receive overnight and day services Day Use Shelter:
· 6,668 day-services provided to 287 clients
· 100 new clients enrolled to receive day services only City of Lodi Printed on 6/11/2026Page 1 of 4
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· 54 clients re-entered to receive day services only
Services Provided:
· Breakfast - 3,255 meals provided to 219 clients
· Lunch - 3,992 meals provided to 238 clients
· Showers - 3,892 showers provided to 169 clients
Client Contributions:
· 28 clients voluntarily contributed to shelter operations 300 times (i.e., cleaning, meal service, organization, beautification, or peer support activities).

Transportation:
· 404 transports provided to 79 clients
· Of these, 23 transports were provided for non-emergency medical needs, helping reduce unnecessary emergency response utilization.

Case Management & Outcomes:
· 293 case management services provided
· 13 clients obtained employment
· 13 overnight shelter clients transitioned into housing · 9 day-use clients transitioned into housing
· 9 overnight shelter clients transitioned into treatment/sobriety programs · 1 day use clients transitioned into treatment/sobriety programs Street & Shelter Outreach:
· 183 outreach services provided
Housing Sustainability and Tenancy:
· 22 individuals enrolled to receive support after transitioning to housing or residential program PERMANENT ACCESS CENTER CONSTRUCTION UPDATE:

Construction of the permanent Lodi Access Center and Emergency Shelter continued to make progress over the past month, with activity focused on advancing the building enclosure, interior systems, and site improvements.

Recent work has included continued exterior siding installation, interior framing, mezzanine framing, and remaining concrete work. Major building systems are also progressing, including mechanical, electrical, plumbing, and fire sprinkler rough-ins, which are critical milestones toward interior buildout and facility activation. Work within the secured courtyard area has also continued, including covered patio improvements, mechanical screening, and fencing installation to support outdoor programming and site security.

Staff continues to coordinate regularly with the contractor, project team, architect, and key partners to monitor schedule, address construction issues as needed, and maintain momentum toward completion of the permanent Access Center and Emergency Shelter. Additional construction updates and milestone progress City of Lodi Printed on 6/11/2026Page 2 of 4
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COUNCIL COMMUNICATION
will continue to be provided to City Council as work advances.

PERMANENT ACCESS CENTER OPERATOR AGREEMENT:

Following City Council direction and completion of the Request for Proposal (RFP) process, staff has finalized negotiations with Outreach Ministries International (OMI) for operation of the permanent Lodi Access Center and Emergency Shelter pursuant to the previously approved five-year award. OMI was selected by City Council based on the ranking and recommendation of the Evaluation Committee following a competitive RFP process.

The proposed agreement reflects negotiated operational expectations, performance measures, staffing requirements, reporting obligations, County coordination, and fiscal sustainability considerations. Throughout negotiations, staff and OMI worked closely with San Joaquin County Behavioral Health Services and San Joaquin Health to define roles, responsibilities, and service coordination expectations related to CalAIM reimbursement opportunities to ensure alignment, maximize allowable reimbursements, and avoid duplication of services. The County also reviewed and approved the proposed CalAIM-related scope and service coordination framework incorporated into the agreement.

Key components of the agreement include:
· Five (5)-year agreement term, contingent upon the availability of funding. Should funding become unavailable, the agreement provides for a structured ramp-down of services upon sixty (60) days’ written notice to allow for client transitions and continuity of care planning. · First-year contract amount of $1,620,000, negotiated to remain within currently available grant resources for initial operations.
· Operation of the permanent Access Center as a 24/7 low-barrier shelter model, emphasizing stabilization, coordinated entry, housing navigation, workforce development, case management, and connections to healthcare, behavioral health, employment, and housing resources, with continued coordination among City staff, healthcare providers, nonprofit organizations, and regional partners to maximize service access and eligible reimbursement opportunities. · Regular performance and outcome reporting related to shelter utilization, service engagement, housing placements, workforce outcomes, outreach, and other agreed-upon metrics. · OMI commitment to pursue charitable donations and community support to offset operational costs.

Monetary donations utilized to offset operations will be reported quarterly to the City in a mutually agreed-upon format.

FISCAL IMPACT:

Approval of the agreement authorizes a five (5)-year agreement with Outreach Ministries International (OMI) for operation of the permanent Lodi Access Center and Emergency Shelter. The City’sproposed first-year contract contribution is $1,620,000, anticipated to be supported through existing grant resources, including Homeless Housing, Assistance and Prevention (HHAP), State and Local Fiscal Recovery Funds (SLFRF/ARPA), Permanent Local Housing Allocation (PLHA), and other eligible funding sources.

As part of the agreement, CalAIM reimbursement activities will be administered directly by OMI, with eligible reimbursements applied to offset operational costs associated with the agreement. The City’scontribution reflects the negotiated net operating amount after anticipated reimbursement assumptions. To the extent CalAIM reimbursements exceed projected amounts and are allowable to offset agreement costs, additional operational costs may be reduced, further offsetting the City’scontribution. Future-year funding will remain contingent upon the availability of grant and other eligible funding sources, subject to annual budget appropriations and Council consideration as necessary. No immediate General Fund impact is anticipated for first-year operations. As the temporary operations Agreement is effective through October 22, 2026, the permanent operations Agreement will be effective on October 23, 2026.

FUNDING AVAILABLE:

Current and anticipated funding sources include Homeless Housing, Assistance and Prevention (HHAP), State City of Lodi Printed on 6/11/2026Page 3 of 4
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COUNCIL COMMUNICATION
Current and anticipated funding sources include Homeless Housing, Assistance and Prevention (HHAP), State and Local Fiscal Recovery Funds (SLFRF/ARPA), Permanent Local Housing Allocation (PLHA), CalAIM reimbursement opportunities administered by OMI, charitable contributions, and other eligible grant resources.

Staff anticipates sufficient resources for first-year operations and continues to pursue additional external funding opportunities, including the Encampment Resolution Fund (ERF), future rounds of HHAP, and philanthropy efforts to support long-term operational sustainability throughout the five-year agreement term.

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Outreach Ministries International

715 S. Central Ave. Lodi, CA 95240 209-642-9684 [email protected]

LODI ACCESS CENTER CLIENT SERVICES REPORT
FEBRUARY 1, 2026 TO APRIL 30, 2026

Overnight Shelter
3,474 overnight services provided to 124 clients
41 new clients enrolled to receive overnight and day services 26 clients re-entered to receive overnight and day services

Day Use Shelter
6,668 day services provided to 287 clients
100 new clients enrolled to receive day services only
54 clients re-entered to receive day services only

Services
Breakfast – 3,255 meals provided to 219 clients
Lunch – 3,992 meals provided to 238 clients
Showers – 3,892 showers provided to 169 clients

Client Contributions
28 Clients voluntarily contributed to accomplishing needs at the shelter 300 times (i.e., clothing organization, cleaning, serving meals, etc.)

Transportation
404 transports provided to 79 clients
**Of these, 23 transports were provided to clients for nonemergency medical needs in lieu of unnecessarily calling for an ambulance

Case Management Services
293 services provided

Obtained Employment
13 employment positions obtained by 13 clients

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Outreach Ministries International

715 S. Central Ave. Lodi, CA 95240 209-642-9684 [email protected] Transitioned to Housing and/or Sobriety Program
13 transitions to housing obtained by 13 Overnight Shelter Clients 9 transitions to housing obtained by 9 Day Use Program Clients 9 transitions to program obtained by 9 Overnight Shelter Clients 1 transition to program obtained by 1 Day Use Program Client

Housing Sustainability and Tenancy
22 new clients enrolled to receive support after transitioning to housing or residential program

Ambassador, Law Enforcement, Emergency Services Requests from LAC Safety Ambassador services requested 2 times
Lodi Police Department services requested 5 times
Emergency Response services requested 22 times

Age Demographics of Clients
2 – under age 5 years old
1 – age 5 to 12 years
3 – age 13 to 17 years
11 – age 18 to 24 years
47 – age 25 to 34 years
94 – age 35 to 44 years
70 – age 45 to 54 years
78 – age 55 to 61 years
71 – age 62 years or older

Average Lenth of Stay in Days (HUD 2023)
National: 166
San Joaquin County: 68
LAC ES (Feb 2026 – Apr 2026): 28
LAC Day Use (Nov 2025 – Jan 2026): 23

Average Successful Exits From ES (HUD 2023)
National: 32.4%
San Joaquin County: 9.2%
LAC ES (Nov 2025 – Jan 2026): 17.8%
LAC Day Use (Nov 2025 – Jan 2026): 3.50%

Street and Shelter Outreach
183 outreach services provided

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1 AGREEMENT FOR PROFESSIONAL SERVICES

ARTICLE 1

PARTIES AND PURPOSE

Section 1.1 Parties
THIS AGREEMENT is entered into on ______________, 2026, by and between the CITY OF LODI, a municipal corporation (hereinafter “CITY”), and OUTREACH MINISTRIES INTERNATIONAL, a California nonprofit corporation (hereinafter “CONTRACTOR”).

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

CITY wishes to enter into an agreement with CONTRACTOR for operation of the Lodi Access Center and Emergency Shelter (hereinafter “Project”) as set forth in the Scope of Services attached as Exhibit A. CONTRACTOR acknowledges tha t it is qualified to provide such services to CITY.

ARTICLE 2

SCOPE OF SERVICES

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

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

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

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

The review time by CITY and any other agencies involved in the project shall not be counted against CONTRACTOR’s contract performance period. Also, any delays due to 415
2 weather, vandalism, acts of God, etc., shall not be counted. CONTRACTOR shall remain in contact with reviewing agencies and make all efforts to review and return al l comments.

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

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

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

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

Section 2.6 Term
The term of this agreement commences on October 23, 2026 and terminates upon completion of the Scope of Services or on October 31, 2031, whichever occurs first. The term of this Agreement is contingent upon the continued availability of funding and financial resources necessary to support operation of t he Lodi Access Center. In the event such funding or resources become unavailable or insufficient, the City may modify 416
3 the scope of this Agreement to within available resources, or terminate this Agreement in accordance with Section 4.11.

Section 2.7 Option to Extend Term of Agreement
At its option, CITY may extend the terms of this Agreement for an additional five (5) year extension; provided, C ITY gives CONTRACTOR no less than thirty (30) days written notice of its intent prior to expiration of the existing term. In the event C ITY exercises any option under this paragraph, all other terms and conditions of this Agreement continue and remain in full force and effect.

The total duration of this Agreement, including the exercise of any option under this paragraph, shall not exceed ten (10) year(s).

ARTICLE 3

COMPENSATION

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

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

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

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

Section 3.4 Auditing
CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for s ervices under this Agreement. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance needed to conduct such an audit.
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4 CONTRACTOR agrees that CITY or its delegate will have the right to r eview, obtain and copy all records pertaining to performance of this Agreement.

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

ARTICLE 4

MISCELLANEOUS PROVISIONS

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

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

Section 4.3 I ndemnification and Responsibility for Damage CONTRACTOR to the fullest extent permitted by law, shall indemnify and hold harmless CITY, its elected and appointed officials, directors, officers, employees and volunteers from and against any claims, damages, losses, and expenses (including reasonable attorney’s fees and costs), arising out of performance of the services to be performed under this Agreement, provided that any such claim, damage, loss, or expense is caused by the negligent acts, errors or omissions of CONTRACTOR, any subcontractor employed directly by CONTRACTOR, anyone directly or indirectly employed by any of them, or anyone for whose acts they may be liable, except those injuries or damages arising out of the active negligence, sole negligence, or sole willful misconduct of the City of Lodi, its elected and appointed officials, directors, officers, employees and volunteers. CITY may, at its election, conduct the defense or participate in the defense of any claim related in any way to this indemnification. If CITY chooses at its own election to conduct its own defense, participate in its own defense, or obtain 418
5 independent legal counsel in defense of any claim related to this indemnification, CONTRACTOR shall pay all of the costs related thereto, including without limitation reasonable attorney fees and costs. The defense and indemnification obligations required by this Agreement are undertaken in addition to, and shall not in any way be limited by the insurance obligations set forth herein.

Section 4.4 No Personal Liability
Neither the City Council, nor any other officer or authorized assistant or agent or City employee shall be personally responsible for any liability arising under this Agreement.

Section 4.5 Responsibility of CITY
CITY shall not be held responsible for the care or protection of any material or parts of the work described in the Scope of Services prior to final acceptance by CITY, except as expressly provided herein.

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

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

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

To CITY: City of Lodi
221 West Pine Street
P.O. Box 3006
Lodi, CA 95241-1910
Attn: Jennifer Rhyne

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6 To CONTRACTOR: Outreach Ministries International
935 C. Central Avenue
Lodi, CA 95240
Attn: Jason McEachron

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

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

Section 4.11 Termination
CITY may terminate this Agreement, with or without cause, by providing CONTRACTOR at least sixty (60) days written notice. The parties acknowledge that the sixty (60) day notice period is intended to allow for an orderly transition and ramp down of services, including coordination to support continuity of care and appropriate transition planning for individuals utilizing the Lodi Access Center. Notwithstanding the foregoing, in the event CONTRACTOR materially breaches the Scope of Services or otherwise fails to perform in accordance with the terms of this Agreement, CITY may provide CONTRACTOR ten (10) days written notice to cure such breach. If CONTRACTOR fails to cure the breach within the notice period, CITY may terminate this Agreement effective immediately or upon such date specified by CITY. Where phases are anticipated within the Scope of Services, at which an intermediate decision is required concerning whether to proceed further, CITY may terminate at the conclusion of any such phase. Upon termination, CONTRACTOR shall be entitled to payment as set forth in attached Exhibit B t o the extent work has been satisfactorily performed through the effective date of termination. CONTRACTOR shall immediately begin an orderly wind down of services and, upon termination, suspend all work not necessary for transition activities and deliver any documents or work in progress to CITY. However, CITY shall assume no liability for costs, expenses, or lost profits resulting from services not completed or for contracts entered into by CONTRACTOR with third parties in reliance upon this Agreement.

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

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

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

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

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

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

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

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

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

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

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

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

Section 4.22 Counterparts and Electronic Signatures
This Agreement and other documents to be delivered pursuant to this Agreement may be executed in one or more counterparts, each of which will be deemed to be an original copy and all of which, when taken together, will be deemed to constitute one and the same agr eement or document, and will be effective when counterparts have been signed by each of the parties and delivered to the other parties. Each party agrees that the electronic signatures, whether digital or encrypted, of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. Delivery of a copy of this Agreement or any other document 422
423
Exhibit A – Scope of Services
CONTRACTOR shall provide full operational management services for the Lodi Access Center and Emergency Shelter (“Access Center”), a low-barrier emergency shelter and access center serving individuals experiencing homelessness within the City of Lodi. Services shall be provided twenty-four (24) hours per day, seven (7) days per week.

Services shall include, but not be limited to:
a. Operation of overnight shelter services and day services intended to promote housing stability, self-sufficiency, and long-term stabilization. b. Outreach and engagement activities intended to connect unsheltered individuals with shelter, housing, behavioral health, medical care, and supportive services, including participation in c
oordinated outreach efforts with community and governmental partners. c. Intake, assessment, case management, housing navigation, benefits navigation, and referrals to supportive services, including behavioral health, substance use treatment, medical care, legal assistance, and other stabilization resources.
d. Workforce development services, including employment readiness, job search assistance, life skills development, individualized employment planning, coordination with employers and
w
orkforce development partners, and connection to vocational training or educational opportunities. CONTRACTOR shall make reasonable efforts to assist participants in obtaining and m
aintaining employment as part of their transition toward permanent housing and i
ndependence.
e. D
ay-use services, including meals, showers, hygiene access, transportation coordination, and storage management.

