Woodlake City Council
June 23, 2025

G6.1 Overview of Accomplishments
During the 5th cycle, the City implemented programs to support infill development, market-rate and affordable housing production, home repair, and preservation of existing housing stock. Through the implementation of these programs, the City supported housing needs for lower-income households, people experiencing poor housing conditions, and renters. Most notably, the City implemented the following actions during the 5th cycle:
 Walsburg Townhomes. The City partnered with Self-Help Enterprises to develop the Walsburg Townhomes project in 1995 with funds from State of California Department of Housing and Community Development HOME Investment Partnerships Program, which provides 11 units affordable to low-income households. The City continues to partner with Self Help Enterprises for monitoring purposes.
 Bravo Village Apartments. The City partnered with Self-Help Enterprises to develop the Bravo Village Apartments project in 2011 with funds from State of California Department of Housing and Community Development HOME Investment Partnerships Program which provides 60 units affordable to low-income households.
 Bravo Terrace Apartments. The second phase of the Bravo Village apartments. The developer partnered with USDA to build 31 low-income units in 2020 using project based Section 8 income qualifications.
 Valencia Heights Subdivision. Self-Help Enterprises developed the Valencia Heights Subdivision project in 2015 with funds from State of California Department of Housing and Community Development Program which provides 71 units affordable to low-income households for first time homebuyers.
 Castle Rock Communities. The developer utilized USDA Single Family Housing Guaranteed Loan Program for those who income qualified. The subdivision was completed in 2021 with 59 singlefamily units.  Hillside Estates. The developer is utilizing USDA Single Family Housing Guaranteed Loan Program for those who income qualify (households that earn a maximum of 115 percent of median household income). The subdivision will include 75 single-family units.  Infill Projects. Local developers have added infill housing to the City in empty lots or due in part by efforts from Code Compliance enforcing substandard housing violations and working through the process of replacing houses that were too dilapidated to be rehabbed. There were eight new homes added through infill projects.
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 PLHA. The City was granted a Permanent Local Housing Allocation in fiscal year 2020-2021. With this funding the City is working to add nine new affordable housing units. The project is currently in the preliminary stages, with a parcel map recorded for the new lots, and with preliminary engineering on the civil improvements underway.

G6.2 Effectiveness in Addressing Special Needs
Special needs communities are demographic or occupational groups that call for specific program responses to address unique housing needs. State law specifically requires analysis of the special housing needs of people who are elderly or disabled (including developmental disabilities), femaleheaded households, large families, farmworkers, and people experiencing homelessness. These specialneeds groups often spend a disproportionate amount of their income to secure safe and decent housing and are sometimes subject to discrimination based on their specific needs or circumstances.

During the 5th cycle, the City took the following actions to address special needs housing:
 The City continues to apply for Community Development Block Grants for first time homebuyers and housing rehab projects for those who income qualify. The City also continues to apply for HOME investment grants for community housing for those who qualify. The City partners with Self-Help Enterprises to oversee applicant qualifications.
 Developers in the area have partnered with the USDA for their Single-Family Housing Guarantee Loan Program.
 The City approved the tax credit project for the affordable housing development project Valencia Heights, a 70 single-family unit subdivision, which utilized a Density Bonus and was granted a deviation from the front yard setback standard for the zone district in which the project was located.  The City amended the Zoning Ordinance to add housing for farmworkers in all of Woodlake's single and multi-family residential zones by right. This Zoning Amendment permits six or fewer farmworkers to occupy a single-family or multifamily residence in residential zones.  The City amended the Zoning Ordinance to allow emergency shelters as a by-right permitted use in Service Commercial districts. The Zoning Ordinance was also amended to allow Low Barrier Navigation Centers to be permitted by-right in areas zoned for mixed use and in nonresidential zones permitting multifamily uses.
 The City utilized a portion of its CDBG funds to rehabilitate housing occupied by seniors for minor retrofitting and ADA modifications so that the seniors can remain in their current homes.  The City constructed multiple infrastructure projects to help increase ADA compliance throughout the city by adding more ADA compliant infrastructure throughout the downtown district. One notable project was the Woodlake Multi-Phased Downtown Improvements and Revitalization Project which added ADA compliant sidewalks and facilitated the construction of 91 ADA curb ramps throughout the entire downtown district.

Cumulatively, the 5th Cycle Housing Element programs were generally effective in addressing the housing needs of special needs groups in the community, although the City recognizes that additional actions must be taken to support the specific housing needs of special needs groups, especially low- and extremely low-income (ELI) households, persons experiencing homelessness, persons with disabilities, seniors, and farmworkers. Overall, 5th Cycle Housing Element programs served as a starting point for the 6th cycle programs. For the 6th cycle, the City will build upon existing programs and add quantitative objectives and targeted actions.
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As described in Chapter G2, Housing Needs Assessment, over 53 percent of all senior renter households in Woodlake had a housing cost burden of 30 percent or greater. There are 90 income restricted senior units and 83 renter-senior households in the city. Based on this data alone, there is not a great need for senior housing for residents of Woodlake. However, seniors often have lower or fixed incomes and are the age group with higher rates of reported disabilities and often need assistance to stay in their homes or repair their homes. During the 5th cycle, the City implemented Program 13 to use CDBG funds for rehabilitation of housing occupied by seniors for minor retrofitting and ADA modifications. The City also supported the development of several affordable housing units, which can provide housing for seniors who rent. In the 6th cycle, the City will implement Housing Plan Program 7 to pursue funding and prioritize subsidies for financing rental housing units affordable to lower-income and ELI households, including senior households.

Section G2, Housing Needs Assessment, identifies 841 individuals with a disability, but only 93 rental units designated to serve residents with disabilities, indicating a need for additional housing resources.

The 5th cycle programs intended to address the special housing needs for persons with disabilities included Program 29, which directed the City to fast-track applications for housing development for special needs groups, including persons with disabilities, and to seek opportunities for partnership and assist in the development of housing units for disabled residents. The City also implemented Program 13 to use CDBG funds for rehabilitation of housing occupied by seniors for minor retrofitting and ADA modifications. The City was successful with implementing housing rehabilitation and ADA modifications but recognizes that there is a continued need for housing programs to serve people with disabilities. In the 6th cycle, the City will implement Housing Plan Program 7 to facilitate affordable housing production for persons with disabilities in the community. The program has new objectives and actions to streamline permitting and seek funding annually for affordable housing development to better serve the housing needs of special needs groups, including those with disabilities.

Large households face difficulties in securing housing that is affordable which results in overcrowding.

Chapter G2, Housing Needs Assessment, identifies 339 units with four or more bedrooms in the city but there are 449 large households, which means there is a need for additional units with four or more bedrooms. Program 11 in the 5th cycle aimed to create housing opportunities that would benefit large households by supporting affordable multifamily housing development. This was an effective program in developing affordable multifamily units, and around 20 percent of the projects processed had three or more bedrooms. To address the ongoing need to support large households in the 6th cycle, the City will implement Housing Plan Program 7 to support and prioritize the development of affordable housing for residents with special needs, including large families, by implementing permit streamlining and pursuing funding to facilitate affordable housing development for special needs groups.

The 5th cycle, the City implemented Programs 2 and 3 to facilitate development of housing for persons experiencing homelessness by amending the Zoning Ordinance to allow emergency shelters and transitional housing in more zones and to be subject to requirements that are compliant with state law.

These actions were completed. As described in Chapter G2, Housing Needs Assessment, there are relatively few people experiencing homelessness in Woodlake compared to other jurisdictions in the county. To address the needs of homeless residents in the 6th cycle, the City will implement Programs 1 and 11 to support regional collaboration for homeless services and Program 6 to implement Zoning Ordinance amendments to facilitate the development of more shelter housing beds by permitting emergency shelters, transitional and supportive housing in more zones, subject to the same standards as residential uses of the same type in the same zone.
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Chapter G2, Housing Needs Assessment, describes how farmworkers frequently experience high rates of poverty, barriers to securing housing, and often reside in overcrowded and poor housing conditions.

Agriculture is the second largest industry for employment in the city. There are existing units affordable to farmworker households in the unincorporated county, including 191 housing units at the Linnel Farm Labor Center about 16 miles from Woodlake, and La Puente apartments, located on North Bridge Street in Visalia, which provide an additional 15 units for farmworkers. Farmworker households can also access affordable housing in the city, but there remains a need for housing for the 425 farmworkers in Woodlake. In the 5th cycle, the City implemented Program 5 to amend the Zoning Ordinance to allow farmworker housing by-right in single-family and multifamily zones and to facilitate the development of farmworker housing by pursuing funding opportunities, which the City successfully conducted. The City, in partnership with Self Help, utilized USDA loan programs to provide affordable homeownership opportunities for low- and very-low-income families with the Valencia Heights subdivision, where at least 28 single-family homes will be sold to lower-income families. These USDA loan programs are predominately leveraged by the farmworker community in Woodlake. In the 6th cycle, the City will continue to support the needs of farmworker households through Program 7, which directs the City to apply for funding for affordable housing development and remove constraints to development of housing types that may fit the needs of farmworkers.

In the 5th Cycle Housing Element, the City included several programs to encourage affordable housing development to address the needs of low- and ELI households, including Programs 11, 29, and 31. As described in Chapter G2, Housing Needs Assessment, ELI households often face disproportionate housing issues such as overcrowding and overpayment. ELI households often have overlapping special housing needs, for example, single female-headed households, seniors, and persons with disabilities are frequently also considered ELI households. There are 418 ELI households in Woodlake, approximately 16 percent of the total households in the city. Additionally, 80 percent of ELI owner-occupied households and 70 percent of ELI renters are facing housing cost burden. To continue to meet the needs of ELI households, the City will implement Housing Plan Program 7 in the 6th cycle to pursue funding to support affordable housing units. The City will also implement Housing Plan Program 11 to facilitate housing assistance for low-income households in coordination with the Housing Authority and increase awareness of the HCV program and other available assistance programs.

G6.3 Quantified Objectives
Table G6-1 summarizes the City’s progress toward meeting the 5th Cycle Housing Element objectives to rehabilitate and conserve/preserve existing housing stock. The City did not set objectives for housing rehabilitation; however, a total of 33 units were rehabilitated.

Table G6-1 Quantified Housing Objective and Achieved Accomplishments (2015-2023) Income Levels1
Rehabilitation Conservation/Preservation
Objectives Actual Objectives Actual
Very Low Income (<50% AMI) 0 11 0 0
Low Income (50-80% AMI) 0 13 0 0
Moderate Income (80-120% AMI) 0 9 0 0
Above Moderate (>120% AMI) 0 0 0 0
Total 0 33 0 0
1 Income levels are based on Area Median Income (AMI).
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As shown in Table G6-2, the City did not reach its 5th cycle Regional Housing Needs Allocation (RHNA) goals for all income categories. City did not meet its 5th cycle RHNA goals for any income category, with the least number of permits for units appropriate for low-income and above moderate-income households. This is likely due in part to factors outside of the City’s control such as market forces, inflation, and lack of available land. The City commits to actions to support housing development for all income levels as described in Chapter G7, Housing Plan.

Table G6-2 RHNA Progress (2015-2023)
Income Levels1 5th Cycle RHNA Permits Issued
Percent RHNA Progress
with Permits Issued
Very Low-Income (<50% AMI) 71 43 60%
Low-Income (50-80% AMI) 41 179 23%
Moderate-Income (80-120% AMI) 69 57 83%
Above Moderate-Income (>120% AMI) 191 27 14%
Total 372 233 63%
1 Income levels are based on Area Median Income (AMI).

G6.4 Review of Past Accomplishments
Table G6-3 provides a detailed program-level assessment of housing accomplishments during the 5th Cycle Housing Element planning period.
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Table G6-3 Review of Past Accomplishments
Program Description and Objectives Progress and Continued Appropriateness

1. Infill
Development
The City of Woodlake will allow residential infill development by allowing lot sizes less than 6,000 square feet when using Woodlake’s existing Planned Unit Development zone district or the proposed Smart Development zone district.

The use of these zone districts will provide incentives to developers in the form of increased densities and more flexible development standards. Developers will be made aware of these potential incentives when they meet with planning officials regarding the residential development of properties inside the city limits. For example, the City of Woodlake recently approved the Valencia Heights Tentative Subdivision Map, in which the developers utilized the Planned Unit Development zoning to create smaller lot sizes from the typical 6,000 square feet down to 5,000 square feet in order to increase the density of the project to above the typical density of 5 dwelling units / acre or less (6.63 du/a), effectively allowing for the project to be made affordable to future homeowners with low income. In 2017 the Planning Department shall add the Mixed Use and Smart Development zone districts to the Zoning Ordinance.

A comprehensive zoning amendment was completed in
May 2022. Planned developments are permitted in all
zones and subject to City Council approval. The Mixed use (MU) zone was incorporated into the Zoning Code as a
base zoning district to accommodate a wide range of
needs. The MU Zone is mainly in the downtown corridor,
within the Downtown Overlay Zone, allowing for
affordable housing development near the centralized
business district.

Since the amendments were completed, this program will
not be carried over into the 6th housing cycle.

2. Amending
Zoning
Ordinances
The City will amend the Woodlake Zoning Ordinance to add emergency shelters to the permitted list of the City’s central commercial, service commercial and industrial zone districts. The Zoning Ordinance will also be amended to add farm labor housing to the permitted list in single family residential zone district. A review of Woodlake’s land inventory for vacant service commercial and central commercial lands shows that there are four acres of vacant service commercial land and .75 acres of vacant central commercial land. The service commercial land could easily accommodate emergency shelters. Most of Woodlake’s vacant service commercial land is located on abandoned railroad right-of-way, situated on the south side of State Route 216 west of State Route 245.

A comprehensive zoning amendment was completed in
May 2022. Emergency shelters are permitted in Service
Commercial (CS), MU, Industrial (I), and Professional
Office (PO) zones and all housing zones with a Conditional Use Permit. Additionally, Employee Housing of six or
fewer employees is permitted in MU zones and all housing zones by-right. Larger facilities of six or more can be accommodated in all housing zones with a Conditional Use Permit.

This program will be carried over as Housing Plan program 6 into the next housing cycle to ensure that the City is compliant with recent State legislation, as needed.

3. Transitional
and Supportive
Housing
Woodlake Zoning Ordinance has an adopted Zoning Ordinance to allow transitional and supportive housing to permitted use in all residential zones and subject to only those standards/ regulations that apply to other residential dwellings of the same type in the same zone list of the City’s single family residential zone districts. The City of Woodlake will update its Zoning Ordinance to bring it into compliance with State Planning and Health and Safety codes. In addition, the Ordinance will also introduce new planning concepts such as Smart Growth development standards and a new small-lot residential zone district.

A comprehensive zoning amendment was completed in
May 2022. Transitional housing is permitted in any
housing and mixed use zone.

Since the amendments were completed, this program will
not be carried over into the 6th housing cycle.
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Program Description and Objectives Progress and Continued Appropriateness

4. Amend the Woodlake Zoning Ordinance to add single-room occupancy (SROs) living units to the permitted use list of the CC (Central Commercial) zone district.

The City of Woodlake is in the process of rewriting its Zoning Ordinance to bring it into compliance with state Planning and Health and Safety codes. In addition, the Ordinance will also introduce new planning concepts such as Smart Growth development standards and a new small-lot residential zone district.

A comprehensive zoning amendment was completed in
May 2022. SROs are permitted in High Density Residential and Mixed Use zone by-right and neighborhood and
service commercial zones with a Conditional Use Permit.

Since the amendments were completed, this program will
not be carried over into the 6th housing cycle.

5. Farmworker
Housing
Woodlake will work with developers and employers in identifying farmworker housing needs. The City will also support applications for funding to assist in the development of farmworker housing. Amend the Woodlake Zoning Ordinance to add housing for farmworkers in all of Woodlake’s single and multi-family residential zone districts by right. This listing will permit “six or fewer” farmworkers to occupy a single or multi-family residence (California Health & Safety Code 17060).

The City of Woodlake is in the process of rewriting its Zoning Ordinance to bring it into compliance with state Planning and Health and Safety codes. In addition, the Ordinance will also introduce new planning concepts such as Smart Growth development standards, a new small-lot residential zone district as well as including farmworker housing into Woodlake’s residential zone districts.

A comprehensive zoning amendment was completed in
May 2022. Updates allow for six or fewer employees in
Mixed Use and all residential zones by-right and employee housing facilities are allowed in all housing zones with a Conditional Use Permit.

This program will be carried over into the 6th housing cycle with program 6 for additional Zoning Ordinance
amendments pursuant to state law, and program 7, with
additional actions and objectives.

6. Subsidized
Housing
Woodlake will contact Self-Enterprises to continue to encourage them to utilize their HELP funds to construct homes for first-time home buyers. The City could in turn provide funds to provide down-payment assistance and/or waiver of development impact fees. This program provides financial assistance to low to moderate income families for the purchase of newly constructed homes.

Self-Help Enterprises is currently working towards construction of a 70 lot subdivision. The project is approved with the City and has an estimated construction time of June 2016.

Due to the ongoing nature of this program this program
will be carried over into the next housing cycle as Housing Plan program 12 as part of an umbrella homeownership
assistance program with revised actions and objectives.

7. Subsidized
Housing
Woodlake and Self-Help Enterprises will continue to work together construct single family homes that are affordable to low-and moderate income households. These homes will be constructed on in-fill residential lots some of which may have originally contained dilapidated homes that have been demolished. Woodlake and Self-Help Enterprises have used HELP funds to implement this program in the past and will continue in the future as long as HELP funds are available.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan program 7 as part of an umbrella affordable housing program with revised actions and objectives.
299
Program Description and Objectives Progress and Continued Appropriateness

8. Planned
Residential
Development
Zone District
The City of Woodlake will encourage private developers who are proposing residential development to seek a SD (smart development) or a PRD (planned residential development) zone district. These districts allow for greater flexibility in residential design and better utilization of land. These opportunities allow the developer to potentially provide a more affordable housing product. The city will encourage the use of these zone districts by providing information that shows that they will increase the density of a residential development while at the same time reducing improvement costs and impact fees per residential unit.

The City has removed smart developments from the
Zoning Ordinance due to lack of interest. Planned
Development is still included.

This program will be carried over into the next housing cycle as Housing Plan program 7 as part of an umbrella
housing program to support a variety of development
types, with revised actions and objectives.

9. Section 8
Housing
The City of Woodlake will assist the Tulare County Housing Authority implementation of the conventional Public Housing Rental Program and the Section 8 Existing Program, which provides rent subsidies directly to participating landlords, and will support that Agency’s attempts to secure additional funding for expanded programs. Currently, the Housing Authority manages 33 Section 8 housing units in Woodlake.

The Woodlake Building Department will identify for the Housing Authority additional rental housing stock that can be used for the Section 8 Program.

Due to the ongoing nature of this program, this program will be carried over as Housing Plan program 11 into the next housing cycle with revised actions and objectives.

10. Second Unit
Section
Woodlake has amended the Zoning Ordinance to bring its Second Unit section into compliance with Government Code Section 65852.150. Woodlake second units provide affordable housing for many farmworkers in the community. This amendment will make it easier to construct second units in Woodlake’s residential zone districts. Woodlake will continue to monitor the second unit applications and determine if additional amendments to the ordinance will be beneficial.

This program will be divided into new programs related to accessory dwelling unit (ADU) development (Housing Plan program 5) and farmworker housing (Housing Plan
program 6).

11. Affordable to
extremely low
income
households
Work with developers to obtain available sources of funding and prioritize available funds, as appropriate, for projects including units affordable to extremely low-income households. Woodlake will continue to market the community for multi- family tax credit projects. To make the project even more affordable for extremely low-income households, the City should process a density bonus on each tax credit project in order to increase density, promote affordability and provide units with three or more bedrooms for large family households. Lot consolidation will be utilized as necessary to increase density of RM2 and RM3 properties.

Discussion: Of the last three tax credit projects processed in Woodlake, about 10 percent of the units were affordable to extremely low-income households.

This type of housing product is the most effective means of providing affordable housing for this income group. About 20 percent of these units contained three or more bedrooms. This feature provided housing for large family households.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan program 7s and 11 as part of an umbrella affordable housing program and housing for special needs program
with revised actions and objectives.
300
Program Description and Objectives Progress and Continued Appropriateness

12. Affordable
Housing Stock
Woodlake’s existing affordable housing stock is a valuable resource and the element includes programs to conserve and improve this affordable housing stock. Improvement includes programs that enhance existing housing stock using rehabilitation strategies. Conservation includes maintenance, such as code enforcement in deteriorating buildings, or in response to improvements to the housing stock such as weatherization programs that helps reduce housing costs.

The City of Woodlake shall facilitate residential development in Woodlake that is well designed and maintained, attractive and affordable. Affordable housing will be accomplished through increased unit densities; attractive design through architectural review and the city’s site plan review process, requiring conditions such as maintenance through a landscaping and lighting district.

Approximately 20 units were preserved or rehabilitated
during the 5th housing cycle.

Due to the ongoing nature of this program, this program will be carried over as Housing Plan program 10 into the next housing cycle as a housing rehabilitation program
with revised actions and objectives.

13. CDBG Rehab
Funds
The City will continue to identify dilapidated housing units in Woodlake that require demolition. The City will notify the property owner of this requirement.

Once the lot is vacant, the city will work with the property owner to facilitate the construction of a new residential unit on the lot. The City, as in the past, will work with Self-Help Enterprises to utilize HELP funds to construct single family homes that are affordable to low- and moderate-income households.

Woodlake will continue to annually apply for CDBG funds for rehabilitation of housing in Woodlake. The City will contract with Self-Help Enterprises to provide this service. From 2008 to 2015, Self-Help Enterprises rehabilitated 76 substandard single family dwellings. During the planning period, Woodlake working with Self-Help will rehabilitate six dwellings per year.

Discussion: Self-Help prepares a list of potential clients by speaking to families in target neighborhoods about the benefits of working with Self-Help Enterprises for rehabilitation services. Self-Help can provide low-interest loans as well as qualified contractors that have extensive experience in rehabilitation construction.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan program 10 as a code enforcement program with
revised actions and objectives.

14. Smart Growth
Zoning District
The City of Woodlake shall continue to work on preparation and adopt a Smart Growth Zoning District. This district could be applied to any property zoned residential in Woodlake.

The Smart Growth Zoning District has been removed.

This program will not be continued into the 6th housing cycle.

15. Code
Enforcement
Woodlake will continue to employ a code enforcement officer in its police department who will ensure that neighborhoods are free of blight, including abandoned cars, weed infested lots, and dwellings that accumulate junk and debris. The Officer will inspect 10 sites per week.

This program will be carried over into the next housing cycle as Housing Plan Program 10, a housing rehabilitation program with revised actions and objectives.
301
Program Description and Objectives Progress and Continued Appropriateness

16. Preserve Units
At-Risk of
Conversion to
Market Rate
Use
The nature of conversion risk varies significantly among projects depending on the type of subsidy and related affordability controls. During the previous Housing Element cycle (4th), 128 affordable apartment units have been constructed in Woodlake, each utilizing different types of financing - Section 515, HOME and tax credits. Each of these projects have different long-term affordability requirements. The City monitors these complexes to ensure that they do not get converted to market-rate units. To date, there have been no conversions to market-rate housing. The City will continue to utilize different types of financing options to preserve affordable housing within Woodlake.

Woodlake has not experienced a significant increase in Section 8 units over the last 8 years. To improve on this trend, Woodlake has been working with private contractors to construct single family homes on infill lots that have previously contained a dilapidated home that has been demolished. These units can become Section 8 units so long as they receive certification from the Housing Authority.

The City will work with local contractors to construct or rehabilitate single family homes that can be made available for Section 8 households. Woodlake will work to increase the number of Section 8 units in Woodlake by two units per year over the planning period.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan Program 9 to monitor and preserve at-risk housing
units, as needed.

17. Rehabilitate
Homes
The Woodlake Redevelopment Agency will work with the Tulare County Housing Authority to work with households that are displaced by owners of Section 8 units that opt-out of the program. The Agency will use some of its CDBG funds to rehabilitate homes that can be made available for Section 8 housing. The Agency will rehabilitate one potential Section 8 unit per year during the planning period.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as program as Housing Plan Program 9 to provide tenant support and to monitor and preserve at-risk housing units, as needed.

18. At-Risk
Properties
The City of Woodlake will preserve all existing units in the at-risk properties.

Woodlake will monitor, every year, the status of any HUD receipt/approval of Notices of Intent and Plans of Action filed by property owners to convert to market-rate units.

There were no units conserved during the 5th housing
cycle.

This program will be carried over into the next housing cycle as Housing Plan Program 9 to preserve existing atrisk units, as needed.

19. Section 8
Waiting List
The City of Woodlake will assist tenants of existing rent restricted units to obtain priority status on Section 8 waiting lists. Presently, Woodlake has 30 Section 8 units in the community. The City will also provide tenants in at-risk projects information regarding Section 8 rent subsidies through the Tulare County Housing Authority, and other affordable housing opportunities in the City.

This program will be carried over into the next housing cycle as Housing Plan Program 9 as part of an umbrella
program for tenant support and to monitor at-risk units. 302
Program Description and Objectives Progress and Continued Appropriateness

20. Governmental
Constraints
Woodlake’s choice of programs reflects the results of its housing need analyses, identification of available resources including land and financing, and the mitigation of identified governmental and non-governmental constraints.

The Woodlake Planning Department shall amend its Zoning Ordinance to add a Smart Development zone district, which will provide greater design flexibility and/or densities so as to encourage more affordable housing. This zone district will employ numerous design standards that will encourage higher residential densities, more sustainable design, and energy and water conservation.

Features that will be included in this new district are zero lot line opportunities, low impact development, xerophytic landscaping, reduced turf area, parkways and street trees, and reduced setbacks and street widths.

The City has utilized Planned Development districts/
permitting in lieu of Smart Growth.

This program will be revised and carried over to the next housing cycle as Housing Plan Program 6 part of an
umbrella program to reduce and mitigate constraints and Housing Plan Program 13 to promote energy conservation.

21. Development
Impact Fees
The City of Woodlake will reduce development impact feeds, excluding school impact fees, if the project is a single family residential infill project, or a downtown mixed-use project that includes an affordable residential component.

Since the City fees are the lowest in the area, no changes occurred. The City has also partnered with the school
district to encourage low impact fees to reduce the
fees/permitting costs for new development.

This program will be carried over to the next housing cycle as part of an umbrella program to reduce constraints to housing development.

22. Planning
Services
The City of Woodlake contracts with Planning Consultants to provide planning services for the community. All planning projects are streamlined from submittal of the application to the final decision-making step. It is the role of the consulting firm to ensure that the design of the project meets good urban design standards and that the project is processed in an expeditious manner.

The consulting firm is responsible for all matters pertaining to the processing of the project, including public hearing notices, staff reports, resolutions/ordinances, environmental documents, and presentations before the Commission and City Council.

This program will be carried over to the next housing cycle as Housing Plan Program 6 and 7 as part of umbrella
programs to streamline housing development and reduce
constraints.

23. State Licensed
Group Homes
The City of Woodlake will continue to process State licensed group homes administratively. To date, the processing of this type of home can be completed in about two weeks.

This program will be carried over into the next housing cycle as Housing Plan Program 6 to support the
development of group homes and reduce constraints to
their development, with attention to recent State
legislation concerning group homes.
303
Program Description and Objectives Progress and Continued Appropriateness

24. Fair Housing Fair Housing laws make it illegal to discriminate against any person because of race, color, religion, sex, disability, familial status, national origin, ancestry, marital status, sexual orientation, source of income and age in the rental or sale, financing, advertising, appraisal, provision of real estate brokerage services, etc., and land-use practices. Government Code Section 65008 also expressly prohibits localities from discriminating against residential development or emergency shelters if the intended occupants are low-income or if the development is subsidized.

In Woodlake’s housing element, a local equal housing opportunity program must provide a means for the resolution of local housing discrimination complaints and should include a program to disseminate fair housing information and information about resources throughout the community.

Woodlake will work with Tulare County Housing Authority to provide a local Fair Housing Information Program. This Program will distribute educational materials to property owners, apartment managers, and tenants, and it will respond to complaints of discrimination (i.e., in-taking, investigation of complaints, and resolution) by referring the affected party to the appropriate agencies. The City of Woodlake will also make this information readily available at City Hall and will be displayed on the City website.

A local Fair Housing Information Program is provided at City Hall. Due to the ongoing nature of this program, this program will be carried over into the next housing cycle with revised objectives to increase awareness of fair
housing resources as Housing Plan Program 15.

25. Foreclosure
Counseling
Program
The City will continue partnering with Self-Help Enterprises for Foreclosure Counseling. Self-Help Enterprises is a HUD-approved counseling agency. To preserve families in the community and stabilize neighborhoods, Self-Help offers free counseling services to assist homeowners in preserving homeownership, preventing foreclosure and to help families get through the difficult transition period if keeping their home is not an option. Self-Help Foreclosure Counselors provide homeowners with accurate information allowing them to make good choices and help themselves through their problems. Self-Help Enterprises also provides access to an attorney to discuss options related to home preservation. This consultation is free and done over the telephone. During the consultation, homeowners learn valuable information helping them make the best decision about their home and finances.

The City coordinates with Self-Help Enterprises to provide free foreclosure counseling to residents.

This program will be refined and carried over into the next housing cycle as Housing Plan Program 11 to support
neighborhood stabilization through homeownership
counseling services.
304
Program Description and Objectives Progress and Continued Appropriateness

26. Lot
Consolidation
The City will encourage lot consolidation when smaller, underutilized parcels adjacent to each other are redeveloped. Staff will work with applicants on a preliminary basis for no cost prior to application submittal. The lot consolidation procedure will be posted on the City website and discussed with developer during the informal review process. The City will continue its sliding scale density that allows higher density with consolidation of lots in the R3 and R2 zoning district.
 Encourage lot consolidation of smaller parcels to accommodate projects to provide a minimum of 16 units per project.
 Provide incentives and entitlement assistance, when feasible.  Promote use of density bonus to increase maximum density of potential projects.

This program will be revised and carried over into the
next housing cycle as Housing Plan Program 7 to facilitate the development of affordable housing.

27. Consistency
with General
Plan
The City’s Planning department will review the 5th Cycle Housing Element (this document) to ensure consistency with the City’s General Plan.

This is a regular function of City staff and a mandatory component of Housing Element law; therefore, this
program will be eliminated.

28. Zoning
Ordinances
Amendments
The City will amend the Zoning Ordinance for the following programs:
 Providing sewer and water as a priority to new affordable housing projects.  The Zoning Ordinance will also be amended to show the City’s involvement with the San Joaquin Valley Fair Housing & Equity Assessment.  The City’s Zoning Ordinance will include updated policies for the current fire and flood hazard management standards (GC Section 65302(g)).  The City’s Zoning Ordinance will include disadvantaged communities outside of City limits, within the sphere of influence in the updated policies for fire and flood hazard management standards.

The Zoning Ordinance was not amended to adopt a policy
to prioritize water and sewer to affordable housing
projects pursuant to SB 1087.

This program will be carried over into the next housing cycle as Housing Plan Program 2 to support compliance
with recent state laws and to reduce constraints to
housing development.