Contractor shall operate the Access Center in a manner consistent with a low-barrier shelter model, ensuring individuals are not denied access solely due to mental illness, substance use disorder, pets, partners, or personal possessions, provided participants comply with established safety, eligibility, and conduct requirements. Individuals accessing overnight shelter services must be ambulatory and able to independently care for themselves, as the Access Center is intended to provide shelter and supportive services and is not equipped to provide a higher level of medical or custodial care. Contractor shall maintain written policies and procedures governing intake, eligibility, client conduct, grievance procedures, safety, and program participation.

Contractor shall be responsible for the day-to-day operation, staffing, supervision, janitorial coordination, routine site management, and general oversight necessary to maintain a safe, clean, secure, and functional facility. Contractor shall provide overnight shelter operations and day-use services, including meals, showers, hygiene access, transportation coordination, storage management, case management, housing navigation, benefits navigation, employment readiness, workforce development, and referrals to supportive services, including behavioral health, substance use treatment, medical care, legal assistance, and other stabilization resources intended to support participant well-being and long-term housing outcomes.

Contractor shall implement and maintain a workforce development component intended to support participant self-sufficiency and long-term stability, including employment readiness, job search assistance, life skills development, individualized employment planning, connection to 424
vocational training or educational opportunities, and coordination with local employers and workforce development partners. Contractor shall make reasonable efforts to assist participants in obtaining and maintaining employment as part of their transition toward permanent housing and independence.

Contractor shall conduct outreach and engagement activities intended to connect unsheltered individuals with shelter, housing, behavioral health, medical care, and supportive services, including participation in coordinated outreach efforts with community and governmental partners. Contractor shall implement practices that support neighborhood cleanliness, discourage loitering and disruptive activity in and around the Access Center, and maintain a Good Neighbor approach responsive to surrounding businesses and residents.

Contractor shall work in close and ongoing collaboration with onsite and community partners, including San Joaquin Health and San Joaquin County Behavioral Health Services, to support integrated and coordinated service delivery. Contractor shall coordinate participant referrals, case conferencing, care coordination, stabilization planning, and access to onsite supportive services, including behavioral health, medical, sobering, recuperative, isolation, and other wraparound services available at or through the Access Center. Contractor shall actively participate in collaborative service planning efforts to ensure continuity of care, improve participant outcomes, and avoid duplication of services.

Contractor shall participate in and maintain compliance with the San Joaquin County Homeless Management Information System (HMIS), including timely entry of required client-level data, maintenance of required agreements and data-sharing requirements, and submission of monthly performance reports to the City in a format determined by the City. Contractor shall track program outcomes, shelter utilization, housing placements, employment connections, workforce participation, service referrals, and other performance measures identified by the City.

Contractor shall implement housing-focused case management strategies intended to reduce length of stay and support transitions to permanent housing, rehabilitation, reunification, employment, education, or other long-term stabilization outcomes. Contractor shall maintain active partnerships with housing providers, employers, workforce development agencies, behavioral health providers, and other community resources necessary to support participant success.

Contractor shall maintain staffing, training, security procedures, emergency response protocols, and facility oversight sufficient to ensure the health, safety, and well-being of Access Center participants, staff, visitors, and the surrounding community and shall comply with all applicable federal, state, local, grant, and City requirements related to homeless shelter operations, recordkeeping, confidentiality, and program administration.

Contractor shall perform the services described herein in a manner consistent with the requirements set forth in the City’s Request for Proposal (“RFP”) for Access Center and Emergency Shelter Operational Management Services and Contractor’s awarded RFP submission, as updated to reflect negotiated staffing and budget amounts, attached hereto as Attachment 1 and incorporated herein by this reference. Contractor shall materially comply with the operational, service delivery, performance, workforce development, reporting, and coordination commitments identified in Attachment 1, except where expressly modified, superseded, or otherwise approved in writing by the City pursuant to this Agreement. 425
Contractor shall also comply with the roles, responsibilities, billing limitations, documentation requirements, and service coordination requirements identified in Attachment 2, as may be amended from time to time and approved by the City, relating to allowable reimbursement and billing of services in coordination with onsite and community service partners. Contractor acknowledges that services provided at the Access Center shall be coordinated to avoid duplication of services or reimbursement, particularly in relation to Enhanced Care Management (ECM), Community Supports, behavioral health services, medical services, recuperative care, and other onsite supportive services provided by or in coordination with San Joaquin Health, San Joaquin County Behavioral Health Services, and other authorized partners. Contractor shall participate in required care coordination, case conferencing, documentation standards, and reconciliation processes necessary to maintain compliance with applicable funding, billing, and program requirements.

Donations and Operational Cost Offsets
Operator has agreed to utilize charitable donations and community support, when available, to help offset operational costs of the Access Center and Emergency Shelter. Such support may include monetary contributions, donated goods, supplies, furnishings, food, hygiene items, volunteer services, or other in-kind material support.

Due to the variable nature and administrative burden associated with assigning fair market value to in-kind and material donations, the City shall not require detailed accounting or valuation of non-monetary donated items, provided that the approved operational budget and service levels remain substantially consistent with the Agreement and no additional City funding is requested as a result of reliance on such donations.

Monetary donations received and utilized to offset operational costs related to the Access Center and Emergency Shelter shall be reported to the City on a quarterly basis in a form mutually agreed upon by the City and Operator. Reporting shall include the amount of monetary donations received and a high-level description of their operational use. 426
Dear City Council Members and City Staff,
We would like to begin by expressing our sincere gratitude for the opportunity to have operated the Temporary Lodi Access Center over the past year. It has been an honor to serve our community through this initiative, and we are deeply appreciative of the trust the City of Lodi has placed in us.

Over the past twelve months, the Lodi Access Center has proven to be an essential resource for individuals experiencing homelessness in our city. Through consistent engagement, compassion, and collaboration, we have helped 174 individuals transition into housing or rehabilitation programs.

Additionally, 51 guests
have successfully gained employment through our support services, case management, and partnerships with local employers. These outcomes represent an estimated $6 million in savings for the City of Lodi through reduced emergency services, law enforcement calls, encampment cleanups, and decreased strain on the hospital system.

These results reflect not only our commitment but also the effectiveness of our relationship-based approach.

Our dedicated team continues to meet people where they are—physically, emotionally, and spiritually— helping them take the next step toward stability and hope. Many of those we serve have lived on the streets for years, often losing faith in the possibility of change. Yet, through consistent care, trust, and accountability, we have witnessed remarkable transformation.

Our team remains deeply committed to the City of Lodi’s vision of a compassionate and coordinated response to homelessness. We have built strong working relationships with local law enforcement, social service providers, and community partners, ensuring that the Access Center operates safely, efficiently, and in alignment with city goals.

Since 2009, Outreach Ministries International, doing business as Gravity Church, has been engaged in
this mission—pioneering outreach efforts in Lawrence Park, building bridges between local churches, businesses, and civic agencies, and walking alongside those society often overlooks. The past year has reaffirmed what we have always believed: when the community works together, transformation is possible.

As we look toward the future, we respectfully ask for the opportunity to continue operating the Lodi Access Center, expanding our capacity to serve, and strengthening our city’s coordinated care system. We are confident that, together, we can build upon this solid foundation to reach even more individuals in need.

Please find attached letters of recommendation from United Way of San Joaquin County, St. Mary’s Community Services,
and Lodi Community Foundation, as well as our detailed Lodi Access Center Statistics and Savings Report.

Thank you for your time, partnership, and continued commitment to the people of Lodi.

Sincerely,
Jason McEachron
CEO - Outreach Ministries International
Pastor Gravity Church
Attachment 1
to Exhibit A
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October 29, 2025

To Whom It May Concern,

United Way of San Joaquin County is pleased to express its strong support for the life changing work being conducted at the Lodi Access Center, operated in partnership with Outreach Ministries International (OMI). The Center has proven to be a vital community resource—uniting service agencies, faith-based organizations, and local leaders to address homelessness, housing instability, and related health and social challenges with compassion, dignity, and measurable results.

Through its leadership and proven ability at the Lodi Access Center, OMI has demonstrated an unwavering commitment to the well-being of the Lodi community.

Their dedicated outreach and case management efforts have effectively connected unsheltered individuals to critical services, reduced reliance on emergency systems, and strengthened coordination among local providers. The impact of this work had saved the City of Lodi over $5M in resources that would have otherwise been expended by the city. OMI’s work at the Lodi Access Center is a model of partnerships between public and private entities and collaborative efforts towards a common goal.

United Way of San Joaquin County recognizes that measurable success OMI has achieved over the past year and the business acumen with which it operates. We are confident that the organization’s proven results, community trust, and collaborative approach position it as a strong and deserving candidate for future grant and partnership opportunities.

Our thanks for your consideration of OMI for this and future grants in helping reduce homelessness in Lodi and surrounding cities in San Joaquin County.

Sincerely,

Kristen Birtwhistle
President/CEO
United Way of San Joaquin County
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___________________________________________________________________________________________________ 545 W. Sonora Street | Stockton, CA 95203 | (209) 467-0703 | www.SMcares.org | Tax I.D. 94-2687280 October 31, 2025
Ms. Jennifer Rhyne
Neighborhood Services Manager
City of Lodi
221 W. Pine Street
Lodi, CA 95240
RE: Letter of Recommendation for Outreach Ministries International – Lodi Access Center Operator Application
Dear Ms. Rhyne,
On behalf of St. Mary’s Community Services, I am pleased to recommend Outreach Ministries International for selection as the operator of the permanent Lodi Access Center.

St. Mary’s Community Services exists to create pathways out of homelessness and poverty by offering essential daily services and supportive programs provided with dignity. Through our partnership with Outreach Ministries International, we have established an effective continuum of care that addresses critical service gaps between Stockton and Lodi, ensuring individuals experiencing homelessness receive comprehensive support across our region.

Outreach Ministries International has consistently demonstrated its capacity to help individuals experiencing homelessness achieve self-sufficiency. Their client-centered approach has earned the trust and respect of both services providers and the people they serve. This strong foundation enables our organizations to collaborate effectively on current initiatives while strategically planning for expanded services that meet evolving community needs.

The continuation of services at the Lodi Access Center under Outreach Ministries International’s leadership is essential for our community. Their proven track record, deep understanding of local needs, and commitment to collaborative service delivery make them an ideal partner to operate this vital resource.

We strongly support Outreach Ministries International’s application and are confident they will continue to provide exceptional services to individuals experiencing homelessness in Lodi. Should you request an additional information, please do not hesitate to contact me at (209) 290-2823 or [email protected].

In partnership,
Krista M. Fiser, MA
Chief Executive Officer
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� lodicommunityfoundation.org �� 209-400-7192 ���������� P.O. Box 1327, Lodi, CA 95241

November 3, 2025

Re: Support for the Lodi Access Center (Lodi, CA)

To Whom It May Concern,

The Lodi Community Foundation is pleased to express its support for the Lodi Access Center and the essential services it provides to our community. The Center plays a critical role in addressing homelessness in Lodi by offering coordinated access to resources, support, and care for individuals and families in need.

The work being done at the Lodi Access Center continues to have a positive and measurable impact on our community. Outreach Ministries International, as the Center’s current operator, has stepped forward to take on the significant responsibility of managing the Center. Their dedication and effectiveness have ensured that the Lodi Access Center continues to meet the growing needs of our community.

Maintaining a long-term, stable, and capable operator is vital to ensuring the continued success and sustainability of the Access Center. A consistent, experienced organization is key to delivering high-quality services and maximizing the positive outcomes already being achieved.

The Lodi Community Foundation recognizes the importance of the Access Center’s mission and supports Outreach Ministries International’s bid to serve as the operator of the permanent Access Center.

Thank you for your consideration and for your ongoing commitment to advancing the work of charitable organizations serving the greater Lodi area.

Sincerely,

Louis Ponick
Chief Executive Officer

LODI COMMUNITY FOUNDATION
Phone: 209.400.7192

Creating lasting
legacies that
build a stronger
Lodi community.

Chairperson
John K. Ledbetter
Vice Chairperson
Trenton Diehl
Treasurer
Drew Stroud
Secretary
Daniel Castillo

Board Members
Christine Franklin
Corie Stewart Trujillo
JP Doucette
Matthew Soeth
Megan Galarneau
Obaid Khan
Sabrina Schneweis-Coe
Shelby Young
Whitney Kesterson

Emeritus
MaryAnn Maggio

Chief Executive Officer
Louis Ponick

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Imp
act by the Numbers
1-year Operational Summary
Program Engagement
 59 clients have entered rehabilitation program
 39 clients have remained in or successfully completed the program Housing Transitions
 115 clients have transitioned into housing
 97 clients remain successfully housed
o (Includes 10 clients who transitioned to a long-term, more accommodating shelter) Employment Outcomes
 51 clients have gained employment
 33 clients remain employed
Client Totals
 A total of 174 transitions (to either programs or housing) 10 clients transitioned twice → 164 unique individuals transitioned Estimated
Cost Savings to the City of Lodi
Formula Amount
$60,000 × 164 $9,840,000
$9,840,000 − $1,500,000 $8,340,000
Calculation Step
Estimated annual cost per unsheltered person
Subtract Lodi Access Center annual budget
Apply success rate (78.1%) $8,340,000 × 0.781 $6,513,540 Est
imated Cost Savings (12 months): $6,513,540
@ $56,800 per person = $6,103,671
References: www.pacificcbpr.org/wp-content/uploads/2023/04/San-Joaquin_2022_Cost-of-Homelessness-Report.pdf *Ac
cording to the 2022 San Joaquin County Cost of Homelessness Survey Summary Report prepared by University of the Pacific, the cost of homelessness in San Joaquin County in 2021 was estimated between $131.8 million and $160.2 million.

The survey report also estimated that the average cost per individual homeless person was between $56,800 and $69,100. **The average cost per individual equals $62,950. The above calculation rounds the cost down to $60,000 per individual. ***This total cost does not include the additional number of clients currently residing at the Lodi Access Center. The average bed count for overnight stays for the month of July was 37. 431

REQUEST FOR PROPOSAL
FOR

ACCESS CENTER AND EMERGENCY SHELTER

OPERATIONAL MANAGEMENT SERVICES
City of Lodi
Community Development Department
Neighborhood Services Division
221 W. Pine Street, Lodi, California 95240
Ph: 209-269-4519
[email protected]
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IV. PROPOSER INFORMA TION

1. Name of Entity or Organization:

Outreach Ministries International

2. Address:
935 S. Central Ave, Lodi, CA 95240

3. Mailing Address (if different than above):
715 S Central Ave, Lodi, Ca 95240

4. Executive Director/CEO (Name, title, email, phone number):

Jason McEachron, CEO,
[email protected]
, 209-327-0669

5. Contact Person (if different than above):

6. Number of years organization has been in business:
42 Years

7. Number of years organization has operated as a 501 (c) (3):
42 Years

8. Federal T
ax ID Number: 94-2876623

9. Has this organization operated under another name? ( X ) Yes ( ) No
a. If yes, list all previous names:
○ Gravity Church
○ Agape Love
○ Second Step Living
○ His Place Food Bank
○ Bridges and Breadcrumbs

10. Are you registered with sam.gov? (X) Yes ( ) No
If yes, please provide UEI number: LD6WQWAKRKV1
If no, please register for UEI number at https://sam.gov/entity-registration

11. Number of year’s organization has conducted the program for which services are being requested: 17 Years

12. Provide 3 References to speak to your organization's work and successes with homelessness services:

1. St. Mary’s Community Services - Krista Fiser (Chief Executive Officer) Email: [email protected]
Phone: (209) 290-2823

2. United Way - Kristen Birthwhistle (President & CEO) Email: [email protected]
Phone: (209) 642-0725

3. Lodi Community Foundation - Louis Ponick (CEO)
Email: [email protected]
Phone: (209) 400-7192

4. CVLIHC/HMIS - Jon Mendelson (Executive Director)
Email: [email protected]
Phone: (209) 472-7200 ext. 104

5. Community Partnership - Lynsey Nuss (Interim Executive Director) Email: [email protected]
Phone: (209) 269-8262

6. Lodi Committee on Homelessness - John Ledbetter (Former LCOH Chairperson) Email: [email protected]
Phone: (209) 481-7606
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13. Describe your organization’s history and experience in providing services to individuals experiencing homelessness:

In 1982, Outreach Ministries International (OMI) began outreach services in Stockton, Ca. Our initial location was located on Pacific Avenue and we opened a free coffee shop drop-in center named ‘The Youth Connection’. We operated free weekly music concerts, food and outreach events to connect people with services. Though the homeless community looked different then, they were still in need of resources and life direction. In 2005, we began weekly homeless outreach in Lawrence Park in Lodi which included hot meals, clothing and other resources. We have continued those outreach endeavors in various functions ever since. Many of the original people we engaged from Lawrence Park are now living productive lives off of the streets. Starting in 2024 we were awarded the operations for the Lodi Temporary Access Center and will continue the operations until the permanent access center operations are implemented.

14. Describe the organization’s current approach to outreach and service delivery, particularly for unsheltered individuals or highly vulnerable populations:

In addition to the daily outreach efforts conducted through the staff at Lodi Access Center, we offer (7) different delivery methods for our services. .

Second Step Living Homes: Transitional housing placement for clients that have successfully completed treatment
Agape Love: Weekly homeless outreach events providing hot meals, clothing, hygiene care (showers, haircuts), and connection with mental health resources and weekly outreach via teams going to encampments.

His Place Food Bank: Weekly food box distribution.

Gravity Church: Weekly classes and support groups (Recovery Meeting, Mental Health Meeting, Bible Studies, etc.) every day of the week.

Bridges and Breadcrumbs: Homeless outreach and life coaching with a focus on employment, housing, and referrals to community services.

CalTrans Weekly Meeting: Check-in meetings with CalTrans, CHP, local police departments, and various other outreach providers; scheduled cleanups, areas of concern, and strategizing are discussed
Bi-weekly County Outreach: Outreach workers from BHS, Prevail, Lodi PD, Community Medical Center, and the OMI Lodi Access Center perform a joint outreach in Lodi V. PROPOSAL NARRATIVE
Proposers must provide responses to each of the items listed below. Responses should be clear, concise, and limited to 500 words or less per question, unless otherwise specified.

Where applicable, Proposers are encouraged to reference or attach sample policies, procedures, or other supporting documents that substantiate their responses. Attachments are not subject to the 500- word limit and may exceed that restriction as needed to provide adequate context or documentation.

Failure to respond to all required items may result in the proposal being deemed non-responsive. 434

1. Service Summary
Provide a summary of the proposed services to be delivered, including a high-level description of work to be performed and the key outcomes your organization expects to achieve.

The Low-Barrier Lodi Access Center (LAC) provides a comprehensive and compassionate range of services designed to support individuals experiencing homelessness or housing instability. The program is structured around three core phases—Flow In, Flow Within, and Flow Out—each addressing a critical point in a client’s journey from crisis to stability. The LAC model emphasizes dignity, accessibility, and long-term outcomes that strengthen both individuals and the greater Lodi community.

Flow In (Client-Focused)
Outreach Ministries International (OMI) conducts trauma-informed, person-centered outreach to engage individuals with empathy and respect. Outreach workers meet people where they are, providing information about the Access Center, connecting clients to resources, and helping them set achievable goals. Building trust through consistent, non-judgmental engagement is the first step toward long-term solutions and breaking the cycle of homelessness.

Expected Outcomes:
● At least 20 referrals to the LAC per month
● At least 5 referrals per month to other shelters, programs, or housing Flow Within (Client-Focused)
The LAC offers a safe, low-barrier shelter where clients can access immediate necessities and supportive services that promote stability and well-being. ● Showers: Daily access to clean, private facilities
● Meals: Three nutritious meals daily plus snacks on request ● Case Management: (Provides personalized support to navigate resources, set goals & overcome barriers)
● Transportation: Help with transit to appointments, employment, and essential services ● Benefits Access: Guidance for SSI, SDI, Disability, or Veterans benefits ● Resource Navigation: Referrals to health, legal, family, and behavioral services ● Workforce Development: Training, job readiness, and employment placement support Expected Outcome: Operate at or near full capacity, providing consistent safety and stability for individuals in crisis.

Flow Out (Client-Focused)
This phase focuses on long-term success and community reintegration. ● Recovery Programs: Connection to substance abuse treatment and ongoing recovery support ● Housing Navigation: Assistance finding, securing, and maintaining stable housing, including budgeting, credit repair, and utility setup
● Workforce Development Partnerships: Continued support for employment retention and career advancement
Expected Outcomes:
● 20+ clients transitioned per month into rehabilitation or housing programs ● 8–10 employment gains per month with expanded resources and partnerships 435 Community-Focused Components
The Access Center also delivers meaningful benefits to the broader Lodi community through outreach, education, and collaboration.

Community Outreach:

OMI partners with local hospitals and emergency services to reduce non-emergency calls, easing the strain on public systems and saving taxpayer dollars. Outreach workers also respond directly to calls from citizens and business owners, ensuring that individuals in need receive timely support and community concerns are resolved.

Community Engagement:

Public tours, presentations, and volunteer opportunities invite residents to experience the Center’s impact firsthand. These efforts foster understanding, reduce stigma, and inspire ongoing community support and involvement.

Partnerships:

Collaborations with local businesses and organizations expand workforce opportunities while strengthening civic engagement. OMI is also developing a pressure washing and street cleaning service, which would provide employment for clients and contribute to a cleaner, more welcoming community. Strong partnerships with faith-based organizations and Second Step Living further extend housing options and holistic support.

2. Organizational Experience
Describe your organization’s experience with programs or services similar to those described in the RFP. If the scope of work is new to your organization, describe the relevant expertise, partnerships, or resources that will support successful implementation.

Our experience in providing services comes from years of extensive and intentional outreach to the homeless community. We have learned the unique challenges that they face and have provided resources to them primarily by providing weekly outreach, food boxes, hot meals, clothing and referrals. We have members that have worked and/or are still working in other temporary and transitional housing programs. Our team has extensive experience with the “trenches of homelessness” because many have been homeless and hopeless themselves. Those members have developed relationships and trust with Lodi’s homeless population. With connections to a vast variety of resources including recovery meetings, drug rehabilitation facilities, ADA compliant shelters, transitional living, side-job employers, career-offering employers, private practice services, referrals to county services, the OMI team is able to cater to every aspect of a person experiencing homelessness. OMI is a team of business owners, homeless advocates, licensed and certified substance abuse counselors, pastors, chaplains, sponsors, and mental health and addiction treatment professionals.

Our most notable accomplishment of experience has been over the last year while operating the 46-bed temporary Lodi Access Center. In that time, OMI has successfully transitioned 174 clients into housing or supportive programs and helped 51 clients gain employment —an average of 14 individuals per month. Economically, these outcomes represent an estimated $6 million in savings for the City of Lodi through reduced emergency, law enforcement, encampments cleanups, and hospital system strain. We are experts at working in the trenches of homeless advocacy, outreach and transitioning into new lifestyle opportunities. Employment, rehabilitation, and stable housing are the 3 primary areas that we focus on. 436

3. Collaborative Partnerships
Describe current and past collaborations with other nonprofits, government agencies, faith- based organizations, and community stakeholders relevant to homelessness, housing, health, or supportive services.

Collaborative Partnerships
At the heart of Outreach Ministries International (OMI) there is a deeply collaborative philosophy that understands that meaningful progress in addressing homelessness, housing instability, and health challenges requires the sustained engagement of a diverse network of partners. Through this community-centered approach, we have expanded our reach and impact, ensuring that clients benefit from a continuum of care tailored to their unique needs.

Shelter Partners
Over the past year, OMI has strengthened relationships with key shelters to enhance coordinated care and improve outcomes. Together, we share a belief that homelessness is a community issue best addressed through collaboration. The Salvation Army Hope Harbor is both a neighbor and a partner, working alongside us through collaborative case management and shared resources. Saint Mary’s Dining Room provides medical respite beds, Homeless Court services, and comprehensive shelter care, while Gospel Center Rescue Mission offers additional bed space and recovery services.

The Tracy Shelter accommodates older, disabled clients, and Prevail supports families and teens escaping domestic violence with safe shelter and trauma-informed care.

Housing Partners
Stable housing is foundational to long-term success, and OMI’s partnerships with local landlords, nonprofit housing developers, and transitional housing providers ensure that clients have access to diverse housing options. Key collaborators include Central Valley Housing/Coordinated Entry System, San Joaquin Housing Authority, and Visionary Home Builders, which facilitate access to low-income housing. Second Step Housing’s landlord-partnership model supports both housing supply and the local economy, while Lodi House provides transitional housing for single mothers. Valley Sober Living and Lilly Pad offer supportive sober living environments, and Sunny Day Communities provides affordable options for low-income seniors.

Rehabilitation Partners
OMI does not operate its own rehabilitation program, instead we match clients with the programs best suited to their individual goals and needs. Our network includes San Joaquin County Recovery House, New Directions, Adult & Teen Challenge in Turlock, the Salvation Army, Gospel Center Rescue Mission (Stockton and Modesto), Jordan’s Crossing in Oroville, and Redwood Family Center in Modesto. This individualized placement approach honors client choice and maximizes the potential for long-term recovery.

Community and Agency Partners
OMI collaborates with many agencies to provide wraparound services. United Way of San Joaquin County supports OMI’s pursuit of Medi-Cal ECM and CS services, overseeing billing and assisting with grant development. Grace and Mercy Charitable Foundation provides weekday lunches, while the Community Partnership for Families offers immigration, healthcare/benefits coverage, and employment assistance. San Joaquin County Behavioral Health and Whole Person Care provide on-site evaluations and case management for at-risk clients, and OMI’s partnership with the Social Security Administration has streamlined benefit access. Local churches—Gravity Church, First Baptist Church of Lodi, Faith Community Lodi, and many more—contribute facilities, volunteers, and spiritual support, while the Child Abuse Prevention Council provides family counseling and advocacy. 437 Every Monday, Gravity Church hosts a collaborative outreach consisting of Agape Love, Take a Chance with Christ Clothing Ministries, Showered With Love, and Community Medical Center. While food, showers, healthcare, and clothing are provided, trust is being gained and the bridge to the LAC is being built.

4. Operational Methodology
Provide an overview of your approach to operating the City’s Access Center and Emergency Shelter, including how you plan to scale services to meet evolving needs.

Program Operations and Service Plan
To provide a safe and inclusive environment, the Lodi Access Center (LAC) will maintain a low-barrier intake process, ensuring eligibility regardless of sobriety, mental health status, pet ownership, partnerships, possessions, or income level. This approach allows clients to gain stability while addressing health and behavioral challenges and focusing on long-term recovery and the ultimate goal — long-term viable housing .

Security and Intake:

Before admission, clients are screened through meganslaw.ca.gov and nsopw.gov to ensure community safety. Although overnight family units are not available, parents and children are welcome to receive daytime services. Clients must be ambulatory and have a connection to Lodi.

During intake, each individual signs an agreement to follow the LAC’s rules and policies. No drug or breathalyzer test is required; however, clients must demonstrate coherency, stability, and compliance to enter.

Each client receives an HMIS identification card for entry, exit, meal distribution, and access to services. Upon arrival, clients are searched for drugs, alcohol, paraphernalia, and weapons to maintain safety. Staff are trained in OMI policies, procedures, Emergency & Fire Preparedness, Active Shooter Response, Workplace Violence Prevention, Conflict Resolution, and all hold certifications in CPR/First Aid, Narcan administration, and Mental Health First Aid to ensure compassionate and capable care.

Services:

OMI case managers provide hands-on support to help individuals apply for SSI, SDI, Disability, VA benefits , and other assistance programs. Collaborations with county departments and community agencies streamline applications and reduce wait times. Regular information sessions help clients overcome barriers to enrollment.

LAC services focus on:
● Coordinated referrals and connections to community resources. ● Employment readiness and workforce development opportunities. ● Education and training on budgeting, health, and daily stability. ● Support for recovery and successful transitions into permanent housing.

HMIS and Reporting:

Clients are enrolled in one or more HMIS program categories :
● Outreach
● Day Services
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● Shelter Services
● Housing Sustainability and Tenancy
Within each program, services such as meals, showers, transportation, and employment progress are tracked. A full-time HMIS Specialist maintains data integrity, logs services, updates records, and prepares reports. HMIS enables OMI to measure outcomes, demonstrate success, and meet grant reporting requirements .

Evolving Needs:

To meet changing community needs, OMI will remain adaptable:
● Outreach: Additional staff will be trained to provide outreach when needed. ● Capacity: If the need exceeds 60 beds, flex space will be utilized and additional staff hired, with per-bed cost adjustments.
● Reporting: If funders require additional documentation, multiple staff will receive HMIS training for expanded reporting.
● Housing: Through its Second Step Living model, OMI partners with local landlords to add bed space as needed and maintains relationships with transitional housing providers outside San Joaquin County to ensure timely placement.
● Recuperative Care: OMI partners with a Health Plan of San Joaquin County provider certified to offer recuperative care. Pending more discussion and city approval, OMI would consider utilizing the “flex space” for a recuperative care option.

Through this comprehensive, low-barrier, and data-driven model, OMI will continue to provide a safe, compassionate, and effective pathway from homelessness to stability and long-term housing .

5. Tasks and Implementation
Specify the key tasks and activities your organization will undertake to accomplish the program’s goals. Explain how and when these activities will be implemented and monitored for success.

Overview:

The foundation of our services is to provide safe shelter, showers, and nutritious meals in a welcoming environment where every individual is treated with dignity and compassion. Our goal is to support individuals as they transition into long-term, viable housing through personalized case management and established community resource connections.

Our case management model is designed to meet the diverse needs of everyone who walks through the doors of the Lodi Access Center (LAC). Central to this model is our “Tree to Success” system — a structured, step-by-step process that guides individuals along various pathways, all leading toward the same ultimate goal: long-term, viable housing. Each pathway is broken down into clear, manageable steps that connect clients to a range of supportive resources.

Our Outreach Team plays a vital role in building trust within the unsheltered community. Through consistent engagement and relationship-building, they guide individuals toward the LAC and other essential services.
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Once enrolled in the Lodi Access Center (LAC), participants are encouraged to engage in Workforce Development and Housing Navigation programs designed to promote long-term independence.