29. Fast-Track
Permit
The City will provide “fast track” permit processing for housing developments affordable to lower income households and other priority housing needs, such as projects for extremely low-income households, large families, persons with disabilities and farmworkers.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan Program 7 to accelerate lower-income development
for special groups, with revised monitoring actions that track fast-tracking permits for affordable housing
developments and affordable housing developments for
special groups.

30. Outreach
Program
The City of Woodlake will work with the Central Valley Regional Center to implement an outreach program that informs families within the City on housing and services available for persons with developmental disabilities. The program could include the development of an informational brochure, including information on services on the City’s website, and providing housing-related training for individuals/families through workshops.

Due to the ongoing nature of this program, this program will be carried over into the next housing cycle as Housing Plan Program 7 as part of an umbrella fair housing
program for persons living with disabilities, with revised actions and objectives.
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Program Description and Objectives Progress and Continued Appropriateness

31. Overpayment The city will look for funding and programs to address the overpayment of housing by lower income Woodlake residents.

Due to the ongoing nature of this program, it will be
carried over into the next housing cycle as Housing Plan Program 7 as part of an umbrella program to support
affordable housing development and Housing Plan
Program 11 to support programs providing assistance to
low-income households.
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G7 Housing Plan
This eight-year Housing Plan (2023-2031) sets forth a strategy, including goals, policies, and programs, to address housing issues identified in Woodlake.

G7.1 Goals and Policies
Goal 1: Regional Collaboration Work collaboratively with jurisdictions in the county to efficiently address housing issues and find regional solutions.

Policy 1.1 Proactively coordinate with cities, Tulare County, and other agencies and organizations to create effective policies and programs and respond to opportunities for achieving common housing goals.

Policy 1.2 Participate in, as appropriate, pursuit of state and federal housing funds to address regional housing issues.

Goal 2: Housing Development Provide an adequate supply and range of housing types to meet the diverse needs of residents.

Policy 2.1 Provide adequate sites for new housing development to accommodate the regional housing needs allocation (RHNA) throughout the planning period.

Policy 2.2 Facilitate a range of housing development that will meet the needs of all income levels including extremely low, very-low, low-, moderate- and above moderate households.

Policy 2.3 Encourage a range of housing types and sizes in large-scale development and annexations.

Policy 2.4 Promote infill development on vacant and underutilized sites within developed areas.

Policy 2.5 Encourage higher density and mixed-use residential development along major transportation and transit corridors and/or near existing or planned community facilities and services.

Policy 2.6 Enact programs that facilitate well-designed, energy efficient development and flexible standards to encourage high quality projects.

Goal 3: Affordable Housing Options Facilitate the development of affordable housing and protect the existing supply of affordable housing to extremely low, very low-, low- and moderate-income households.

Policy 3.1 Provide a range of incentives and tools to encourage affordable housing for all lower-income levels, including extremely low-income.

Policy 3.2 Support the Housing Authority of Tulare County (HATC) by promoting Housing Choice Voucher (HCV) opportunities.

Policy 3.3 Ensure permit processing procedures to ensure streamlining is available for affordable housing development projects (SB 35).

Policy 3.4 Support the development of Accessory Dwelling Units (ADUs) as an affordable housing option.
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Policy 3.5 Promote home ownership for lower- and moderate- income households by pursuing grant funding for downpayment assistance and other homeownership loan programs.

Policy 3.6 Monitor existing affordable housing developments and pursue preservation strategies to maintain their affordability.

Goal 4: Housing and Neighborhood
Preservation
Maintain and improve the city’s existing housing stock.

Policy 4.1 Preserve existing residential neighborhoods by promoting balanced design and architecture.

Policy 4.2 Support code enforcement efforts to work with property owners with repairs and rehabilitation of housing to preserve existing housing stock.

Policy 4.3 Utilize Capital Improvement Programs for repairs and improvements of public infrastructure and facilities in existing neighborhoods.

Goal 5: Housing for Persons with
Special Needs
Support and provide housing and services for people with special needs in the community. People with special needs include, but are not limited to, seniors, families with children, people with disabilities, single-parent families, farmworkers, and people who are experiencing homelessness or at risk of becoming homeless.

Policy 5.1 Assist in local and regional efforts that address the housing needs of special needs residents.

Policy 5.2 Provide reasonable accommodation for individuals with disabilities to access housing opportunities.

Policy 5.3 Support the development of affordable housing units for farmworkers and farmworker families by encouraging the use of federal, state, and local resources.

Policy 5.4 Coordinate with regional agencies and local non-profit/private developers on housing options and services for people who are experiencing homelessness or at risk of becoming homeless.

Policy 5.5 Proactively apply for and utilize available resources to provide and maintain housing for special needs groups.

Goal 6: Resource Conservation and
Sustainable Development
Utilize energy conservation and sustainable measures for new and rehabilitated housing.

Policy 6.1 Support and, as appropriate, incentivize the use of green building techniques for new housing and rehabilitation.

Policy 6.2 Promote energy conservation and efficiency in residential developments. 308
Goal 7: Affirmatively Furthering Fair
Housing
Promote housing opportunities and access for residents
regardless of age, race, religion, sex, marital status, ancestry, national origin, color, disability, or economic level in compliance with local, state, and federal fair housing laws.

Policy 7.1 Promote meaningful and informed participation of residents, community groups, and governmental agencies in all local housing and community development activities.

Policy 7.2 Comply with federal, state, and local fair housing anti-discrimination laws ensuring equal access to housing regardless of circumstances as protected by fair housing laws.

Policy 7.3 Provide fair housing services to city residents and ensure that residents are aware of their fair housing rights.

Policy 7.4 Provide residents with housing mobility options by facilitating the development of a variety of housing types and expanding access to housing services.

Policy 7.5 Protect tenants from discriminatory housing practices and displacement.

Policy 7.6 Promote the integration of affordable and special needs housing in existing and planned neighborhoods.

G7.2 Implementing Programs
Program 1: Regional Collaboration
Collaborate with other jurisdictions in the region on housing efforts, including funding opportunities, best practices, and other efforts to address housing, transit, economic development, and homeless issues in Tulare County.

Regional collaboration efforts can include, but are not limited to:
 Affordable housing development opportunities
 Regional housing programs and outreach efforts
 Economic development opportunities
 Creation of a regional Housing Trust Fund
 Coordination on funding applications and administration  Identify transit opportunities and access near new and established residential areas  Develop environmental mitigation that can improve the quality of life for residents  Efforts for the development of emergency shelters, low barrier navigation centers, transitional and supportive housing as well as support services for persons experiencing homelessness or at risk of becoming homeless in the county, including participation in the Kings/Tulare Homeless Alliance 309
Specific Actions, Objectives and Timelines  Starting in 2025, at least annually, participate in regional meetings related to housing and homeless issues to pursue funding and coordination opportunities. Annually pursue funding opportunities for regional housing issues.
 Starting in 2025, at least annually, partner with the Kings/Tulare Homeless Alliance to proactively address shelter, housing and support services for people experiencing homelessness.
 Collaborate with Tulare County Regional Transit Agency (TCRTA), Tulare County Area Transit (TCaT), and/or TCAG on the 2023 Tulare County Coordinated Human Services Transportation Plan to identify ways to bridge the transit service gap for seniors, persons with disabilities and low income persons. Participate in the Coordinated Human Services Transportation Plan’s update scheduled for 2028.
 Coordinate with TCaT and TCAG to ensure that actions from the Coordinated Human Services Transportation Plan correspond with the priority areas identified in the City’s Active Transportation Plan.  Starting in 2025, utilize the monthly TCAG Technical Advisory Committee (TAC) meetings to ensure the effective implementation of the Housing Element. Topics at these meetings can include resource sharing, implementation of planning strategies and joint efforts to address regional housing needs and achieve the goals in the Housing Element, including affirmatively furthering fair housing needs and farmworker needs.
 Annually, invite affordable housing developers, Community Based Organizations (CBOs), and other interested parties to discuss affordable housing production in the county.

Primary Responsible Departments Planning Department
Funding Sources General Fund; federal, state, and local grant funds Relevant Policies 1.1, 1.2
AFFH Themes  Outreach and Education
 Housing Mobility
 New Housing Opportunities in Areas of Higher Resources  Anti-Displacement and Tenant Protection
AFFH Geographic Targeting Citywide/Southeast and Southwest Woodlake AFFH Outcomes  Increase the percentage of residents commuting by public transit by 5 percent by December 2031 with 2020 data as baseline.
 Improve CalEnviroScreen scores by 10 percent citywide by December 2031.

Program 2: Adequate Sites for RHNA and Monitoring of No Net Loss For the 6th cycle Housing Element, Woodlake has been assigned a RHNA of 492 units, including:
 Very Low-Income: 73 units
 Low-Income: 47 units
 Moderate-Income: 103 units
 Above Moderate-Income: 267 units
The City is committed to ensuring that adequate sites at appropriate densities remain available during the planning period, as required by law. The City has identified capacity for 626 units through ten projects under construction, approved, or permitted, that will be available during the planning period.

Accounting for these units (nine low- and 617 above moderate-income), the City has a remaining RHNA 310
of 216 units (113 low-income and 103 moderate-income) units for which the City must identify adequate sites for potential development.

The City has identified vacant and nonvacant sites with potential for development/redevelopment, or adaptive reuse of existing uses over the next eight years. All sites identified to meet the City’s RHNA are zoned for residential uses and would not require rezoning. The sites identified can accommodate an additional 379 units, including 144 lower-income units, 167 moderate-income units, and 68 above moderate-income units.

To ensure that the City complies with SB 166 (No Net Loss), staff will monitor the consumption of residential and mixed-use acreage to ensure an adequate inventory is available to meet RHNA obligations. To ensure sufficient residential capacity is maintained to accommodate the RHNA, the City will develop and implement a formal ongoing (project-by-project) evaluation procedure pursuant to Government Code Section 65863. Should an approval of development result in a reduction in capacity below the residential capacity needed to accommodate the remaining need for lower- and moderateincome households, the City will identify and if necessary, rezone sufficient sites to accommodate the shortfall and ensure “no net loss” in capacity to accommodate the RHNA.

The City of Woodlake is the provider of water and sewer services within the city limits. The City confirms that adequate water and sewer services are available to fully accommodate the RHNA.

The City has not adopted a policy to prioritize the allocation of water/sewer services to affordable housing projects pursuant to SB 1087.

Specific Actions, Objectives and Timelines  Facilitate the development of 492 units over 8 years (75 very lowincome, 47 low-income, 103 moderate-income, and 267 above moderate-income units).
 Maintain an inventory of available vacant and prospective sites that can accommodate new housing and update annually. Make this inventory available to the public and interested developers on the City website.  Annually meet with property owners and interested developers to pursue housing development in the city.
 By December 31, 2024, develop a formal procedure to monitor no net loss in capacity pursuant to SB 166.
 By December 31, 2026, complete update to Water and Sewer Master Plans.
 Concurrent with the adoption of the Housing Element,, adopt a policy to prioritize allocation of water and sewer services to affordable housing projects (SB 1087).
 In 2027, the City will evaluate the progress of pending projects counted toward the RHNA to ensure that development of housing units is occurring as projected. If it is determined after consultation with developers that the projects are not proceeding as planned and would result in a shortfall in RHNA sites, the City will identify alternative sites strategies (including potential rezoning) within six months.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.1, 2.2, 2.4, 3.1
AFFH Themes  Housing Mobility
 New Housing Opportunities in Areas of Higher Resources Geographic Targeting N/A
AFFH Outcomes N/A
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Program 3: By-Right Approval
Pursuant to Government Code Section 65583.2, reusing the following types of sites in the City’s site inventory for lower-income RHNA are subject to by-right approval exempt from CEQA and subject only to design review based on objective standards when a project includes 20 percent of the units affordable to lower-income households and no subdivision is proposed:

Reuse Sites (No Rezoning Required):
 Vacant sites that were identified in the City’s 4th and 5th cycles Housing Element as sites for lowerincome RHNA; and  Nonvacant sites that were identified in the City’s 5th cycle Housing Element as sites for lower-income RHNA.

The by-right approval requirement of reuse sites is effective December 31, 2023. Rezoning of sites past the statutory deadline of the Housing Element to meet the lower income RHNA are subject to the byright approval requirement. The by-right approval requirement of rezone sites is triggered by the rezoning.

By-right shall mean the local government’s review shall not require:
 A conditional -use permit
 A planned unit development permit
 Other discretionary, local-government review or approval that would constitute a “project” as defined in Section 21100 of the Public Resources Code.

This provision does not preclude local planning agencies from imposing design review standards.

However, the review and approval process must remain ministerial, and the design review must not constitute a “project” as defined in Section 21100 of the Public Resources Code.

Parcels that are subject to by-right approval pursuant to state law are identified in Table G4-47 in Chapter G4, Housing Resources.

Specific Actions, Objectives and Timelines  At the time of the Housing Element adoption, and concurrent with the Development Code update to provide adequate sites for the RHNA (see Program 2), update the Development Code to address the by-right approval requirements. The Zoning Ordinance will be amended to address the by right approval requirements for lower-income sites included in the site inventory with a proposed zoning change, as well as vacant sites identified in two previous housing elements and non-vacant sites identified in the previous housing element and annexation sites, in compliance with Government Code Section 65583.2(h) and (i), to permit owner-occupied and rental multifamily uses by-right (without discretionary approval) for developments in which 20 percent or more of the units are affordable to lower-income households. Any subdivision of the sites shall be subject to all laws, including, but not limited to, the local government ordinance implementing the Subdivision Map Act.  By 2026, bring item to City Council to consider expanding the scope of streamlining, including:
 For sites not subject to Section 65583.2 - projects that include 20 percent of the units affordable to homeowners at 60 percent AMI or to renters at 50 percent AMI.
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Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.1, 2.2, 3.1
AFFH Themes  Housing Mobility
 New Housing Opportunities in Areas of Higher Resources Geographic Targeting Northeast and Southeast Woodlake
AFFH Outcomes N/A
Program 4: Replacement Housing
Development on non-vacant sites with existing residential units is subject to replacement requirements, pursuant to AB 1397. Specifically, AB 1397 requires sites with a residential use within the last five years the replacement of units affordable to the same or lower income level as a condition of any development on a non-vacant site consistent with those requirements set forth in state Density Bonus Law.

Specific Actions, Objectives and Timelines  Concurrent with the adoption of the Housing Element, amend the Zoning Code to address the replacement housing requirements.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.2, 3.6
AFFH Themes  Housing Mobility
 New Housing Opportunities in Areas of Higher Resources  Anti-Displacement and Tenant Protection
Geographic Targeting Citywide
AFFH Outcomes N/A
Program 5: Accessory Dwelling Units
ADUs provide an important affordable housing option in the city. The City’s ADU ordinance permits second dwelling units in all residential zoning districts. The City will continue to encourage the production of ADUs and work to provide affordable units for lower-income households. 313
Specific Actions, Objectives and Timelines  By July 2025, facilitate the production of ADUs through efforts including, but not limited to:
 Updating ADU webpage to include available resources for ADU production, such as grants for pre-development costs available to lower-income homeowners through California Finance Agency (CalHFA). Include links to the ADU assistance program offered through Self-Help Enterprises.
 Offering expedited reviews for ADU applications.
 Promote the development of ADUs, prioritizing Northeast and Northwest Woodlake.
 Conduct two educational workshops, campaigns, or outreach events to promote ADU development in the city to residents, with at least two events targeted to residents and developers in Northeast and Northwest Woodlake, by July 2026.
 Implement strategies to streamline the ADU permitting process.  Develop an ADU application checklist and publish the checklist on the City’s website by July 2025.
 Add information on the ADU permitting process, as well as available resources and incentives, on the City’s website by July 2025.  Adopt pre-approved ADU plans, potentially using SJV REAP’s Template ADU Program and SJV REAP Tool: Pre-Reviewed Plan Set, by January 2026, and publish on the City’s website.
 Determine and implement strategy to promote ADUs for moderate- and lower-income households.
 Prepare a report on potential strategies to encourage affordability of ADUs for moderate and lower-income households, including but not limited to, promoting the use of HCVs or development of cost incentive programs or no-interest loan program for ADU developers in exchange for income restrictions. Prepare report by January 2026 and present report to City Council for adoption by August 2026. If adopted, implement pilot program by January 2027.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.2, 2.3, 3.1, 3.4
AFFH Themes  Outreach and Education
 Housing Mobility
 New Housing Opportunities in Areas of Higher Resources Geographic Targeting Northeast and Northwest Woodlake
AFFH Outcomes  Support the development of at least five ADUs in Northeast and Northwest Woodlake during the planning period.

Program 6: Zoning Code Amendments
In order to facilitate a variety of housing types, especially housing for lower-income households and those with special needs, the City will remove constraints to housing development by amending the Zoning Code.
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Specific Actions, Objectives and Timelines  Include the following Zoning Code Amendments by the end of 2025, unless otherwise indicated::
 Development Standards: Concurrent with Housing Element adoption, review and revise the City’s development standards (including parking and height), particularly in relation to higher density affordable housing.
– In conjunction with a General Plan Amendment, amend the Zoning Code to remove the persons per acre restrictions for each land use designation.
– Revise parking requirements related to one-bedroom multifamily units and affordable multifamily units, to require no more than one space per unit.
 SB 35 and SB 330 Procedures: Concurrent with Housing Element adoption, establish written procedures for the processing of SB 35 and SB 330 projects pursuant to state law.
 Manufactured Housing: Amend the Zoning Code to permit manufactured homes that are built on permanent foundation in the same manner and in the same zones as conventional single-family dwellings.
 Transitional and Supportive Housing (SB 745): Amend the Zoning Code to ensure that transitional and supportive housing is permitted as a residential use in all zones where multifamily housing is permitted, including the R-M, R-H, MU, and C-N zones. and is similarly permitted and only subject to the same standards of the same type in the same zone.
 Supportive Housing (AB 2162): Amend the Zoning Code to permit supportive housing by-right in the C-N zone to comply with AB 2162, whereby certain supportive housing meeting specific criteria are to be permitted by right in all zones where multifamily housing is also permitted (including nonresidential zones). For such supportive housing locating within half-mile from transit, no minimum parking can be required.

Employee Housing: Review and revise the Zoning Code to ensure compliance with the Employee Housing Act (H&S Code Section 17021.5), which requires that housing provided by an employer for up to six employees is considered a residential use, subject to the same standards as single-family residences. Also revise the Zoning Code to ensure compliance with H&S Code Section 17021.8, which permits proposed projects on agricultural land to be allowed a streamlined review process (if certain criteria are met).
 Residential Care Facilities: Amend the Zoning Code to allow all group homes and care facilities by-right in all residential zones, approved with objectivity and certainty, and subject only to the requirements of residential uses of similar type and form. Amend the Group Homes parking standard to reflect parking standards for the applicable residential type in the applicable zone.
 Density Bonus: Amend the Zoning Code to equally provide for density bonuses in all zoning districts where residential uses are permitted and to include provisions relative to density bonuses, incentives and concessions as required by state law.
 Accessory Dwelling Units: Review and amend the Zoning Code if needed to comply with state law.
 Site Plan Review: review and revise the Site Plan review process and findings related to residential development to remove subjective 315
language and provide objectivity and approval certainty. Specifically, remove or revise the Administrative Use Permit (AUP) finding “The use to be compatible with existing land uses and future permitted land uses within the zoning district in which the proposed use is to be located” and the Conditional Use Permit (CUP) findings “The proposed use would not impair the integrity and character of the zoning district in which it is to be located” and “The proposed use would be compatible with existing land uses and future permitted land uses within the zoning district in which the proposed use is to be located.”
 Single Room Occupancy (SRO) Housing: Establish a procedure to encourage and facilitate SRO development in the allowable zoning district(s), including development standards.
 Emergency Shelters: revise the Zoning Code related to emergency shelters to comply with state law.
– Revise to expand the definition of emergency shelters to include other interim interventions, including but not limited to, navigation centers, bridge housing, and respite or recuperative care and ensure zones that allow emergency shelters ministerially also allow residential uses, in compliance with AB 2339. – Review and revise the Zoning Code to remove emergency shelters as a permitted use in the I and PF zones to comply with state law requiring that all zoning designations that allow emergency shelters ministerially also allow residential uses. Low Barrier Navigation Centers: Revise the Zoning Code to allow emergency shelters by-right in the C-N zone to comply with state law requiring low barrier navigation centers be permitted in all mixeduse and nonresidential zones where multifamily housing is permitted.
– Review and revise the Zoning Code to comply with AB 2339 (parking requirements for emergency shelters).

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.2, 3.1, 3.4, 5.2, 5.3, 7.4
AFFH Themes Housing Mobility
New Housing Opportunities in Areas of Higher Resources
Anti-Displacement and Tenant Protection
Geographic Targeting Citywide
AFFH Outcomes  Facilitate the development of 5 units for special needs populations during the planning period.

Program 7: Facilitating Affordable Housing Development
The City is committed to expanding affordable housing options for households of all income levels using development tools such as density bonus provisions, potentially waiving development fees and streamlining the application process. The City will contact local non-profit and private developers to facilitate the production of this housing as well as pursue funding opportunities available at the local, regional, state and federal levels.
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On a case-by-case basis, the City will facilitate affordable housing by public, private, and non-profit groups by coordinating off-site improvements and physical infrastructure as Capital Improvement Projects. Assistance provided by the City may include traffic, street, and sewer upgrades as well as pedestrian and mobility improvements.

Specific Actions, Objectives and Timelines  Continue to work with Self-Help Enterprises on constructing single-family homes that are affordable to low- and moderate-income households.  Annually pursue funding at the local, regional, state, and federal levels such as State CDBG, CalHome, PLHA, and Project Homekey funds.  Work with other jurisdictions in Tulare County to create a regional list of affordable housing developers by 2026. Annually conduct outreach to these developers with information on potential sites, available regulatory concessions and incentives, and potential funding opportunities.  By December 31, 2024, revise the Density Bonus Ordinance in compliance with State law (Government Code §65915) to equally provide for density bonuses in all zoning districts where residential uses are permitted and to include provisions relative to density bonuses, incentives, and concessions as required by State law.
 Facilitate the development of affordable housing by allowing improvements to be negotiated.
 Facilitate the development of affordable housing through the provision of the following regulatory concessions and incentives:
 Density increases under the City’s Density Bonus Ordinance.  Expedited and streamlined project application review involving any of the following housing categories: above moderate-income households; very low-income households; large families; persons with disabilities or developmental disabilities; and farmworkers.  Potential fee waivers/reductions/deferrals.
 Lot consolidation to allow for increased density in the RM2 and RM3 properties.
 Develop a web-based Housing Development Toolkit that outlines a stepby-step process for residential development, including identifying steps in the entitlement and building permit process, detailed information on development incentives, and funding programs and resources for affordable housing development. Publish the Housing Development Toolkit on the City’s website by July 2025.
 Review the General Plan, applicable Specific Plans, and Zoning Code and Zoning Map to evaluate opportunities for removing barriers to housing production, adding housing capacity, and accommodating a greater mix of dwelling types and sizes households (e.g., duplexes, triplexes, fourplexes, townhouses, courtyard buildings), prioritizing opportunities and sites in northern Woodlake. Review General Plan, Specific Plans, and Zoning Code and Zoning Map by January 2026 and implement any changes by January 2027 (see Program 6).
 Acquire funds from the state and federal grant opportunities, including the HCD Infill Infrastructure Grant Program, to support the development of affordable housing, housing for special needs, and support service projects. Leverage City funding to partner with affordable housing developer on new affordable housing developments in the city. Prioritize subsidies for financing for rental housing units affordable to extremely low-income households, senior households, farmworkers, persons with disabilities, veterans, large households, and other households with special needs.
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 Beginning in 2025, and annually thereafter, apply for state and federal funds to facilitate the development of affordable housing, including housing for extremely low-income households and those with special housing needs. Partner with nonprofit housing developers to support the entitlement of at least 50 subsidized housing units affordable to extremely low-, very low-, and lowincome households in the city during the planning period, prioritizing sites near public transit and services.

Primary Responsible Departments Planning Department
Funding Sources Local, state and federal resources, General Fund, CDBG Relevant Policies 2.1, 2.2, 2.3, 3.1, 4.1, 4.3, 7.4
AFFH Themes Housing Mobility
New Housing Opportunities in Areas of Higher Resources
Geographic Targeting Citywide with emphasis on moderate resource census tracts.

AFFH Outcomes  Increase the percent of the city’s housing stock that is multifamily from 23 percent to 26 percent by December 2030, using 2020 Census data as a baseline.
 Eliminate disparity between census tracts in northern and southern Woodlake based on median income level and percent of households in poverty.
 Partner with nonprofit housing developers to support the entitlement of at least 50 subsidized housing units affordable to extremely low-, very low-, and low-income households in the city during the planning period, prioritizing sites near public transit and services.

Program 8: Transparency in the Development Process
Analysis in the Housing Constraints chapter of this Housing Element reviewed the City’s planning process, timelines, and fees. The following actions will reduce potential governmental constraints for the development of housing, including affordable housing. Additionally, updating the City’s website will help residents and developers locate and access information on planning and building resources and requesting reasonable accommodation.

Specific Actions, Objectives and Timelines  By December 2025, the City will evaluate its compliance with the new transparency requirements per Government Code Section 65940.1(a)(1) make changes as necessary.
 By December 2025, review planning and development fees and revise fees to be competitive with other cities in the county.  By December 2025, provide a link to its Reasonable Accommodations policy on the Housing page of the City website and provide guidance for those seeking assistance, including contact information for City staff responsible for accepting applications for reasonable accommodation.  Beginning in December 2025, and every subsequent two years during the planning period, monitor the effects of short-term rentals. If it is determined that regulation of short-term rentals is needed, an ordinance shall be adopted during the planning period.
 Update the City’s website to provide clear links to planning and building resources, applications, and checklists.

Primary Responsible Departments Planning & Development Department Funding Sources General Fund
Relevant Policies 2.2; 2.4; 2.6
AFFH Themes Outreach and Education
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AFFH Geographic Targeting N/A
AFFH Outcomes N/A
Program 9: Preservation of At-Risk Housing
The City has 356 housing units that are deed-restricted as affordable housing for lower-income households. No units are considered at risk of conversion during this Housing Element planning period.

Nevertheless, the City will work to preserve these units and will proactively monitor all other units to encourage continued affordability beyond existing covenants and work proactively with owners of affordable units to assist in rehabilitation needs.

Specific Actions, Objectives and Timelines  Monitor affordable units during the planning period.  Maintain annual contact with property owners of affordable housing regarding any change in status/intent or need for assistance, such as rehabilitation assistance. If necessary to preserve at-risk units, contact qualified entities that can acquire and manage at-risk properties and assist with preservation by supporting funding applications.  Maintain the AB 987 database to include detailed information on all subsidized units, including those that have affordability covenants.

Update annually.
 Ensure tenants are properly noticed by property owners should a Notice of Intent to opt out of low-income use is filed. Notices must be filed three years, one year, and six months in advance of conversion.

Additionally, the City shall provide tenants with information about available resources and their tenant rights during the Notice of Intent period.
 Depending on funding availability, provide information about financial resources to property owners to promote continued affordability.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 3.6, 5.5
AFFH Themes  Anti-Displacement and Tenant Protection
Geographic Targeting Citywide
AFFH Outcomes  Preserve all affordable housing units and ensure proper noticing procedures during the Notice of Intent period.

Program 10: Housing Preservation and Rehabilitation
More than 43 percent of the housing stock in Woodlake is more than 40 years old. The City’s Code Enforcement Division estimates that approximately 20 units require major rehabilitation and fewer than five units citywide are beyond the point of repair. Concentrated areas of substandard housing in the city are in Southeast and Southwest Woodlake. The City actively seeks and encourages the rehabilitation of housing units, utilizing various programs and community partnerships, including annually applying for CDBG funds. Self-Help Enterprises is a community development organization that offers a variety of programs for low-income families in the region, including deferred payment loans available to qualified homeowners for essential health and safety repairs such as roofing, plumbing, electrical, heating/cooling, foundation, windows, and handicap accessible modifications. The loan is due and payable upon sale, change of title or change of use.
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Specific Actions, Objectives and Timelines  Coordinate with Self-Help Enterprises to fund rehabilitation efforts in the city. Annually research funding opportunities, such as CHAFA, for rehabilitation grants. Assist with eight rehabilitation projects over the eight-year planning period.
 Advertise available rehabilitation grant programs on the City’s website.

Ensure that Code Enforcement has the information when addressing enforcement cases, particularly for property owners of affordable units.  Expand awareness and connect residents to Self-Help Enterprises’ Housing Rehabilitation Program.
 Publish resources on homeowner rehabilitation assistance on the City’s website by 2026.
 Apply for CDBG funding for the Local Rehabilitation Program by 2025 to serve at least 8 households by the end of the planning period.  Pursue/provide rehabilitation assistance that includes energy conservation and weatherization improvements as eligible activities.

Primary Responsible Departments Planning Department, Code Enforcement Funding Sources General Fund
Relevant Policies 3.6, 4.1, 4.2, 4.3, 5.5
AFFH Themes Outreach and Education
Place-Based Strategy for Neighborhood Improvements
Geographic Targeting South Woodlake
AFFH Outcomes  Assist with 8 rehabilitation projects over 8 years.

Program 11: Lower-Income and Special Needs Housing
The City will continue to work with the Housing Authority of Tulare County (HATC) to obtain HCVs and provide the community information about HATC’s other available programs. Additionally, Self-Help Enterprises is a community development organization that offers a variety of programs for low-income families in the region, including a Downpayment Assistance program and Home Ownership Education program. HATC offers the following programs:
 Housing Choice Vouchers (HCVs): The Housing Choice Voucher (HCV) Program is a federal program offered through the United States Department of Housing and Urban Development (HUD) that provides financial assistance to very low-income, elderly, and disabled households. The HATC receives funds directly from HUD and facilitates the HCV Program in Tulare County. Under the HCV Program, participants are free to choose housing that meets the requirements of the program.

Participants receive a fixed subsidy, which is paid directly to the landlord by the HATC, and the remaining rent is paid by the participant. In most cases, there is a five-year time limit to this type of rental assistance, because the fixed subsidy is designed to help families stabilize their housing costs in order to achieve self-sufficiency and save for other housing opportunities. The HATC maintains a list of rental units in Woodlake in which the landlord has indicated willing participation in the HCV Program. As of April 2024, there are several rental complexes in the city currently accepting applications.
1 Furthermore, in 2020, the State passed SB 222 and SB 329 that identifies public assistance as a legitimate source of income for housing payments. Landlords are no longer permitted to reject HCV recipients.
1 https://www.hatc.net/unit-referral-listing.php?city=WOODLAKE 320
 Public Housing: Provides rental assistance to low -income families and individuals. The HATC owns and manages all rental units offered under this program, which are located in communities throughout Tulare County.