Through the Workforce Development Program, clients commit to actively participating in their recovery from substance use (if applicable), contributing through volunteer service at the Center, and embracing a posture of learning and accountability. The goal extends beyond securing employment, it is to support clients in achieving and sustaining long-term employment .

Because the path to permanent housing can vary depending on availability and individual circumstances, clients are encouraged to enroll in these programs early to shorten their stay and accelerate progress toward stability. Together, these initiatives strengthen partnerships, close service gaps, and empower individuals to move beyond temporary shelter toward lasting independence and self-sufficiency .

Over the past year, an average of 14 clients per month have successfully transitioned into rehabilitation programs or housing. This consistent progress has inspired others within the unsheltered community, strengthening the LAC’s growing reputation as a place of “achievable success.” As this message continues to spread, trust deepens, participation increases, and more individuals take meaningful steps toward stability and self-sufficiency. *See attached Tree to Success - Exhibit V_5.1
*See attached Workforce Development Program - Exhibit V_5.2

6. Shelter Operations Capability
Demonstrate your organization’s capacity to develop, implement, and manage an emergency shelter. Include a brief summary of your organizational infrastructure, staffing, and internal systems.

Each OMI employee has received training and certification in: Emergency & Fire Preparedness, Active Shooter Response, Workplace Violence Prevention, Conflict Resolution, CPR/First Aid, Narcan administration, and Mental Health First Aid
We have a qualified team to implement and oversee a comprehensive plan. Our Outreach Advisory Committee consists of several uniquely qualified individuals that provide the experience and expertise needed to navigate this project. We have experience collectively in areas of public grant administration, budgeting, team building and mobilization, providing mental health services, and building relationships with the homeless community. This team includes the following key members:

Jason McEachron: Chief Executive Officer OMI, CEO McEachron Homes, Pastor Gravity Church Johnny Coughran: Director Temp Lodi Access Center, Project Manager J-C Engineering, Chaplain Marvin Bryant: Case Manager at Lodi Access Center, Certified Biblical Counselor(ABC), Associate Pastor Vintage Church, Board Member of Love Lodi
Dennis Buettner, SJ County Behavioral Health Homeless Outreach Worker for 23 years (retired and working part time at the LAC)
Schaunna McEachron, Senior Workers Compensation Claims Examiner, Administration and HR Kathryn Siddle, San Joaquin County Social Worker (retired), Homeless Advocate, Grant Writer Frankie Negron, Visionary Home Builders - Grant Writer 440

7. Admission and Program Participation Procedures
Provide detailed policies and procedures related to the intake and sheltering process, including:
● Client rules and guidelines, Identification requirements ● Screening and assessment protocols
● Bed reservation and allocation system
● New client orientation process
● Policies for day-use clients and services
● Returning client procedures
● Exit and re-admission criteria for disqualification
*See attached Client Rules & Guidelines - Exhibit V_7.0 ● Client rules and guidelines, identification requirements Upon check-in the client will be given a written list of the shelter rules and guidelines. These rules will include respectful behavior and no drugs, alcohol, paraphernalia or weapons. Each client will be looked up in the HMIS database to see if they have received services prior. If there is no identification available, an intake interview will be completed with all new clients. Service providers within the community will also be able to make referrals.
● Screening and assessment protocols
Individuals must meet three (3) qualifications in order to become a client:
(1) All clients will be screened using NSOPW.com and meganslaw.com to verify they are not a registered sex offender.
(2) All clients must be ambulatory (able to care for themselves). (3) All clients must have a connection to Lodi or be referred by a legitimate agency.

Additionally, new and current clients will be visually screened each time at the security check point for coherency and ability to be compliant.
● Bed reservation system
Upon check-in, each client will be added to the daily roster of overnight guests and assigned a bed and bedding. Bed assignments are reserved for clients who maintain consistent attendance. If a client misses two consecutive nights without prior notice, their bed will be released for reassignment and all personal belongings will be removed and returned to the client in accordance with OMI property handling procedures. This policy ensures fair access to shelter accommodations and efficient use of available space.
● New client orientation
All new clients will receive a facility tour upon intake to familiarize them with shelter operations, amenities, and safety procedures. During orientation, clients will be provided with a written list of participant rights and responsibilities, which staff will review to ensure understanding. Safety, sanitation, and behavioral expectations will be clearly explained to promote a secure, respectful, and well-maintained environment for all participants.
● Day use clients
The facility gate will be open daily from 9:00 a.m. to 6:00 p.m. for day-use clients to access essential services, including meals, showers, charging stations, and other supportive resources. Life skills 441 training and case management services will be available to all day-use clients as part of OMI’s commitment to promoting self-sufficiency and long-term stability. Staff will make every effort to engage day-use participants in ongoing case management and enrollment into the overnight shelter program, with the ultimate goal of supporting each individual’s transition into stable, permanent housing. ● Returning clients
Returning clients will be checked in and assessed for any changes in their admission status. If the client previously left on bad terms or was suspended/disqualified for any reason, an interview process for readmission may take place.
● Exit and re-admission
If a client leaves the center and seeks readmission, preference will be given to individuals who have not received services in the past. A thirty (30) day waiting period between exit and re-admission will be enforced for clients that have violated policy. Depending on the case, some violations may lead to complete disqualification. Even in this case, OMI staff will attempt to refer that individual to other available community resources.

8. Connection to Services and Housing
Explain how your organization will coordinate and refer clients to supportive services and housing programs. Describe partnerships or systems used to facilitate these connections.

Our organization will coordinate and refer clients to supportive services and housing programs through a structured, collaborative approach. Upon intake, each client’s needs will be assessed. The case management team will offer to develop an individualized service plan. We maintain active partnerships with local agencies such as SJHA and the Haggerty Partnership, as well as housing providers like the Main St 40-unit project, Central Valley Housing, and Visionary Home Builders. These partnerships enable us to quickly connect clients with resources tailored to their needs, including job readiness programs, health care, mental health services, and housing opportunities. Referrals are facilitated through a combination of direct communication, and regular case conferencing among partner organizations. Our staff coordinate with service providers to ensure smooth transitions and follow-up support for clients. The coordination of efforts, ensuring that all referrals are timely, client-centered, and tracked for effectiveness. By leveraging these established systems and relationships, we are able to efficiently link clients to the supportive services and housing programs essential for their long-term stability and reduce recidivism.

SJHA
Central Valley Housing - 211
Visionary Home Builders
2nd Step Living Homes placement
Sunny Days Communities
Valley Sober Living
Lilly Pad and Lotus Rising
Main St 40-unit apartment building
Haggerty Construction Partnership on 12-Unit apartment complex 442

9. Housing-Focused Goals
Describe your strategy for minimizing length of stay and assisting clients in obtaining permanent housing.

At the Lodi Access Center (LAC), clients see their peers securing employment and moving into stable housing—this firsthand evidence is one of the most powerful motivators and helps reduce the length of stay for new clients. Clients who opt into OMI’s case management are guided through the “Tree to Success,” where their individual path is clearly outlined and broken into achievable next steps.

To promote accountability and progress, clients are allowed a maximum of six months at the LAC.

Service extensions may be granted based on demonstrated effort and circumstances related to securing housing. Please see the attached Exhibit V_9.0 for further explanation. *See attached Tree to Success - Exhibit V_5.1
*See attached LAC Client Enrollment Duration Policy - Exhibit V_9.0

10. HMIS Participation
Detail your organization’s past or current use of HMIS and outline your plan to ensure compliance with all data entry and reporting requirements.

OMI currently maintains five authorized HMIS operators who regularly update client data and program statistics to ensure accurate reporting and accountability. If awarded operations of the permanent center, OMI will expand this capacity to include one full-time HMIS Specialist and seven approved users, further strengthening our data accuracy and compliance with all HMIS standards.

OMI will continue to operate its core HMIS programs — Outreach, Day Services, Shelter Services, and Housing Sustainability and Tenancy — all of which are fully integrated into the HMIS platform for consistent data tracking and coordination. ● Outreach: Outreach workers utilize HMIS to create client referrals, record case management notes, and document exit destinations upon transition. This process ensures that all interactions are tracked and services are coordinated seamlessly across providers. ● Operations: Operations staff use HMIS for client intake and service logging. Before admitting an individual into the facility, staff review each client’s history within the system to identify any potential red flags or safety concerns. Once admitted, all services received — including shelter, meals, transports, etc. — are accurately recorded in HMIS. ● Case Management: Case managers use HMIS to maintain case notes, record referrals, track program participation, and document exit destinations. This comprehensive use of HMIS allows for real-time monitoring of client progress, facilitates coordination among service providers, and supports data-driven decision-making. ● Reporting: HMIS reports will be provided monthly to the City of Lodi and to any grant provider upon request. Internally, reports are also used to evaluate performance, monitor trends, and communicate program outcomes. These reports are critical in measuring and demonstrating success and will be managed diligently and responsibly. ● Housing Sustainability and Tenancy: HMIS will continue to play a vital role in tracking client success after individuals transition out of the shelter. The system allows staff to identify whether clients maintain stable housing or return to homelessness, enabling timely 443 intervention and continued support when neededThrough consistent and transparent data management practices, OMI ensures that every service interaction contributes to a measurable understanding of client outcomes and overall program impact.

11. Coordinated Entry Participation
Describe how your organization engages with the local coordinated entry system to assess client needs and match them with available services.

Our organization actively participates in the local coordinated entry system (211) to ensure that each client’s needs are matched with the most appropriate available services. During case management assessments, we conduct comprehensive interviews designed to identify housing status, service needs, current income, and individual vulnerabilities. These assessments are then submitted to the coordinated entry system which is a critical step in securing achievable l ong-term housing.

12. Accessibility and Inclusion
Describe how the proposed program will ensure accessibility for individuals with physical, mental, or developmental disabilities and those with other special needs.

The proposed low-barrier Access Center is committed to ensuring accessibility and inclusion for all individuals, including those with physical, mental, or developmental disabilities, as well as those with other special needs. Our facility will be ADA-compliant, featuring wheelchair ramps, accessible restrooms, and barrier-free entryways to accommodate individuals with mobility challenges. In addition, our staff will receive specialized training to recognize and respond appropriately to the diverse needs of clients, including those with mental health conditions or developmental disabilities. Program policies will emphasize flexibility and individualized support, allowing for reasonable accommodations such as modified intake procedures, assistance with daily living activities, and tailored case management. We will collaborate with local service providers specializing in disability support to ensure clients have access to necessary assistive devices, therapies, and advocacy services. By fostering an inclusive environment and maintaining strong partnerships with specialized agencies, the shelter will actively promote equitable access to services, ensuring that all clients—regardless of ability or special need—can receive the support and resources required for their safety, well-being, and long-term stability.

If a client needs a higher level of care than what the shelter operator or county services can offer, a referral will be made to Adult
Protective Services, Valley Mountain Regional Center, or similar.

This situation can arise and we want to make sure that a client is getting the proper care.

13. Outreach to Unsheltered Individuals
Share your plan to proactively reach out to Lodi’s unsheltered population and encourage their voluntary transition to the Access Center.

Method:

OMI’s approach to Lodi’s unsheltered population is rooted in love, compassion, and healing. We believe every individual deserves dignity, respect, and the opportunity to rebuild their life. Our 444 outreach team meets people where they are—on the streets, in encampments, or in public spaces—offering compassionate conversation, consistent presence, and genuine care.

While there are instances where enforcement becomes necessary for public safety, these efforts are carried out in close collaboration with the Lodi Police Department and always with a focus on care and connection. OMI emphasizes trust-building and relationship development as the cornerstone of our approach. This commitment to patience and empathy fosters voluntary engagement with the Lodi Access Center (LAC), often leading to smoother transitions and more sustainable outcomes. Each interaction is guided by the belief that change happens best when individuals are supported with dignity, choice, and understanding.

Our team takes time to listen to each person’s story, validate their experiences, and identify their most pressing needs — whether that includes food, water, clothing, medical attention, or simply someone safe to talk to. This trauma-informed, person-centered approach ensures that outreach is not transactional, but relational. Through this process, we help individuals view the Access Center not merely as a shelter, but as a place of healing, opportunity, and restoration. Many of these relationships take time to develop. OMI has been operating in this Collaboration is central to our outreach efforts. OMI works closely with local faith communities, healthcare providers, and social service partners to provide comprehensive, wrap-around supports that extend beyond immediate shelter needs. These partnerships enhance service coordination and strengthen our collective ability to move individuals from crisis toward stability.

Locations and Outreach Coordination
● Daily Encampment Outreach: OMI will visit encampments routinely and responsively to phone calls. Additionally, OMI partners with San Joaquin County and other agencies every other Wednesday to conduct coordinated outreach at local encampments, connecting unsheltered individuals to essential resources and services. ● Weekly Outreach at Gravity Church: Every Monday, Gravity Church hosts a homeless outreach event that provides meals ( Agape Love ), messages of encouragement, showers ( Showered with Love ), clothing, and on-site medical care provided by Community Medical Center.
● Weekly CalTrans Coordination Meetings: Every Wednesday, OMI attends meetings with CalTrans to discuss scheduled cleanups, identify areas of concern, and collaborate on strategies that balance safety, compassion, and community well-being. ● Monthly Lodi Committee on Homelessness (LCOH) Meetings: many local providers, volunteers, and concerned citizens come together to share, educate, and strategize towards solution
● Quarterly COC Shelter Committee Meetings: Countywide collaboration between participating shelters; we discuss areas of need and share ideas and successes ● Quarterly Hospital Council Stanislaus and San Joaquin Counties Hospital & Shelter Partners Meeting : Similar to the COC shelter meetings but on a larger, two county scale 445

14. Community Engagement and Good Neighbor Plan
Provide a detailed "Good Neighbor Plan" that includes:

The purpose of our Good Neighbor Plan is to outline our commitment to cultivating positive relationships with residents, businesses, and community groups as we operate the Access Center. Our goals are to communicate transparently, educate and engage the public, maintain safety and property standards, respond promptly to community concerns, and minimize any potential impact on the surrounding neighborhood. This plan reflects our dedication to being a responsible, collaborative, and valued member of the community. ■ Communication with residents, businesses, and community groups We have established open and consistent communication channels to keep our Advisory Committee informed and involved. This committee includes business, community, and non-profit professionals who in turn take the information gained out to the community. In addition, our Advisory Committee listens and learns from the community opinions, ideas and concerns to relay back to LAC leadership. ■ Public education and outreach
Our outreach initiatives will include our Director giving presentations to organizations, businesses and churches designed to educate the community about the shelter’s mission, services, and impact. We will distribute resource materials at these events. Tours will be provided upon request and special events will be showcased on social media. These efforts aim to dispel misconceptions, encourage collaboration, and promote a supportive environment for all. ■ Security and property management
To maintain a safe and welcoming environment, we will implement on-site security protocols, including professional staff presence, surveillance systems, and clear visitor policies. Facility maintenance will be prioritized to ensure cleanliness, repair, and aesthetic standards are consistently met. OMI reinforces the Lodi Access Center’s commitment to being a good neighbor and maintaining positive relationships with the surrounding community. Clients are reminded that respect for local residents and businesses is essential, and violations of the Good Neighbor Policy result in suspension of services—whether incidents occur on or off site.OMI works closely with the Ambassadors and Lodi Police Department to promote safety. For non-emergency or potentially disruptive situations, staff first contact the Ambassadors, who successfully resolve about 50% of incidents without police involvement, allowing LPD to focus on higher-priority emergencies. In urgent situations, OMI staff follow established emergency protocols and call 911 immediately.
■ Responsiveness to neighborhood concerns
Community members are encouraged to voice concerns. All complaints will be documented, investigated, and resolved according to a transparent resolution process, with regular reporting on outcomes shared at LCOH and Advisory meetings. We are committed to timely, respectful, and effective responses to all neighborhood feedback.
■ Strategies to minimize community impact
We will proactively address potential impacts through targeted strategies: traffic 446 management plans will coordinate client arrivals and departures to reduce congestion; litter control measures will include regular cleanups and accessible waste disposal; noise reduction protocols will limit disruptive activities during evening hours. Ongoing evaluation, including community surveys and impact assessments, will guide adjustments and improvements to minimize disruption and support neighborhood well-being. Through open dialogue, proactive outreach, and responsive operations, we strive to create a positive environment for both our clients and our neighbors, ensuring the shelter remains a valued and responsible presence in the area.