To assist in the development of housing to meet the needs of extremely low-, very low- and low-income households, the City will continue implementation of:
 First-time Homebuyer Program: The City applies for Community Development Block Grants for first time homebuyers and housing rehab projects for those who qualify. The City also continues to apply for HOME investment grants for community housing for those who qualify. The City partners with Self-Help Enterprises to oversee applicant qualifications.  Affordable Housing: The City was granted a Permanent Local Housing Allocation in fiscal year 2020- 2021. With this funding the City is working to add nine new affordable housing units.  Housing Loan Program: The City supports developers in the area that have partnered with the USDA for their Single-Family Housing Guarantee Loan Program. This funding has resulted in, or is planned for, the development of 165 units.

Specific Actions, Objectives and Timelines  Assist 25 Woodlake households through HCVs.  Work with HATC and California Rural Legal Assistance (CRLA) and/or other organizations to provide free counseling services to assist homeowners in preserving homeownership and foreclosure counseling.  Starting in 2025, work with outside agencies to establish utility assistance programs when funding is available. (also see Program 1, Regional Collaboration).
 Over the 8-year planning period, subsequent to each Point-in-Time Count, conduct workshops for the Planning Commission and City Council to share the data from the count. Invite the Kings/Tulare Homeless Alliance to attend.
 Identify potential programs to aid moderate-income homeownership opportunities and develop a list of resources by December 2024. Apply for feasible funding opportunities by July2025.
 Develop an inventory of affordable housing, with contact information and the number of affordable units, and publish the inventory on the City’s website by July 2025.
 Support awareness of moderate-income homeownership, such as Homes for Heroes and other moderate-income loan opportunities. Identify potential programs to aid moderate-income homeownership opportunities and develop a list of resources by December 2024.

Advertise programs on the City’s website by July 2025.Connect lowincome residents with housing assistance resources, including the HCV program.
 Add information on the HCV Program to the City’s website by July 2025.
 Promote the availability of assistance programs through all City’s social media pages.
 Attend at least two community events to spread awareness and distribute fact sheets on available financial assistance programs.  In collaboration with the Housing Authority, provide education to property owners and managers to expand awareness of the HCV program to increase acceptance of tenant-based HCVs and to facilitate mobility and provide choices for lower-income households throughout 321
the city. Identify and address challenges that property owners/managers have with existing or prospective HCV holders.
 Starting in 2025, annually conduct one workshop for landlords on the HCV program, for a total of seven workshops during the planning period, targeting property owners/managers in South Woodlake.  Twice annually, in coordination with the County’s Homeless Initiatives Program Coordinator, provide outreach to persons experiencing homelessness including connections with available resources.  Consistent with state law that mandates the provision of housing for ELI households, the City will prioritize processing and funding allocation for projects that include units for ELI households, especially farmworker housing.
 Consistent with state law that mandates the provision of housing for special needs households, the City will prioritize processing and funding allocation for projects that include units for special needs households.  Beginning in 2025 and annually thereafter, pursue funding available at the state and federal levels for affordable housing development.

Specifically, pursue funding programs that target the needs of extremely low- and very low-income households.
 Provide letters of support to funding applications by developers if the proposed projects are consistent with the goals and objectives of this Housing Element, as requested.
 The City and regional collaboration partners will pursue a variety of strategies and funding to encourage the development, rehabilitation and conservation of housing for farmworkers such as such as funding development, integrating housing for farmworkers into development, developer identification, maintaining an inventory of suitable sites, site development, ensure zoning and development standards facilitate a variety of housing types for farmworker housing needs. The City and collaborative partners will make a specific and at least annual effort to assist in the development of housing for farmworkers and conserve and improve the existing housing stock for farmworkers, including but not limited to:
 Contacting non-profit developers at least every other year to identify opportunities for the development or improvement of housing for farmworkers. This can include site identification and providing technical assistance on funding applications.
 Coordinating and participating with regional organizations, including non-profit, academic, and employers, to raise awareness, share and employ strategies, or target new resources. This should include annual coordination with the Tulare County Resource Management Agency and the Tulare County Agricultural Committee to determine if any sites in or adjacent to Woodlake can be included in the County’s farmworker housing initiatives.
 Coordinating annually with organizations that represent or serve farmworkers.
 Providing incentives and other strategies beyond state density bonus law to encourage housing for farmworkers, including setting aside housing for farmworkers within developments, supporting funding applications, prioritizing entitlements and establishing appropriate zoning and development standards.
 Targeting code enforcement and other resources to the existing housing stock with the most need for rehabilitation and sanitary conditions that could be more likely to house farmworkers and work with regional or other organizations to improve living conditions for farmworkers.
322
Primary Responsible Departments Planning Department
Funding Sources HUD, Self-Help Enterprise funding sources Relevant Policies 3.2, 5.1, 5.4, 5.5, 7.4
AFFH Themes Outreach and Education
Housing Mobility
New Housing Opportunities in Areas of High Resources
Anti-Displacement and Tenant Protection
Geographic Targeting Citywide; South Woodlake
AFFH Outcomes  Promote, with the goal of expanding the use of HCVs in the city by 10 percent by December 2030, using 2023 data as baseline.
 Encourage the development of 10 affordable units for farmworkers.

Program 12: Homebuyer Assistance Program
The City of Woodlake’s Homebuyer Assistance Program administered by Self-Help Enterprises offers affordable secondary mortgage financing to first-time homebuyers. The Program is designed to provide the additional financing needed to keep a first mortgage payment affordable. The program provides a zero percent deferred loan payment, due after the term of the primary loan years, plus an additional 15 years, and requires a minimal one percent down payment.

Specific Actions, Objectives and Timelines  Coordinate with Self-Help Enterprises on the Homebuyer Assistance Program. Assist two extremely low-income, five low-income and five moderate-income homebuyers.
 Annually monitor funding resources available at the State and Federal levels and pursue, as appropriate, to provide homebuyer assistance.

Primary Responsible Departments Community Development Department Funding Sources State and Federal Funds
Relevant Policies 3.5
AFFH Themes  Outreach and Education
 Housing Mobility
 New Housing Opportunities in Areas of High Resources
 Anti-Displacement and Tenant Protection
Geographic Targeting Citywide, with a focus on areas of high segregation and poverty.

AFFH Outcomes  Assist five low-income and five moderate-income homebuyers during the planning period.

Program 13: Infill Development, Design, and Infrastructure The City will promote infill development and related design and infrastructure standards, including providing assistance for project design for infill housing/re-development projects and prioritizing housing infrastructure assistance for infill development projects. 323
Specific Actions, Objectives and Timelines  Provide technical and financial assistance for project design (e.g. site planning, engineering, and/or preliminary architectural services) and infrastructure improvements (e.g. cost-sharing and/or fee waivers) for infill housing/re-development projects and developments that promote land or energy conservation.
 Prioritize housing infrastructure assistance for development projects which: 1) improve the infrastructure connectivity and/or capacity in infill areas; or 2) housing development projects that promote land or energy conservation by creating a Priority Housing Sites List to highlight opportunity sites for affordable housing development near public transit and existing or planned services.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 2.4, 2.5, 2.6
AFFH Themes Housing Mobility
New Housing Opportunities in Areas of Higher Resources
Geographic Targeting Citywide
AFFH Outcomes N/A
Program 14: Community and Economic Development
Well-maintained infrastructure creates a safe and accessible urban environment, fostering a sense of community and belonging. Moreover, investing in such improvements attracts businesses and investments, contributing to economic growth and ensuring equal access to essential services. The City will implement the following actions to expand community and economic development citywide.

Upon adoption, the City of Woodlake will provide the Housing Element to all water and sewer service districts and notify all districts of the requirement to prioritize water and sewer service allocation for new affordable housing development (Government Code Section 65589.7).

Specific Actions, Objectives and Timelines Implement actions following the timelines below:
 Coordinate with the Public Works Department to review the City’s Capital Improvement Projects (CIP) to ensure public facilities and infrastructure are supportive of the needs of underserved communities.  Continue the construction of the West Sequioa Multimodal Improvement Project, which is part of the City’s Active Transportation Safety Enhancement Plan. This project includes developing a 0.79-mile active transportation network along West Sequia Avenue between North Valenca Boulevard and Mulberry Street. A 0.49-mile stretch of this network will have ADA-compliant pedestrian and bicycle facilities.  Annually, coordinate with the Public Works Department to ensure priorities from the adopted City’s Active Transportation Safety Enhancement Plan, including street improvements for ADA compliance and Safe Routes to School, are incorporated into the annual CIP.

Continue to complete projects, such as the Stormwater Phase II project, that benefits Southwest Woodlake.
 By December 2026, coordinate with Public Works to ensure that the Kaweah Storm Drain Improvements Project has begun in order to mitigate reoccurring flooding issues in the Northwest quadrant of the city.
 Complete the Clean California Beautification and Connectivity and Improvement Project, which adds recreation amenities in the southeast quadrant of the city.
324
 By the end of 2025, rejoin the Tulare County Economic Development Office to collaborate on attracting businesses and jobs to Woodlake.  By the end of 2025 and bi-annually, connect local business owners and interested parties to the Tulare County Economic Development Office to receive assistance on starting a business, including assistance with permitting, applying for incentives, and finding site locations. Connect at least five potential business owners during the planning period.  Partner with the Tulare County Economic Development Office to host at least one event annually to community members to advertise available programs for local business owners.
 Expand awareness of available employment assistance and job training programs.
 Host at least one employment workshop annually to assist residents in preparing for local job fairs, develop resumes, and prepare for interviews as well as spreading awareness of available employment, training and job preparation resources through the Tulare County Economic Development Office and Community Services Employment Training (CSET).
 Partner with the local employment organizations to connect Woodlake residents with job opportunities and workforce training program opportunities.
 Partner with the Tulare County Workforce Investment Board and Employment Connection to host an annual job fair and workforce training event in Woodlake.
 Work with Visalia Transit to provide free bus passes to residents attending job fairs and interviews.
 Partner with the Chamber of Commerce, local business owners, and potential businesses to identify planning and infrastructure needs to support business development in Woodlake. Include the Public Works Department so that projects can be prioritized in the annual CIP.  Create a report on planning and infrastructure needs for business development by July 2025 and present report to City Council. If adopted, implement at least 50 percent of the recommendations in the report by the end of the planning period.
 As part of the annual CIP program update in FY 25-26, establish a minimum spending target (75 percent) and report the percentage of CIP budget committed to Southeast and Southwest Woodlake sites that can accommodate lower-income housing.
 Starting in 2025 and bi-annually, coordinate with Tulare County and the San Joaquin Valley Air Pollution Control District to develop and implement a plan to reduce pollution burden throughout the city, targeting air quality, water quality, and pesticide use. Assess pollution burden the city and create an action plan to reduce pollution burden and addressing proper remediation plans for cleanup sites and hazardous waste sites.
 By January 2026, collaborate with Self-Help Enterprises to determine feasibility of establishing a Flooding Emergency Fund program for lowincome residents impacted by flooding.  Starting in 2025 and bi-annually, assess and monitor pollution burden in each census tract, using tools such as CalEnviroScreen and identify major sources of pollution. Develop a pollution burden reduction strategy for the city by 2026 with metrics and timelines.
 Implement place-based infrastructure for Northeast and Northwest Woodlake (areas of high segregation and poverty):
 Implement infrastructure improvements (curb/gutter/sidewalks, bike lanes, cross walks with street lighting, safe routes to school) for 325
Castlerock Elementary and westbound on E Wuchumna Ave and E Sierra Ave towards Woodlake Valley Middle School/Woodlake Union High School by the end of 2027.
 Construct a bus pullout or boarding island at the corner of E Wuchumna Ave and Castle Street to connect to regional transit service by the end of 2027.
 Implement place-based infrastructure for Southwest Woodlake:
 Implement street and curb infrastructure improvements for the neighborhoods of Riverside Drive/Lenox Avenue/Hermosa Avenue in Southeast Woodlake by the end of 2027.
 Construct a bus pullout or boarding island at the corner of Hermosa Drive and South Valencia Boulevard by the end of 2027.

Primary Responsible Departments Planning Department
Funding Sources General Funds
Relevant Policies 3.1, 4.4
AFFH Themes Place-based Strategies for Neighborhood Improvement Geographic Targeting Northeast and Northwest Woodlake, Southwest Woodlake AFFH Outcomes  Complete five CIP and other projects during the planning period.  Connect at least five existing or potential business owners with resources during the planning period.
 Bring in two new businesses during the planning period.  Improve CalEnviroScreen scores citywide by December 2031.  Apply for available funding (including but not limited to Permanent Local Housing Allocation, Infill Infrastructure Grant, Affordable Housing and Sustainable Communities, and Community Development Block Grant) at least every other year to help meet the commitment actions listed in this program that help to improve parks, housing conditions, neighborhood revitalization, community facilities, and pollution burdens.

Program 15: Fair Housing Outreach and Enforcement
The City of Woodlake works with HATC to provide fair housing information and resources to residents and housing providers. Woodlake works with HATC to provide a local Fair Housing Information Program which includes distribution of educational materials to property owners, apartment managers, and tenants, and responding to complaints of discrimination (i.e., in-taking, investigation of complaints, and resolution) by referring the affected party to the appropriate agencies.

The City refers fair housing issues and complaints to Fair Housing Council of Central California (FHCCC) and the State Department of Fair Employment and Housing. The Department of Fair Employment and Housing (DFEH) maintains a record of housing discrimination complaints filed in local jurisdictions.

HATC refers fair housing issues and complaints to the U.S. Department of Housing and Urban Development (HUD). HUD’s Office of Fair Housing and Equal Opportunity (FHEO). 326
Specific Actions, Objectives and Timelines Unless otherwise indicated, these actions shall begin in 2025 and be implemented annually:
 Coordinate with FHCCC/other fair housing nonprofit organizations to provide fair housing and tenant/landlord services, including investigation of discrimination complaints, fair housing counseling and education, fair housing testing, and tenant/landlord counseling and mediation and promote fair housing services in the community.
 Distribute information on fair housing services and homebuyer education programs by distributing flyers, attending local events, social media campaigns, and educational workshops in both English and Spanish.  Collaborate with non-profit organizations, local community groups, and service organizations to increase awareness of and access to housing resources and fair housing assistance.
 Hold at least one fair housing workshop annually for residents about housing rights and resources, materials in English and Spanish, starting in 2025.
 Beginning in 2025, release educational program about housing rights and resources to be conducted annually, in English and Spanish. The program will include a variety of media outlets, including, but not limited to, social media, print media, newspaper, radio, and/or television.
 Update the City’s website to include fair housing rights and responsibilities for landlords and lenders. Add a language translation feature to the City’s website. Complete updates by July 2025 .  Provide Spanish translation services for all City-led workshops and outreach events. Retain contact information for translation services, schedule translators as needed in future events and document how many residents utilized the service. Include this information in the City’s Annual Progress Reports (APRs).
 Utilize the Technical Advisory Committee at TCAG to coordinate on offering outreach on housing services and opportunities in conjunction with other regional planning efforts. Organize one workshop in Woodlake to provide information on housing services and programs in 2025. Please also refer to Program 1, Regional Collaboration.  Develop a Fair Housing factsheet to be included with the ADU application packet to inform property owners of their responsibility with state and federal fair housing laws. Publish fair housing guide with ADU applications by July 2025.
 Provide annual trainings for City staff on how to refer residents for fair housing complaints. Beginning in 2025, provide annual training to City staff on how to refer residents for fair housing complaints.  Annually, conduct outreach and education on water conservation measures through a social media campaign.

Primary Responsible Departments Planning Department
Funding Sources General Fund
Relevant Policies 3.1, 4.4
AFFH Themes Enforcement and Outreach
Geographic Targeting Southeast and Southwest Woodlake
AFFH Outcomes  Assist at least 15 residents and landlords with fair housing services annually, throughout planning period.
 Distribute printed educational materials to at least 150 property owners, apartment managers, tenants, and realtors during the planning period, prioritizing outreach in Southeast and Southwest Woodlake 327
G7.3 AFFH Actions Summary
Government Code §8899.50 requires “meaningful actions” well beyond combating discrimination to overcome patterns of segregation and foster inclusive communities. Actions to affirmatively further fair housing include:
 Enhancing housing mobility strategies
 Encouraging development of new affordable housing in high resource areas  Increasing fair housing enforcement and fair housing outreach capacity  Improving place-based strategies to encourage community conservation and revitalization, including preservation of existing affordable housing
 Protecting existing residents from displacement
Actions to affirmatively furthering fair housing are summarized below. 328
Affirmatively Furthering Fair Housing Action Matrix
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Fair Housing Enforcement and Outreach
Program 15: Fair Housing Outreach and
Enforcement
Unless otherwise indicated, these actions shall begin in 2025 and be implemented annually:
 Coordinate with FHCCC/other fair housing nonprofit
organizations to provide fair housing and
tenant/landlord services, including investigation of
discrimination complaints, fair housing counseling
and education, fair housing testing, and
tenant/landlord counseling and mediation and
promote fair housing services in the community.
 Distribute information on fair housing services and
homebuyer education programs by distributing
flyers, attending local events, social media
campaigns, and educational workshops in both
English and Spanish.
 Hold at least one fair housing workshop annually for
residents about housing rights and resources,
materials in English and Spanish, starting in 2025.
 Beginning in 2025, release educational program
about housing rights and resources to be conducted
annually, in English and Spanish. The program will
include a variety of media outlets, including, but not
limited to, social media, print media, newspaper,
radio, and/or television.
 Update the City’s website to include fair housing
rights and responsibilities for landlords and lenders.

Add a language translation feature to the City’s
website. Complete updates by July 2025.
 Provide Spanish translation services for all City-led workshops and outreach events. Retain contact
information for translation services, schedule
translators as needed in future events and document
how many residents utilized the service. Include this
information in the APRs.
 Utilize the Technical Advisory Committee at TCAG to
coordinate with them about offering outreach on
Annually
Starting in
2025
Citywide with
emphasis on
Southeast and
Southwest
Woodlake
Assist at least 15
residents and landlords
with fair housing
services annually,
throughout planning
period.

Distribute printed
educational materials to
at least 150 property
owners, apartment
managers, tenants, and
realtors during the
planning period,
prioritizing outreach in
Southeast and
Southwest Woodlake.
329
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
housing services and opportunities in conjunction
with other regional planning efforts. Organize one
workshop in Woodlake to provide information on
housing services and programs in 2025.
 Develop a Fair Housing factsheet to be included with
the ADU application packet to inform property
owners of their responsibility with state and federal
fair housing laws. Publish fair housing guide with
ADU applications by July 2025.
 Provide annual trainings for City staff on how to refer residents for fair housing complaints. Beginning in
2025, provide annual training to City staff on how to
refer residents for fair housing complaints.
 Annually, conduct outreach and education on water
conservation measures through a social media
campaign.

Housing Mobility
Program 1: Regional Collaboration Participate in regional meetings related to housing and homelessness issues to pursue funding and coordination
opportunities.

Starting in
2025,
annually
N/A Annually pursue
funding opportunities
for regional housing
issues.

Program 5: Accessory Dwelling Units  Facilitate the production of ADUs through promotional efforts and incentives outlined in
Program 5.
 Conduct two educational workshops, campaigns, or
outreach events to promote ADU development in the
city to residents, with at least two events targeted to residents and developers in Northeast and
Northwest Woodlake, by December 2025.
 Develop an ADU application checklist and publish the
checklist on the City’s website by July 2025.
 Add information on the ADU permitting process, as
well as available resources and incentives, on the
City’s website by July 2025.
 Adopt pre-approved ADU plans, potentially using SJV
REAP’s Template ADU Program and SJV REAP Tool:

See individual
actions for
timelines
Northeast and
Northwest
Woodlake (areas
of high segregation
and poverty)
Support the
development of at least
five ADUs in Northeast
and Northwest
Woodlake during the
planning period.
330
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Pre-Reviewed Plan Set, by January 2026, and publish
on the City’s website.
 Prepare a report on potential strategies to encourage affordability of ADUs for moderate and lower-income
households, including but not limited to, promoting
the use of HCVs or development of cost incentive
programs or no-interest loan program for ADU
developers in exchange for income restrictions.

Prepare report by January 2026 and present to City
Council for adoption by August 2026. If adopted,
implement pilot program by January 2027
Program 11: Lower Income and Special Needs
Housing
 Work with HATC and Self-Help Enterprises to
continue providing assistance in the community.
 Starting in 2025, work with outside agencies to
establish utility assistance programs when funding is
available. (also see Program 1, Regional
Collaboration).
 Over the 8-year planning period, subsequent to each
Point-in-Time Count, conduct workshops for the
Planning Commission and City Council to share the
data from the count. Invite the Kings/Tulare
Homeless Alliance to attend.
 Identify potential programs to aid moderate-income
homeownership opportunities and develop a list of
resources by December 2024. Apply for feasible
funding opportunities by December 2025.
 Develop an inventory of affordable housing, with
contact information and the number of affordable
units, and publish the inventory on the City’s website
by January 2025.
 Identify potential programs to aid moderate-income
homeownership opportunities and develop a list of
resources by December 2024. Apply for feasible
funding opportunities by July2025.
 Add information on the HCV Program to the City’s
website by July 2025.

Begin in 2025
and update
annually
(unless
indicated in
individual
action
measure.

Citywide; South
Woodlake;
Homeless
outreach to
include the
following
locations: W.

Naranjo Boulevard
east of South Blair
Road within the
citrus fields; south
end of the city at
the St. Johns River
underneath the
Valencia Boulevard
bridge.

Expand the use of HCVs
in the city by 10 percent
by December 2030,
using 2023 data as
baseline.

Encourage the
development of 10
affordable units for
farmworkers.
331
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
 Promote the availability of assistance programs
through all City’s social media pages.
 Attend at least two community events to spread
awareness and distribute fact sheets on available
financial assistance programs.
 Starting in 2025, annually conduct one workshop for
landlords on the HCV program, for a total of seven
workshops during the planning period, targeting
property owners/managers in South Woodlake.
 Twice annually, in coordination with the County’s
Homeless Initiatives Program Coordinator, provide
outreach to persons experiencing homelessness
including connections with available resources.
 Consistent with state law that mandates the
provision of housing for ELI households, the City will
prioritize processing and funding allocation for
projects that include units for ELI households,
especially farmworker housing.
 Consistent with state law that mandates the
provision of housing for special needs households,
the City will prioritize processing and funding
allocation for projects that include units for special
needs households.
 Beginning in 2025 and annually thereafter, pursue
funding available at the state and federal levels for
affordable housing development. Specifically, pursue
funding programs that target the needs of extremely
low and very low income households.
 Provide letters of support to funding applications by developers if the proposed projects are consistent
with the goals and objectives of this Housing
Element, as requested.
 The City and regional collaboration partners will
pursue a variety of strategies and funding to
encourage the development, rehabilitation and
conservation of housing for farmworkers such as
such as funding development, integrating housing for
farmworkers into development, developer
332
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
identification, maintaining an inventory of suitable
sites, site development, ensure zoning and
development standards facilitate a variety of housing
types for farmworker housing needs. The City and
collaborative partners will make a specific and at
least annual effort to assist in the development of
housing for farmworkers and conserve and improve
the existing housing stock for farmworkers, including
but not limited to:
 Contacting non-profit developers at least every other year to identify opportunities for the development or
improvement of housing for farmworkers. This can
include site identification and providing technical
assistance on funding applications.
 Coordinating and participating with regional
organizations, including non-profit, academic, and
employers, to raise awareness, share and employ
strategies, or target new resources. This should
include annual coordination with the Tulare County
Resource Management Agency and the Tulare
County Agricultural Committee to determine if any
sites in or adjacent to Woodlake can be included in
the County’s farmworker housing initiatives.
 Coordinating annually with organizations that
represent or serve farmworkers.
 Providing incentives and other strategies beyond
state density bonus law to encourage housing for
farmworkers, including setting aside housing for
farmworkers within developments, supporting
funding applications, prioritizing entitlements and
establishing appropriate zoning and development
standards.
 Targeting code enforcement and other resources to
the existing housing stock with the most need for
rehabilitation and sanitary conditions that could be
more likely to house farmworkers and work with
regional or other organizations to improve living
conditions for farmworkers.
333
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Program 12: Homebuyer Assistance Program  Coordinate with Self-Help Enterprises on the Homebuyer Assistance Program.
 Annually monitor funding resources available at the
State and Federal levels and pursue, as appropriate,
to provide homebuyer assistance.

Annually Citywide with a
focus on areas of
high segregation
and poverty
Assist two extremely
low-income, 5 lowincome and 5
moderate-income
homebuyers during the
planning period
New Housing Opportunities in Higher Opportunity Areas
Program 2: Adequate Sites for RHNA  Maintain an inventory of available vacant and prospective sites that can accommodate new
housing and update annually. Make this inventory
available to the public and interested developers on
the City website.
 Annually meet with property owners and interested
developers to pursue housing development in the
city.
 Concurrent with the adoption of the Housing
Element, develop a formal procedure to monitor no
net loss in capacity pursuant to SB 166.
 By 2026, complete updates to the Water and Sewer
Master Plans.
 By December 31, 2025, adopt a policy to prioritize
allocation of water and sewer services to affordable
housing projects (SB 1087).
 In 2027, the City will evaluate the progress of
pending projects counted toward the RHNA to
ensure that development of housing units is
occurring as projected. If it is determined after
consultation with developers that the projects are
not proceeding as planned and would result in a
shortfall in RHNA sites, the City will identify
alternative sites strategies (including potential
rezoning) within six months
See individual
actions for
timelines
Citywide Facilitate the
development of 492
units over 8 years (75
very low-income, 47
low-income, 103
moderate-income, and
267 above moderateincome units).
334
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Program 3: By Right Approval  At the time of Housing Element adoption and concurrent with the Development Code update to
provide adequate sites for the RHNA, update the
Development Code to address the by-right approval
requirements
 Consider expanding the scope of streamlining,
including:
 For sites not subject to Section 65583.2 - projects
that include 20 percent of the units affordable to
homeowners at 60 percent AMI or to renters at
50 percent AMI.

See
individual
actions for
timelines
Citywide Facilitate the
development of 492
units over 8 years (75
very low-income, 47
low-income, 103
moderate-income, and
267 above moderateincome units).

Program 6: Zoning Code Amendments Complete Zoning Code Amendments outlined in Program 6 to facilitate the development and remove
constraints to the development of housing for special
needs populations.

See individual
actions for
timelines
Citywide Facilitate the
development of 5 units
for special needs
populations during the
planning period.

Program 7: Facilitating Affordable Housing
Development
 Annually pursue funding at the local, regional, state, and federal levels such as State CDBG, CalHome,
PLHA, and Project Homekey funds.
 Work with other jurisdictions in Tulare County to
create a regional list of affordable housing
developers. Annually conduct outreach to these
developers with information on potential sites,
available regulatory concessions and incentives, and
potential funding opportunities.
 Revise the Density Bonus Ordinance in compliance
with State law (Government Code §65915) to equally
provide for density bonuses in all zoning districts
where residential uses are permitted and to include
provisions relative to density bonuses, incentives,
and concessions as required by State law.
 Facilitate the development of affordable housing
through the provision of regulatory concessions and
incentives.
 Continue to work with Self-Help Enterprises on
constructing single-family homes that are affordable
to low- and moderate-income households.

Annually
See individual
actions for
timelines
Citywide with
emphasis on
moderate resource
census tracts.

Increase the percent of
the city’s housing stock
that is multifamily from
23 percent to 26
percent by December
2030, using 2020
Census data as a
baseline.

Eliminate disparity
between census tracts
in northern and
southern Woodlake
based on median
income level and
percent of households
in poverty.

Partner with nonprofit
housing developers to
support the entitlement
of at least 50 subsidized
housing units affordable
to extremely low-, very
335
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
 Develop a web-based Housing Development Toolkit
that outlines a step-by-step process for residential
development, including identifying steps in the
entitlement and building permit process, detailed
information on development incentives, and funding
programs and resources for affordable housing
development by July 2025
 Review the General Plan, applicable Specific Plans,
and Zoning Code and Zoning Map to evaluate
opportunities for removing barriers to housing
production, adding housing capacity, and
accommodating a greater mix of dwelling types and
sizes households.
 Beginning in 2025, and annually thereafter, apply for state and federal funds and annually thereafter to
facilitate the development of affordable housing,
including housing for extremely low-income
households and those with special housing needs.
low-, and low-income
households in the city
during the planning
period, prioritizing sites
near public transit and
services.

Place-based Strategies for Neighborhood Revitalization
Program 1: Regional Collaboration  Collaborate with Tulare County Regional Transit Agency (TCRTA), Tulare County Area Transit (TCaT),
and/or TCAG on the 2023 Tulare County Coordinated
Human Services Transportation Plan to identify ways
to bridge the transit service gap for seniors, persons
with disabilities and low income persons. Participate
in the Coordinated Human Services Transportation
Plan’s update scheduled for 2028.
 Coordinate with TCaT and TCAG to ensure that
actions from the Coordinated Human Services
Transportation Plan correspond with the priority
areas identified in the City’s Active Transportation
Plan.
 Starting in 2025, utilize the monthly TCAG Technical
Advisory Committee (TAC) meetings to ensure the
effective implementation of the Housing Element.

Topics at these meetings can include resource
sharing, implementation of planning strategies and
joint efforts to address regional housing needs and
See individual
actions for
timelines
Citywide with
emphasis on
southern
Woodlake
Implement at least two
active transportation
projects by the end of
the planning period.

Increase the percentage
of residents commuting
by public transit by 5
percent by December
2031 with 2020 data as
baseline.
336
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
achieve the goals in the Housing Element, including
affirmatively furthering fair housing needs and
farmworker needs.
 Annually, invite affordable housing developers,
Community Based Organizations (CBOs), and other
interested parties to discuss affordable housing
production in the county.

Program 10: Housing Preservation and
Rehabilitation
 Coordinate with Self-Help Enterprises to fund
rehabilitation efforts in the city. Annually research
funding opportunities, such as CHAFA, for
rehabilitation grants.
 Advertise available rehabilitation grant programs on
the City’s website. Ensure that Code Enforcement
has the information when addressing enforcement
cases, particularly to property owners of lower
income units.
 Expand awareness and connect residents to Self-Help
Enterprises’ Housing Rehabilitation Program. Publish
resources on homeowner rehabilitation assistance
on the City’s website by 2026 and apply for CDBG
funding for the Local Rehabilitation Program by 2025
to serve at least 8 households by the end of the
planning period.
 Pursue/provide rehabilitation assistance that
includes energy conservation and weatherization
improvements as eligible activities.

Annually
January
2025/26
South Woodlake Assist with 8
rehabilitation projects
over 8 years.

Program 14: Community and Economic
Development
Implement actions following the timelines below:
 Coordinate with the Public Works Department to
review the City’s Capital Improvement Projects (CIP)
to ensure public facilities and infrastructure are
supportive of the needs of underserved
communities.
 Continue the construction of the West Sequioa
Multimodal Improvement Project, which is part of
the City’s Active Transportation Safety Enhancement
Plan. This project includes developing a 0.79-mile
active transportation network along West Sequia
Avenue between North Valenca Boulevard and
See individual
actions for
timelines
Northeast and
Northwest
Woodlake
(disadvantaged
community and
area of high
segregation and
poverty),
Southeast
Woodlake,
Southwest
Woodlake
Complete five CIP and
other projects during
the planning period.

Connect at least five
existing or potential
business owners with
resources during the
planning period.