15. Security Policies and Procedures
Describe your proposed security plan, including policies related to:
■ Secured entry/exit points
All shelter access will occur through a single main entrance, monitored during all operational hours. Guests must check in with staff or security at the front desk before entry. Emergency exits will remain clearly marked, alarmed, and used only in emergency situations. Fencing, lighting, and security cameras will be maintained to ensure a safe perimeter. This controlled entry process helps prevent unauthorized access and ensures accurate head counts for safety and compliance ■ On-site security personnel
Staff security personnel will be stationed on-site during operating and overnight hours.

Their duties include monitoring the premises, assisting with check-in, responding to disturbances, and ensuring adherence to shelter rules.All security staff will receive training in trauma-informed care, de-escalation, and cultural sensitivity to ensure interactions are respectful and supportive. Security will coordinate closely with shelter staff to promote a calm, welcoming environment.
■ Loitering deterrence
To maintain a positive relationship with the surrounding community, loitering around the facility or adjacent properties will be discouraged. Lodi Ambassadors will be contacted to help deter loitering as well as staff and outreach team members will engage anyone lingering outside the premises and offer appropriate services or direct them to intake areas. Clear signage and friendly reminders will help maintain order without confrontation.The Outreach Team will work in the surrounding community to connect unsheltered individuals with available shelter beds, case management, and support services. Outreach staff help reduce loitering, promote safety, and build trust between the shelter and the neighborhood. They also play a critical role in overflow management and community coordination
■ Conflict de-escalation
All conflict de-escalation efforts at Outreach Ministries International (OMI) are directed and overseen by the Director and Director of Operations, who serve as the primary authorities in all incidents involving safety, client behavior, or staff intervention. OMI’s approach emphasizes trauma-informed care, professionalism, and dignity in every interaction.All staff, including case managers, shift leads, security, and volunteers, are trained in nonviolent crisis intervention and conflict-resolution practices. Staff are responsible for recognizing early signs of agitation or distress and are expected to use calm, respectful, and non-confrontational communication to defuse situations. Verbal de-escalation must always be attempted before any physical or administrative intervention.If a situation begins to escalate or safety becomes a concern, staff must immediately notify the Shift Lead or Case Manager, who will then contact the Director or Director of Operations for guidance and authorization before taking further action.

These leaders assess the situation, determine the appropriate level of response, and 447 provide real-time decision-making and oversight to support staff and client safety. All major actions, including relocation, separation, or involvement of external agencies such as law enforcement, must be approved or directed by the Director or Director of Operations to ensure compliance with OMI policies, trauma-informed principles, and all legal requirements.When appropriate, individuals involved in conflict may be asked to take a brief time-out from the facility to restore calm or may be referred to external services for additional support. Staff are required to complete an incident report following any significant conflict, ensuring accurate documentation for review and follow-up.The Director and Director of Operations conduct a post-incident debrief within twenty-four hours of any major occurrence to review staff reports, evaluate the response, and identify opportunities for improvement. They also provide emotional and supervisory support to involved staff and ensure corrective actions are documented in OMI’s internal reporting system. All staff participate in annual conflict-resolution and crisis-response training. The Director of Operations ensures training materials remain current with best practices, while the Director reviews incident trends and implements necessary updates to strengthen safety, consistency, and staff competency across the organization.
■ Client property storage
Each overnight guest will be provided a personal storage locker located next to their assigned bed. This locker is intended for essential personal items only, and belongings exceeding the designated space will not be permitted in the shelter. Maintaining orderly storage helps ensure a safe, clean, and respectful environment for all guests.Clients who are not overnight guests may store their belongings in the secured lockers located in the entry courtyard. These lockers will be clearly labeled and managed by staff to ensure proper organization and accountability. Items that are not classified as drugs, alcohol, contraband, or weapons but are still considered unsafe or prohibited will be logged, secured, and handled in accordance with organizational policy.Providing structured, secure storage reduces theft, conflict, and clutter while giving clients peace of mind that their belongings are safe. All staff are responsible for ensuring proper use of the storage system and for maintaining a consistent, respectful approach when addressing property-related concerns.
■ Handling of weapons or contraband
Upon check-in, clients will be asked whether they possess any prohibited items, including drug paraphernalia, mind-altering substances, weapons, alcohol, or any materials that violate posted shelter rules. Clients who refuse to forfeit prohibited items will not be permitted entry into the facility.Weapons, drugs, alcohol, and other contraband are strictly prohibited anywhere on shelter property. Clear signage will be posted throughout the facility to communicate this policy to all guests, staff, and visitors.

If prohibited items are discovered, staff will follow established safety procedures to secure or dispose of them properly and will contact law enforcement if necessary.All interactions involving the discovery or surrender of contraband will be handled with professionalism and respect. Staff are expected to maintain a trauma-informed approach at all times, ensuring that guests are treated with dignity while upholding the safety and integrity of the shelter environment.The Director or Director of Operations will be notified immediately of any serious incident involving weapons or illegal substances and will oversee documentation, reporting, and any required coordination with law enforcement or community partners.
■ Coordination with law enforcement
Law enforcement plays a vital role in maintaining safety and supporting community stability around OMI operations. The shelter maintains a positive and professional working relationship with local police departments and community response teams while continuing to operate independently in day-to-day activities. OMI works in close coordination with law enforcement to ensure that all interactions are handled with professionalism, respect, and adherence to legal and ethical standards. Officers may be 448 called upon to assist in situations involving threats to safety, criminal activity, or noncompliance that cannot be resolved through staff-led de-escalation efforts. The Director and Assistant Director serve as the primary liaisons with law enforcement, ensuring consistent communication, accountability, and clear protocols. Regular meetings with law enforcement partners will help strengthen collaboration, review safety procedures, and promote a shared commitment to maintaining a secure and respectful environment for clients, staff, and the surrounding community. ■ Overflow bed management
When capacity is reached, staff will implement an overflow management plan to ensure no vulnerable individual is left without support. Priority will be given to families, women, elderly, and medically fragile guests. Outreach teams will coordinate with partner shelters, churches, and community programs to find alternative placements.

When possible, guests will remain in a safe waiting area until additional beds or transportation become available.

If overflow is consistent for any period of time, OMI will communicate with and ask for approval from the City to utilize the Flex Space.
*See attached OMI Employee Handbook - Exhibit V_15.0

16. Health and Safety Policies
Describe your proposed policies related to client health and safety, including:
■ Prescription medication handling
OMI follows strict protocols to ensure the safe handling, storage, and distribution of client medications. Medications are either picked up by staff or delivered directly to OMI from authorized pharmacies or healthcare providers. Upon arrival, all medications are verified, logged, and securely stored in a locked safe. When clients are present, medications are provided directly to them. If a client is not currently at the Center at the time of delivery, their medication is safely stored in the secure safe until their return.

Staff document all medication handling activities, including the date of receipt, client name, and medication type, to maintain accountability and accurate records.

Medications that remain unclaimed after 60 days are considered abandoned. These medications are disposed of safely and responsibly in coordination with a licensed pharmacy, following all applicable federal, state, and local regulations for medication disposal. This process ensures that all medications are handled with the highest level of care and confidentiality, prioritizing client safety, compliance, and trust in accordance with best practices for homeless service and healthcare coordination programs.

With regard to administering medication, OMI is not a medical provider and therefore all clients are responsible for self-administering their own medication. ■ Use of over-the-counter medications
OMI does not handle, store, or regulate over-the-counter (OTC) medications. Clients are responsible for purchasing, managing, and safely storing their own OTC medications such as pain relievers, cold medicine, vitamins, and other non-prescription items. Staff may provide general information on community resources or local pharmacies where OTC medications can be obtained but will not distribute, dispense, or store these items on behalf of clients. This policy is designed to respect client autonomy while maintaining compliance with health and safety standards and avoiding liability related to medication administration or misuse. Clients are encouraged to use OTC medications responsibly and to seek medical guidance when unsure about proper use, possible side effects, or interactions with prescription medications. 449
■ Infection control protocols
OMI is committed to maintaining a safe and healthy environment for all clients, staff, and volunteers. To prevent the spread of illness, we follow standard infection control practices based on public health recommendations and community care standards.

Individuals who exhibit signs of illness—such as fever, coughing, sneezing, or other flu-like symptoms—are required to wear a mask while on-site to reduce the risk of transmission to others. Staff will provide masks and other necessary protective items as needed.Clients who are ill are encouraged to seek medical evaluation and follow-up care from our medical partner organizations, who can assess symptoms and provide guidance on the next best steps for treatment and recovery. Staff members are trained to practice and promote proper hygiene, including regular handwashing, sanitizing shared spaces, and maintaining cleanliness in common areas. These infection control measures are designed to uphold a healthy environment, protect vulnerable individuals, and ensure that services can continue safely and effectively. ■ HIPAA compliance and client confidentiality
OMI is committed to protecting the privacy and confidentiality of all client information in full compliance with the Health Insurance Portability and Accountability Act (HIPAA) and related state and federal privacy regulations. All staff, volunteers, and partnering agencies are required to handle client information responsibly and ethically to ensure trust and safety in the delivery of services.Client records—both physical and electronic—are secured and accessible only to authorized personnel who require the information to perform their job duties. Information shared between staff, partner agencies, or medical providers is limited strictly to what is necessary for coordinating care and service delivery.Conversations involving client information must take place in private settings, and identifying details should never be disclosed in public or casual discussions. Written consent is required before sharing any client information with outside agencies or individuals, except when disclosure is legally mandated (such as threats of harm or suspected abuse). All staff receive training on confidentiality, data security, and HIPAA regulations as part of onboarding and continuing education to ensure compliance and to safeguard client rights at every level of service. Maintaining confidentiality is essential to the mission of the Lodi Access Center—to provide compassionate, ethical, and professional support to every individual we serve.

17. Facility Maintenance Plan
Explain how your organization will maintain a clean, safe, and sanitary facility environment on a daily basis.

To maintain a safe, clean, and healthy environment, the Lodi Access Center enforces the following daily hygiene and facility maintenance protocols:

Staff Responsibilities
● Day Shift staff oversee daily operations, general cleanliness, and work collaboratively to manage and resolve challenges as they emerge.
● Swing and Night Shifts are responsible for ensuring the daily deep cleaning and sanitization of all facility areas to maintain a safe and hygienic environment Client Expectations and Personal Areas
● Each client is assigned a designated storage space near their bed. Personal belongings must not exceed this assigned area.
● Bedding areas must remain clean, organized, and well-maintained throughout the day. ● Overnight clients are required to shower daily, and all clothing and bedding must be 450 cleaned weekly.
● Day clients who present hygiene concerns may be asked to shower or may have restricted access to services, including shelter entry, at staff discretion.

Infection and Pest Prevention
● All clothing, bedding, and personal belongings must be placed in the designated “burn box” treatment prior to entering the shelter to prevent bed bugs and other infestations. ● Hand sanitizer stations are available throughout the facility, and clients are encouraged to frequently wash and sanitize their hands.
● Staff sanitize furniture, fixtures, and high-touch areas multiple times daily. ● Showers are sanitized before each use.

Client Participation
As part of case management and preparation for employment, clients are encouraged to participate in daily cleaning tasks and contribute to the upkeep of the facility.

18. Transportation Plan
Describe your proposed transportation-related policies and procedures, including:
■ Client transportation to/from the Access Center facility OMI provides either bus passes or transportation coordination services to assist clients in safely accessing the facility and essential community resources. However, clients are responsible for signing up for transportation needs as early as possible to allow adequate time for scheduling and coordination. Clients must clearly communicate their time frames, pick-up locations, and return plans to ensure that transportation arrangements can be made efficiently and without delay. OMI staff will coordinate transportation to the best of their abilities, based on available resources, driver schedules, and service demand. While OMI strives to accommodate all reasonable transportation requests, availability cannot always be guaranteed. Clients are encouraged to plan ahead and maintain open communication with staff to support smooth coordination and minimize disruptions. This approach helps OMI ensure fairness, safety, and reliability in transportation services while promoting client responsibility and proactive participation i n their own care. ■ Transportation of new clients and their belongings
OMI is committed to ensuring the safe and respectful transportation of new clients and their personal belongings to the Access Center. To maintain a clean, healthy, and secure environment for all clients and staff, all belongings are subject to search prior to transport or upon arrival at the facility. Clients are permitted to bring essential items only, such as clothing, hygiene products, necessary medications, and important personal documents. Belongings must meet basic hygiene and safety standards, as determined by staff discretion, to prevent the introduction of pests, hazardous materials, or unsanitary conditions into the facility or vehicle.Items deemed unsafe, unsanitary, or excessive in volume may not be transported or stored at OMI. Staff will work with clients to identify which items can be safely brought to the Center. ■ Response to emergency transport needs initiated by Police or City staff OMI collaborates closely with local law enforcement, city personnel, and emergency services to ensure the safety and well-being of individuals in crisis. While OMI supports coordination efforts when emergency transport needs arise, it is important to note that OMI staff are not emergency responders and do not provide emergency medical or 451 crisis transport services.In situations requiring immediate medical attention, behavioral health intervention, or public safety response, OMI relies on emergency services such as law enforcement, fire departments, or emergency medical technicians (EMTs) to assess and manage the situation appropriately.When police or city staff initiate an emergency transport involving an individual connected to OMI, our team will cooperate fully by sharing relevant information, facilitating communication, and ensuring continuity of care once the individual is stabilized or released.OMI’s role is supportive and collaborative—focused on maintaining client safety, assisting with follow-up care, and coordinating resources once the emergency response has been completed. ■ Receiving donations and deliveries
OMI greatly values the generosity of community members, organizations, and partners who contribute donations in support of our mission. To ensure that all donations are received, stored, and distributed appropriately, OMI staff will communicate, collaborate, and determine how, when, and if donations will be accepted, whether items are being delivered to the facility or scheduled for pickup by OMI staff.All donation offers are reviewed based on current program needs, available storage space, and the suitability or condition of the items. OMI reserves the right to decline donations that cannot be safely stored, do not align with client needs, or would create logistical or sanitation challenges.All donations are subject to OMI’s decontamination protocols to ensure cleanliness, safety, and health compliance prior to storage or distribution. Professional deliveries (such as mail, packages, and courier services) will be received and signed for by OMI management or designated employees to maintain accountability and chain of custody.Deliveries and donations will be coordinated directly by OMI staff to ensure safety, accountability, and minimal disruption to daily operations. Staff are responsible for documenting received items and ensuring they are distributed fairly and efficiently to benefit clients and support program activities.
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19. Nondiscrimination and Equity Policies
Detail your organization’s policies for:
■ Compliance with all applicable federal and state civil rights laws ■ Adherence to the Americans with Disabilities Act (ADA) ■ Prevention of sexual harassment
■ Policy on identifying alternative resources for individuals not eligible for onsite services (registered sex offenders, disqualified due to behaviors, etc.) OMI is committed to complying with all applicable state and federal labor and civil rights laws. Our organization prioritizes the well-being of our employees and strives to maintain a fair and equitable workplace. We will adhere to all regulations regarding employment practices, wages, hours, and working conditions. We are committed to fostering a diverse and inclusive workplace. Our organization does not discriminate on the basis of race, color, national origin, age, disability, religion, or sex, including pregnancy, sexual orientation, and gender identity. We value the unique contributions of every individual and strive to create an environment where all employees feel respected and empowered.