Bring in two new
businesses during the
planning period.
337
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Mulberry Street. A 0.49-mile stretch of this network
will have ADA-compliant pedestrian and bicycle
facilities. Annually, coordinate with the Public Works
Department to ensure priorities from the adopted
City’s Active Transportation Safety Enhancement
Plan, including street improvements for ADA
compliance and Safe Routes to School, are
incorporated. Into the annual CIP. Continue to
complete projects, such as the Stormwater Phase II
project, that benefits Southwest Woodlake.
 By December 2026, coordinate with Public Works to
ensure that the Kaweah Storm Drain Improvements
Project has begun in order to mitigate reoccurring
flooding issues in the Northwest quadrant of the city.
 Complete the Clean California Beautification and
Connectivity and Improvement Project, which adds
recreation amenities in the southeast quadrant of
the city.
 By the end of 2025, rejoin the Tulare County
Economic Development Office to collaborate on
attracting businesses and jobs to Woodlake.
 By the end of 2025 and bi-annually, connect local
business owners and interested parties to the Tulare
County Economic Development Office to receive
assistance on starting a business, including assistance with permitting, applying for incentives, and finding
site locations. Connect at least five potential business owners during the planning period.
 Partner with the Tulare County Economic
Development Office to host at least one event
annually to community members to advertise
available programs for local business owners.
 Expand awareness of available employment
assistance and job training programs.

Improve
CalEnviroScreen scores
citywide by December
2031.

Apply for available
funding (including but
not limited to
Permanent Local
Housing Allocation, Infill
Infrastructure Grant,
Affordable Housing and
Sustainable
Communities, and
Community
Development Block
Grant) at least every
other year to help meet
the commitment
actions listed in this
program that help to
improve parks, housing
conditions,
neighborhood
revitalization,
community facilities,
and pollution burdens.
338
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
 Host at least one employment workshop annually to
assist residents in preparing for local job fairs,
develop resumes, and prepare for interviews as well
as spreading awareness of available employment,
training and job preparation resources through the
Tulare County Economic Development Office and
Community Services Employment Training (CSET).
 Partner with the local employment organizations to
connect Woodlake residents with job opportunities
and workforce training program opportunities.
 Partner with the Tulare County Workforce
Investment Board and Employment Connection to
host an annual job fair and workforce training event
in Woodlake.
 Work with Visalia Transit to provide free bus passes
to residents attending job fairs and interviews.
 Partner with the Chamber of Commerce, local
business owners, and potential businesses to identify
planning and infrastructure needs to support
business development in Woodlake.
 Create a report on planning and infrastructure needs
for business development by July 2025 and present
report to City Council. If adopted, implement at least
50 percent of the recommendations in the report by
the end of the planning period.
 Coordinate with the Public Works Department to
review the City’s Capital Improvement Projects (CIP)
to ensure public facilities and infrastructure are
supportive of the needs of underserved
communities.
 As part of the annual CIP program update in FY 25-
26, establish a minimum spending target (75
percent) and report the percentage of CIP budget
committed to Southeast and Southwest Woodlake
sites that can accommodate lower-income housing.
 Starting in 2025, and bi-annually, coordinate with
Tulare County and the San Joaquin Valley Air
Pollution Control District to develop and implement a
339
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
plan to reduce pollution burden throughout the city,
targeting air quality, water quality, and pesticide use.

Assess pollution burden in the city and create an
action plan to reduce pollution burden and
addressing proper remediation plans for cleanup
sites and hazardous waste sites.
 By January 2026, collaborate with Self-Help
Enterprises to determine feasibility of establishing a
Flooding Emergency Fund program for low-income
residents impacted by flooding.
 Starting in 2025 and bi-annually assess and monitor
pollution burden in each census tract, using tools
such as CalEnviroScreen and identify major sources
of pollution. Develop a pollution burden reduction
strategy for the city by 2026 with metrics and
timelines.
 Implement place-based infrastructure for Northeast
and Northwest Woodlake outlined in Program 14.
 Implement place-based infrastructure for Southwest
Woodlake outlined in Program 14.
 Implement infrastructure improvements
(curb/gutter/sidewalks, bike lanes, cross walks with
street lighting, safe routes to school) for Castlerock
Elementary and westbound on E Wuchumna Ave and
E Sierra Ave towards Woodlake Valley Middle
School/Woodlake Union High School by the end of
2027.
 Construct a bus pullout or boarding island at the
corner of E Wuchumna Ave and Castle Street to
connect to regional transit service by the end of
2027.

Tenant Protection and Anti-displacement
Program 1: Regional Collaboration Partner with the Kings/Tulare Homeless Alliance to proactively address shelter, housing and support
services for people experiencing homelessness.

Starting in
2025 and
annually
Citywide Annually coordinate
meetings with the
Kings/Tulare Homeless
Alliance to address
need in Woodlake.
340
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Program 4: Replacement Housing  Amend the Zoning Code to address the replacement housing requirements.

Concurrent
with Housing
Element
adoption
N/A Replace all units as
required pursuant to AB
1397.

Program 5: Accessory Dwelling Units  Facilitate the production of ADUs through promotional efforts and incentives outlined in
Program 5.
 Conduct two educational workshops, campaigns, or
outreach events to promote ADU development in the
city to residents, with at least two events targeted to residents and developers in Northeast and
Northwest Woodlake, by December 2025.
 Develop an ADU application checklist and publish the
checklist on the City’s website by July 2025.
 Add information on the ADU permitting process, as
well as available resources and incentives, on the
City’s website by July 2025.
 Adopt pre-approved ADU plans, potentially using SJV
REAP’s Template ADU Program and SJV REAP Tool:

Pre-Reviewed Plan Set, by January 2026, and publish
on the City’s website.
 Prepare a report on potential strategies to encourage affordability of ADUs for moderate and lower-income
households, including but not limited to, promoting
the use of HCVs or development of cost incentive
programs or no-interest loan program for ADU
developers in exchange for income restrictions.

Prepare report by January 2026 and present to City
Council for adoption by August 2026. If adopted,
implement pilot program by January 2027
See individual
actions for
timelines
Northeast and
Northwest
Woodlake (areas
of high segregation
and poverty)
Support the
development of at least
five ADUs in Northeast
and Northwest
Woodlake during the
planning period.

Program 7: Facilitating Affordable Housing
Development
 Annually pursue funding at the local, regional, state, and federal levels such as State CDBG, CalHome,
PLHA, and Project Homekey funds.
 Work with other jurisdictions in Tulare County to
create a regional list of affordable housing
developers. Annually conduct outreach to these
developers with information on potential sites,
Annually
See individual
actions for
timelines
Citywide with
emphasis on
moderate resource
census tracts.

Increase the percent of
the city’s housing stock
that is multifamily from
23 percent to 26
percent by December
2030, using 2020
341
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
available regulatory concessions and incentives, and
potential funding opportunities.
 Revise the Density Bonus Ordinance in compliance
with State law (Government Code §65915) to equally
provide for density bonuses in all zoning districts
where residential uses are permitted and to include
provisions relative to density bonuses, incentives,
and concessions as required by State law.
 Facilitate the development of affordable housing
through the provision of regulatory concessions and
incentives.
 Continue to work with Self-Help Enterprises on
constructing single-family homes that are affordable
to low- and moderate-income households.
 Develop a web-based Housing Development Toolkit
that outlines a step-by-step process for residential
development, including identifying steps in the
entitlement and building permit process, detailed
information on development incentives, and funding
programs and resources for affordable housing
development by July 2025
 Review the General Plan, applicable Specific Plans,
and Zoning Code and Zoning Map to evaluate
opportunities for removing barriers to housing
production, adding housing capacity, and
accommodating a greater mix of dwelling types and
sizes households.
 Beginning in 2025, and annually thereafter, apply for state and federal funds and annually thereafter to
facilitate the development of affordable housing,
including housing for extremely low-income
households and those with special housing needs.

Census data as a
baseline.

Eliminate disparity
between census tracts
in northern and
southern Woodlake
based on median
income level and
percent of households
in poverty.

Partner with nonprofit
housing developers to
support the entitlement
of at least 50 subsidized
housing units affordable
to extremely low-, very
low-, and low-income
households in the city
during the planning
period, prioritizing sites
near public transit and
services.
342
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Program 9: Preservation of At-Risk Housing  Monitor affordable units during the planning period.  Maintain annual contact with property owners of
affordable housing regarding any change in
status/intent or need for assistance, such as
rehabilitation assistance.
 Maintain the AB 987 database to include detailed
information on all subsidized units, including those
that have affordability covenants. Update annually.
 Ensure tenants are properly noticed by property
owners should a Notice of Intent to opt out of lowincome use is filed. Notices must be filed three years, one year, and six months in advance of conversion.

Additionally, the City shall provide tenants with
information about available resources and their
tenant rights during the Notice of Intent period.
 Depending on funding availability, provide
information about funding resources to property
owners to promote continued affordability.

Annually Citywide Preserve all 356 existing
affordable housing units
in Woodlake and ensure
proper noticing
procedures during the
Notice of Intent period.

Program 10: Housing Preservation and
Rehabilitation
 Coordinate with Self-Help Enterprises to fund
rehabilitation efforts in the city. Annually research
funding opportunities, such as CHAFA, for
rehabilitation grants.
 Advertise available rehabilitation grant programs on
the City’s website. Ensure that Code Enforcement
has the information when addressing enforcement
cases, particularly to property owners of lower
income units.
 Expand awareness and connect residents to Self-Help
Enterprises’ Housing Rehabilitation Program. Publish
resources on homeowner rehabilitation assistance
on the City’s website by 2026 and apply for CDBG
funding for the Local Rehabilitation Program by 2025
to serve at least 8 households by the end of the
planning period.
 Pursue/provide rehabilitation assistance that
includes energy conservation and weatherization
improvements as eligible activities.

Annually
January
2025/26
South Woodlake Assist with 8
rehabilitation projects
over 8 years.
343
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
Program 11: Lower Income and Special Needs
Housing
 Work with HATC and Self-Help Enterprises to
continue providing assistance in the community.
 Starting in 2025, work with outside agencies to
establish utility assistance programs when funding is
available. (also see Program 1, Regional
Collaboration).
 Over the 8-year planning period, subsequent to each
Point-in-Time Count, conduct workshops for the
Planning Commission and City Council to share the
data from the count. Invite the Kings/Tulare
Homeless Alliance to attend.
 Identify potential programs to aid moderate-income
homeownership opportunities and develop a list of
resources by December 2024. Apply for feasible
funding opportunities by December 2025.
 Develop an inventory of affordable housing, with
contact information and the number of affordable
units, and publish the inventory on the City’s website
by January 2025.
 Identify potential programs to aid moderate-income
homeownership opportunities and develop a list of
resources by December 2024. Apply for feasible
funding opportunities by July2025.
 Add information on the HCV Program to the City’s
website by July 2025.
 Promote the availability of assistance programs
through all City’s social media pages.
 Attend at least two community events to spread
awareness and distribute fact sheets on available
financial assistance programs.
 Starting in 2025, annually conduct one workshop for
landlords on the HCV program, for a total of seven
workshops during the planning period, targeting
property owners/managers in South Woodlake.
 Twice annually, in coordination with the County’s
Homeless Initiatives Program Coordinator, provide
Begin in 2025
and update
annually
(unless
indicated in
individual
action
measure.

Citywide; South
Woodlake;
Homeless
outreach to
include the
following
locations: W.

Naranjo Boulevard
east of South Blair
Road within the
citrus fields; south
end of the city at
the St. Johns River
underneath the
Valencia Boulevard
bridge.

Expand the use of HCVs
in the city by 10 percent
by December 2030,
using 2023 data as
baseline.

Encourage the
development of 10
affordable units for
farmworkers.
344
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
outreach to persons experiencing homelessness
including connections with available resources.
 Consistent with state law that mandates the
provision of housing for ELI households, the City will
prioritize processing and funding allocation for
projects that include units for ELI households,
especially farmworker housing.
 Consistent with state law that mandates the
provision of housing for special needs households,
the City will prioritize processing and funding
allocation for projects that include units for special
needs households.
 Beginning in 2025 and annually thereafter, pursue
funding available at the state and federal levels for
affordable housing development. Specifically, pursue
funding programs that target the needs of extremely
low and very low income households.
 Provide letters of support to funding applications by developers if the proposed projects are consistent
with the goals and objectives of this Housing
Element, as requested.
 The City and regional collaboration partners will
pursue a variety of strategies and funding to
encourage the development, rehabilitation and
conservation of housing for farmworkers such as
such as funding development, integrating housing for
farmworkers into development, developer
identification, maintaining an inventory of suitable
sites, site development, ensure zoning and
development standards facilitate a variety of housing
types for farmworker housing needs. The City and
collaborative partners will make a specific and at
least annual effort to assist in the development of
housing for farmworkers and conserve and improve
the existing housing stock for farmworkers, including
but not limited to:
345
Program Specific Commitment Timeline
Geographic
Targeting Eight-Year Metrics
 Contacting non-profit developers at least every other year to identify opportunities for the development or
improvement of housing for farmworkers. This can
include site identification and providing technical
assistance on funding applications.
 Coordinating and participating with regional
organizations, including non-profit, academic, and
employers, to raise awareness, share and employ
strategies, or target new resources. This should
include annual coordination with the Tulare County
Resource Management Agency and the Tulare
County Agricultural Committee to determine if any
sites in or adjacent to Woodlake can be included in
the County’s farmworker housing initiatives.
 Coordinating annually with organizations that
represent or serve farmworkers.
 Providing incentives and other strategies beyond
state density bonus law to encourage housing for
farmworkers, including setting aside housing for
farmworkers within developments, supporting
funding applications, prioritizing entitlements and
establishing appropriate zoning and development
standards.
 Targeting code enforcement and other resources to
the existing housing stock with the most need for
rehabilitation and sanitary conditions that could be
more likely to house farmworkers and work with
regional or other organizations to improve living
conditions for farmworkers.

Program 12: Homebuyer Assistance Program  Coordinate with Self-Help Enterprises on the Homebuyer Assistance Program.
 Annually monitor funding resources available at the
State and Federal levels and pursue, as appropriate,
to provide homebuyer assistance.

Annually Citywide with a
focus on areas of
high segregation
and poverty
Assist two extremely
low-income, 5 lowincome and 5
moderate-income
homebuyers during the
planning period

346
G7.4 Quantified Objectives
Woodlake has established quantified objectives for housing production and rehabilitation for the Housing Element. These objectives are based upon expected availability of resources to address the City’s housing needs, expectations regarding future housing development, as well as prior objectives established in earlier housing plans. Table G7-1 below summarizes the City’s quantified objectives for implementing its various programs and actions outlined above.

Table G7-1 Quantified Objectives 2023-2031
Target Income and Affordability Level New Construction Rehabilitation Conservation Extremely Low 390 0 118
Very Low 36 0 118
Low 47 8 118
Moderate 103 0 0
Above Moderate 267 0 0
Total 492 8 356 (none at risk)
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348
STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor

DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT

DIVISION OF HOUSING POLICY DEVELOPMENT
651 Bannon Street, Suite 400
Sacramento, CA 95811
(916) 263-2911 / FAX (916) 263-7453
www.hcd.ca.gov
June 2, 2025
Emmanuel Llamas, Director
Planning Department
City of Woodlake
350 North Valencia Boulevard
Woodlake, California 93286
Dear Emmanuel Llamas:

RE: City of Woodlake’s 6th Cycle (2023-2031) Revised Draft Housing Element Thank you for submitting the City of Woodlake’s (City) revised draft housing element update received for review on May 28, 2025. Pursuant to Government Code section 65585, the California Department of Housing and Community Development (HCD) is reporting the results of its review.

The revised draft element meets the statutory requirements that were described in HCD’s April 25, 2025 review. The housing element will substantially comply with State Housing Element Law (Gov. Code, § 65580 et seq) when it is adopted, submitted to and approved by HCD, in accordance with Government Code section 65585.

As a reminder, the City’s 6th cycle housing element was due December 31, 2023. As of today, the City has not completed the housing element process for the 6th cycle. The City’s 5th cycle housing element no longer satisfies statutory requirements. HCD encourages the City to expeditiously adopt and submit to HCD to regain housing element compliance.

Public participation in the development, adoption and implementation of the housing element is essential to effective housing planning. Throughout the housing element process, the City must continue to engage the community, including organizations that represent lower-income and special needs households, by making information regularly available while considering and incorporating comments where appropriate. Please be aware, any revisions to the element must be posted on the local government’s website and to email a link to all individuals and organizations that have previously requested notices relating to the local government’s housing element at least seven days before submitting to HCD.
349
Several federal, state, and regional funding programs consider housing element compliance as an eligibility or ranking criteria. For example, the CalTrans Senate Bill (SB) 1 Sustainable Communities grant, the Affordable Housing and Sustainable Communities programs, and HCD’s Permanent Local Housing Allocation consider housing element compliance and/or annual reporting requirements pursuant to Government Code section 65400. With a compliant housing element, the City will meet housing element requirements for these and other funding sources.

For your information, some general plan element updates are triggered by housing element adoption. HCD reminds the City to consider timing provisions and welcomes the opportunity to provide assistance. For information, please see the Technical Advisories issued by the Governor’s Office of Land Use and Climate Innovation at:
https://www.lci.ca.gov/planning/general-plan/guidelines.html.

HCD appreciates the hard work and dedication of the City of Woodlake, in preparation of the City’s housing element and looks forward to receiving the City’s adopted housing element. If you have any questions or need additional technical assistance, please contact Jamillah Williams, of our staff, at [email protected].

Sincerely,
Paul McDougall
Senior Program Manager
350
City of Woodlake

AGENDA ITEM V-D
June 23, 2025
Prepared by Ramon Lara, City Staff
SUBJECT:

Action: Adoption of Resolution: Approval of the City of Woodlake’s Fiscal Year 2025/2026 Budget
BACKGROUND:

Annually, City staff submit to the City Council a draft budget. The draft budget is submitted at scheduled Council meetings, which are open to the public. The purpose of the budgeting process is to propose necessary expenditures and the means of funding them. The current budget will be in place from July 1, 2025, to June 30, 2026. The Draft budget was presented to the Council and to the public during a budget session on May 27, 2025, Council meeting.

DISCUSSION:

The City of Woodlake, like many other governmental agencies, has had to adapt to current economic conditions and revenue streams. The City has taken a conservative approach during its budget process, while keeping in mind the wellbeing of its citizens and its employees. City Administration has negotiated employee benefits packages based on benefit comparisons with other small cities in Tulare County.

For Fiscal Year 2025/2026 City staff are presenting a balanced budget that allows for adequate services to be provided for its citizens. Some of the major highlights for this year’s budget will be the continued infrastructure improvements city-wide, addition of housing development and continued park improvements.

The City will have to find ways to deal with a decrease in sales tax and project cost overruns.

The City will also find other funding sources to help fund key stormwater, streets and park projects.

RECOMMENDATIONS:

Staff recommend that the Council approve the Fiscal Year 2025/2026 Budget. Staff have presented a balanced budget that allows the City of Woodlake to provide adequate services while being responsible for City finances.

FISCAL IMPACT:

The budget as presented for Fiscal Year 2025/2026 is a balanced budget for all City funds. 351
ATTACHMENTS:

1. Resolution: Approval of the City of Woodlake’s Fiscal Year 2025/2026 Budget

2. City of Woodlake Fiscal Year 2025/2026 Budget
352

BEFORE THE CITY COUNCIL

OF THE CITY OF WOODLAKE

COUNTY OF TULARE

STATE OF CALIFORNIA
In the matter of:

APPROVAL OF THE CITY OF ) Resolution No. 25
WOODLAKE’S FISCAL YEAR )
2025/2026 BUDGET )
Councilmember _______, offered the following resolution and moved its adoption. Approval of the City of Woodlake’s Fiscal Year 2025/2026 Budget.

WHEREAS, annually, the City staff submits, to the City Council, a draft budget. The draft budget is submitted at scheduled Council meetings, which are open to the public; and WHEREAS, the purpose of the budgeting process is to propose necessary expenditures and the means of funding them; and
WHEREAS, the draft budget was presented to Council and to the public at the May 27, 2025, budget session and Council meeting; and
WHEREAS, as part of the budget process City Administration has negotiated employee benefits with eligible bargaining groups; and
NOW, THEREFORE, THE CITY OF WOODLAKE DOES RESOLVE to approve the attached City of Woodlake’s Fiscal Year 2025/2026 Budget and authorizes the City Administrator to enter necessary memorandums of understanding for eligible bargaining groups.

The foregoing resolution was adopted upon a motion of Councilmember _______ and seconded by Councilmember ________ and carried by the following vote at the City Council meeting held on June 23, 2025.

AYES:

NOES:

ABSTAIN:

ABSENT:
______________________
Rudy Mendoza, Mayor
ATTEST:
_____________________
Irene Zacarias, City Clerk
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TABLE OF CONTENTS:

Execuive Summary 1-4
Fund Balance Summaries 5-8
Revenue Summary 9
Expenditure Summary 10
General Fund - Exp vs. Rev History 11
General Fund - Revenue Summary 13
General Fund - Expenditure Summary 14
General Fund 15-30
COPS 31-36
Gas Tax 36-42
TDA 43-48
Measure R 49-54
STP 55-60
Streets 61-66
CDBG 67-74
HOME 75-82
Road Maintenance and Rehab 83-88
Lighting and Landscaping 89-94
Redevelopment 95-100
Airport 101-106
Storm Water 107-110
Refuse 111-116
Sewer 117-120
Water 121-126
Capital 127-130
Labor Distribution 131-132
Principal Officials 133
Organizational Chart 134
Salary Schedule 135

CALIFORNIA

CITY OF WOODLAKE
FISCAL YEAR 2025-26
BUDGET
City of Woodlake | Budget Book 2026
356
350 N. VALENCIA BLVD.

WOODLAKE, CA 93286
PHONE: 559-564-8055
FAX: 559-564-8776
WWW.CITYOFWOODLAKE.COM
June 23, 2025
To: Members of the Woodlake City Council and the Citizens of Woodlake Attached is the City of Woodlake Fiscal Year 2025-2026 budget, which is being submitted in accordance with the Woodlake Municipal Code.

The budget is structured with input from the Woodlake City Council, the Citizens’ Oversight Committee, staff, and the residents of the City of Woodlake. During the budget process all those involved provided priorities that should be considered during the process while making sure that expenditure will be in balance or be lower than the budgeted revenues and reserves.

Executive Summary
The City of Woodlake 2025-2026 Annual Budget is a balanced budget in the amount of $25.3 million.

This summary section presents the budget for the City of Woodlake’s General Fund. The General Fund, as presented, is in balance. As such, the amount of budget expenditure is less than the total anticipated revenues, other resources available, and interfund transfers for the fiscal year. The General Fund is used to account for money that is not legally, or by sound financial management, required to be accounted for in another fund. Major sources of City General Fund revenue include sales and use tax, local Measure R, Measure S, property, and local taxes, including business license taxes.

The 2025-2026 net budgeted expenditures for the General Fund are $15,045,706. The budget is balanced in a prudent manner and is responsive to the City’s current economic condition.

Projected revenues of $13,015,705 plus reserves will be sufficient to support programmed expenditures and allow for the continued development of operating cash and a future reserve in the General Fund.

Economic Outlook:

Like other cities, the City of Woodlake is not immune to current economic conditions. General Fund revenues are expected to decrease as consumer confidence and inflation continue to head in the wrong direction. For Fiscal Year 2025-2026, two housing development projects on the north side of the city and one on the south will continue to add much needed housing and population to the city. City revenue, specifically: property tax, utility tax, business license fees, Measure R and Measure S are projected to maintain, minimizing the impact to the city’s General Fund. 357
350 N. VALENCIA BLVD.

WOODLAKE, CA 93286
PHONE: 559-564-8055
FAX: 559-564-8776
WWW.CITYOFWOODLAKE.COM
The city is cautiously optimistic that this trend will continue due to current housing developments and the opening of new businesses in the Woodlake Industrial Park, which will lead to increased revenues. The city does expect sales tax revenue to continue to decrease and is adapting accordingly.

On the expenditure side, the city continues to operate conservatively while reducing expenditures where possible. Increases in retirement, healthcare costs, and salaries have made it difficult for revenues to outpace expenditures and allow the City to maintain a General Fund reserve. The passage of Measure R and Measure S continues to make it possible for the City to offer increased services in public safety and enhance community services such as parks and recreation while improving the standing of the General Fund.

All other City funds presented as part of the budget also propose a balanced budget and continue to operate in a fiscally responsible manner.

Overall, the city continues to improve its economic standing and City staff will continue to work diligently to ensure that the City of Woodlake is prepared fiscally for its future and that of its citizens.

Budget Highlights:

The 2025-2026 Budget continues spending trends on key infrastructure projects that allow for the city to deliver essential services to residents while making sure proper fiscal decisions are made along the way.
 Public Safety – Increased funding has been made available by Measure R and Measure S to continue to fund an additional officer, a K9 program, bodycams, and patrol vehicles.  Mulberry St. and Naranjo Blvd. Roundabout – Project will add a roundabout, curbs, bike lanes, gutters, sidewalks, streetlights and ADA ramps at the intersection Mulberry St. and Naranjo Blvd.
 Cajon Ave and Valencia Blvd. Roundabout - Project will add a roundabout, curbs, bike lanes, gutters, sidewalks, streetlights and ADA ramps at the intersection of Cajon Ave. and Valencia Blvd.
 Sequoias ATP Project – the project will add curb, gutters, sidewalks, bike lanes, crosswalks and streetlights to Sequoia Ave. from Valencia Blvd to Mulberry St.  Housing Development – three housing developments will increase the number of singlefamily homes. The Hillside Estates development will add seventy-five single family homes, the Kaweah Estates development will add twenty-five homes and the Greenwood development will add up to one hundred and thirty homes. 358
350 N. VALENCIA BLVD.

WOODLAKE, CA 93286
PHONE: 559-564-8055
FAX: 559-564-8776
WWW.CITYOFWOODLAKE.COM
 Antelope Creek Park – 20-acre park will add park space to the west side of the city with the addition of fields, arbors, playground equipment, etc.…  Citywide Sewer Expansion Project – Project will increase sewer main line capacity citywide. This will allow for future City expansion in housing, commercial and industrial sectors.
 Woodlake Civic Center – the project will upgrade City Hall and Police Department facilities.

Planning Ahead:

While delivering key infrastructure projects during the 2025-2026 budget year, the city will also continue with the process of accessing needs and finding fiscal solutions to address them. Some of those projects are listed below and are in various phases of development and in no specific order.
 Increased Public Safety – the Police Department is still in need of additional officers as the budget allows.
 Parks and Recreation – with the passage of Measure R and the construction of the Woodlake Community Center, Woodlake Studio, Castle Rock Park and Willow Court Ball Fields. The city has made large strides to improve a once nonexistent Parks and Recreation Program. The City will continue to look for ways to fund additional facilities and programs.
 Single Family Housing – while there are three current subdivisions under construction, there is still a need for affordable housing in the city. The city will need to continue to grow to become self-sustainable.
 Kaweah Stormwater Project – the city has committed funding for the design of the project but needs to continue looking at options to obtain construction funding.  Olive Lane Stormwater Project - the city has committed funding for the design of the project but needs to continue looking at options to obtain construction funding.  Stormwater Basin on Ropes – Project will construct a 20-acre basin off Ropes Ave.  Retail Businesses – In the last five years the city has added multiple businesses such as Rite-Aid, Dollar General, Family Dollar, Auto Zone, Munchies, Valley Pure, 7 Points, Green Smart, Premium Extracts, Buttonwillow, Nabis, Bosky Genetics, Uncle Green, CA Top Crop and Little Caesars. This has improved the property and sales tax base. This will have to continue to allow the city to build a strong local tax base. 359
350 N. VALENCIA BLVD.

WOODLAKE, CA 93286
PHONE: 559-564-8055
FAX: 559-564-8776
WWW.CITYOFWOODLAKE.COM
 Continued Development of Woodlake Industrial Park – Mainstays such as Dryvit, U.S.

Tower, FGS, Bradford Steel, and others continue to drive the industrial park. The addition of Green Smart, 7Points, Buttonwillow, Nabis and Premium Extracts has continued to help with the growth that is needed in the park. This helps with employment creation and a tax base. The city has acquired property in the Industrial Zone to continue expanding the Woodlake Industrial Park.
 Water Upgrades – The staff is currently working on replacing and upsizing multiple main water lines around the city that will allow for increased capacity. Upgrades will also continue on city wells, storage, sand separators, and chlorinators.  Road Improvements – The city has been aggressively adding curbs, gutters, streetlights, sidewalks and repaving streets over the last few years. The City will continue to leverage local funds for pedestrian, bicycle, and transportation improvements citywide.