Compliance with the Americans with Disabilities Act
OMI is dedicated to ensuring compliance with the Americans with Disabilities Act (ADA). We strive to provide an accessible and inclusive environment for all employees and visitors. This includes making reasonable accommodations for individuals with disabilities and promoting equal opportunities in all aspects of our operations.
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Sexual harassment
OMI is committed to maintaining a workplace that is free from sexual harassment and any form of discrimination. We do not tolerate inappropriate behavior of any kind, and we encourage all employees to report any incidents of sexual harassment. All staff will complete sexual harassment training.

Policy regarding sex offenders-Disqualification of Services OMI maintains a firm commitment to safety, accountability, and ethical service delivery while ensuring fair and transparent access to support for all eligible clients. During the intake process, all clients are screened for eligibility and compliance with OMI’s safety standards. Individuals identified as registered sex offenders will not be eligible for services. This determination is made through verification with the National Sex Offender Public Website (NSOPW.com) prior to admission to ensure the safety of all clients, staff, and the surrounding community.Client conduct within the shelter is governed by clearly defined policies designed to promote respect, safety, and a stable living environment. Violations of shelter rules, including possession of contraband, aggressive behavior, or repeated noncompliance, will be addressed in accordance with OMI’s established disciplinary procedures. Depending on the severity of the infraction, the client may receive a verbal warning, temporary suspension, or full disqualification from services at the discretion of the Shelter Director or Director of Operations. These decisions are made following incident review, documentation, and, when appropriate, consultation with supervisory staff.OMI prioritizes trauma-informed and equitable responses when addressing policy violations. Whenever possible, clients will be offered opportunities to discuss concerns, receive mediation, or connect to alternative resources before a suspension or discharge occurs. All actions taken are guided by OMI’s commitment to maintaining a safe environment while upholding the dignity and rights of all participants.

20. Pet and Service Animal Accommodation
Describe your proposed policies for allowing and managing pets and service animals on-site.

Upon check-in, we will assess the client's possession of any pets. One pet will be allowed per client and the animals must be assessed for any history of aggressiveness. No animals with aggressive history will be allowed. It will be the owner’s responsibility to care for and clean up after their pet. OMI will provide pet food for up to six pets/month.

21. Grievance and Complaint Procedures
Outline your policies for receiving, reviewing, and resolving client grievances and complaints.

Include your whistleblower policy.

Any grievances should be taken to the shift manager, director, and/or co-director to discuss the details of the occurrence. Staff will assess each situation to take the correct course of action to work towards a resolution. If the situation validates itself, a report will be made and filed. OMI encourages employees to report any illegal or unethical behavior without fear of retaliation. All complaints made in good faith will be taken seriously and investigated. Employees can report concerns related to fraud, misconduct, or violations of laws and regulations to HR. All reports will be treated with absolute confidentiality. OMI will ensure that the identity of the whistleblower is protected. The grievance policy will be posted at the lobby front desk and will consist of contact information for the director, the executive director, and city staff so that every level of grievance may be reported appropriately.
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22. Incident Reporting and Documentation Policy
Outline your system for reporting, documenting, and following up on client and staff incidents (e.g., injuries, altercations, overdoses, critical behavioral health events).

To ensure safety, accountability, and professionalism, all incidents involving clients or staff are documented and addressed through a clear and consistent process.

Client Incidents
Client write-ups are first completed by hand as notes and then scanned into their digital file. If a client begins to show a pattern of misconduct or repeated rule violations, they will receive a warning and an opportunity to correct their behavior. Should the behavior continue—or if a serious violation occurs—consequences may include suspension of services or, in severe cases, disqualification from the program.

Staff Incidents
Staff write-ups are submitted directly to Human Resources. The corrective process typically begins with a verbal warning. If the issue persists, formal corrective action is implemented. Continued noncompliance may result in termination. In the event of serious misconduct, staff may be terminated immediately without prior warning or progressive discipline.

City Notification
For severe incidents—such as overdose, assault, or major injury—the City will be notified promptly to ensure appropriate response and documentation.

23. Emergency Preparedness and Response Plan
Describe your protocols for handling facility emergencies including:
■ Medical emergencies
■ Fire evacuation procedures
■ Staff training on emergency drills
OMI has developed policies for medical emergencies and fire evacuation. This includes clearly marked signage installed in the tent. Upon award of the permanent Access Center, OMI will create similar evacuation policies used in case of fire or emergency. Staff will be trained to respond to medical and fire emergencies. Current staff has been trained in the following: CPR / FIRST AID, Conflict Resolution, Mental Health First Aid, Public Health Services' Injury Prevention Program - Opioid Safety and Proper Administration of Naloxone, Workplace Violence Prevention, Emergency Evacuation Procedure, Emergency & Fire Preparedness, Active Shooter Response *See attached Emergency & Fire Preparedness - Exhibit V_23.0

24. Staff Training and Development
Detail required staff training (e.g., trauma-informed care, de-escalation, cultural competency, CPR/First Aid, confidentiality). Include any ongoing professional development or certification requirements.

OMI’s HR department utilizes professional development software to monitor training progress, identify emerging needs, and assign refresher courses or certifications as required by law or contractual 454 obligations. The OMI Director reviews training content annually to ensure alignment with current research, local regulations, and evolving community needs.Through this blended approach of technology, professional instruction, and hands-on practice, OMI ensures staff remain current, competent, and confident in their ability to serve clients and uphold the organization’s standards of care. All staff has been trained in the following areas: CPR / FIRST AID, Conflict Resolution, Mental Health First Aid, Public Health Services' Injury Prevention Program - Opioid Safety and Proper Administration of Naloxone, Workplace Violence Prevention, Emergency Evacuation Procedure, Emergency & Fire Preparedness, Active Shooter Response.

25. Internal Monitoring and Quality Assurance
Explain how your organization monitors service delivery quality, ensures compliance with regulations and funder requirements, and uses data to drive performance improvement.

OMI ensures high-quality service delivery and compliance through a structured system of internal monitoring and continuous improvement. Regular program evaluations are conducted to assess service effectiveness, adherence to funder requirements, and compliance with local, state, and federal regulations. Staff complete routine documentation reviews, client file audits, and direct service observations to verify that all procedures meet established standards of care and ethical practice.

Feedback from clients, staff, and community partners is collected through surveys, meetings, and case reviews to identify strengths and areas for improvement. All data is compiled and analyzed to monitor program outcomes, client progress, and operational efficiency. This information is used to inform decision-making, guide staff training, and drive performance improvement initiatives. OMI is committed to transparency, accountability, and maintaining the highest standards in all aspects of service delivery.

26. Confidentiality, Client Records, and Data Security Describe your policies and practices for maintaining and safeguarding client records, ensuring HIPAA and HMIS compliance, managing data sharing with partners, and responding to potential breaches.

All staff will complete annual HIPAA training. Administrative, physical and technical safeguards will be established to limit access to Protected Health Information (PHI) ensuring that only the minimum necessary amount of information is shared between staff and agencies to provide services. Clients will be provided with a Notice of Privacy Practices (NPP) upon admission into the program and participation in the HMIS system explaining their rights.

27. City and County Partner Coordination
Describe how your organization will maintain communication and coordination with City staff and County Partners to support the successful operations of the Access Center.

OMI maintains a comprehensive internal monitoring and quality assurance system to ensure all programs operate in full compliance with local, state, and federal regulations, as well as funder requirements and contractual obligations. Bi-weekly meetings are scheduled with city staff to discuss items of concern, billing, progress, etc.. This level of accountability prepares OMI to be organized and ready for county or grant audits at any given time. Service delivery quality is monitored through routine audits, case file reviews, staff supervision, and direct observation. Incident reports, client feedback, and performance data are collected and reviewed regularly to identify trends, strengths, and areas for improvement. Leadership oversees the implementation of corrective actions when needed and ensures that staff receive follow-up training or coaching to maintain high standards of 455 care. OMI utilizes secure data management systems to track client progress, service outcomes, and compliance metrics. This data is analyzed to drive informed decision-making, improve efficiency, and enhance program effectiveness. Monthly reports are generated to evaluate performance goals, ensure accountability, and maintain transparency with funders and stakeholders. Through this structured approach, OMI ensures that all services are delivered ethically, efficiently, and in alignment with best practices, ultimately strengthening outcomes for clients and the community .

28. Data Collection and Reporting
Explain the methods used to collect and track demographic and service data, including the software system(s) used for reporting.

OMI utilizes professional data management and reporting systems to collect, track, and analyze demographic and service-related information. All client intakes, service interactions, and outcomes are entered into a secure case management database that complies with federal and state confidentiality standards, including HIPAA. The system allows for real-time data entry, progress tracking, and report generation, ensuring accuracy and consistency across all programs.

Demographic data such as age, gender, ethnicity, and income level are collected during intake, along with service data related to housing, case management, and referrals. Staff are trained to input data accurately and verify information regularly to maintain data integrity. Reports are generated monthly and quarterly to monitor performance outcomes, identify trends, and ensure compliance with funder requirements. Data is also used to inform program development, measure impact, and support ongoing quality improvement efforts. Through this structured and technology-supported approach, OMI ensures transparency, accountability, and data-driven decision-making in all service areas.

29. CalAIM Medical Respite Experience
If applicable, describe your organization’s experience providing Medical Respite services under CalAIM, either directly or through a subcontractor relationship. In your response, please include:
■ A summary of your Medical Respite program(s), including scope of services and target populations
■ Whether services were provided directly or through a subcontractor ■ The number of clients served annually and typical length of stay ■ Coordination protocols with managed care plans (MCPs), hospitals, or referring entities ■ Outcomes tracked and reported (e.g., discharge destinations, health stabilization, hospital readmission rates)Billing and reimbursement experience under CalAIM, including familiarity with Department of Health Care Services (DHCS) standards and reporting requirements ■ How this experience would inform your organization’s ability to implement Medical Respite services at the Access Center, if selected
■ If your organization is not interested in operating any Medical Respite services as potential cost offset, please clearly state that in your response OMI is not currently a Medical CalAIM provider; however, we maintain an active partnership with a Health Plan of San Joaquin–approved provider that operates other recuperative care programs.

Regarding the Lodi Access Center, this provider has expressed interest in supporting recuperative care services at the site. While no formal commitment has been made, they indicated that several operational details, logistics, and program requirements would need to be clarified and finalized before moving forward. OMI remains open and willing to pursue this opportunity in collaboration with the provider.
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VI. BUDGET
All proposals must include a detailed line-item operating budget that accounts for all anticipated Scope of Work expenses associated with managing and operating the Access Center and Emergency Shelter. The budget should be realistic, cost-effective, and scalable and reflect the tiered bed capacity model outlined in the RFP.