In closing, the 2025-2026 budget for the City of Woodlake continues to show positive signs of progress while adjustments have been made to address the current economic climate. The city has made strides in delivering large infrastructure projects while developing a tax base that will create a more sustainable City in the future.
360
Audited Actual Actual Audited
Fund Balance Revenues Expenditures Fund Balance
07/01/23 2023/24 2023/24 06/30/24
General Fund (001) 4,585,992 8,138,272 9,209,361 3,514,903 COPS Grant (005) 60,088 187,175 195,693 51,570
Gas Tax Fund (020) 238,161 217,642 80,816 374,987
TDA Fund - Streets (022) 660,340 570,047 292,590 937,797 Measure R (023) - 346,206 346,206 -
STP (024) 205,745 3,158 - 208,903
Streets (025) - 185,358 185,358 -
CDBG Fund (026) 1,645 1,116,720 1,118,416 (51)
CDBG Program Income Fund (086) 22,248 90,715 42,906 70,057 HOME Fund (027) - 49,919 49,919 -
HOME Program Income (072) 217,394 18,388 214,961 20,821 CALHOME Program Income (073) 185,519 3,172 160,998 27,693 RMRA Fund (028) 530,199 206,520 238,874 497,845
Lighting and Landscaping District (029) 62,361 75,941 35,410 102,892 Redevelopment ED (010-032) 1,092,245 43,811 25,758 1,110,298 Redevelopment Housing (011-033) - - - -
Redevelopment Property Fund (034) - - - -
Airport Fund (041) 133,172 68,645 41,774 160,043
Storm Water (060) 732,306 1,276,803 66,515 1,942,594
Refuse (061) 227,746 1,072,046 1,102,205 197,587
Sewer Fund (062) 12,294,451 3,435,640 2,690,280 13,039,811 Water Fund (063) 2,976,312 1,335,715 1,741,852 2,570,175 Capital Facilities Fund (080) - - - -
Totals 24,225,925 18,441,894 17,839,893 24,827,927
City of Woodlake | Budget Book 2026
361
Audited Actual Actual Actual
Fund Balance Revenues Expenditures Fund Balance
07/01/24 2024/25 2024/25 06/30/25
General Fund (001) 3,514,903 6,431,299 6,763,886 3,182,316 COPS Grant (005) 51,570 205,300 203,000 53,870
Gas Tax Fund (020) 374,987 218,187 160,000 433,174
TDA Fund - Streets (022) 937,797 281,500 762,219 457,078 Measure R (023) - 190,000 190,000 -
STP (024) 208,903 48,179 - 257,082
Streets (025) - 3,311,435 3,311,435 -
CDBG Fund (026) (51) 1,124 1,073 -
CDBG Program Income Fund (086) 70,057 100,672 1,500 169,229 HOME Fund (027) - - - -
HOME Program Income (072) 20,821 91,580 6,159 106,242
CALHOME Program Income (073) 27,693 55,870 21,086 62,478 RMRA Fund (028) 497,845 197,343 215,000 480,188
Lighting and Landscaping District (029) 102,892 100,975 77,100 126,767 Redevelopment ED (010-032) 1,110,298 42,363 66,284 1,086,377 Redevelopment Housing (011-033) - - - -
Redevelopment Property Fund (034) - - - -
Airport Fund (041) 160,043 134,524 56,480 238,087
Storm Water (060) 1,942,594 1,945,268 1,945,268 1,942,594 Refuse (061) 197,587 1,181,000 1,184,235 194,352
Sewer Fund (062) 13,039,811 9,656,954 10,041,874 12,654,891 Water Fund (063) 2,570,175 1,514,800 1,772,893 2,312,082 Capital Facilities Fund (080) - 14,566 - 14,566
Totals 24,827,927 25,722,940 26,779,492 23,771,375
City of Woodlake | Budget Book 2026
362
Budgetary Estimated Estimated Budgetary
Fund Balance Revenues Expenditures Fund Balance
07/01/25 2025/26 2025/26 06/30/26
General Fund (001) 3,182,316 13,015,705 15,045,706 1,152,315 COPS Grant (005) 53,870 210,150 205,000 59,020
Gas Tax Fund (020) 433,174 220,195 150,000 503,369
TDA Fund - Streets (022) 457,078 276,500 304,001 429,577 Measure R (023) 275,000 - 275,000 -
STP (024) 257,082 50,250 200,000 107,332
Streets (025) 1,000,000 - 1,000,000 -
CDBG Fund (026) - - - -
CDBG Program Income Fund (086) 169,229 35,750 1,500 203,479 HOME Fund (027) - - - -
HOME Program Income (072) 106,242 15,500 7,273 114,469
CALHOME Program Income (073) 62,478 5,500 67,978 -
RMRA Fund (028) 480,188 202,364 300,000 382,552
Lighting and Landscaping District (029) 126,767 105,030 111,157 120,640 Redevelopment ED (010-032) 1,086,377 44,150 66,307 1,064,221 Redevelopment Housing (011-033) - - - -
Redevelopment Property Fund (034) - - - -
Airport Fund (041) 238,087 65,100 43,289 259,898
Storm Water (060) 1,942,594 26,510 71,404 1,897,699
Refuse (061) 194,352 1,205,000 1,078,900 320,452
Sewer Fund (062) 12,654,891 3,990,000 4,653,339 11,991,551 Water Fund (063) 2,312,082 1,445,000 1,815,346 1,941,736 Capital Facilities Fund (080) 14,566 5,050 5,000 14,616 Totals 23,771,375 22,192,754 25,333,223 20,630,906
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Actual Actual Actual
Revenues Revenues Revenues Budget Budget
Fund 2021-2022 2022-23 2023-24 2024-25 2025-2026
General Fund (001) 8,786,742 6,498,111 8,138,272 6,431,299 13,015,705 COPS Grant (005) 161,285 165,637 187,175 205,300 210,150 Gas Tax Fund (020) 193,883 198,562 217,642 218,187 220,195 TDA Fund - Transit (021) 86,154 160,525 - - -
TDA Fund - Streets (022) 440,829 229,983 570,047 281,500 276,500 Measure R (023) 685,256 359,194 346,206 190,000 275,000 STP (024) 192,533 - 3,158 48,179 50,250
Streets (025) 1,280,334 931,434 185,358 3,311,435 1,000,000 CDBG Fund (026) 331,015 1,834,992 1,116,720 1,124 -
CDBG Program Income Fund (086) 120,863 53,777 90,715 100,672 35,750 HOME Fund (027) 138,197 4,168 49,919 - -
HOME Program Income (072) 43,671 16,202 18,388 91,580 15,500 CALHOME Program Income (073) 49,390 5,013 3,172 55,870 5,500 RMRA Fund (028) 159,397 172,484 206,520 197,343 202,364 Lighting and Landscaping District (029) 52,393 52,037 75,941 100,975 105,030 Redevelopment ED (010-032) 47,029 46,024 43,811 42,363 44,150 Redevelopment Housing (011-033) - - - - -
Redevelopment Property Fund (034) - - - - -
Airport Fund (041) 98,564 47,484 68,645 134,524 65,100
Storm Water (060) 19,124 55,473 1,276,803 1,945,268 26,510 Refuse (061) 918,005 956,432 1,072,046 1,181,000 1,205,000 Sewer Fund (062) 2,175,462 2,666,280 3,435,640 9,656,954 3,990,000 Water Fund (063) 1,362,521 1,507,269 1,335,715 1,514,800 1,445,000 Capital Facilities Fund (080) - - 14,566 - 5,050
Totals 17,150,114 16,153,616 18,441,894 25,722,940 22,192,754 City of Woodlake | Budget Book 2026
365
Actual Actual Actual
Expenses Expenses Expenses Budget Budget
2021-2022 2022-23 2023-24 2024-25 2025-2026
General Fund (001) 4,922,553 5,959,655 9,184,419 6,763,886 15,045,706 COPS Grant (005) 195,693 195,693 195,693 203,000 205,000 Gas Tax Fund (020) $109,121 $93,481 $80,816 160,000 150,000 TDA Fund - Transit (021) 211,279 797,337 - - -
TDA Fund - Streets (022) 371,068 85,441 292,590 762,219 304,001 Measure R (023) 685,256 359,194 346,206 190,000 275,000 STP (024) 212,400 - - - 200,000
Streets (025) 1,280,334 931,434 185,358 3,311,435 1,000,000 CDBG Fund (026) 331,015 1,833,348 1,118,416 1,073 -
CDBG Program Income Fund (086) 101,428 211,532 42,906 1,500 1,500 HOME Fund (027) 138,197 4,168 49,919 - -
HOME Program Income (072) 68,524 52,461 214,961 6,159 7,273 CALHOME Program Income (073) 350 147,974 160,998 21,086 - RMRA Fund (028) - - 238,874 215,000 300,000
Lighting and Landscaping District (029) 27,123 30,910 35,410 77,100 111,157 Redevelopment ED (032) 28,231 25,822 25,758 66,284 66,307 Redevelopment Housing (033) - - - - -
Redevelopment Property Fund (034) - - - - -
Airport Fund (041) 83,394 28,678 41,774 56,480 43,289
Storm Water (060) 20,512 55,292 66,515 1,945,268 71,404 Refuse (061) 870,911 942,706 1,102,205 1,184,235 1,078,900 Sewer Fund (062) 2,412,113 2,143,549 2,665,280 10,041,874 4,653,339 Water Fund (063) 1,756,132 1,440,032 1,724,182 1,772,893 1,815,346 Capital Facilities Fund (080) - - - - 5,000
Totals 13,825,634 15,338,706 17,772,281 26,779,492 25,333,223 City of Woodlake | Budget Book 2026
366
Fiscal Year 2019 2020 2021 2022 2023 2024 2025
Rev 5,883,388 4,280,312 8,786,742 6,498,111 8,138,272 6,431,299 13,015,705 Exp 4,728,905 3,695,610 4,922,553 5,959,655 9,184,419 6,763,886 15,045,706 Revenues vs. Expenditures
General Fund (001)
1,650,000
3,650,000
5,650,000
7,650,000
9,650,000
11,650,000
13,650,000
15,650,000
17,650,000
2019 2020 2021 2022 2023 2024 2025
Rev Exp
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Amount Percentage
Utility Users Tax 580,000 4.46%
Sales & Use Tax 525,000 4.03%
Property Taxes 568,750 4.37%
Measure R 880,000 6.76%
Measure S 650,000 4.99%
Intergov't Revenue 79,500 0.61%
Other State/Fed Grnts 8,700,000 66.84%
Other Revenues 57,800 0.44%
Licns and Prmts 250,255 1.92%
Service Charges 551,950 4.24%
Franchise Fees 155,000 1.19%
Fines and Forfeitures 17,450 0.13%
Total General Fund Revenues 13,015,705 100.00%
Revenues
General Fund (001)
Utility Users Tax
5%
Sales & Use Tax
4%
Property Taxes
4%
Measure R
7%
Measure S
5% Intergov't
Revenue
1%
Other State/Fed
Grnts
67%
Other Revenues
0%
Licns and
Prmts
2%
Service Charges
4%
Franchise Fees
1%
Fines and
Forfeitures
0%
City of Woodlake | Budget Book 2026
369
Amount Percentage
Parks & Grounds 9,002,788 59.84%
Police 2,685,089 17.85%
Mesaure S (Parks and Rec, Public Safety) 954,500 6.34%
Measure R (Parks and Rec, Public Safety) 1,491,540 9.91% General Admin 199,653 1.33%
Pub Wrks Admin and Eng 232,972 1.55%
Finance 192,520 1.28%
Bldng Inspctn 97,132 0.65%
Planning and Zoning 88,226 0.59%
City Clerk 72,985 0.49%
City Council 28,300 0.19%
Total General Fund Expenditures 15,045,706 100.00%
General Fund (001)
Expenditures
Parks & Grounds
60%
Police
18%
Mesaure S (Parks
and Rec, Public
Safety)
6%
Measure R (Parks
and Rec, Public
Safety)
10%
General Admin
1%
Pub Wrks Admin
and Eng
2% Finance
1%
Bldng Inspctn
1%
Planning and
Zoning
1%
City Clerk
0%
City Council
0%
City of Woodlake | Budget Book 2026
370
Future Antelope Creek Park
Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The General Fund will have multiple key infrastructure projects in the Fiscal Year 2025/2026.

Some of the key projects will be the construction of the City of Woodlake Civic Center and Antelope Creek Park.

Other key programs will be the continued expansion of the City's Parks and Recreation Program that will begin offering yoga, pilates, tai chi, adaptive sports and other services at the Woodlake Studio.

Summary
The General Fund is used for the accounting of local revenues such as property tax, utility users tax, business license, building permits, Measure R, Measure S, and vehicle license fees. The revenues collected in the General fund are used to pay for police services, general administration, finance, planning, building inspection, parks and street lights.
8,786,742
6,498,111
8,138,272
6,431,299
13,015,705
4,922,553
5,959,655
9,184,419
6,763,886
15,045,706
0 2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
371
Property Taxes
001.0300.000.001 Current Secured 401,568 429,083 474,121 511,000 520,000 001.0300.000.002 Current Unsecured 10,625 11,769 12,765 15,000 15,000 001.0300.000.003 Prior Year Secured 4,479 4,412 5,847 5,500 5,500 001.0300.000.004 Prior Year Unsecured 127 97 272 200 100 001.0300.000.006 Interest 1,446 1,473 3,157 2,700 2,800 001.0300.000.008 Homeowners Exemption 1,123 1,082 1,073 1,000 100 001.0300.000.012 Aircraft Tax 6,286 - 252 250 250
001.0300.000.015 Secured Supplemental - 7,724 - - -
425,653 455,640 497,488 535,650 543,750
Other Taxes
001.0301.000.017 Sales and Use Tax 760,380 781,108 684,997 450,000 525,000 001.0301.000.018 Franchise Fees 93,993 114,316 109,413 150,000 155,000 001.0301.000.019 Property Transfer Tax 15,576 11,524 16,952 24,384 25,000 001.0301.000.020 Utility Users Tax 423,476 486,843 526,436 575,000 580,000 001.0301.000.043 Measure R - Local Sales Tax 932,334 946,764 890,476 865,000 880,000 001.0301.000.044 Measure S - Cannabis Tax 914,969 703,047 837,737 775,000 650,000 001.0301.000.068 Cash Overage or Shortage - - - - -
3,140,728 3,043,603 3,066,011 2,839,384 2,815,000
Licenses and Permits
001.0302.000.021 Business Licenses 70,455 67,622 75,461 75,000 75,000 001.0302.000.022 Building Permits 245,903 388,810 220,130 308,000 175,000 001.0302.000.023 Yard Sale Permits 328 246 270 250 250
001.0302.000.025 Bravo Lake Access Permits 12 5 - - 5
316,697 456,683 295,862 383,250 250,255
Fines and Forfeitures
001.0303.000.026 Vehicle Code Fines 279 137 152 250 250 001.0303.000.027 General Court Fines 872 631 886 1,000 1,000 001.0303.000.028 Other Fines and Forfeitures 6,345 23,255 2,069 1,500 2,200 001.0303.000.171 PC1463 Traffic Safety 13,545 10,639 13,551 7,500 14,000 21,041 34,661 16,658 10,250 17,450
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Property Taxes
Total Other Taxes
Total Licenses and Permits
Total Fines and Forfeitures
G/L Number Name
G/L Number Name
G/L Number Name
General Fund (001)
Revenues
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
City of Woodlake | Budget Book 2026
372
Use of Money and Property
001.0304.000.029 Interest Income (49,457) - - -
001.0304.000.030 Rents and Leases 30,610 11,176 9,122 9,000 11,200 001.0304.000.034 Sale of Other Fixed Assets 646,700 300 380 36,000 18,000 001.0304.000.035 Miscellaneous Sales 10,074 2,159 8,779 8,200 7,500 001.0304.000.072 General Fund Interest 2,957 37,935 172,640 5,000 5,000 001.0304.000.104 Parks and Rec Fees 25 5,004 200 500 100 640,909 56,574 191,121 58,700 41,800
Intergovernmental Revenue
001.0305.000.036 Motor Vehicle In Lieu 9,304 7,839 9,525 13,000 13,000 001.0305.000.041 POST Reimbursements 14,882 - - 8,500 8,500 001.0305.000.042 Mandated Cost Reimbursements 6,099 4,851 11,902 13,000 13,000 001.0305.000.050 Abandon Vehicle Grant 3,305 1,626 5,898 3,500 5,000 001.0305.000.051 Public Safety Agmnt - Prop 172 43,836 41,834 39,587 35,000 40,000 001.0305.000.077 Other State/Federal Grants 3,475,507 1,281,417 3,279,046 1,761,321 8,700,000 001.0305.000.114 COPS Grant Revenues - - - - -
001.0305.000.176 Sales Tax In-Lieu/ERAF Swap - - - - -
3,552,933 1,337,566 3,345,958 1,834,321 8,779,500
Current Service Charges
001.0306.000.052 Zoning, and Subdivision Fees 122,220 178,573 108,326 22,000 23,000 001.0306.000.053 Other Filing & Cert Fees 778 - - - 1,500 001.0306.000.054 Environmental Fees 16,122 19,951 - - 1,500 001.0306.000.055 Variance Fees - - - - -
001.0306.000.056 Conditional Use Permits 10,000 3,000 13,000 6,000 5,000 001.0306.000.057 Site Plan/Architect Fees 16,231 6,975 7,500 10,018 7,000 001.0306.000.058 Structural Plan Check Fees 30,372 - - 2,500 2,000 001.0306.000.059 Street Cutting Fee 136 120 180 200 200 001.0306.000.062 Copying Fees 50 - - - -
001.0306.000.063 Police Department Services 164,147 206,210 168,789 165,000 165,000 001.0306.000.065 Miscellaneous Services 950 45 1,130 22,580 1,000 001.0306.000.066 Bus Tokens 100 - - - -
001.0306.000.067 Ad Sales 1,204 671 - 1,000 1,000
001.0306.000.068 Community Center/Studio 59,108 46,838 41,007 30,000 30,000 001.0306.000.069 Regulatory Fees 137,051 136,141 152,840 150,000 135,000 001.0306.000.072 Sponsor Fees 15,797 21,750 41,950 43,000 38,000 001.0306.000.073 Soccer Fees 16,345 16,648 22,250 33,130 34,000 001.0306.000.074 Basketball Fees 10,925 7,291 14,610 16,695 17,000 001.0306.000.075 Baseball/Softball Fees 22,182 19,216 28,177 27,685 26,000 001.0306.000.076 Orchard Revenues 20,624 72,109 95,338 20,726 30,000 001.0306.000.077 Carwash Revenues 15,322 11,327 12,120 11,500 11,750 001.0306.000.078 Woodlake Studio - - 1,560 5,000 5,000
001.0306.000.079 ROAR Program - - - 6,200 6,500
001.0306.000.104 Park Rentals - - - 100 1,500
001.0306.000.116 Flag Football - 5,343 9,680 9,960 10,000 659,663 752,208 718,456 583,294 551,950
General Fund (001)
Revenues
Total Intergovernmental Revenue
Total Current Service Charges
G/L Number Name FY 24 / 25
Budget
FY 25/ 26
Budget
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name FY 21 / 22 Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Total Use of Money and Property
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
City of Woodlake | Budget Book 2026
373
Other Revenues
001.0307.000.068 Cash Overage or Shortage - - - -
001.0307.000.069 Reimbursement & Refunds 27,578 38,283 4,402 180,000 10,000 001.0307.000.070 Other Revenue 1,540 3,894 2,316 5,450 5,000 001.0307.000.071 Other State Revenue - - - 1,000 1,000
001.0307.000.078 Revolving Loan Payments - - - - -
001.0307.000.082 Town Center Loan Revenues - - - - -
001.0307.000.996 Pass Thru Payments - - - - -
001.0307.000.997 RDA Loan Repayments - 319,000 - - -
001.0307.000.998 Transfer In - - - - -
001.0307.000.999 CDBG PI Administration - - - - -
29,118 361,177 6,718 186,450 16,000
8,786,742 6,498,111 8,138,272 6,431,299 13,015,705
Revenue By Source
Total Other Revenues
Total General Fund Revenues
G/L Number
General Fund (001)
Revenues
Name FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 21 / 22
Actual
543,750
2,815,000
250,255
17,450
41,800
8,779,500
551,950
16,000
Total Property Taxes Total Other Taxes Total Licenses and Permits Total Fines and Forfeitures Total Use of Money and Property Total Intergovernmental Revenue Total Current Service Charges Total Other Revenues
City of Woodlake | Budget Book 2026
374
Future City of Woodlake Civic Center
5 Year Acrual Revenue Comparative
8,786,742
6,498,111
8,138,272
6,431,299
13,015,705
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total General Fund Revenues
City of Woodlake | Budget Book 2026
375
001.0401.060.029 Special Department Expense 3,324 1,801 665 1,500 1,000 001.0401.060.030 Travel, Conferences, Meetings 6,252 7,571 8,286 7,300 7,300 001.0401.060.038 Memberships and Subscriptions 19,207 8,227 18,086 20,000 20,000 28,783 17,600 27,037 28,800 28,300
001.0402.050.001 Regular Salaries 32,445 41,521 43,920 43,000 32,365 001.0402.050.004 Salaries, Holiday Pay 1,036 1,061 1,019 1,200 1,200 001.0402.050.006 Retirement Plan 6,269 7,036 7,695 8,000 3,264 001.0402.050.007 Workers Compensation 2,424 1,932 2,038 2,900 2,007 001.0402.050.008 Health Insurance 2,374 2,200 2,804 3,300 2,938 001.0402.050.014 Medicare 499 627 663 625 482
001.0402.050.015 Auto Allowance 1,099 927 1,300 1,700 900 001.0402.050.018 Deferred Compensation 795 252 235 300 720 46,941 55,556 59,675 61,025 43,876
001.0402.060.020 Telephone 63 63 74 100 100
001.0402.060.025 Legal Services 10,037 11,340 32,820 13,000 15,000 001.0402.060.028 Contractual Services 39,676 28,902 16,215 30,000 28,000 001.0402.060.029 Special Departmental Expense 11,649 23,170 23,790 18,000 19,000 001.0402.060.030 Travel, Conferences, Meetings - 18 - 300 250 001.0402.060.038 Memberships and Subscriptions - - - - 100 001.0402.060.999 Transfer Out - 7,833 - - -
001.0402.100.102 Costs Applied - Non Dept 2,489 3,797 3,263 4,200 11,327 001.0402.085.989 Debt Service - Principal - - 44,795 - - 63,913 75,123 120,957 65,600 73,777
110,854 130,679 180,632 126,625 117,653
General Fund (001)
Expenditures
FY 24 / 25
Budget
FY 25/ 26
Budget
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
General Administration
City Council
Total General Administration
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total City Council
Services and Supplies
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
City of Woodlake | Budget Book 2026
376
001.0403.050.001 Regular Salaries 23,673 25,869 26,642 32,000 35,630 001.0403.050.002 Salaries, Extra Help - - - - -
001.0403.050.003 Overtime - - - - -
001.0403.050.004 Salaries, Holiday Pay 1,209 1,784 1,281 1,600 1,700 001.0403.050.006 Retirement Plan 6,836 6,752 7,570 8,900 4,219 001.0403.050.007 Workers Compensation 2,830 2,374 2,652 3,400 2,209 001.0403.050.008 Health Insurance 6,192 5,914 7,581 8,300 8,835 001.0403.050.014 Medicare 381 394 399 500 517
001.0403.050.018 Deferred Compensation 407 385 384 500 1,440 41,530 43,473 46,509 55,200 54,549
001.0403.060.020 Telephone 194 245 318 400 400
001.0403.060.028 Contractual Services 112 - 2,030 7,800 7,500 001.0403.060.029 Special Department Expense 1,853 1,018 2,282 2,100 2,000 001.0403.060.030 Travel, Conference, Meetings 33 - - 25 100 001.0403.060.031 Advertising and Publication 112 974 460 25 500 001.0403.060.037 Training - - 40 100 100
001.0403.060.038 Memberships and Subscriptions 280 1,259 385 500 500 001.0403.100.102 Costs Applied - Non Dept 2,489 3,440 3,263 3,900 7,336 5,072 6,936 8,779 14,850 18,436
46,602 50,409 55,288 70,050 72,985
001.0404.050.001 Regular Salaries 50,248 50,306 88,421 91,000 89,735 001.0404.050.003 Overtime - 288 122 100 100
001.0404.050.004 Salaries, Holiday Pay 1,452 1,676 2,800 3,500 3,500 001.0404.050.006 Retirement Plan 10,112 10,106 17,321 23,000 10,248 001.0404.050.007 Workers Compensation 3,398 2,867 3,221 5,000 5,564 001.0404.050.008 Health Insurance 6,274 5,883 7,518 11,250 11,136 001.0404.050.014 Medicare 731 764 1,330 1,350 1,314
001.0404.050.015 Auto Allowance 819 921 1,300 1,700 1,600 001.0404.050.018 Deferred Compensation 518 488 985 1,100 3,162 73,552 73,299 123,019 138,000 126,359
001.0404.060.020 Telephone 245 296 369 320 350
001.0404.060.024 Audit Services 17,852 19,487 19,640 15,000 15,000 001.0404.060.028 Contractual Services 25,447 26,983 30,991 30,000 31,000 001.0404.060.029 Special Department Expense - 2,016 - - 100 001.0404.060.030 Travel, Conference, Meetings - - - 100 001.0404.060.031 Advertising & Publication - - - 100
001.0404.060.037 Training - - - 100
001.0404.060.038 Memberships and Subscriptions - - - 100 001.0404.100.102 Costs Applied - Non Dept 4,266 5,731 5,595 7,300 19,311 47,810 54,514 56,594 52,620 66,161
121,361 127,813 179,612 190,620 192,520
FY 21 / 22
Actual
Finance
Total Finance
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
City Clerk
Total City Clerk
G/L Number Name
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
FY 24 / 25
Budget
FY 25/ 26
Budget
General Fund (001)
Expenditures
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
City of Woodlake | Budget Book 2026
377
001.0405.050.001 Regular Salaries 21,254 24,011 28,626 30,000 34,836 001.0405.050.003 Overtime - 539 - 100 -
001.0405.050.004 Salaries, Holiday Pay 1,067 1,085 1,282 1,250 1,300 001.0405.050.006 Retirement Plan 4,680 4,633 5,306 7,500 3,046 001.0405.050.007 Workers Compensation 2,559 2,141 2,385 3,300 2,160 001.0405.050.008 Health Insurance 2,857 2,587 3,287 3,900 3,780 001.0405.050.014 Medicare 327 383 433 450 505
001.0405.050.018 Deferred Compensation 771 218 25 200 1,080 33,516 35,598 41,344 46,600 46,807
001.0405.060.020 Telephone 159 193 242 225 250
001.0405.060.025 Legal Services 3,723 - - 32,000 16,000 001.0405.060.028 Contractual Services 12,310 13,360 5,045 82,000 10,000 001.0405.060.029 Special Department Expense 1,177 1,169 4,584 7,800 6,000 001.0405.060.031 Advertising - - - 100 -
001.0405.060.037 Training Expense - 270 - 1,000 500
001.0405.060.038 Memberships and Subscriptions - 509 - 100 - 001.0405.100.102 Costs Applied - Non Dept 2,844 3,592 3,730 4,500 8,469 20,213 18,584 14,109 127,525 41,419
53,729 54,182 55,453 174,125 88,226
001.0406.050.001 Regular Salaries 74,221 96,036 222,521 260,000 196,291 001.0406.050.002 Salaries, Extra Help - 12,996 - - -
001.0406.050.003 Overtime 22,570 45,465 26,852 32,000 30,000 001.0406.050.004 Salaries, Holiday Pay 506 1,205 5,198 7,500 7,500 001.0406.050.005 Standby Pay - - - 250 840
001.0406.050.006 Retirement Plan 9,141 12,158 27,844 36,000 15,126 001.0406.050.007 Workers Compensation 1,134 1,687 2,754 5,200 12,170 001.0406.050.008 Health Insurance 2,546 6,743 9,529 24,000 23,099 001.0406.050.010 Unemployment Insurance - 67 - 100 -
001.0406.050.011 Uniform Allowance 1,000 1,000 500 500 666 001.0406.050.014 Medicare 1,420 2,089 4,092 3,400 2,868 001.0406.050.018 Deferred Compensation 5,020 6,406 3,942 3,200 7,980 117,558 172,788 316,294 372,150 306,540
001.0406.060.028 Contractual Services 33,875 30,211 - - - 001.0406.060.029 Special Department Expense 286,738 11,193 23,815 75,000 50,000 001.0406.060.071 City/WUSD Field Project 32,490 - - - - 320,613 73,894 23,815 75,000 50,000
001.0406.080.029 Vehicles 115,175 136,806 72,007 15,000 25,000 001.0406.080.051 Capital Outlay Equipment - 13,148 - 10,000 - 001.0406.080.524 General Land Purchase - - - - -
001.0406.080.537 Woodlake Town Center 62,186 20,172 - - - 001.0406.080.538 Street Project - 64,688 - - -
001.0406.080.541 Woodlake Studio 91,242 - 348,719 - -
001.0406.080.542 Civic Center - 565,588 - 75,000 700,000 001.0406.080.544 Clean Ca - - - 50,000 400,000
177,360 1,064,149 248,220 140,000 1,135,000
615,532 1,404,258 494,903 587,150 1,491,540
FY 25/ 26
Budget
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
G/L Number Name FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Planning and Zoning
Total Planning and Zoning
Total Measure R - Local Sales Tax
General Fund (001)
Measure R - Local Sales Tax
Expenditures
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget G/L Number Name
FY 21 / 22
Actual
Total Capital
Capital
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
City of Woodlake | Budget Book 2026
378
001.0407.060.028 Contractual Services 69,511 243 - 1,000 50 001.0407.060.029 Special Department Expense 2,322 156 75,000 - 25,000 71,833 398 75,050 - 26,000
001.0407.080.068 Axon Body Cams 28,319 - 87,960 26,000 25,000 001.0407.080.524 General Land Purchase - - - - -
001.0407.080.538 Street Project 771,486 229,830 - -
001.0407.080.539 Antelope Creek Park 460,770 - 369,608 200,000 900,000 001.0407.080.540 Hillside Park 398,515 - 32,915 - -
001.0407.080.543 Greenwood Park - 52,816 - 1,707 -
001.0407.080.545 City Park Restroom Remodel - - - 4,500 3,500 771,486 1,117,434 543,299 232,207 928,500
843,319 1,117,434 543,697 307,257 954,500
001.0409.060.029 Special Department Expense 1,681 17,384 4,729 5,000 - 001.0409.060.066 Community Promotion 53,785 77,844 59,476 55,000 50,000 55,465 95,228 64,205 55,000 55,000
55,465 95,228 64,205 55,000 55,000
001.0410.060.020 Telephone 1,848 2,069 1,812 1,200 1,400 001.0410.060.021 Utilities 21,245 20,932 23,736 25,000 25,000 001.0410.060.022 Postage (2,966) 3,273 2,273 3,000 5,000 001.0410.060.023 Office Supplies 10,397 6,673 6,871 10,000 10,000 001.0410.060.025 Legal Services - Retainer 9,883 11,542 9,359 7,500 7,500 001.0410.060.026 Office Equipment Maintenance - - - 500 - 001.0410.060.027 Insurance and Bonding 248,382 311,354 338,179 370,000 400,000 001.0410.060.028 Contractual Services 57,347 34,328 20,465 25,000 25,000 001.0410.060.029 Special Department Expense 23,873 62,404 18,721 75,000 65,000 001.0410.060.032 Vehicle Maintenance/Operations 242 - - - - 001.0410.060.042 Leased Equipment - - - - -
001.0410.600.201 Costs Transferred (355,502) (452,575) (466,210) (516,700) (539,400) 14,750 (44,795) 1 - -
14,750 1 (44,795) - -
Community Promotion
Expenditures
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
Services and Supplies
Total Non-Departmental
Measure S - Cannabis Tax
Total Measure S - Cannabis Tax
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Non-Departmental
G/L Number Name
General Fund (001)
FY 21 / 22
Actual
Total Services and Supplies
Total Services and Supplies
Services and Supplies
Total Community Promotion
G/L Number
Total Services and Supplies
Services and Supplies
Total Services and Supplies
City of Woodlake | Budget Book 2026
379
001.0411.050.001 Regular Salaries 649,924 721,892 904,813 875,000 1,226,983 001.0411.050.002 Part-Time Wages 26,033 39,770 32,130 60,000 50,000 001.0411.050.003 Overtime 62,450 95,632 84,535 112,000 100,000 001.0411.050.004 Holiday Pay 11,128 27,985 19,377 26,000 26,000 001.0411.050.006 Retirement Plan 212,914 204,069 213,940 240,000 240,297 001.0411.050.007 Workers Compensation 91,267 78,375 89,665 115,000 76,073 001.0411.050.008 Health Insurance 105,544 101,484 145,892 110,000 119,207 001.0411.050.009 Unemployment Insurance 787 - - 11,000 10,000 001.0411.050.011 Uniform Allowance 7,651 8,600 9,114 9,000 14,720 001.0411.050.014 Medicare 15,530 18,402 19,260 19,000 18,005 001.0411.050.017 Tuition Reimbursement - - - - 1,000
001.0411.050.018 Deferred Compensation 20,274 20,064 32,385 27,000 39,780 1,203,502 1,316,274 1,551,110 1,604,000 1,922,064
001.0411.060.020 Telephone 5,724 11,774 13,163 13,000 13,500 001.0411.060.022 Postage - - 58 100 100
001.0411.060.023 Office Supplies 3,876 3,294 2,731 3,500 4,000 001.0411.060.025 Legal Services 4,732 1,640 3,373 1,800 2,000 001.0411.060.026 Office Equipment Maintenance - - - 4,000 4,500 001.0411.060.028 Contractual Services 80,937 124,326 156,930 95,000 100,000 001.0411.060.029 Special Departmental Expense 99,752 107,343 109,860 145,000 155,000 001.0411.060.030 Travel, Conference, Meetings - 306 - 100 100 001.0411.060.032 Vehicle Maintenance 27,858 51,872 57,946 50,000 60,000 001.0411.060.033 Radio Maintenance 7,019 12,011 4,157 4,000 7,500 001.0411.060.035 Vehicle Gasoline 74,363 89,561 104,038 80,000 90,000 001.0411.060.036 Training - POST 12,206 3,116 6,756 5,000 5,000 001.0411.060.037 Training - Other 1,827 2,334 3,797 1,000 5,000 001.0411.060.038 Memberships and Subscriptions 1,727 905 1,603 1,000 1,500 001.0411.060.069 Narcotics Activity - - - 1,000 100
001.0411.060.071 Dispo - - 1,987 - -
001.0411.060.073 Flock Safety Cameras - 25,450 - 53,000 25,000 001.0411.080.029 Vehicles - - 194,830 - -
001.0411.080.051 Capital - - - - -
001.0411.100.101 Costs Applied - Maint. Shop 29,042 29,262 33,459 33,000 20,457 001.0411.100.102 Costs Applied - Non Dept 81,765 106,881 107,228 130,000 269,268 430,829 570,073 801,914 620,500 763,025
1,634,331 1,886,347 2,353,023 2,224,500 2,685,089
General Fund (001)
Expenditures
Police
Services and Supplies
Total Services and Supplies
Salaries and Benefits
G/L Number Name
Total Salaries and Benefits
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
Total Police
FY 25/ 26
Budget
City of Woodlake | Budget Book 2026
380
001.0412.050.001 Regular Salaries 2,620 5,838 14,248 9,926 - 001.0412.050.002 Salaries, Extra Help - - - - -
001.0412.050.003 Overtime - - - - -
001.0412.050.004 Salaries, Holiday Pay 5 143 304 - -
001.0412.050.005 Standby Pay - - - - -
001.0412.050.006 Retirement Plan 165 738 4,108 (2,110) - 001.0412.050.007 Workers Compensation - 161 371 (315) - 001.0412.050.008 Health Insurance - 243 361 (604) -
001.0412.050.011 Uniform Allowance - - - - -
001.0412.050.014 Medicare 32 87 211 162 -
001.0412.050.018 Deferred Compensation 23 77 129 46 -
2,844 7,288 19,732 7,105 -
001.0412.060.020 Telephone - - - - -
001.0412.060.024 Accounting and Auditing - - 4,000 4,605 - 001.0412.060.025 Legal Services - - - - -
001.0412.060.028 Contractual/Prop Maint Services 75,808 7 1,894 (71,036) - 001.0412.060.029 Special Department Expense 47,230 156,989 157,352 171,010 - 001.0412.060.030 Travel Conference & Meeting - 1,319 - - - 001.0412.060.032 Vehicle Maintenance - - - - -
001.0412.060.037 Training - - - -
001.0412.100.101 Costs Applied - Maint. Shop - - - - -
001.0412.100.102 Costs Applied - Non Dept - - - - -
123,039 158,315 163,246 104,580 -
125,883 165,603 182,978 111,685 -
001.0415.050.001 Regular Salaries 16,254 17,014 15,616 42,000 46,624 001.0415.050.002 Salaries, Extra Help - - - - -
001.0415.050.003 Overtime 1,109 1,617 - 100 500
001.0415.050.004 Salaries, Holiday Pay 832 877 997 1,800 1,800 001.0415.050.005 Standby Pay - - - 30 -
001.0415.050.006 Retirement Plan 3,315 3,274 3,388 8,000 3,595 001.0415.050.007 Workers Compensation 1,918 1,601 1,778 2,600 2,891 001.0415.050.008 Health Insurance 6,421 6,057 7,747 13,500 11,679 001.0415.050.011 Uniform Allowance 288 300 349 400 180
001.0415.050.014 Medicare 255 278 236 600 680
001.0415.050.018 Deferred Compensation 327 121 85 360 1,860 30,720 31,139 30,197 69,390 69,809
001.0415.060.020 Telephone 312 416 562 500 500
001.0415.060.025 Legal Services - - - - -
001.0415.060.028 Contractual/Prop Maint Services 26,562 23,877 9,168 13,000 12,000 001.0415.060.029 Special Department Expense 654 1,480 193 2,000 1,000 001.0415.060.030 Travel Conference & Meeting - - - - -
001.0415.060.032 Vehicle Maintenance 1,686 1,933 2,259 2,300 2,500 001.0415.060.037 Training - - 519 250 250
001.0415.080.029 Vehicles - 68,262 - - -
001.0415.100.101 Costs Applied - Maint. Shop 1,936 1,951 2,231 2,250 1,364 001.0415.100.102 Costs Applied - Non Dept 2,133 4,160 2,797 3,500 9,709 33,283 102,079 17,728 23,800 27,323
64,003 133,218 47,925 93,190 97,132
Expenditures
Total Building Inspection
G/L Number Name
Boys and Girls Club - Prop 64
General Fund (001)
FY 24 / 25
Budget
FY 25/ 26
Budget
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
G/L Number Name
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Building Inspection
Total Boys and Girls Club
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
City of Woodlake | Budget Book 2026
381
001.0416.050.001 Regular Salaries 16,479 18,162 25,631 25,000 34,799 001.0416.050.003 Overtime (372) - - - -
001.0416.050.004 Salaries, Holiday Pay 755 840 891 1,000 - 001.0416.050.006 Retirement Plan 3,285 3,405 3,946 5,200 2,675 001.0416.050.007 Workers Compensation 1,833 1,574 1,801 3,000 2,158 001.0416.050.008 Health Insurance 4,365 4,089 5,224 7,400 7,291 001.0416.050.011 Uniform Allowance - - - 300 36
001.0416.050.014 Medicare 226 271 376 460 505
001.0416.050.018 Deferred Compensation 86 352 298 420 1,080 26,656 28,693 38,167 42,780 48,543
001.0416.060.020 Telephone 147 164 188 225 230
001.0416.060.028 Contractual Services 200,123 110,342 171,637 150,000 150,000 001.0416.060.029 Special Department Expense 1,158 318 1,059 550 1,000 001.0416.060.030 Travel, Conference, Meetings - - - - - 001.0416.060.032 Vehicle Maint/Operations 51 - - - -
001.0416.060.038 Memberships and Subscriptions - - - - - 001.0416.060.999 Transfer Out Storm Water - 54,104 1,275,429 1,941,165 25,000 001.0416.080.029 Public Works Vehicles - 37,154 - - -
001.0416.100.102 Costs Applied - Non Dept 3,911 7,223 5,128 6,000 8,199 205,390 209,305 1,453,442 2,097,940 184,429
232,047 1,491,609 237,997 2,140,720 232,972
001.0418.050.001 Regular Salaries 33,362 32,644 33,817 34,500 38,381 001.0418.050.002 Part-Time Wages - - - - -
001.0418.050.003 Overtime 4,195 7,230 7,059 5,000 4,000 001.0418.050.004 Salaries, Holiday Pay 1,283 1,312 1,389 2,000 - 001.0418.050.005 Standby Pay - - - - 600
001.0418.050.006 Retirement Plan 7,661 7,502 8,620 10,000 4,363 001.0418.050.007 Workers Compensation 3,003 2,519 2,813 4,500 2,380 001.0418.050.008 Health Insurance 14,548 13,758 17,607 19,000 16,798 001.0418.050.011 Uniform Allowance 163 218 488 1,000 198 001.0418.050.014 Medicare 565 583 596 530 568
001.0418.050.018 Deferred Compensation 389 352 368 390 1,380 65,168 66,118 72,757 76,920 68,669
001.0418.060.020 Telephone 2,623 2,964 2,720 2,800 3,000 001.0418.060.021 Utilities 7,297 6,425 7,771 8,000 7,700 001.0418.060.029 Special Department Expense 20,973 15,433 21,288 20,000 19,000 001.0418.060.032 Vehicle Maintenance 315 283 - 1,000 1,000 001.0418.060.037 Training - - - - 500
001.0418.100.102 Costs Applied - Non Dept 5,333 6,317 6,993 8,500 7,228 001.0418.600.201 Cost Transfers (96,807) (97,539) (111,529) (117,220) (107,097) (60,266) (66,117) (72,757) (76,920) (68,669)
4,903 1 - - -
General Fund (001)
Expenditures
Public Works Administration and Engineering
Total Public Works Administration
Total Maintenance Shop
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
G/L Number Name
Maintenance Shop
G/L Number Name
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
City of Woodlake | Budget Book 2026
382
001.0421.050.001 Regular Salaries 20,346 29,848 31,075 28,000 35,947 001.0421.050.002 Extra Help - - 26,415 - -
001.0421.050.003 Overtime 8,996 14,939 7,988 9,500 10,000 001.0421.050.004 Salaries, Holiday Pay 956 1,090 1,383 1,600 1,700 001.0421.050.005 Standby Pay - - - 100 420
001.0421.050.006 Retirement Plan 4,082 4,808 2,341 12,000 2,772 001.0421.050.007 Workers Compensation 2,143 2,047 2,581 5,200 2,229 001.0421.050.008 Health Insurance 3,784 4,382 5,775 6,500 4,046 001.0421.050.009 Unemployment Insurance - - 261 2,100 1,000 001.0421.050.011 Uniform Allowance - - 300 200 144
001.0421.050.014 Medicare 435 774 2,866 600 529
001.0421.050.018 Deferred Compensation 381 760 608 900 1,380 41,124 58,648 81,592 66,700 60,167
001.0421.060.020 Telephone 579 664 785 1,000 800
001.0421.060.021 Utilities 31,820 41,629 52,702 54,000 60,000 001.0421.060.028 Contractual Services 8,339 26,956 38,798 45,000 36,000 001.0421.060.029 Special Department Expense 104,519 109,994 82,691 63,000 66,000 001.0421.060.032 Vehicle Maintenance 2,179 2,633 2,333 2,600 2,800 001.0421.060.041 Boys and Girls Club 96 4,201 - 4,000 - 001.0421.060.042 Parks and Recreation 887 4,099 8,830 5,500 8,000 001.0421.060.043 Soccer Expenses 16,020 14,654 23,326 40,477 40,000 001.0421.060.044 Basketball Expenses 10,378 8,114 12,350 23,787 23,000 001.0421.060.045 Baseball/Softball Expenses 24,381 17,694 26,386 31,000 32,000 001.0421.060.046 Orchard Expenses 4,827 4,940 17,681 22,000 20,000 001.0421.060.073 Flag Football - 4,717 13,719 8,500 10,000 001.0421.060.074 Woodlake Studio - - 12,929 1,000 1,000 001.0421.060.075 Community Center - - 445 1,000 1,000
001.0421.060.076 ROAR Program - - - 8,000 8,500
001.0421.060.077 WUSD Joint Project - - 27,168 -
001.0421.060.999 Transfer Out - - - - -
001.0421.080.051 Capital Outlay Equipment - - 27,865 - - 001.0421.100.101 Costs Applied - Maint. Shop 3,759 4,877 5,576 5,600 3,410 001.0421.100.102 Costs Applied - Non Dept 13,865 16,492 18,182 23,000 5,772 221,650 261,665 344,598 366,632 318,282
262,774 320,313 426,190 433,332 378,449
Parks and Grounds
Total Parks and Grounds
General Fund (001)
Expenditures
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
City of Woodlake | Budget Book 2026
383
001.0422.050.001 Regular Salaries 16,440 18,064 14,739 24,000 28,390 001.0422.050.002 Extra Help - - - - -
001.0422.050.003 Overtime 3,988 3,350 3,327 4,200 3,800 001.0422.050.004 Salaries, Holiday Pay 647 775 746 1,500 1,500 001.0422.050.005 Standby Pay 3,540 3,815 3,250 3,800 480 001.0422.050.006 Retirement Plan 3,143 3,296 3,103 4,200 2,454 001.0422.050.007 Workers Compensation 1,511 1,294 1,477 2,600 1,760 001.0422.050.008 Health Insurance 3,727 3,489 4,457 4,200 4,968 001.0422.050.011 Uniform Allowance - - - 162 -
001.0422.050.014 Medicare 351 371 314 425 421
001.0422.050.018 Deferred Compensation 160 373 195 360 1,140 33,506 34,827 31,608 45,285 45,075
001.0422.060.020 Telephone 270 322 383 500 500
001.0422.060.021 Utilities 68,596 55,622 73,532 82,000 80,000 001.0422.060.028 Contractual Services 41,927 2,162 841 1,000 1,000 001.0422.060.029 Special Department Expense 23,699 16,453 40,845 18,000 25,000 001.0422.060.030 Travel, Conference, Meetings - - - - - 001.0422.060.032 Vehicle Maintenance 16,543 15,102 23,424 20,000 19,000 001.0422.060.049 Sidewalk Repairs - - - - -
001.0422.100.101 Costs Applied - Maint. Shop 5,921 4,877 5,576 5,500 3,410 001.0422.100.102 Costs Applied - Non Dept 5,333 7,246 6,993 9,000 5,016 001.0422.100.104 Costs Applied - Streets REDIP - - - - - 001.0422.600.201 Costs Transferred - Streets (183,990) (136,611) (183,202) (181,285) (179,001) (21,701) (34,826) (31,608) (45,285) (45,075)
Total Streets, Lights and Storm Drains 11,805 1 - - -
Streets, Lights and Storm Drains
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
General Fund (001)
Expenditures
G/L Number Name
City of Woodlake | Budget Book 2026
384
Building Maintenance
001.0423.060.028 Contractual Services - - 28,294 - -
001.0423.060.029 Special Department Expense 2,989 16,650 16 12,000 12,000 001.0423.060.050 Carwash Expenses 10,247 7,123 6,974 10,000 15,000 13,236 23,773 35,284 22,000 27,000
13,236 23,773 35,284 22,000 27,000
001.0424.050.001 Regular Salaries - 37,437 - - -
001.0424.050.002 Extra Help - 1,325 - - -
001.0424.050.003 Overtime - 18,058 - - -
001.0424.050.004 Salaries, Holiday Pay - - - - -
001.0424.050.005 Standby Pay - - - - -
001.0424.050.006 Retirement Plan - 3,700 - - -
001.0424.050.007 Workers Compensation - - - - -
001.0424.050.008 Health Insurance - - - - -
001.0424.050.011 Uniform Allowance - - - - -
001.0424.050.014 Medicare - 896 - - -
001.0424.050.018 Deferred Compensation - 1,346 - - -
- 62,761 - - -
001.0424.060.020 Telephone - - - - -
001.0424.060.021 Utilities - - - - -
001.0424.060.028 Contractual Services - 1,379 2,740 - - 001.0424.060.029 Special Department Expense - 147,166 4,894 - - 001.0424.060.035 Vehicle Gasoline - 10,132 - - -
001.0424.080.051 Pine Lift Station - - 20,518 - -
- 158,677 28,152 - -
221,438 - 28,152 - -
Contingency, Contributions and Other
001.0550.080.503 C/O Non-Departmental 180,602 - - - -
001.0550.080.504 C/O Police Department 138,330 45 - - - 001.0550.080.505 Street Capital - 66,446 - - -
001.0550.080.507 Woodlake City Park - - - - -
001.0550.080.524 General Land Purchase 496,107 350,858 (465) - - 001.0550.080.529 City Hall Repairs 66,613 - - (5,902) - 001.0550.080.534 Community Center USDA 124,673 124,393 124,085 124,734 124,339 001.0550.080.536 Community Center Construction - - - - - 001.0550.080.537 Woodlake Town Center 62,353 20,172 - - - 001.0550.080.538 Stormwater Recharge Project - 1,674,314 - - - 001.0550.080.542 Civic Center 1,750 - 289,492 8,500,000 80,000 683,177 2,153,872 882,718 198,832 8,624,339
4,922,553 5,959,655 9,184,419 6,763,886 15,045,706
Total Building Maintenance
General Fund (001)
Expenditures
Salaries and Benefits
Total Salaries and Benefits
Services and Supplies
Total Services and Supplies
G/L Number Name
FY 24 / 25
Budget
FY 25/ 26
Budget
Services and Supplies
Total Services and Supplies
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Total Emergencies/Natural Disasters
Emergencies/Natural Disasters
Total Contingency, Contributions, Other
Total General Fund Expenditures
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
City of Woodlake | Budget Book 2026
385
Expenditures by Expense Type
5 Year Expenditure Comparative
28,300 117,653 72,985
192,520
88,226
1,491,540
954,500
55,000
2,685,089 - 97,132
232,972 - 378,449 27,000 -
Total City Council Total General Administration Total City Clerk Total Finance Total Planning and Zoning Total Measure R - Local Sales Tax Total Measure S - Cannabis Tax Total Community Promotion Total Non-Departmental Total Police Total Boys and Girls Club Total Building Inspection Total Public Works Administration Total Maintenance Shop Total Parks and Grounds Total Streets, Lights and Storm Drains Total Building Maintenance Total Emergencies/Natural Disasters 4,922,553
5,959,655
9,184,419
6,763,886
15,045,706
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total General Fund Expenditures
City of Woodlake | Budget Book 2026
386
the City for a majority of their salaries and equipment.

The City uses COPS funding to purchase equipment and vehicles for police officers.

Summary
The Citizens Option for Public Safety (COPS) program was originally adopted in Assembly Bill AB3229 (Brulte) 1996 with funding from the state general fund. The COPS funds are allocated to the Tulare County Auditor, and subsequently distributed to the cities. The COPS program is meant for funding frontline municipal police services, "in accordance with written requests submitted by the chief of police". In the City of Woodlake, The COPS program allows the City of Woodlake to hire an additional two officers, by reimbursing these funds are used to supplement existing police services. The COPS program allows the City of Woodlake to hire an additional officer, by reimbursing the City for the cost of employing said officer.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
161,285 165,637
187,175
205,300 210,150
195,693 195,693 195,693
203,000 205,000
0 50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
387
005.0304.000.029 Interest - 366 1,016 300 150
005.0305.000.114 Grant Revenues 161,285 165,271 186,159 205,000 210,000 161,285 165,637 187,175 205,300 210,150
Revenue By Source
Total COPS Fund Revenues
COPS (005)
Revenues
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
150
210,000
Interest Grant Revenues
City of Woodlake | Budget Book 2026
388
5 Year Acrual Revenue Comparative
161,285 165,637
187,175
205,300 210,150
-
50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total COPS Fund Revenues
City of Woodlake | Budget Book 2026
389
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City of Woodlake | Budget Book 2026
390
005.0411.050.001 COPS 195,693 195,693 195,693 203,000 205,000 005.0411.080.504 PD Vehicles - - - - -
195,693 195,693 195,693 203,000 205,000
Expenditures by Expense Type
FY 24 / 25
Budget
FY 25/ 26
Budget
Total COPS Grant
COPS (005)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
205,000
COPS PD Vehicles
City of Woodlake | Budget Book 2026
391
5 Year expenditure Comparative
195,693
195,693
195,693
203,000
205,000
190,000
192,000
194,000
196,000
198,000
200,000
202,000
204,000
206,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total COPS Grant
City of Woodlake | Budget Book 2026
392
Summary
The Gas Tax Fund is used for the accounting of revenues collected through an excise tax on the sale of fuel that is intended for transportation. The fuel tax receipts is dedicated for transportation projects. The tax is being used to leverage current and future downtown transportation projects and assist in the maintenance of Woodlake's current transportation infrastructure.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The Gas Tax Fund will continue to be used for the leverage of State and Federal funds. One key project that the funds will be matched for will be the roundabout at the intersction of Cajon Ave. and Valencia Blvd.

Roundabout at the intersection of Cajon Ave. and Valencia Blvd. 193,883 198,562
217,642 218,187 220,195
109,121
93,481
80,816
160,000
150,000
0 50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
393
020.0304.000.029 Interest Income - 748 4,213 1,000 1,000 020.0305.000.042 Gas Tax 2103 63,393 62,332 70,144 68,474 68,995 020.0305.000.043 Gas Tax 2105 44,434 43,536 46,778 47,872 48,525 020.0305.000.044 Gas Tax 2106 29,608 29,247 31,188 30,684 31,300 020.0305.000.045 Gas Tax 2107 53,082 59,332 63,319 65,423 65,620 020.0305.000.046 Gas Tax 2107.5 2,000 2,000 2,000 2,000 2,000 020.0305.000.077 Revenue From Other Govt 1,367 1,367 - 2,734 2,755 020.0305.000.080 STP Streets Revenue - - - - -
020.0305.000.174 Prop 42 Traffic Congestion Relief - - - - - 020.0307.000.066 Reimbursement & Refunds - - - - -
193,883 198,562 217,642 218,187 220,195
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Gas Tax Revenue
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Revenues
Gas Tax (020)
1,000
68,995
48,525
31,300
65,620
2,000
Interest Income Gas Tax 2103 Gas Tax 2105
Gas Tax 2106 Gas Tax 2107 Gas Tax 2107.5
Revenue From Other Govt STP Streets Revenue Prop 42 Traffic Congestion Relief Reimbursement & Refunds
City of Woodlake | Budget Book 2026
394
5 Year Acrual Revenue Comparative
Roundabout at intersection of Sierra Ave and Castlerock 193,883
198,562
217,642 218,187 220,195
180,000
185,000
190,000
195,000
200,000
205,000
210,000
215,000
220,000
225,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Gas Tax Revenue
City of Woodlake | Budget Book 2026
395
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City of Woodlake | Budget Book 2026
396
020.0430.100.103 Costs Applied-Streets 53,762 - 60,000 - - 020.0590.734.028 S. Valencia ADA Project Design - - - - - 020.0590.743.028 N Magnolia - - - - -
020.0590.743.072 N Magnolia - - - - -
020.0590.744.028 N. Valencia Extension 3,115 - - - -
020.0590.745.028 Castlerock/Sierra Roundabout 106,006 3,549 - - - 020.0590.745.072 Castlerock/Sierra Roundabout 36,170 - - - - 020.0590.749.028 Cajon/Valencia Roundabout - 80,816 - 100,000 100,000 020.0590.751.028 Mulberry/Naranjo Roundabout - - - 50,000 - Total Gas Tax Fund 109,121 93,481 80,816 160,000 150,000 Expenditures by Expense Type
Gas Tax (020)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
-
100,000
Costs Applied-Streets S. Valencia ADA Project Design N Magnolia N Magnolia N. Valencia Extension Castlerock/Sierra Roundabout Castlerock/Sierra Roundabout Cajon/Valencia Roundabout
City of Woodlake | Budget Book 2026
397
Roundabout at intersection of Valencia Blvd and Naranjo Blvd 5 Year expenditure Comparative
109,121
93,481 80,816
160,000
150,000
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Gas Tax Fund
City of Woodlake | Budget Book 2026
398
Summary
The TDA fund is used for the accounting of revenues collected through the Transportation Development Act (TDA).

These funds are spent for the development and support of public transportation needs that exist in the City of Woodlake. Some of the funds may also be used for local streets and roads projects.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The TDA fund will continue to be leveraged with State and Federal funds for the design and construcition of roundabouts at the intersection of Mulberry St and Naranjo and Cajon Ave. and Valencia Blvd.

Roundbaout at the intersection of Mulberry St and Naranjo Blvd. 440,829
229,983
570,047
281,500 276,500
371,068
85,441
292,590
762,219
304,001
0 100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
399
022.0304.000.029 Interest - 1,581 7,719 1,500 1,500
022.0305.000.047 TDA Revenues 440,829 228,402 562,328 280,000 275,000 022.0307.000.999 Transfer In - - - - -
440,829 229,983 570,047 281,500 276,500
FY 24 / 25
Budget
FY 25/ 26
Budget
Total TDA Fund - Streets
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Revenues
TDA Fund (022)
1,500
275,000
Interest TDA Revenues Transfer In
City of Woodlake | Budget Book 2026
400
5 Year Acrual Revenue Comparative
440,829
229,983
570,047
281,500
276,500
-
100,000
200,000
300,000
400,000
500,000
600,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total TDA Fund - Streets
City of Woodlake | Budget Book 2026
401
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City of Woodlake | Budget Book 2026
402
022.0431.100.103 Costs Applied-Streets 183,990 82,849 183,202 165,000 179,001 022.0590.734.028 S. Valencia ADA Project - - - - -
022.0590.734.072 S. Valencia ADA Project - - - - -
022.0590.740.028 N. Valencia ADA Project Design - - - - - 022.0590.743.072 N Magnolia - - - - -
022.0590.744.072 N. Valencia Extension - - - - -
022.0590.745.028 Castlerock Roundabout 186,472 - - - -
022.0590.749.028 Cajon/Valencia Roundabout 606 2,592 15,221 25,000 25,000 022.0590.751.028 Mulberry/Naranjo Roundbaout - - 94,167 300,000 100,000 022.0590.752.072 Ropes Ave Grind and Overlay 272,219 -
Total TDA Fund - Streets 371,068 85,441 292,590 762,219 304,001 Expenditures by Expense Type
TDA Fund (022)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
179,001
25,000
100,000
Costs Applied-Streets S. Valencia ADA Project S. Valencia ADA Project N. Valencia ADA Project Design N Magnolia N. Valencia Extension Castlerock Roundabout Cajon/Valencia Roundabout Mulberry/Naranjo Roundbaout City of Woodlake | Budget Book 2026
403
Magnolia Street Improvements
5 Year expenditure Comparative
371,068
85,441
292,590
762,219
304,001
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total TDA Fund - Streets
City of Woodlake | Budget Book 2026
404
Summary
The Measure R fund is used for the accounting of revenues collected through Measure R. The revenues from the fund are used to fund downtown, transportation and mitigation projects. Measure R is a local sales tax for transportation and downtown projects.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
Measure R continues to be used to get City projects shovel ready for construction. This allows the City to leverage State and Federal grants. Key projects at this time are the roundabouts at Mulberry St. and Naranjo Blvd and Cajon Avenue and Valencia Blvd.

Naranjo Blvd Pedestrian Improvements
685,256
359,194 346,206
190,000
275,000
685,256
359,194 346,206
190,000
275,000
0 100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
405
023.0304.000.029 Interest Income - - - - -
023.0305.000.077 Measure R Funds 685,256 359,194 346,206 190,000 275,000 (Downtown, N. and S. - - - - -
Round-a-bout, Plaza)
685,256 359,194 346,206 190,000 275,000
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Downtown Projects Funds
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Measure R (023)
Revenues
275,000
Interest Income Measure R Funds
City of Woodlake | Budget Book 2026
406
5 Year Acrual Revenue Comparative
685,256
359,194
346,206
190,000
275,000
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Downtown Projects Funds
City of Woodlake | Budget Book 2026
407
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City of Woodlake | Budget Book 2026
408
023.0590.734.028 S Valencia ADA Project Design - - - - - 023.0590.734.072 S Valencia ADA Project Con - - - - -
023.0590.743.028 N. Magnolia St. - - - - -
023.0590.744.028 N. Valencia Extension - - - - -
023.0590.745.028 Castlerock/Sierra Roundabout - - - - - 023.0590.746.072 Clean Ca - - - - 200,000
023.0590.748.028 Antelope/Magnolia/Olive Lane 500,000 - - - - 023.0590.749.028 Cajon Ave/Valencia Blvd(SR-245) 185,256 212,624 150,677 140,000 25,000 023.0590.751.028 Mulberry/Naranjo Roundbaout 146,570 - 195,530 50,000 50,000 685,256 359,194 346,206 190,000 275,000
Expenditures by Expense Type
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Measure R Fund
Measure R (023)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
- 25,000
50,000
S Valencia ADA Project Design S Valencia ADA Project Con N. Magnolia St.

N. Valencia Extension Castlerock/Sierra Roundabout Clean Ca Antelope/Magnolia/Olive Lane Cajon Ave/Valencia Blvd(SR-245) Mulberry/Naranjo Roundbaout City of Woodlake | Budget Book 2026
409
Street and pedestrian improvements on Magnolia street adjacent to the Woodlake City Plaza. 5 Year Expenditure Comparative
685,256
359,194 346,206
190,000
275,000
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Measure R Fund
City of Woodlake | Budget Book 2026
410
Summary
The Surface Transportation Program (STP) provides funding that may be used for projects to preserve and improve conditions and performance of public roads, pedestrian and bicycle infrastructure, and transit capital projects.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The STP fund funded the reconsruction of Magnolia Ave and Bravo Ave. The City will continue to fund other street project with this fund in the coming years.

Magnolia Ave. and Bravo St. Street Improvements Projects. 0 192,533
3,158
48,179 50,250
212,400
0 0
200,000
0 50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
411
024.0304.000.029 Interest Income - 421 3,158 250 250
024.0305.000.080 STP Revenue - 192,112 47,929 50,000
024.0307.000.999 Transfer In - - - - -
- 192,533 3,158 48,179 50,250
FY 24 / 25
Budget
FY 25/ 26
Budget
Total STP Revenue
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Revenues
STP (024)
250
50,000
Interest Income STP Revenue Transfer In
City of Woodlake | Budget Book 2026
412
5 Year Acrual Revenue Comparative
-
192,533
3,158
48,179 50,250
-
50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total STP Revenue
City of Woodlake | Budget Book 2026
413
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City of Woodlake | Budget Book 2026
414
024.0590.734.028 S. Valencia ADA Project Design - - - - - 024.0590.734.072 S. Valencia ADA Project Constr. - - - - - 024.0590.735.072 2017 Road Rehab Project - - - - -
024.0590.744.072 N. Valencia Extension - - - - -
024.0590.745.072 Castlerock/Sierra Roundabout 72,931 - - - - 024.0590.746.072 Clean California - - - 200,000 -
024.0590.747.028 Antelope-Lakeview Improvements 2,891 - - - - 024.0590.748.028 Olive Lane Improvements 9,618 - - -
024.0590.750.028 Whitney/Sequoia Improvements 126,960 - - - - 212,400 - - 200,000 -
Expenditures by Expense Type
FY 24 / 25
Budget
FY 25/ 26
Budget
Total STP Fund
STP (024)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
- -
S. Valencia ADA Project Design S. Valencia ADA Project Constr. 2017 Road Rehab Project N. Valencia Extension Castlerock/Sierra Roundabout Clean California Antelope-Lakeview Improvements Olive Lane Improvements Whitney/Sequoia Improvements City of Woodlake | Budget Book 2026
415
5 Year Expenditure Comparative
212,400
-
-
-
200,000
-
50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total STP Fund
City of Woodlake | Budget Book 2026
416
Summary
The Complete Streets Fund is used for the accounting of revenues collected through State and Federal Grants and partnerships with Caltrans that promote complete streets. Some of those funding sources are CMAQ, ATP and SHOPP.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The Complete Streets Fund will be used for two key City projects. One is a Clean California Grant that will construct street and pedestrian improvements at the Woodlake City Park, Woodlake Botanical Garden and the street between the two amenities. The other project will be a roundbabout at the intersection of Valencia Blvd and Cajon Ave.