Cost Savings and Funding Offsets
Proposers are strongly encouraged to identify and account for cost-saving strategies and alternative funding sources that may reduce reliance on City funding. These may include, but are not limited to:
● In-kind donations (e.g., food, supplies, equipment)
OMI receives consistent in-kind support from community members, local businesses, and partner organizations that share its mission of service. These donations include food, hygiene products, clothing, bedding, cleaning supplies, and equipment essential to daily operations and client care. In-kind contributions play a critical role in sustaining program activities, reducing operating costs, and ensuring that resources are available to meet the immediate needs of individuals and families served by OMI. All donations are reviewed for quality, safety, and relevance to current program needs before distribution. OMI staff coordinate the receipt, documentation, and allocation of items to ensure accountability and fair distribution among clients. This process not only strengthens operational efficiency but also reflects the generosity and collaboration of the broader community. Through these in-kind partnerships, OMI continues to enhance service delivery while fostering community engagement and shared responsibility for improving the well-being of vulnerable populations. ● Volunteer labor (please estimate FTE equivalents, even if no cost is incurred) Based on ongoing participation trends, clients are estimated to volunteer approximately 1,531 times per year, averaging about 1 hour per instance, resulting in an estimated total of 1,531 volunteer hours annually. Using the standard calculation where 1 Full-Time Equivalent (FTE) per 40 hours, this results in approximately 38.28 FTEs of volunteer service each year.Moving forward, the goal is to increase volunteer engagement to reach an estimated 45 FTEs annually, reflecting the organization’s continued commitment to expanding community involvement and client participation. While no direct labor costs are incurred, this level of volunteer contribution represents a significant investment of time and service that enhances program operations, strengthens sustainability, and demonstrates strong community partnership. ● Philanthropic support
OMI benefits from strong philanthropic support through the ongoing generosity of community members, faith-based organizations, and local partners who share our mission of service. This support is expressed through both monetary and in-kind contributions, including food, clothing, hygiene supplies, and essential program materials. These contributions strengthen program sustainability, reduce operational costs, and allow OMI to allocate more resources directly toward client care and program development. OMI will continue cultivating philanthropic partnerships through community outreach, donor engagement, and transparent communication about program outcomes. This approach ensures that every contribution, whether financial or in-kind, creates measurable impact, supports long-term stability, and reflects the collective responsibility of the community in addressing homelessness and social inequities. 457
● Private or public grants
OMI actively pursues both public and private grant opportunities to support its programs, services, and long-term sustainability. The organization has dedicated grant writers on staff who are skilled in researching, developing, and managing funding proposals that align with OMI’s mission and community impact goals. Their expertise ensures that all submissions meet funder requirements, comply with reporting standards, and accurately reflect measurable outcomes and performance indicators.Through a combination of government contracts, foundation grants, and corporate partnerships, OMI maintains a diverse funding portfolio that strengthens financial stability and reduces reliance on any single funding source. The organization’s internal grant writing capacity allows for timely response to new opportunities and effective management of existing awards, including fiscal oversight, data tracking, and compliance with all contractual obligations. OMI’s commitment to transparency, accountability, and measurable impact continues to position the organization as a trusted recipient of both public and private funding designed to improve outcomes for individuals and families in need. ● Community partnerships
OMI excels in building and maintaining strong community partnerships that enhance service delivery and create meaningful impact. The organization has developed a reputation for effective collaboration with city and county agencies, faith-based groups, healthcare providers, educational institutions, and nonprofit organizations. These partnerships ensure coordinated care, reduce duplication of services, and strengthen the overall continuum of support available to individuals and families in need.OMI’s approach to partnership is rooted in open communication, mutual respect, and shared accountability. By leveraging collective resources and expertise, OMI is able to provide comprehensive, client-centered solutions that address the complex needs of the populations it serves. The organization’s consistent engagement in community coalitions, task forces, and advisory boards demonstrates its leadership and reliability as a partner.
● CalAIM Medical Respite reimbursement (if proposing to operate Medical Respite beds – not required)
N/A to OMI’s current services
● Other funding offsets or reimbursements available through state, federal, or nonprofit program
OMI is actively pursuing multiple funding offsets and reimbursement opportunities available through state, federal, and nonprofit programs to strengthen program sustainability and expand services. The organization consistently researches and applies for funding streams aligned with its mission, including opportunities available through CalAIM, HUD, and state community development initiatives. OMI’s in-house grant writers are experienced in identifying eligible programs and leveraging available resources to maximize community impact.Collaboration is central to OMI’s funding strategy. The organization works closely with other nonprofits, healthcare providers, and local agencies to share data, align reporting structures, and maximize cost efficiency. These cooperative efforts ensure that available funds are utilized strategically to enhance service capacity while avoiding duplication.By maintaining an active presence in regional funding networks and continually seeking partnerships, OMI demonstrates strong fiscal responsibility and innovation in developing sustainable funding models that support long-term community outcomes.
458
Lodi Access Center
OMI Employees
18 Full-time Employees *Full-time Staff will be eligible for Health Benefits 19 Part-time Employees
3 Subcontractors
3 Administrative & HR Support
Full-time (w/ Benefits) Part-time
3 Shelter Monitors
3 Lobby Operators
1 Cook
3 Prep Cook
1 Laundry/Showers
5 Security
1 Driver
1 Street Cleanup
18 Part-time Employees
Subcontractors
1 Director
1 Co-director
1 HMIS/Reports
1 Lobby Operator
1 Cook
1 Prep Cook
1 Laundry/Shower
3 Security
1 Driver
1 Outreach Coordinator
1 Workforce Dev. Coordinator
2 Shelter Monitors
2 Lobby Operators
17 Full-time Employees
2 Case Managers (FT)
1 Outreach (PT)
3 Subcontractors
459
Lodi Access Center Proposed Budget
Year 2 Year 3 Year 4 Year 5
Total Cost Cost Cost Cost
Wages/Salaries 1,131,640.00$ 1,188,222.00$ 1,247,633.10$ 1,310,014.76$ 1,375,515.49$ Benefits 269,620.40$ 350,506.52$ 403,082.50$ 463,544.87$ 533,076.60$ OMI Administrative Costs 125,000.00 $ 131,250.00$ 137,812.50$ 144,703.13$ 151,938.28$ Employer Payroll Tax 125,046.22$ 131,298.53$ 137,863.46$ 144,756.63$ 151,994.46$ Total Other Personnel Costs 1,651,306.62$ 1,801,277.05$ 1,926,391.56$ 2,063,019.38$ 2,212,524.84$ Year 2 Year 3 Year 4 Year 5
Item Cost Cost Cost Cost Cost
Food and Meal Expenses 145,000.00$ 152,250.00 $ 159,862.50$ 167,855.63$ 176,248.41$ Janitorial and Laundry Supplies 12,000.00$ 12,600.00 $ 13,230.00$ 13,891.50$ 14,586.08$ Landscape Maintenance 2,500.00$ 2,625.00 $ 2,756.25$ 2,894.06$ 3,038.77$ Transportation (Fuel, Maintenance, & Repairs) 12,000.00$ 12,600.00$ 13,230.00$ 13,891.50$ 14,586.08$ Office Supplies and Admin Expenses 8,500.00$ 8,925.00 $ 9,371.25$ 9,839.81$ 10,331.80$ Technology and Equipment 7,000.00$ 7,350.00 $ 7,717.50$ 8,103.38$ 8,508.54$ Outreach Expenses 5,000.00$ 5,250.00 $ 5,512.50$ 5,788.13$ 6,077.53$ Neighborhood Clean up and Good Neighbor Engagement 9,000.00$ 9,450.00 $ 9,922.50$ 10,418.63$ 10,939.56$ Insurance (Liability, W.C., Vehicle) 67,962.00$ 71,360.10 $ 74,928.11$ 78,674.51$ 82,608.24$ Employee Training and Development (Fees and Wages) 6,700.00$ 7,035.00 $ 7,386.75$ 7,756.09$ 8,143.89$ Vehicle - Truck -$ - $ -$ -$ -$ Cleaning Equipment 10,000.00$ 7,500.00 $ 7,875.00$ 8,268.75$ 8,682.19$ Hygiene, Bedding, and Clothing 12,000.00$ 12,600.00 $ 13,230.00$ 13,891.50$ 14,586.08$ Safety Equipment 750.00$ 787.50 $ 826.88$ 868.22$ 911.63$ HMIS Cards, Scanning Equipment, and Fees 7,250.00$ 4,612.50 $ 4,843.13$ 5,085.28$ 5,339.55$ OMI Apparel & Promotion 3,500.00$ 3,675.00 $ 3,858.75$ 4,051.69$ 4,254.27$ Replacements for matresses, furnishings 5,000.00$ 5,250.00 $ 5,512.50$ 5,788.13$ 6,077.53$ Storage Shed 2,000.00$ - $ -$ -$ -$ Bunk Bed Stairs -$ - $ -$ -$ -$ Client Storage 4,000.00$ - $ -$ -$ -$ ECM Billing Fee (8%) 12,000.00$ 12,600.00 $ 13,230.00$ 13,891.50$ 14,586.08$ Additonal Office Space/Storage -$ - $ -$ -$ -$ Payroll fee 3,600.00$ 3,780.00 $ 3,969.00$ 4,167.45$ 4,375.82$ Veterinary Care 1,000.00$ 1,050.00 $ 1,102.50$ 1,157.63$ 1,215.51$ Total Operating Costs 336,762.00$ 341,300.10$ 358,365.11$ 376,283.36$ 395,097.53$ Personnel Cost - Year 1 (60 Beds)
Operating Cost - Year 1 (60 Beds)
460
Year 2 Year 3 Year 4 Year 5
Item Cost Cost Cost Cost Cost
Monetary Donations/Fundraisers 140,000.00$ 154,000.00 $ 169,400.00$ 186,340.00$ 204,974.00$ In-kind Donations (Hygiene, Clothing, etc.) 20,000.00$ 22,000.00 $ 24,200.00$ 26,620.00$ 29,282.00$ In-kind Donations (Food) 40,000.00$ 44,000.00 $ 48,400.00$ 53,240.00$ 58,564.00$ Workforce Partnerships 18,068.62$ 19,875.48 $ 21,863.03$ 24,049.33$ 26,454.27$ Medi-Cal ECM/CS Reimbursement 150,000.00$ 150,000.00 $ 150,000.00$ 150,000.00$ 150,000.00$ TOTAL DEDUCTIONS 368,068.62$ 389,875.48$ 413,863.03$ 440,249.33$ 469,274.27$ 60 Overnight Clients Year 1 Year 2 Year 3 Year 4 Year 5 Cost per Overnight Client per Year Cost Per Overnight
Client
Cost Per Overnight
Client
Cost Per Overnight
Client
Cost Per Overnight
Client
Cost Per Overnight
Client
Quantity of Overnight Clients Year 1 Year 2 Year 3 Year 4 Year 5 60 Clients $74 $80 $85 $91 $98
60-80 Clients - Flex Space (Unit rates for each bed over 60 and less than 80) $70 $76 $83 $91 $99
208 Clients (Unit rates for each bed over 80 and less than 208)$70 $76 $83 $91 $99 1,752,701.67$ 1,870,893.63$ 1,999,053.41$ 2,138,348.10$ Deductions - Year 1 (60 Beds)
Total Cost (Operating/Personnel/Deductions)1,620,000.00$ 461
Item Cost
Food and Meal Expenses 35,000.00$
Food misc. 12,000.00$
Vehicle - Truck -$
Cleaning Equipment 7,000.00$
Landscaping Equipment/Tools 800.00$
Janitorial/Landscaping/Cleaning Supplies 3,500.00$
Hygiene, Bedding, and Clothing 4,000.00$
Laundry Supplies 400.00$
Office Supplies 3,500.00$
Office Equipment 7,000.00$
Safety Equipment 500.00$
HMIS Cards & Scanning Equipment 4,500.00$
Employee Training & HMIS fees 6,700.00$
All Staff Training Day 5,500.00$
OMI Apparel & Promotion 2,500.00$
Replacements for matresses, furnishings -$
Transportation (Fuel, Maintenance, & Repairs) 1,000.00$ Storage Shed 2,000.00$
Bunk Bed Stairs -$
Client Storage 7,500.00$
ECM Billing Fee (8%) 1,000.00$
Additonal office space/storage -$
Communication 4,000.00$
Insurance 3,000.00$
Vehicle Insurance 3,000.00$
Worker's Comp Insurance 5,000.00 $
Employer Payroll Tax 6,500.00 $
Payroll fee 300.00$
Neighborhood Clean up Fuel and Supplies 2,500.00$
Outreach Supplies 1,500.00$
Veterinary Care 1,000.00$
TOTAL START UP COSTS 131,200.00$
Start Up Costs (Based on 60 people)(below items to come out of operating costs; not in addition to)
462
- Resourced to BHS (Path F) 4
No Income
SSI; SDI; SSA Clean and Sober
Housing
Budgeting Plan Recovery Meetings Program
Path B
27 Housing Volunteering/ Housing/ SLE
Resume'
Path C Path E
50 Budgeting Plan 59
Side Jobs
Employment
Housing/ SLE
Path D
25 174 Transitions to Date
(11/1/24 - 10/31/25)
*Including 8 clients that transitioned to a long-term shelter and 10 clients that transitioned twice
Intake
Behavioral Health Eval
ID, SS#, Medical Ins.

Family/
Friend
The TREE to SUCCESS
9 Housing
Path A
Income
Budgeting Plan
463
Outreach Ministries Workforce Development Partnership
Connecting Shelter Clients to Employment Opportunities
I. Program Purpose
• Support individuals transitioning from homelessness into the workforce. • Provide employers with motivated, job-ready candidates. • Build strong partnerships with businesses that value second-chance hiring and community impact.

II. Client Vetting & Preparation
Before referral to employment, each client is evaluated on:

1. Substance-Free Readiness – Screening for drugs/alcohol; connection to recovery support if needed.

2. Teachability – Demonstrated willingness to learn and accept coaching.

3. Volunteer Engagement – Participation in shelter volunteer roles (food service, cleaning, organizing) to build reliability.

4. Work Skills Assessment – Identification of transferable skills and prior experience.

5. Attitude & Professionalism – Respect, teamwork, punctuality, and conflict resolution.

6. Recovery Engagement (if applicable) –Connection to voluntary recovery, mental health, or vocational rehabilitation services as needed.

III. Client Development Services
• Job Readiness Training: Resume building, interviewing, workplace expectations. • Soft Skills Coaching: Communication, teamwork, time management, reliability.

IV. Employer Partnership Opportunities
• Direct Hiring: Connect with pre-vetted, job-ready candidates. • Work Experience/Apprenticeships: Provide on-the-job training opportunities. • Transitional Employment: Short-term, subsidized roles to build work history. • Industry Training Collaboration: Co-develop training tailored to your workforce needs.

V. Employer Support & Benefits
• Ongoing Case Management: Clients receive continued coaching and problem-solving support. • Retention Check-Ins: Follow-up at 30/60/90 days to ensure success. • Community Impact: Strengthen workforce diversity and support local stability. • Tax Incentives: Eligibility for programs such as the Work Opportunity Tax Credit (WOTC).

VI. Next Steps for Partnership
• Identify job openings or skill needs within your company. • Meet with shelter workforce development staff to design a hiring plan. • Pilot placement with ongoing communication and support. • Scale partnership for long-term hiring pipelines.
• Meet with shelter workforce development staff to co-design a hiring and training plan. • Pilot placements with clear communication and feedback loops. • Scale partnership to support a sustainable, inclusive hiring pipeline. 464

Outreach Ministries Workforce Development Partnership
Client Participation Agreement
Connecting Shelter Clients to Employment Opportunities

This voluntary Client Participation Agreement (“Agreement”) is made between Omi operators of the Lodi Access Center (“Shelter”) and______________________ (“Client”) for participation in the voluntary Workforce Development Partnership Program (“Program”).

I. Purpose
The purpose of this Agreement is to outline mutual expectations and responsibilities for clients who choose to participate in the Program, which connects shelter residents to employment and training opportunities.

This agreement is separate from the Client’s shelter residency agreement, and participation or non-participation in the Program will not affect the Client’s eligibility to stay at the Lodi Access Center. The Program aligns with Housing First and Low-barrier shelter principles, ensuring equitable access and voluntary participation.

II. Voluntary Program Participation Requirements
By signing this Agreement, the Client agrees to participate in the following voluntary workforce development activities, as they are relevant to their personal development goals:

Recovery Engagement
a. Attend regular alcohol and/or drug recovery meetings as recommended by case management.
b. Actively engage in personal recovery goals.

2. Substance-Free Commitment
a. Submit to alcohol and drug testing as a condition of participation in the Program.
b. Understand that a positive test does not affect the right to remain at the Lodi Access Center but may pause or suspend participation in the Program until readiness can be re-established.

3. Job Readiness & Development
a. Participate in training, coaching, and workforce preparation activities, including resume building, interview skills, and soft-skills workshops. b. Accept feedback and demonstrate teachability and professionalism.

4. Volunteer Engagement
a. Contribute to shelter volunteer activities (e.g., food service, cleaning, organizing) to demonstrate reliability and build work history. 465

III. Program Support from Lodi Access Center
• Case management, coaching, and job-readiness support. • Access to recovery support groups and referrals for additional services. • Employer connections and workforce development opportunities. • Ongoing follow-up and problem-solving assistance throughout employment.

IV. Acknowledgment
• Participation in this Program is entirely voluntary.
• Declining or discontinuing participation will not affect the Client’s right to shelter services.
• Program participation may be paused or ended if mutually agreed goals are not currently aligned, but shelter residency remains unaffected.

Clients may request reasonable accommodation at any time to support their participation.

V. Mutual Agreement
By signing below, both parties acknowledge and agree to the terms outlined in this Agreement.

Client Name: ___________________________
Client Signature: ________________________ Date: __________ OMI Representative Name: ___________________________
OMI Representative Signature: ________________________ Date: __________ 466

LODI ACCESS CENTER
Client Rules And Guidelines

• Weapons of any kind are prohibited
• No fighting.
• No bringing in any drugs.
• No bringing in any alcohol.
• All first-time clients must complete an intake packet to receive services. • You must register at the front desk daily to receive services. • You are required to shower each day to stay that night. • There are no in and out privileges after 6:00pm.
• Between the hours of 6:00pm and 8:30am clients are not allowed to go into any vehicles on the property unless you are leaving the property. • No stealing.
• Tampering or damaging the property or equipment will result in an automatic disqualification.
• Must respect staff, volunteers, and all clients.
• Each station has supplemental rules that must be followed. • Only 1 animal is allowed per family (Upon approval)
• You cannot acquire an animal after becoming a client.

I u n d e r s t a n d t h a t i f I v i o l a t e a n y o f t h e s e r u l e s o r g u i d e l i n e s , I m a y b e s u b j e c t t o disqualification from the Lodi Access Center. Depending on the circumstance, this disqualification can be for a period of time or indefinitely.