Clean California Improvements on Naranjo Blvd
1,280,334
931,434
185,358
3,311,435
1,000,000
1,280,334
931,434
185,358
3,311,435
1,000,000
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
417
025.0304.000.029 Interest Income - - - - -
025.0305.000.077 CMAQ 1,280,334 641,098 - - -
025.0305.000.078 SHOPP - - - - -
025.0305.000.079 ATP - - - - -
025.0305.000.080 Clean California - 290,336 185,358 3,311,435 1,000,000 1,280,334 931,434 185,358 3,311,435 1,000,000
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Streets Revenue
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Revenues
Streets (025)
1,000,000
Interest Income CMAQ SHOPP ATP Clean California
City of Woodlake | Budget Book 2026
418
5 Year Acrual Revenue Comparative
Clean Ca Project will add curb, gutters, sidewalks, streetlights and landscaping to the Woodlake Botanical Garden and Woodlake City Park while connecting the two City Assets. The project will create major improvements for pedestrians, cyclists and vehicle traffic in the area.
1,280,334
931,434
185,358
3,311,435
1,000,000
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Streets Revenue
City of Woodlake | Budget Book 2026
419
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City of Woodlake | Budget Book 2026
420
025.0590.060.999 Transfer Out - - - - -
025.0590.734.072 S. Valencia ADA Project Constr. - - - - - 025.0590.744.072 N. Valencia Extension Const - - - - -
025.0590.745.072 Castlerock/Sierra Roundabout 1,280,334 641,098 - - - 025.0590.745.028 Design - - - - -
025.0590.746.072 Clean California - 290,336 185,358 3,311,435 1,000,000 Total Streets Fund 1,280,334 931,434 185,358 3,311,435 1,000,000 Expenditures by Expense Type
Streets (025)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
1,000,000
Transfer Out S. Valencia ADA Project Constr. N. Valencia Extension Const Castlerock/Sierra Roundabout Design Clean California
City of Woodlake | Budget Book 2026
421
The Naranjo Blvd. and Mulberry Street Roundabout will promote housing, commercial, and industrial development in the area while creating a safer intersection for pedestrians, cyclists and vehicle traffic. 5 Year Expenditure Comparative
1,280,334
931,434
185,358
3,311,435
1,000,000
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Streets Fund
City of Woodlake | Budget Book 2026
422
City-wide 60" stormwater project helps move stormater from the northeast side of the City to a stormwater basin off Ropes Ave. The project was funded with 18-CDBG funds.

Summary
The CDBG fund (026) is used for the accounting of revenues collected from the Community Development Block Grant Program (CDBG). The Grant allows for deferred payment loans to be issued for first time homebuyers and for housing rehabilitation. The loans are not required to be paid back until the participating homeowner sells, transfers title to the rehabilitated property, or discontinues residence in the dwelling, at which time, the The City will use CDBG funding for the construction of a twenty acre stormwater basin off Ropes Ave. and Mulberry St. The basin will provide capacity for residential housing around the City and future industrial development. full amount of the deferred loan is due. When the loan is repaid it becomes program income and is accounted for in fund (086). Program income funds are used for similar projects as fund 026.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
451,878
1,888,769
1,207,435
101,796 35,750
432,443
2,044,880
1,161,322
2,573 1,500
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
423
CDBG Fund
026.0325.000.958 18-CDBG 228,259 1,749,660 970,936 51 - 026.0325.000.959 CV 2/3 102,756 85,333 145,784 1,073 -
331,015 1,834,992 1,116,720 1,124 -
CDBG Program Income Fund
086.0304.000.029 Interest Income - 501 518 500 500
086.0386.000.078 Program Income 2,600 6,000 10,225 5,000 5,000 086.0386.000.103 79-DN-06-0044 - - - 6,494 5,000
086.0386.000.104 80-DN-06-0044 6,438 600 1,200 1,910 1,000 086.0386.000.105 82-DH-06-0102 - - - - -
086.0386.000.106 82-STBG-022 - - - - -
086.0386.000.189 83-STBG-113 - - - - -
086.0386.000.190 86-STBG-190 12,060 2,100 8,409 10,400 7,500 086.0386.000.224 87-STBG-224 8,600 9,229 7,414 - -
086.0386.000.299 88-STBG-299 - - - - -
086.0386.000.438 90-STBG-438 600 2,400 2,400 3,450 3,000 086.0386.000.585 92-STBG-585 10,500 - - - -
086.0386.000.821 94-STBG-821 - - - - -
086.0386.000.933 95-STBG-933 1,000 - - - -
086.0386.000.934 96-STBG-1044 - - 1,200 1,000 1,000
086.0386.000.935 97-STBG-1147 600 - - 46,879 -
086.0386.000.941 98-STBG-1275 1,000 5,700 11,111 6,000 5,000 086.0386.000.944 99-STBG-1413 5,664 5,664 15,420 - -
086.0386.000.945 00-STBG-1482 45,415 1,500 - 16,539 5,000 086.0386.000.946 00-STBG-1619 20,436 - - - -
086.0386.000.947 02-STBG-1735 - - - - -
086.0386.000.951 04-STBG-1944 - - 27,000 - -
086.0386.000.952 05-STBG-1411 4,450 3,250 318 - 250
086.0386.000.954 10-STBG-6746 1,500 9,000 5,500 2,500 2,500 086.0386.000.998 TRANSFER IN - 7,833 - - -
Total CDBG Program Income Fund 120,863 53,777 90,715 100,672 35,750 FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total CDBG Fund
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
CDBG (026 and 086)
Revenues
City of Woodlake | Budget Book 2026
424
Revenue By Source
5 Year Acrual Revenue Comparative
35,750
Total CDBG Fund Total CDBG Program Income Fund
331,015
1,834,992
1,116,720
1,124
0 120,863
53,777
90,715
100,672 35,750
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
1 2 3 4 5
Total CDBG Fund Total CDBG Program Income Fund
City of Woodlake | Budget Book 2026
425
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City of Woodlake | Budget Book 2026
426
CDBG Fund
026.0482.081.081 18-CDBG Housing 228,259 20,647 - - -
026.0482.081.080 18-CDBG Infrastructure 1,727,006 - 972,995 - - 026.0483.081.028 Contractural Services 48,130 - 145,299 - - 026.0483.081.081 CV 2/3 Covid Grant 102,756 37,566 122 1,073 - 026.0478.081.999 TRANSFER OUT - - - - -
331,015 1,833,348 1,118,416 1,073 -
CDBG Program Income
086.0486.050.001 Salaries 1,437 1,723 - - -
086.0486.050.003 Overtime - - - - -
086.0486.050.004 Salaries, Holiday Pay 38 30 - - -
086.0486.050.005 Standby - - - - -
086.0486.050.006 Retirement Plan 312 322 - - -
086.0486.050.007 Workers Compensation 125 100 - - -
086.0486.050.008 Health Insurance 106 77 - - -
086.0486.050.011 Uniform Allowance - - - - -
086.0486.050.014 Fica/Medicare Cont 21 25 - - -
086.0486.050.015 Automobile Allowance - - - - -
086.0486.050.018 Deferred Compensation 22 13 - -
2,061 2,290 - - -
086.0486.060.028 Contractual Services 350 350 - 1,500 1,500 086.0486.080.055 Flood Drainage Improvements 99,016 208,892 42,906 - - 086.0486.090.999 Grant Administration/Programs - - - - - 086.0486.090.999 Transfer to Gen Fund - Admin - - - - - 99,366 209,242 42,906 1,500 1,500
101,428 211,532 42,906 1,500 1,500
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
CDBG (026 and 086)
Expenditures
Total CDBG Program Income Fund
Total Salaries and Benefits
Service and Supplies
Total Services and Supplies
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total CDBG Fund
City of Woodlake | Budget Book 2026
427
Expenditures by Expense Type - CDBG Fund
18-CDBG Housing 18-CDBG Infrastructure Contractural Services CV 2/3 Covid Grant TRANSFER OUT 1,500
CDBG Program Income
Total Salaries and Benefits Total Services and Supplies City of Woodlake | Budget Book 2026
428
5 Year Expenditure Comparative
331,015
1,833,348
1,118,416
1,073 - 101,428
211,532
42,906
1,500
1,500
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
1 2 3 4 5
Total CDBG Fund Total CDBG Program Income Fund
City of Woodlake | Budget Book 2026
429
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City of Woodlake | Budget Book 2026
430
Summary
The HOME fund (027) is used for the accounting of revenues collected from the HOME Investment Partnership Program. The program allows the City of Woodlake to partner up with private organizations and provide decent and affordable housing, particularly housing for low- and very low-income residents. The loans provided to these private organizations are usually deferred for a long period of time. Previous projects include At this time the City does not have any HOME funds available for FY 2024/2025. The City will the Valencia House and the Parkside Court Apartments. When these loans are reimbursed they become program income and are administered as part of fund (072). Program income may be spent in the same way as HOME grant funds.

Fund Highlights
Actual Revenue vs Actual Expense 5 Year Comparative
apply for HOME grant funds when the next cycle becomes available. 231,258
25,383
71,480
147,450
21,000
207,071 204,603
425,878
27,245
7,273
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
431
HOME Fund
027.0327.000.140 18-HOME- 138,197 4,168 49,919 - -
138,197 4,168 49,919 - -
HOME Program Income Fund
072.0304.000.029 Interest Income - 972 1,827 500 500
072.0327.000.078 Program Income - - - 49,980 1,000
072.0327.000.119 05 HOME Woodlake Pacific 12,011 3,900 - - 1,000 072.0327.000.120 96HOME 0232 Program Income - - - 24,800 - 072.0327.000.121 95HOME 0180 Program Income - - - - -
072.0327.000.124 98HOME 0340 Program Income 4,200 4,530 1,200 1,300 1,500 072.0327.000.126 00HOME 0490 Program Income 21,960 2,800 4,180 500 2,500 072.0327.000.129 04HOME 0769 Program Income - - 7,181 9,000 5,000 072.0327.000.133 07HOME 3071 Program Income 5,500 4,000 4,000 5,500 4,000 072.0327.000.136 10 HOME Program - - - - -
43,671 16,202 18,388 91,580 15,500
CALHOME Program Income
073.0304.000.029 Investment Earnings - 1,413 972 1,000 500 073.0327.000.127 03-Calhome - - - - -
073.0327.000.128 04-Calhome - - 1,000 400 1,000
073.0327.000.132 08-Calhome - - - - -
073.0327.000.134 06-Calhome 1,200 1,200 1,200 31,155 1,500 073.0327.000.135 08-Calhome PI - - - - -
073.0327.000.136 11-Calhome PI 48,190 2,400 - 23,315 2,500 49,390 5,013 3,172 55,870 5,500
FY 24 / 25
Budget
FY 25/ 26
Budget
Total HOME Fund
Total HOME Program Income Fund
Total CALHOME Program Income Fund
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
HOME (027, 072 and 073)
Revenues
City of Woodlake | Budget Book 2026
432
5 Year Acrual Revenue Comparative
Revenue By Source
15,500
5,500
Total HOME Fund Total HOME Program Income Fund Total CALHOME Program Income Fund 138,197
4,168
49,919
43,671
16,202
18,388
91,580
15,500
49,390
5,013
55,870
5,500
4,000
24,000
44,000
64,000
84,000
104,000
124,000
144,000
1 2 3 4 5 6
Total HOME Fund Total HOME Program Income Fund Total CALHOME Program Income Fund City of Woodlake | Budget Book 2026
433
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City of Woodlake | Budget Book 2026
434
HOME Fund
027.0428.600.999 Transfer Out - - - - -
027.0716.080.081 14-HOME-1049 - - - - -
027.0717.080.081 18-HOME- 138,197 4,168 49,919 - -
138,197 4,168 49,919 - -
HOME Program Income Fund
072.0472.050.001 Salaries 1,835 2,482 1,337 2,600 971
072.0472.050.003 Overtime - - - - -
072.0472.050.004 Salaries, Holiday Pay 39 35 35 40 -
072.0472.050.005 Standby 352 - - -
072.0472.050.006 Retirement Plan 125 386 227 400 111
072.0472.050.007 Workers Compensation - 100 106 160 60
072.0472.050.008 Health Insurance 106 100 128 100 81
072.0472.050.014 Fica/Medicare Cont 27 36 20 50 14
072.0472.050.015 Automobile Allowance - 6 - -
072.0472.050.018 Deferred Compensation 25 19 7 40 36
2,509 3,165 1,860 3,390 1,273
072.0472.060.028 Contractual Services 8,647 1,371 42,737 1,000 - 072.0472.060.029 Special Departmental Expense - - - - - 072.0472.060.081 Housing 57,368 47,925 170,364 2,769 5,000 66,015 49,296 213,101 2,769 6,000
68,524 52,461 214,961 6,159 7,273
CALHOME Program Income Fund
073.0473.060.029 Special Department Expense 350 - - - - 073.0473.060.028 Contractural Services - 350 - - -
073.0473.080.081 Housing 147,624 - 160,998 21,086 -
Total CALHOME Program Income Fund 147,974 350 160,998 21,086 - Total Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Salaries and Benefits
Service and Supplies
Total HOME Program Income Fund
G/L Number Name
FY 24 / 25
Budget
FY 25/ 26
Budget
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
HOME (027, 072 and 073)
Expenditures
FY 24 / 25
Budget
FY 25/ 26
Budget
Total HOME Fund
City of Woodlake | Budget Book 2026
435
Expenditures by Expense Type - Home Fund
Transfer Out 14-HOME-1049 18-HOME1,273
6,000
Home Program Income Fund
Total Salaries and Benefits Total Services and Supplies City of Woodlake | Budget Book 2026
436
5 Year Expenditure Comparative
- CALHOME Program Income Fund
Special Department Expense Contractural Services Housing 138,197
4,168
49,919 -
- 68,524 52,461
214,961
6,159 7,273
350
147,974
160,998
21,086 -
-
50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total HOME Fund Total HOME Program Income Fund Total CALHOME Program Income Fund City of Woodlake | Budget Book 2026
437
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City of Woodlake | Budget Book 2026
438
The Road Maintenance and Rehabilitation Account will be used for street and pedestrian improvements on Sequoia Ave. to better connect all school sites along Sequoia Ave. The improvements will include curve, gutters, sidewalks, ada ramps, streetlights, bike lanes and landscaping.

West Sequoia Ave. multimodal improvements project
Summary
The Road Maintenance and Rehabilitation Account (RMRA) is used for the accounting of revenues collected through the State to promote road improvements city-wide.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
159,397
172,484
206,520
197,343 202,364
238,874
215,000
300,000
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
439
028.0304.000.029 Interest Income - 1,800 7,532 - -
028.0305.000.050 RMRA 159,397 170,684 198,988 197,343 202,364 Total RMRA Revenue 159,397 172,484 206,520 197,343 202,364 Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
RMRA (028)
Revenues
202,364
Interest Income RMRA
City of Woodlake | Budget Book 2026
440
5 Year Acrual Revenue Comparative
159,397
172,484
206,520
197,343 202,364
-
50,000
100,000
150,000
200,000
250,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total RMRA Revenue
City of Woodlake | Budget Book 2026
441
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City of Woodlake | Budget Book 2026
442
028.0590.734.072 S. Valencia ADA Project Constr. - - - - - 028.0590.743.072 N. Magnolia Project Constr. - - - - -
028.0590.744.072 N. Valencia Ext Project Constr. - - - - - 028.0590.747.072 Antelope/Lakeview Street Imp. - - - - - 028.0590.748.072 Olive Lane Street Improvements - - - - - 028.0590.750.028 W.Sequoia Ave Project - Design - 238,874 - 215,000 100,000 028.0590.750.072 W.Sequoia Ave Project - Cons - - - 200,000 - Total RMRA Fund - 238,874 - 215,000 300,000
Expenditures by Expense Type
RMRA (028)
Expenditures
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
300,000
Total RMRA Fund
City of Woodlake | Budget Book 2026
443
5 Year Expenditure Comparative
-
238,874 215,000
300,000
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total RMRA Fund
City of Woodlake | Budget Book 2026
444
Summary
The City of Woodlake currently has eleven separate Lighting and Landscaping districts. These districts are assessed a fee for the costs of the City maintaining landscaping and lighting public areas within their district.

Currently, City of Woodlake staff provides the maintenance of these districts.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The City of Woodlake will be adding three additional lighting and landscaping districts. Those districts are Hillside, Greenwood and Kaweah. Two of the districts have parks that will further enhance the City's park network.

Summit Park is part of Castle Rock Phase 3 LL.
52,393 52,037
75,941
100,975
105,030
27,123
30,910
35,410
77,100
111,157
0 20,000
40,000
60,000
80,000
100,000
120,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
445
029.0304.000.029 Interest - 204 1,033 100 150
029.0329.000.067 Assessments-Parkwood 52,393 51,833 74,908 100,875 4,400 029.0329.000.067 Assessments-Gentle Hills - - 4,800
029.0329.000.067 Assessments-Olive Estates - - 8,300
029.0329.000.067 Assessments-Castle Rock Est - - 7,000
029.0329.000.067 Assessments - Olive Vista - - 4,600
029.0329.000.067 Assessments-Castle Rock Est 2 - 4,900
029.0329.000.067 Assesments-Valencia Heights - - 7,200
029.0329.000.067 Assesments-Castle Rock Est 3 - 12,200
029.0329.000.067 Assesment-Hillside - - 23,100
029.0329.000.067 Assesment-Greenwood - - - 24,600
029.0329.000.067 Assesment-Kaweah - - - 3,780
52,393 52,037 75,941 100,975 105,030
Lighting and Landscaping (029)
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Lighting and Landscaping Fund
Revenue By Source
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Revenues
150 4,400
4,800
8,300
7,000
4,600
4,900
7,200
12,200
23,100
24,600
3,780
Interest Assessments-Parkwood Assessments-Gentle Hills
Assessments-Olive Estates Assessments-Castle Rock Est Assessments - Olive Vista Assessments-Castle Rock Est 2 Assesments-Valencia Heights Assesments-Castle Rock Est 3 Assesment-Hillside Assesment-Greenwood Assesment-Kaweah City of Woodlake | Budget Book 2026
446
5 Year Acrual Revenue Comparative
Hillside Park is part of the Hillside LL.
52,393 52,037
75,941
100,975 105,030
-
20,000
40,000
60,000
80,000
100,000
120,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Lighting and Landscaping Fund
City of Woodlake | Budget Book 2026
447
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City of Woodlake | Budget Book 2026
448
029.0429.050.001 Salaries 11,268 16,447 19,570 49,000 50,737 029.0429.050.002 Extra Help - - - - -
029.0429.050.003 Overtime 183 496 601 550 650
029.0429.050.004 Salaries, Holiday Pay 631 840 650 2,500 2,500 029.0429.050.005 Standby - - - 150 660
029.0429.050.006 Retirement Plan 2,513 3,013 2,844 8,900 3,917 029.0429.050.007. Workers Compensation 1,498 1,318 1,544 2,800 3,146 029.0429.050.008 Health Insurance 2,716 3,165 4,174 7,700 7,989 029.0429.050.011 Uniform Allowance - - - - 270
029.0429.050.014 FICA/Medicare 173 255 298 1,000 749
029.0429.050.015 Automobile Allowance - - - - -
029.0429.050.018 Deferred Compensation 196 386 505 1,000 2,040 19,178 25,920 30,186 73,600 72,657
029.0429.060.021 Utilities 1,444 548 638 1,000 1,000
029.0429.060.028 Contractual Services 1,239 2,998 3,130 - 2,500 029.0429.060.029 Special Department Expense 5,262 1,444 1,457 2,500 15,000 7,945 4,990 5,224 3,500 18,500
029.0429.080.051 Capital-Equipment - - - - 20,000
- - - - 20,000
27,123 30,910 35,410 77,100 111,157
Lighting and Landscaping (029)
Expenditures
Total Services and Supplies
Capital
Total Capital
G/L Number Name
Salaries and Benefits
Total Salaries and Benefits
Service and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Expenditures by Expense Type
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Lighting and Landscaping Fund
72,657
18,500
20,000
Total Salaries and Wages Total Services and Supplies Total Capital City of Woodlake | Budget Book 2026
449
5 Year Expenditure Comparative
19,178
25,920
30,186
73,600 72,657
7,945 4,990
5,224
3,500
18,500
- 20,000
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
1 2 3 4 5 6
Total Salaries and Benefits Total Services and Supplies Total Capital City of Woodlake | Budget Book 2026
450
Fund Highlights
Actual Revenue vs Actual Expense 5 Year Comparative
funds request preparation, and audits.

The Successor Agency funds (032 and 033) will cease to be part of the City's budget in Fiscal Year 2025/2026 when the Agency is fully dissolved and all assets and liabilites are transferred to the General Fund.

Summary
The Successor Agency funds (032 and 033) are used for the accounting of revenues collected for dissolvement of Redevelopment, as the result of Assembly Bill X1 26 (AB 26). The revenues are received in the form of annual Recognized Obligation Payments Schedule (ROPS) distributions. The funds received may be spent on the debt incurred as the result of the purchase of the Woodlake Airport, and administrative expense:
administration of the debt, various State reports (eg. The annual Agreed Upon Procedures (AUP), ROPS 47,029 46,024
43,811 42,363 44,150
28,231
25,822 25,758
66,284 66,307
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
451
Successor Agency
032.0304.000.029 Investment Earnings - 230 727 150 150
032.0307.000.777 ROPS Reimbursement 47,029 45,794 43,084 42,213 44,000 032.0307.001.999 Extraordinary Items - - - - -
47,029 46,024 43,811 42,363 44,150
Successor Agency Low/Mod
033.0304.000.029 Investment Earnings - - - - -
033.0307.000.099 Property Tax Increment - - - - -
033.0310.000.997 Sale of Fixed Assets - - - - -
- - - - -
47,029 46,024 43,811 42,363 44,150
RDA Property Trust Fund
034.0304.000.034 Reimbursement & Refunds - - - - -
034.0307.000.069 Reimbursement & Refunds - - - - -
- - - - -
- - - - -
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
Total Successor Agency Revenues
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Redev RDA Prprty Trust Fund
RDA Successor Agency (032, 033, 034)
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
Total Redev RDA Prprty Trust Fund
Total Redev Low/Mod Revenues
Total Successor Agency Fnd Revenues
G/L Number Name FY 21 / 22
Actual
Revenues
City of Woodlake | Budget Book 2026
452
Revenue By Source
5 Year Acrual Revenue Comparative
150
44,000
-
Investment Earnings ROPS Reimbursement Extraordinary Items 47,029
46,024
43,811
42,363
44,150
40,000
41,000
42,000
43,000
44,000
45,000
46,000
47,000
48,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Successor Agency Fnd Revenues
City of Woodlake | Budget Book 2026
453
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City of Woodlake | Budget Book 2026
454
RDA Successor Agency - Economic Development Fund
032.0440.050.001 Regular Salaries - - - - -
032.0440.050.004 Salaries, Holiday Pay - - - - -
032.0440.050.006 Retirement Plan - - - - -
032.0440.050.007 Workers Compensation - - - - -
032.0440.050.008 Health Insurance - - - - -
032.0440.050.014 FICA/Medicare - - - - -
032.0440.050.015 Automobile Allowance - - - - -
032.0440.050.018 Deferred Compensation - - - - -
- - - - -
032.0440.060.028 Contractual Services - - - - -
032.0440.060.029 Special Departmental Expense - - - -
032.0440.060.900 RDA Pass Thru - - - - -
032.0440.060.998 Transfer Out - - - - -
032.0440.085.898 Debt Service-Principal - - 42,200 - 44,000 032.0440.085.899 Debt Service-Interest 6,832 4,423 4,359 2,685 908 032.0440.199.061 Depreciation Expense 21,399 21,399 21,399 21,399 21,399 28,231 25,822 25,758 66,284 66,307
28,231 25,822 25,758 66,284 66,307
RDA Successor Agency - Housing Fund
033.0440.060.029 Special Department Expense - - - - -
- - - - -
RDA Successor Agency - Property Fund
034.0440.060.029 Special Department Expense - - - - -
- - - - -
FY 24 / 25
Budget
FY 25/ 26
Budget
Services & Supplies
Total Salaries & Benefits
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 22 / 23
Actual
Total RDA Successor Agency - PF
RDA Successor Agency (032, 033 and 034)
Expenditures
FY 25/ 26
Budget
Salaries & Benefits
FY 24 / 25
Budget G/L Number FY 21 / 22 Actual
Total RDA Successor Agency - HF
FY 23 / 24
Actual
FY 23 / 24
Actual
Name FY 22 / 23
Actual
Total Services & Supplies
Total RDA Successor Agency - EDF
G/L Number Name FY 21 / 22
Actual
City of Woodlake | Budget Book 2026
455
5 Year Expenditure Comparative
Expenditures by Expense Type
66,307
Total Salaries and Wages Total Services and Supplies
28,231
25,822
25,758
66,284 66,307
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries & Benefits Total Services & Supplies
City of Woodlake | Budget Book 2026
456
Woodlake Airport
Summary
The Airport Fund is used to account for revenues collected from the sale of fuel, and for lease revenues from the restaurant building and hangars. City of Woodlake staff currently maintains the Airport.

The purchase of the Airport was financed through the City's Redevelopment Agency which is now defunct.

The City's Succesor Agency assumed the responsibility of the Redevelopment Agency and will finish making payments on the Airport property in 2025. At that point the Airport property will become a General Fund asset.

Fund Highlights
Actual Revenue vs Actual Expense 5 Year Comparative
98,564
47,484
68,645
134,524
65,100
83,394
28,678
41,774
56,480
43,289
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
457
041.0307.000.029 Investment Earnings - 466 1,867 100 100 041.0305.000.077 Revenue From Other Govts 37,113 10,000 10,000 71,245 10,000 041.0307.000.070 Other Revenue - - - - -
041.0341.000.032 Hangar Rents 24,660 24,740 24,580 27,000 26,000 041.0341.000.033 Other Rents 9,600 - 19,000 23,000 19,000 041.0341.000.034 Fuel Sales 27,191 12,278 13,198 13,180 10,000 98,564 47,484 68,645 134,524 65,100
G/L Number FY 25/ 26
Budget Name FY 21 / 22 Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
Revenue By Source
Total Airport Fund
Airport (041)
Revenues
100
10,000
26,000
19,000
10,000
Investment Earnings Revenue From Other Govts Hangar Rents Other Rents Fuel Sales City of Woodlake | Budget Book 2026
458
5 Year Acrual Revenue Comparative
98,564
47,484
68,645
134,524
65,100
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Airport Fund
City of Woodlake | Budget Book 2026
459
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City of Woodlake | Budget Book 2026
460
041.0441.050.001 Regular Salaries 9,367 7,103 3,769 4,000 3,475 041.0441.050.003 Overtime - - 250 - -
041.0441.050.004 Salaries, Holiday Pay 357 400 300 150 300 041.0441.050.005 Stand By - - 126 100 60
041.0441.050.006 Retirement Plan 3,019 (3,301) -2,987 1,500 414 041.0441.050.007 Workers Compensation 836 469 249 400 215 041.0441.050.008 Health Insurance 3,010 856 880 1,200 985 041.0441.050.009 Unemployment Insurance - - - - -
041.0441.050.011 Uniform Allowance - - - - 18
041.0441.050.014 Medicare 138 107 59 75 52
041.0441.050.015 Auto - - - - -
041.0441.050.018 Deferred Compensation 90 38 2 10 420
16,817 5,673 2,400 7,685 5,939
041.0441.060.021 Utilities 1,758 1,732 2,171 2,500 2,500 041.0441.060.027 Insurance 15,375 16,155 10,858 12,000 12,000 041.0441.060.028 Contractual Services 42 - 951 2,600 2,700 041.0441.060.029 Special Department Expense 46,557 2,274 23,049 3,500 3,000 041.0441.060.032 Fuel 500 500 1,000 - 15,000
041.0441.080.051 Capital Outlay - - 24,995 - -
041.0441.199.061 Depreciation Expense 2,344 2,344 2,344 2,200 2,150 66,577 23,005 39,374 48,795 37,350
83,394 28,678 41,774 56,480 43,289
Total Services and Supplies
Total Airport Fund
Airport (041)
Expenditures
Salaries and Wages
Total Salaries and Wages
Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
City of Woodlake | Budget Book 2026
461
Expenditures by Expense Type
5 Year Expenditure Comparative
5,939
37,350
Total Salaries and Wages Total Services and Supplies
16,817
5,673 2,400
7,685
5,939
66,577
23,005
39,374
48,795
37,350
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
462
The City is currently working on obtaining grant funding for another stormwater project on the north side of the City. The project would help alleviate flooding issues on Kaweah St. at the intersections with Cypress St., Pine St. and Mulberry St.

Summary
that will convey stormwater from portions of the east, central and south side of the City to a future stormwater basin off Ropes Ave.