Client Name:

Client Signature: Date:

467

LODI ACCESS CENTER
Client Rules And Guidelines

• Weapons of any kind are prohibited
• No fighting.
• No bringing in any drugs.
• No bringing in any alcohol.
• All first-time clients must complete an intake packet to receive services. • You must register at the front desk daily to receive services. • You are required to shower each day to stay that night. • There are no in and out privileges after 6:00pm.
• Between the hours of 6:00pm and 8:30am clients are not allowed to go into any vehicles on the property unless you are leaving the property. • No stealing.
• Tampering or damaging the property or equipment will result in an automatic disqualification.
• Must respect staff, volunteers, and all clients.
• Each station has supplemental rules that must be followed. • Only 1 animal is allowed per family (Upon approval)
• You cannot acquire an animal after becoming a client.

I u n d e r s t a n d t h a t i f I v i o l a t e a n y o f t h e s e r u l e s o r g u i d e l i n e s , I m a y b e s u b j e c t t o disqualification from the Lodi Access Center. Depending on the circumstance, this disqualification can be for a period of time or indefinitely.

CLIENT COPY

468

LODI ACCESS CENTER CLIENT EMERGENCY CONTACT INFORMATION

CLIENT NAME: DATE:

EMERGENCY CONTACT INFORMATION:

PRIMARY CONTACT NAME:

RELATIONSHIP TO CLIENT:

MAIN PHONE NUMBER: ALTERNATE:

EMAIL ADDRESS:

CITY & STATE RESIDES IN:

SECONDARY CONTACT NAME:

RELATIONSHIP TO CLIENT:

MAIN PHONE NUMBER: ALTERNATE:

EMAIL ADDRESS:

CITY & STATE RESIDES IN:

In the event of an emergency when I am unable to communicate for myself or when I request assistance, I, , give Outreach Ministries International (OMI) staff permission to contact the above named individual(s) to correspond on my behalf. I understand that it may be necessary for OMI to share confidential information with my emergency contact, such as my name, location, and physical state of wellness, and I agree with this information being shared.

**Please note that OMI will not share anything outside of vital confidential information relevant to the emergency.

CLIENT SIGNATURE
469

Lodi Access Center
Release of Liability and Assumption of Risk Agreement
Operated by OMI dba Bridges and Breadcrumbs

Introduction and Purpose
By signing this document, you acknowledge that you have voluntarily chosen to use the services provided at the Lodi Access Center operated by Outreach Ministries Internation (OMI) dba Bridges and Breadcrumbs. This release form informs you of the risks associated with using the shelter and releases OMI from liability for certain types of incidents that may arise.

Description of Services and Assumption of Risk

The Lodi Access Center is a low-barrier shelter, which means it allows access to individuals with diverse personal circumstances, including but not limited to substance use challenges and mental health conditions. While we strive to maintain a safe and supportive environment, you acknowledge and assume all risks associated with communal living at the shelter. These risks may include, but are not limited to, exposure to illness, injury, disputes with other clients, and personal property loss or damage.

Waiver of Liability

In consideration of being allowed to use the facilities and services of the Lodi Access Center, you hereby release and discharge OMI dba Bridges and Breadcrumbs, its employees, agents, and volunteers from any liability, claim, or action that you or your legal representatives may have arising from any injury, illness, or damage to you or your personal property. This waiver extends to claims arising from OMI's ordinary negligence but does not include gross negligence or intentional misconduct by OMI staff.

Acknowledgment of Personal Responsibility

By signing this release, you acknowledge and agree:
• Responsibility for Personal Belongings: You are responsible for any personal belongings you bring to the shelter. OMI is not liable for the loss, theft, or damage of personal items.
• Compliance with Shelter Rules: You agree to follow the Lodi Access Center's rules and guidelines. Disregard for these rules may result in restrictions or termination of your access to the shelter.
470
• Conduct Toward Others: You commit to respecting other clients, staff, and volunteers and understand that aggressive or disruptive behavior may lead to limitations on your shelter access.

Confidentiality and Consent to Release Information

Your information is handled with confidentiality. However, in cases of emergency, medical, or behavioral incidents, you consent to allow Lodi Access Center staff to communicate necessary information to local health or emergency services to ensure your safety and the safety of others.

Agreement and Acknowledgment

By signing below, you confirm that you have read, understood, and agree to the terms of this Release of Liability and Assumption of Risk Agreement.

Client Acknowledgment and Signature

Client’s Printed Name Date

____________________________
Client Signature

Witness Printed Name (OMI Representative) Date

Witness Signature

471
Consent for Release of Information
To: (Agency Name)
Name of individual: _____________________________________________________________ I a
uthorize the above-named agency to collect information or records, including but not limited to protected personal information, about me through the Homeless Management Information System of
the San Joaquin Continuum of Care.

Data collected can be used according to the SJCoC HMIS Policies and Procedures and the SJCoC HMIS Privacy Policy and Data Sharing Policy. By signing this Release of Information, I certify that I understand my rights in relation to the collection, protection, and sharing of data through the HMIS.

By signing, I acknowledge that I am the individual to whom the information/record applies or that person's parent (if a minor) or legal guardian and legally authorized to obtain these records. I acknowledge that any knowingly false representation made to obtain information from the above- named agency can lead to punishment by fine, imprisonment or both.

Client/legal guardian signature:____________________________________ Date: ___________ 472
Appendix E: revised 04/18/23

HOMELESS

MANAGEMENT INFORMATION SYSTEM

PRIVACY POSTING
San Joaquin Co
ntinuum of Care
**PLE
ASE READ CAREFULLY**
We collect personal information directly from you for reasons that are discussed in our privacy policy. We may be required to collect some personal information by law or by organizations that give us money to operate this program. Other personal information that we collect is important to run our programs, to improve services for homeless persons, to provide more
resources for homeless persons, and to better understand the needs of homeless persons. We only collect information that we consider to be appropriate.

Information i
s only shared in limited circumstances in order to
meet these goals, and to provide you with better services or resources that we believe may help you.

If you have
any questions or would like to see our privacy
policy, our staff will provide you with a copy.

CLIENT COPY
473
Appendix I: Revised 06-08-23
San Joaquin Continuum of Care
Homeless Management Information System
SJCoC HMI

S PRIVACY POLICY AND DATA SHARING POLICY
SJCoC HMIS PRIVACY POLICY AND DATA SHARING POLICY
This Notice describes the Privacy Policy of the San Joaquin Continuum of Care (SJCoC) Homeless Management Information System (HMIS). The SJCoC has executed a Memorandum of Understanding with Central Valley Low Income Housing Corp. (CVLIHC) to act as as the HMIS Lead Agency, administering the HMIS on behalf of SJCoC, is governed by the SJCoC Board of Directors
Each CHO (or Participating Agency) is required to adopt this privacy policy related to the use of the SJCoC HMIS. This requirement includes agencies defined as Victim Service Providers and who are required to use a comparable data base. This Privacy Policy is included as a separate document in Appendix I, and should be made available to clients upon request.

Not all SJCoC stakeholders have direct access to HMIS; direct access is provided only to CHOs that are direct providers of services under the structure of these policies and procedures; funding sources that contract/subcontract with other agencies/individuals who are tasked by the contract to provide those direct services are not considered “direct providers.” Throughout the SJCoC, there are certain agencies, usually the service provider agencies that are directly interacting with homeless clients, that actively use and contribute to the HMIS. Any agency with access to the HMIS is required to sign an Agency Partnership Agreement. All HMIS Lead Agency personnel (including employees, volunteers, affiliates, contractors and associates), and all participating agencies and their personnel, are required to comply with this notice. All personnel in the SJCoC with access to HMIS must receive and acknowledge receipt of a copy of this Notice, agree in writing to comply with it, and receive training on this Privacy Policy before being given access to HMIS.

This Privacy Policy applies to all Personally Identifiable Information that is collected and maintained in the SJCoC HMIS, including electronic and hard copies derived from the HMIS.

Personal
ly Identifying Information, also known as Protected Personal Information (PPI), is defined by the 2004 HUD Data and Technical Standards as: “Any information maintained by or for a Covered Homeless Organization about a living homeless client or homeless individual that:
(1) Identifies, either directly or indirectly, a specific individual; (2) can be manipulated by a reasonably foreseeable method to identify a specific individual; or (3) can be linked with other available information to identify a specific individual.” The SJCoC HMIS will use only de-identified, aggregate data for homeless policy and planning decisions, in preparing federal, state, or local applications for homelessness funding, to demonstrate the need for and effectiveness of programs, and to obtain a system-wide view of program utilization in the state.

CLIENT COPY
474
Appendix I: Revised 06-08-23
The HMIS Lead Agency will endeavor in good faith to answer requests by Public Agencies by producing reports generated from the HMIS to provide information regarding homelessness within the SJCoC. Resulting reports will utilize only de-identified, aggregate data. The HMIS Lead Agency will, to a reasonable extent, also endeavor in good faith to answer requests by SJCoC stakeholders with reports generated from the HMIS to provide information regarding homelessness within the SJCoC. Resulting reports will utilize only de-identified, aggregate data.

The HMIS Lead Agency is not mandated to provide reports to Public Agencies or SJCoC stakeholders, and the HMIS Lead Agency is the sole arbiter regarding the reasonableness of requests from Public Agencies and SJCoC stakeholders and whether to respond to those requests.

Direct sharing of data contained in the HMIS is not allowed, except under the express direction of the SJCoC Board of Directors following the strict process established by the SJCoC under the Data-Sharing Agreement (Appendix H).

Protection of PII is of extreme importance to the SJCoC. This document explains to clients and Participating Agencies the circumstances under which PII may be shared without express consent. The Privacy Posting (Appendix E) describes generally the conditions under which client data may be shared, including PII, and shall be posted publicly by each Participating Agency.

Federal law may require participating agencies to have their own agency‐specific privacy policies. Information entered and accessed by the Collaborative Applicant may therefore also be covered by additional, agency‐specific privacy policies. Participating agencies may be more restrictive in their privacy policies, but may not be less restrictive than this Privacy Policy. In accordance with federal law, all participating agencies are required to post a sign at their intake desks, offices, or website, if applicable, explaining the reasons information is requested.

The S
JCoC and the HMIS Lead Agency reserve the right to amend this Privacy Policy at any time. It is possible that an amendment may affect PII that we obtained before the effective date of the amendment. All amendments apply retroactively. We will maintain a record of the changes made in amendments and post new versions of this Privacy Policy on the website located at: http://www.sanjoaquincoc.org/
SJC
oC has adopted an approach to client consent for use and disclosure of information consistent with regulations set forth by HUD in Federal Register/ Vol. 69, No. 146 / Friday, July 30, 2004 / Notices and with the Coordinated Entry Management and Data Guide (published October 2018) at https://files.hudexchange.info/resources/documents/coordinated-entr y-
management-and-data-guide.pdf
• “Use” means, with respect to PII, the sharing, employment, application, utilization, examination, or analysis of such information internally within the HMIS participating agency that maintains such information or within the HMIS Lead. • “Disclosure” means, with respect to PII, the release, sharing, transfer, provision of access to, or divulging of information to an organization outside the HMIS participating agency holding the information or outside the HMIS Lead Agency. Disclosure of any information to any entity that has not signed a Data Sharing MOU and is not required by law can only occur with written client consent
475
Appendix I: Revised 06-08-23
Onl
y information that is needed for 1) coordination of services and case management, 2) administration, 3) billing, and 4) analytics are collected. • Coordination of services and case management: Agencies may use or disclose client information for case management purposes to provide or coordinate services for you and your family to help you end your homelessness. Participating Agencies may use or disclose your information to locate suitable services or housing, to conduct referrals and assessments, to determine program eligibility, and to otherwise collaborate to address your specific needs and circumstances.. Unless a client requests that his/her record remain hidden, client PII/PPI will only be shared with an HMIS CHO/Participating Agency that has executed a Data Sharing MOU. The HMIS Lead Agency may share client information on an HMIS-wide basis (or on a subset thereof) if the HMIS Lead Agency determines the sharing of data is to provide enhanced services, including case management, health care, and/or housing, and if the agency/organization receiving the client information has completed the process described in the Data Sharing Agreement (Appendix H) and is determined to have met the requirements therein. The HMIS Lead Agency may share client information on an HMIS-wide basis to meet mandatory reporting requirements of the federal and state governments, including but not limited to Longitudinal Systems Analysis, System-wide Performance, Housing Inventory Count, Point in Time Count, and others as determined by the HMIS Lead Agency. • Administrative Uses: Agencies may use client information to carry out administrative functions internally including but not limited to legal, audit, personnel, oversight, and management functions.
• Billing Use: Agencies may use client information for functions related to payment or reimbursement for services if required by the funder/billing agency. • To carry out maintenance and operation of the SJCoC HMIS; • To create reports for the SJCoC that include your data but only in a manner in which your identity is not disclosed
• Research Use: Agencies may use client information for internal analysis including but not
limited to evaluating program effectiveness, creating an unduplicated database on clients served within the system, understanding local and regional needs and trends in homelessness, and assessing an agency’s progress towards achieving goals and objectives. PII that could be used to identify a client should never be included in these reports. The release of aggregate HMIS data to an entity that is not a CHO/Participating Agency must be approved by the SJCoC Data and HMIS Committee and SJCoC Board of Directors.
• Required by Law: Agencies may disclose client personal information that meets the minimum standard necessary for the immediate purpose to comply with legal requirements. Agencies may only disclose client information to law enforcement entities in response to appropriate legal requests including subpoena or court order. Agencies may disclose client PII to an agency authorized by law to receive reports of abuse, endangerment, neglect, or domestic violence if this agency believes the clients are the victim of such treatment provided any of the following apply:
1) the disclosure is required by law, such as “mandated reporting” 2) the agency believes the disclosure is necessary to prevent serious harm, or to lessen a serious or imminent threat to the health and safety of an individual or public and the 476
Appendix I: Revised 06-08-23
information is given to law enforcement or other person reasonably able to prevent or reduce that threat.

Ea
ch CHO must develop and implement a written plan to dispose of or, in the alternative, to remove identifiers from, PII that is not in current use seven years after the PII was created or last changed (unless a statutory, regulatory, contractual, or other requirement mandates longer retention).

Client Rights
• Clients have the right to get services even if they choose NOT to participate in the SJCoC HMIS; this right is limited by the nature of the project; some projects are required by law or regulation to collect certain data to establish and document program eligibility. • Clients have the right to ask who has seen their information. • Clients have the right to see or receive a copy of their information and to change it if it is not correct. Requests to view or receive a copy of their information shall be in writing and clients must provide proof of identity; the request and proof of identity shall be maintained in the client file (electronic or hard copy). To change information, clients must show documentation verifying the correct information.

If
clients do not want their information shared with a specific agency or do not wish to share their information any longer (, it is their responsibility to let their case manager or intake worker know, who must then take the proper action to honor that request and to document that client’s request appropriately.

If
a client has any questions about the use of their personal information or are concerned about client privacy or safety, they should share their questions or concerns with agency management.

If a client feels that the security or integrity of their information has been violated by an end-user or the CHO itself, clients should file a complaint with the Agency, following their procedures that are in place. Clients may also file a complaint with the HMIS Lead Agency; all CHOs/Participating Agencies are required to provide a client with a Grievance Filing Form (Appendix F) at their request and submit the completed form to the HMIS Lead Agency; in instances where the HMIS Lead Agency is the subject of a grievance, it will be submitted to the SJCoC Data and HMIS Committee for review and action. The HMIS Lead Agency, in conjunction with the SJCoC Data and HMIS Committee, will investigate each grievance and submit suggested actions to the CHO/Participating Agency within 30 days. Clients that submit a grievance filing form will not be retaliated against for filing a complaint. Clients may also ask for a copy and/or an explanation of the privacy policy. 477