The City of Woodlake Public Works Department operates and maintains all City storm water facilities. The City collects impact fees for storm water expansion projects from new development and maintenance is paid by the City's General Fund.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The City has put a large emphasis on grant funding for storm water projects. Recently the City completed a 60 inch stormwater line Stormwater Line Project
19,124 55,473
1,276,803
1,945,268
20,512 26,510 55,292 66,515
1,945,268
71,404
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
463
060.0304.000.029 Interest - 4 8 5 10
060.0305.000.077 Revenue From Other Govts - - - - -
060.0306.000.103 Storm Drain Acreage Fee 19,124 1,366 1,366 4,098 1,500 060.0307.000.998 Transfer in From GF and IF - 54,104 1,275,429 1,941,165 25,000 060.0360.000.100 Storm - Collection Fee - - - - -
19,124 55,473 1,276,803 1,945,268 26,510
Revenue By Source
5 Year Acrual Revenue Comparative
FY 24 / 25
Budget FY 25/ 26 Budget
Storm Water (060)
Revenues
Total Storm Water Fund
G/L Number Name FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
10 1,500
25,000
Interest Storm Drain Acreage Fee Transfer in From GF and IF 19,124
55,473
1,276,803
1,945,268
26,510
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Storm Water Fund
City of Woodlake | Budget Book 2026
464
060.0460.050.001 Regular Salaries 3,102 3,624 5,253 10,500 11,430 060.0460.050.003 Overtime 494 3,243 4,135 2,400 -
060.0460.050.004 Salaries, Holiday Pay 145 165 173 500 - 060.0460.050.005 Stand By - - - 120 -
060.0460.050.006 Retirement Plan 679 718 917 1,000 1,027 060.0460.050.007 Workers Compensation 334 282 317 500 709 060.0460.050.008 Health Insurance 800 754 964 4,200 2,603 060.0460.050.009 Unemployment Insurance - - - - -
060.0460.050.011 Uniform Allowance - - - - 54
060.0460.050.014 Medicare 53 100 136 175 168
060.0460.050.015 Auto - - - - 0
060.0460.050.018 Deferred Compensation 31 69 161 120 420 5,639 8,955 12,057 19,395 16,531
060.0460.060.020 Telephone - - - - -
060.0460.060.022 Postage - - - - -
060.0460.060.023 Office Supplies - - - - -
060.0460.060.024 Accounting - - - - -
060.0460.060.025 Legal Services - - - - -
060.0460.060.028 Contractual Services 27,488 - 17,202 17,000 10,000 060.0460.060.029 Special Department Expense 3,976 22,383 44,000 - 060.0460.060.030 Travel and Meetings - - - - -
060.0460.060.038 Memberships/Subscriptions - - - - -
060.0460.080.067 Olive Lane Stormwater Project - - 5,000 - 060.0460.080.068 Stormwater Phase II - - 1,800,000 - -
060.0460.080.069 Kaweah Stormwater Project - - 50,000 25,000 - 060.0460.100.101 Costs Applied - Main Shop - - - - -
060.0460.100.102 Costs Applied - Non-Department - - - - - 060.0460.090.999 Transfer Out - - - - -
060.0460.199.061 Depreciation Expense 14,873 14,873 14,873 14,873 14,873 14,873 46,336 1,925,873 54,458 54,873
Total Storm Water Fund 20,512 55,292 1,945,268 66,515 71,404 Storm Water (060)
Expenditures
Expenditures by Expense Type
Total Services and Supplies
Services and Supplies
Total Salaries and Wages
Salaries and Wages
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
16,531
54,873
Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
465
The City of Woodlake will construct a 20 acre stormwater basin off Ropes Ave. The basin will hold city-wide stormwater that includes residential, commercial and industrial areas. The basin will also hold capacity for future growth city-wide. 5 Year Expenditure Comparative
5,639
8,955
12,057 19,395 16,531 14,873
46,336 54,458
1,925,873
54,873
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
466
Summary
Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The City of Woodlake in partnership with Mid Valley Disposal will continue to offer cleanup events and bulky service pick up throughout the year to help residents adequately dispose of waste and help The City of Woodlake contracts its refuse services out to Mid Valley Disposal. City of Woodlake staff provide administrative services as well as all utility billing and collections for refuse. The revenue is generated in the form of trash collection fees remitted by the City residents. The City reimburses Mid Valley Disposal for the services provided.
with keeping the City of Woodlake a clean and vibrant community. 918,005
956,432
1,072,046
1,181,000 1,205,000
870,911
942,706
1,102,205
1,184,235
1,078,900
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
467
061.0307.000.069 Reimbursements and Refunds 20,792 5,000 80,837 6,000 5,000 061.0361.000.086 Refuse Services 897,213 951,432 991,209 1,175,000 1,200,000 918,005 956,432 1,072,046 1,181,000 1,205,000
Revenue By Source
Total Refuse Fund
G/L Number
Refuse (061)
Revenues
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget Name FY 21 / 22 Actual
5,000
1,200,000
Reimbursements and Refunds Refuse Services
City of Woodlake | Budget Book 2026
468
5 Year Acrual Revenue Comparative
918,005 956,432
1,072,046
1,181,000 1,205,000
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Refuse Fund
City of Woodlake | Budget Book 2026
469
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City of Woodlake | Budget Book 2026
470
061.0461.050.001 Regular Salaries 85,059 96,705 111,845 105,000 94,327 061.0461.050.003 Overtime 1,667 548 1,141 3,000 3,000
061.0461.050.004 Salaries, Holiday Pay 2,910 3,180 3,262 4,000 4,000 061.0461.050.006 Retirement Plan 17,553 18,262 22,875 26,000 10,129 061.0461.050.007 Workers Compensation 6,790 5,955 6,957 12,000 5,848 061.0461.050.008 Health Insurance 14,883 14,590 18,778 20,000 18,195 061.0461.050.009 Unemployment Insurance - - - 100 100
061.0461.050.011 Uniform Allowance - - - - 18
061.0461.050.014 Medicare 1,293 1,452 1,678 1,800 1,381 061.0461.050.015 Auto 819 909 1,300 2,000 900
061.0461.050.018 Deferred Compensation 1,531 1,010 1,082 1,200 3,162 132,504 142,611 168,918 175,100 141,060
061.0461.060.020 Telephone 1,278 1,376 1,522 1,500 1,600 061.0461.060.022 Postage 5,288 1,303 8,707 6,500 3,500
061.0461.060.023 Office Supplies 74 - - - -
061.0461.060.024 Accounting 5,951 6,496 6,547 4,500 6,000 061.0461.060.025 Legal Services 758 - 331 - -
061.0461.060.028 Contractual Services 684,129 729,311 850,049 880,000 905,000 061.0461.060.029 Special Department Expense 1,823 11,940 1,131 5,500 7,500 061.0461.060.047 Bottle Bill - - - - -
061.0461.060.048 SB-1383 - - 13,718 - -
061.0461.060.999 Transfer Out - - - - -
061.0461.080.051 Capital Outlay - - - 41,135 -
061.0461.100.102 Costs Applied - Non-Department 39,105 49,669 51,283 70,000 14,240 738,406 800,095 933,288 1,009,135 937,840
870,911 942,706 1,102,205 1,184,235 1,078,900
Expenditures by Expense Type
Total Refuse Fund
Refuse (061)
Expenditures
Total Salaries and Wages
Total Services and Supplies
Salaries and Wages
Services and Supplies
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
141,060
937,840
Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
471
5 Year Expenditure Comparative
132,504
142,611 168,918 175,100
141,060
738,406
800,095
933,288
1,009,135
937,840
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
472
Summary
City's sewer system.

The Sewer Fund is used for the accounting of revenues collected for sewer services. City staff currently operates the City of Woodlake Waste Water Treatment Facility (WWTF). City staff maintains and operates the facility, which currently runs at about fifty percent of its capacity. The collected Sewer fees are used to repay the debt incurred in order to construct the WWTF, as well as day-to-day maintenance,operations and upgrades of the Fund Highlights
Actual Revenue vs Actual Expense 5 Year Comparative
The Sewer Fund has continued to deliver key infrastructure project(s) citywide. Sewer was recently expanded into the Industrial Park and soon sewer improvements will be done to increase capacity and rehabiliate old sewer lines.

These improvements will allow the City to continue with much needed residential, commercial and industrial development.

The City of Woodlake city-wide sewer project will help allevaite flow off the City's main trunk line on Valencia Blvd, rehab old lines and create capacity for future housing, commercial, and industrial development in the City of Woodlake. 2,175,462
2,666,280
3,435,640
9,656,954
3,990,000
2,412,113 2,143,549
2,665,280
10,041,874
4,653,339
0 2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
473
062.0304.000.029 Interest Income 13,600 44,791 18,027 15,000 10,000 062.0305.000.077 Grant Revenues 194,041 239,547 1,519,209 7,516,954 2,000,000 062.0306.000.076 Orchard Revenues - - - - -
062.0307.000.069 Reimbursement & Refunds - - 87,217 - - 062.0362.000.034 Gain on Sale of Assets 19,387 282,044 - - - 062.0362.000.086 Service Charges 1,637,197 1,661,813 1,648,944 1,750,000 1,775,000 062.0362.000.087 Septic Receiving 33,769 30,645 37,615 75,000 75,000 062.0362.000.100 Sewer - Collection Fee 62,311 86,963 26,605 65,000 40,000 062.0362.000.101 Sewer - Treatment Fee 215,157 320,478 98,023 235,000 90,000 2,175,462 2,666,280 3,435,640 9,656,954 3,990,000
5 Year Revenue Comparative
FY 21 / 22 Actual FY 22 / 23
Actual
Revenue By Source
Total Sewer Fund
FY 23 / 24
Actual
FY 24 / 25
Budget G/L Number Name FY 25/ 26 Budget
Sewer (062)
Revenues
10,000
2,000,000 1,775,000
75,000
40,000 90,000 Interest Income Grant Revenues Orchard Revenues Reimbursement & Refunds
Gain on Sale of Assets
Service Charges
Septic Receiving
Sewer - Collection Fee
Sewer - Treatment Fee
2,175,462
2,666,280
3,435,640
9,656,954
3,990,000
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Sewer Fund
City of Woodlake | Budget Book 2026
474
062.0462.050.001 Regular Salaries 517,129 462,982 512,593 520,000 564,377 062.0462.050.002 Part-Time Wages 473 - - - -
062.0462.050.003 Overtime 8,894 8,210 4,196 5,000 5,000 062.0462.050.004 Salaries, Holiday Pay 18,987 19,588 20,951 25,000 26,000 062.0462.050.005 Standby Pay 3,540 3,815 3,250 3,500 2,760 062.0462.050.006 Retirement Plan 252,932 (96,717) 90,454 128,000 128,038 062.0462.050.007 Workers Compensation 43,648 37,692 43,365 55,000 58,038 062.0462.050.008 Health Insurance 100,278 98,751 127,188 115,000 107,270 062.0462.050.009 Unemployment Insurance - - - - -
062.0462.050.011 Uniform Allowance 5,540 6,494 6,750 6,000 6,500 062.0462.050.014 Medicare 7,400 7,343 7,701 7,500 8,289 062.0462.050.015 Automobile Allowance 2,867 3,224 4,550 6,000 3,150 062.0462.050.018 Deferred Compensation 7,428 6,392 6,355 6,500 19,620 969,115 557,775 827,352 877,500 929,042
062.0462.060.020 Telephone 4,910 5,936 6,477 6,500 6,600 062.0462.060.021 Utilities 92,132 90,546 115,377 120,000 125,000 062.0462.060.022 Postage 5,288 1,303 8,751 6,500 6,500
062.0462.060.023 Office Supplies 1,516 681 364 1,000 1,000 062.0462.060.024 Auditing Services 18,049 19,487 9,117 15,000 15,000 062.0462.060.025 Legal Services 460 14,034 945 1,000 100 062.0462.060.026 Insurance & Bonding 49,164 - - - -
062.0462.060.027 Insurance & Bonding - 50,000 85,523 75,000 75,000 062.0462.060.028 Contractual Services 115,944 243,178 228,842 185,000 200,000 062.0462.060.029 Special Department Expense 132,473 101,691 157,868 100,000 125,000 062.0462.060.030 Travel - - - 500 1,000
062.0462.060.032 Vehicle Maintenance 29,925 31,139 38,227 38,000 35,000 062.0462.060.037 Training 3,989 346 - 500 -
062.0462.060.038 Memberships - - 110 500 -
062.0462.060.042 Lease Payment - - - - -
062.0462.060.045 Gain/Loss on Asset Sales - - - - -
062.0462.060.046 Orchard Expense 8,276 3,240 2,715 1,500 - 062.0462.060.065 Interest Expense 6,746 2,679 1,978 150 2,000 062.0462.080.029 Sewer Vehicles - 12,066 - - -
062.0462.080.051 Capital Outlay - Equipment - - - 92,217 50,000 062.0462.080.052 Capital Outlay - Land - - - - -
062.0462.080.053 Capital Outlay - Infrastructure - - - 7,516,954 2,000,000 062.0462.080.054 Capital Outlay - Sewer Plant - - 28,973 1,000 5,000 062.0462.080.066 Capital Outlay - Large Infrastructure - - - - 062.0462.085.898 Principal on USDA Loan - - - - -
062.0462.085.899 Interest on USDA Loan 239,224 235,373 227,937 224,053 217,618 062.0462.100.101 Costs Applied - Maint Shop 33,882 34,139 39,035 38,000 23,868 062.0462.100.102 Costs Applied - Non-Department 108,784 135,642 142,660 160,000 93,154 062.0462.120.999 Transfer Out - - - -
062.0462.199.061 Depreciation Expense 592,234 604,295 743,030 582,000 741,457 062.0462.120.999 Transfer to Capital Fund - - - -
1,442,998 1,585,775 1,837,928 9,164,374 3,724,297
2,412,113 2,143,549 2,665,280 10,041,874 4,653,339
Sewer (062)
Expenditures
Total Sewer Fund
Total Salaries and Wages
Services and Supplies
Total Services and Supplies
Salaries and Wages
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
City of Woodlake | Budget Book 2026
475
Expenditures by Expense Type
5 Year Expenditure Comparative
929,042
3,724,297
Salaries and Wages Services and Supplies
969,115
557,775 827,352 877,500 929,042
1,442,998
1,585,775 1,837,928
9,164,374
3,724,297
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
476
The Water Fund is used for the accounting of revenues collected for services. City staff currently operates the City of Woodlake water system. The system consist of seven wells along the St. Johns River. The Water fees collected from City residents and businesses fund the day-to-day operations of the system as well as any necessary maintenance, repairs and upgrades.

City of Woodlake water storage tank
Summary
Actual Revenue vs Actual Expense 5 Year Comparative
Fund Highlights
The Water Fund has had many recent upgrades to its system. Those upgrades include water meters, chlorinators, sand seperators, SCADA and the addition of two new wells. The City is now working on grants that would allow for the water system to increase its pumping and storage capacity. 1,362,521
1,507,269
1,335,715
1,514,800
1,445,000
1,756,132
1,440,032
1,724,182
1,772,893 1,815,346
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
477
063.0304.000.029 Interest Income - 2,270 5,797 4,500 3,000 063.0305.000.077 Grant Revenues - - - - -
063.0307.000.069 Reimbursement & Refunds - - - - -
063.0363.000.086 Service Charges 1,189,079 1,237,587 1,217,674 1,300,000 1,325,000 063.0363.000.089 Installation 19,782 28,036 9,530 26,000 20,000 063.0363.000.090 Services Provided to Others - - 100 - - 063.0363.000.091 Retail Water Sales 11,317 17,553 7,691 1,600 1,000 063.0363.000.092 Penalties 13,842 36,479 34,363 35,000 30,000 063.0363.000.093 Turn on/off Charges 3,050 5,500 10,000 7,500 5,500 063.0363.000.094 Reconnection Fee - 50 35 100 500
063.0363.000.102 Water Impact Fee 125,451 179,794 50,625 140,000 60,000 063.0363.000.999 Transfer In - - - - -
1,362,521 1,507,269 1,335,715 1,514,800 1,445,000
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget
FY 22 / 23
Actual
Revenues
Revenue By Source
Total Water Fund
Water (063)
G/L Number Name FY 21 / 22
Actual
3,000
1,325,000
20,000
1,000
30,000 5,500 500 60,000
Interest Income Grant Revenues Reimbursement & Refunds Service Charges Installation Services Provided to Others Retail Water Sales Penalties Turn on/off Charges Reconnection Fee Water Impact Fee Transfer In City of Woodlake | Budget Book 2026
478
5 Year Revenue Comparative
1,362,521
1,507,269
1,335,715
1,514,800
1,445,000
1,000,000
1,100,000
1,200,000
1,300,000
1,400,000
1,500,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Water Fund
City of Woodlake | Budget Book 2026
479
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City of Woodlake | Budget Book 2026
480
063.0463.050.001 Regular Salaries 409,319 375,855 431,881 400,000 515,453 063.0463.050.002 Part-Time Wages - - - - -
063.0463.050.003 Overtime 6,525 4,774 6,223 10,000 10,000 063.0463.050.004 Salaries, Holiday Pay 15,743 16,730 17,681 19,000 20,000 063.0463.050.005 Standby Pay 3,490 3,765 3,250 3,500 2,340 063.0463.050.006 Retirement Plan 217,292 (64,460) 92,276 108,000 112,538 063.0463.050.007 Workers Compensation 36,563 31,606 36,400 48,000 31,958 063.0463.050.008 Health Insurance 72,447 71,966 92,814 90,000 86,667 063.0463.050.009 Unemployment Insurance - - - - -
063.0463.050.011 Uniform Allowance 624 2,419 2,235 3,000 1,188 063.0463.050.014 Medicare 5,830 6,061 6,593 6,800 7,571 063.0463.050.015 Automobile Allowance 2,867 3,223 4,550 6,500 3,150 063.0463.050.018 Deferred Compensation 6,107 5,963 5,958 5,200 18,000 776,806 457,902 699,860 700,000 808,865
063.0463.060.020 Telephone 4,013 4,686 5,540 4,900 5,500 063.0463.060.021 Utilities 139,455 92,163 133,024 150,000 150,000 063.0463.060.022 Postage 5,288 1,303 8,707 6,500 7,500
063.0463.060.023 Office Supplies 1,516 120 - - 1,000
063.0463.060.024 Auditing Services 17,852 19,487 19,640 13,500 18,000 063.0463.060.025 Legal Services - - - 5,000 1,000
063.0463.060.028 Contractual Services 74,782 118,090 109,700 125,000 125,000 063.0463.060.029 Special Department Expense 121,550 114,527 93,787 110,000 90,000 063.0463.060.030 Training - - - - 1,000
063.0463.060.032 Vehicle Maintenance 24,555 25,082 33,257 30,000 30,000 063.0463.080.029 Water Vehicles - - - - -
063.0463.080.051 Capital Outlay - - - - -
063.0463.080.059 SCADA - - - - -
063.0463.085.899 Interest - USDA Loan 98,999 96,845 94,634 92,993 90,685 063.0463.100.101 Costs Applied - Maint Shop 22,265 22,434 25,652 25,000 15,684 063.0463.100.102 Costs Applied - Non-Department 83,187 102,385 109,093 125,000 80,371 063.0463.120.999 Transfer Out - - - - -
063.0463.199.061 Depreciation 385,864 385,007 391,288 385,000 390,742 979,326 982,130 1,024,322 1,072,893 1,006,481
1,756,132 1,440,032 1,724,182 1,772,893 1,815,346
Salaries and Wages
Total Salaries and Wages
Services and Supplies
Total Services and Supplies
Water (063)
Expenditures
FY 21 / 22
Actual
FY 22 / 23
Actual
FY 23 / 24
Actual
FY 24 / 25
Budget
FY 25/ 26
Budget G/L Number Name
Total Water Fund
City of Woodlake | Budget Book 2026
481
Expenditures by Expense Type
5 Year Expenditure Comparative
808,865
1,006,481
Total Salaries and Wages Total Services and Supplies
776,806
457,902
699,860 700,000
808,865
979,326 982,130
1,024,322 1,072,893
1,006,481
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Salaries and Wages Total Services and Supplies
City of Woodlake | Budget Book 2026
482
The City of Woodlake Industrial Sewer Project extended sewer services to the Industrial Park and adjacent residential neigborhoods such as Grenwood which is an 133 single family home subdivision. into the Industrial Park, citywide stormwater lines, and in the future will help fund a 20-acre stormwater basin off Ropes Ave and a citywide sewer capacity upgrade.

Actual Revenue vs Actual Expense 5 Year Comparative
Fund highlights
The Capital Facilities Fund has funded recent projects such as the addition of Well(s) No. 13 and 14, sewer expansion Summary
The Capital Facilities Fund is used for the accounting of revenues collected from development impact fees. The fees are assessed on all new development to help fund and pay for necessary offsite capital improvements that are created by the expansion. The City charges these fees for the improvement of storm drainage, parks and recreation, sewer collection and treatment, and water facilities.
14,566
5,050
0 5,000
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Revenue Total Expenditures
City of Woodlake | Budget Book 2026
483
080.0304.000.029 Interest Income - - 50 50
080.0304.000.082 Loan Proceeds - - - - -
080.0304.000.998 Transfer In - - - - -
080.0380.000.096 Storm Drain Acreage Fees - - - - -
080.0380.000.097 Park and Recreation Fees - - - 14,516 5,000 080.0380.000.100 Sewer Collection Fees - - - - -
080.0380.000.101 Sewer Treatment Fees - - - - -
080.0380.000.102 Water Facilities Fees - - - - -
- - - 14,566 5,050
5 Year Revenue Comparative
Total Capital Facilities Fund
Capital Facilities Fund (080)
Revenues
G/L Number Name FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget FY 22 / 23 Actual FY 21 / 22 Actual
Revenue By Source 50 5,000
Interest Income Loan Proceeds Transfer In Storm Drain Acreage Fees Park and Recreation Fees Sewer Collection Fees Sewer Treatment Fees Water Facilities Fees 14,566
5,050
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Capital Facilities Fund
City of Woodlake | Budget Book 2026
484
080.0480.080.511 Storm Drainage - - - - -
080.0480.080.512 Parks and Rec. Facilities - - - - 5,000 080.0480.080.514 Water Facilities - - - - -
080.0480.080.516 Sewer Facilities - - - - -
080.0480.600.999 Transfer Out - - - - -
Total Capital Facilities Fund - - - - 5,000
Expenditures by Expense Type
5 Year Expenditure Comparative
Capital Facilities (080)
Expenditures
FY 22 / 23
Actual
FY 21 / 22
Actual G/L Number Name FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget 5,000
Storm Drainage Parks and Rec. Facilities Water Facilities Sewer Facilities Transfer Out -
5,000
-
1,000
2,000
3,000
4,000
5,000
6,000
FY 21 / 22 Actual FY 22 / 23 Actual FY 23 / 24 Actual FY 24 / 25 Budget FY 25/ 26 Budget Total Capital Facilities Fund
City of Woodlake | Budget Book 2026
485
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City of Woodlake | Budget Book 2026
486
Because City employees divide their work between departments, labor costs are allocated to each department. The labor percentages below are based on the estimated workload for Fiscal Year 2024-25.

City City Assistant Acct II/III Account Account CPD CDD CSD PW Admin. Clerk FD Clerk II Clerk II Super.

General Administration 10% 10%
City Clerk 40%
Finance 10% 20% 45% 10% 10%
Public Works Administration 20% 10%
Police 5%
Planning and Zoning 10% 15% 5%
Measure R 60% 5%
Building Inspection 5%
Maintenance Shop 5%
Parks and Recreation 10.0% 5%
Streets 5%
Lighting and Landscaping 20%
HOME 0.50% 0.50%
Airport
Stormwater 5%
Refuse 10% 10% 9.5% 5% 25% 25% 10% 5% 5%
Sewer 35% 20% 35% 25% 35% 35% 40% 30% 5% 20%
Water 35% 20% 35% 25% 30% 30% 40% 30% 10% 20%
Totals 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% WWTP Bldg Water PW WWTP Parks Water PW PW PW PW
Operator Inspector Operator Mechanic Op. 2 Sup Op. 1 Maint Maint Maint Maint Measure R 10% 100% 35% 15% 20%
Building Inspection 40% 10%
Maintenance Shop 50%
Parks and Recreation 15% 10% 10%
Streets 15% 10%
Lighting and Landscaping 30% 15% 15% 10%
Airport 5%
Stormwater 5% 5%
Refuse
Sewer 100% 25% 10% 25% 65% 25% 15% 25% 45% 30%
Water 25% 90% 25% 25% 60% 5% 20% 30% 30%
Totals 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Labor Distribution
Public Works
Administration
City of Woodlake | Budget Book 2026
487
Certain charges are not directly made to a specific department. These charges generally benefit the entire organization. Therefore, we distribute non-departmental and maintenance on a percent of budget basis, meaning each department is charged proportionally based on its budget.

Percentage
budget
General Administration 2.1%
City Clerk 1.4%
Finance 3.6%
Planning 1.6%
Police 50.1%
Building Inspection 1.8%
Public Works Administration/Engineering 1.5%
Maintenance Shop 1.4%
Parks 1.0%
Streets, Lights, Storm Drains 0.9%
Refuse 2.7%
Sewer Fund 17.1%
Water Fund 14.8%
Totals 100%
Percentage
Building Inspection 2%
Parks 5%
Police 30%
Streets, Lights, Storm Drains 5%
Sewer Fund 35%
Water Fund 23%
100%
Percentage
Fund 022 (TDA - Streets) 100%
Fund 020 (Gas Tax - Streets) 0%
Totals 100%
Streets
Maintenance Shop

COSTS APPLIED
Non-Departmental
Totals
City of Woodlake | Budget Book 2026
488
Mayor Rudy Mendoza (2025-2028)
Vice Mayor Frances Ortiz (2023-2026)
Council member Jose Martinez (2025-2028)
Council member Misty Wallace (2023-2026)
Council member Memo Valero (2023-2026)
City Administrator Ramon Lara
City Clerk Irene Zacarias
Chief of Police Mike Marquez
Community Development Director Emmanuel Llamas
Community Services Director Jennifer Reynolds
Contract City Attorney Mario Zamora

CITY OF WOODLAKE

PRINCIPAL OFFICIALS
Elected City Council
Appointed City Management
City of Woodlake | Budget Book 2026
489
City Departments
Litigation Citywide Project Mgmt. City Council
Legal Advisor Public Relations Personnel Services
Budget Development Records Management
Budget Monitoring Administration
Master Fee Schedule Citizens' Oversight Committee
Planning Commission
Recruitment & Exam
Job & Salary Analysis
Human Resources
Risk Management
Training
Labor Relations
Employee Benefits
Patrol & Crime Suppression Community Center Community Revitalization Capital Proj. Management Investigative Services Studio Downtown Revitalization Private Development Mgmt.

Graffiti Abatement Park Facilities Economic Development Engineering Services Special Operations Recreational Fields Fleet Management Facilities Management Administration Botanical Garden Airport Operations Lighting & Landscaping Animal Control Trails Airport Projects Mgmt. Material Procurement Abandoned Vehicle Social Media and Website Code Enforcement Abatement Parks and Recreation Cannabis
Code Enforcement Community Events Planning/Land Use
Management
Development Review
Housing
Neighborhood Revitalization
Lighting and Landscaping
Financial Reporting/Grants Building & Safety HOME Program Street Maintenance Accounting Inspection CDBG Program Parking Services
Business Tax/Permits Water Production, Cal Home Program ADA Citywide Program Purchasing Quality & Delivery Streets and Roads Program CDBG Monitoring & Recycling Program
Administration Wastewater & Sewer
Independent Audit Management
Information Technolgy Stormwater
Utility Billing & Collection Quality & Delivery
City of Woodlake
Organization Chart
July 1, 2025
Citizens of Woodlake
Mayor and City
Council
City
Administrator/
Accounting and
Finance
Contract City
Attorney City Clerk
Community
Development and
Planning
Capital Projects and
Engineering
Police Community Services,
Parks and Recreation
Transportation Public Works and
Utilities
City of Woodlake | Budget Book 2026
490

A B C D E
City Administrator 15,590
Community Development Director 10,323 10,839 11,381
Capital Projects Director 9,451 9,924 10,420
Assistant Finance Director 8,227 8,639 9,071
Community Services Director 8,227 8,639 9,071
City Clerk 6,134 6,748 7,423
Accountant III 5,856 6,457 7,119
Clerk II 3,853 4,046 4,248 4,461 4,684
Clerk I 3,350 3,518 3,694 3,878 4,072
Chief of Police 11,815 12,406 13,026
Police Lieutenant 9,063 9,516 9,992
Police Sergeant 6,659 6,992 7,342 7,709 8,094
Police Officer 5,218 5,478 5,752 6,040 6,342
Administrative Supervisor 4,728 4,964 5,213 5,473 5,747 Public Works Manager 6,743 7,417 8,159
Chief Waste Water Operator 6,327 6,959 7,655
Chief Water Operator 5,967 6,563 7,220
Bldg Inspector 5,772 6,364 7,016
5,330 5,877 6,479
Water/Sewer Operator II 4,765 5,004 5,254 5,517 5,792
Mechanic 4,591 4,821 5,062 5,315 5,581
Water/Sewer Operator I 4,338 4,554 4,782 5,021 5,272
Maintenance Worker II 4,195 4,405 4,625 4,857 5,099
Maintenance Worker I 3,589 3,769 3,957 4,155 4,363
Extra Help $17 - $27 an hour depending on assigned duties. * Employees pay their contribution to Calpers
Parks and Recreation Supervisor
City of Woodlake | Budget Book 2026
491
City of Woodlake

AGENDA ITEM V-E
June 23, 2025
Prepared by Ramon Lara, City Staff
SUBJECT:

Information: City of Woodlake Capital Project Updates
BACKGROUND:

The City of Woodlake has many capital projects in multiple phases of development. To keep the Council and public informed, it regularly reports on these projects at scheduled public meetings.

DISCUSSION:

Capital projects citywide are in motion to prepare the City to meet its current and future needs.

Key projects in infrastructure over the past few years have allowed the City of Woodlake to grow responsibly with the addition of parks, recreational facilities and utility improvements.

RECOMMENDATIONS:

None
FISCAL IMPACT:

None
ATTACHMENTS:

None
492
City of Woodlake Capital Project Updates
June 23, 2025
493
Citywide Sewer
Project (2025)
Items left, to complete the
project:

Structures and equipment at
WWTP to accept new main line.

Connection of 15” and 10 “ that
go under the Wutchumna Ditch.
494
Citywide Sewer
Project (2025)
New main line connections at
Ropes Ave. and Valencia Blvd,
Palm St. and Naranjo Blvd and
Palm St. and Bravo Ave.

Mulberry St. and Wutchumna
Ave. manhole and mainline
realignment.
495
Citywide Sewer
Project (2025)
Paving of areas that were
disturbed during construction
Project to be completed by
August 2025.
496
Naranjo Boulevard
Clean CA Project (2025)
Entrance, parking, lighting and
landscaping near Garden and Park.

Curb, gutters, storm drain, sidewalks
and streetlights on Naranjo Blvd.

Projects is in construction. To be
completed by October 2025.
497
Naranjo Boulevard
Clean CA Project
(2025)
ADA and pedestrian improvements
adjacent to the Woodlake Fire
District.

The improvements will connect the
District to the downtown, park and
garden.
498
Naranjo Boulevard
Clean CA Project
(2025)
Pedestrian pathways from City
Park to the new plaza are
being made.

Underground for lighting is
now complete.
499
Naranjo Boulevard
Clean CA Project
(2025)
City staff continues to work
through uncertainties as the
project moves along.

A high-water table and soil
saturation has created some
issues.
500
Naranjo Boulevard
Clean CA Project
(2025)
The 24” culverts will connect in
junction boxes on each side of
Naranjo Blvd. and feed into the
City’s stormwater main 60” line.

Utilities have created some
complexities for the project.
501
Naranjo Boulevard
Clean CA Project
(2025)
The three 24“ culverts will move
water from the City park and Olive
Ln. to the 60” line under the garden.

Connections points will also be
made with street improvements to
alleviate flooding on Naranjo Blvd.
502
Naranjo Boulevard
Clean CA Project
(2025)
Additional accommodations have
been made to deal with the highwater table and soil saturation.

Felt and base rock have been added
to meet compaction in some areas
around the project.
503
Naranjo Boulevard
Clean CA Project
(2025)
Once street improvements are
completed the public will have
greater pedestrian access and public
parking.

Lighting will also enhance the area
in the evening while increasing
safety.
504
Cajon Roundabout
(2025)
The 5 legged roundabout at Cajon
and Valencia Blvd. will fix a
dangerous intersection and make it
pedestrian friendly.

Project design is at 100 percent.

Project to be bid in fall of 2025.
505
Woodlake Civic
Center (2025)
The new Civic Center will house City
Hall and the Woodlake Police
Department.

The building plans for the project have
been approved. Civil plans are nearing
completion.

Project to be bid in August of 2025.

Demolition of the current structures
has begun.
506
Antelope Creek
Park (2025)
Project design is at 90 percent.

Project to be bid in fall of 2025.

The current park cost estimate is
over 20 million dollars. City staff has
been working on ways to bring the
budget down to the original budget
of 12 million dollars.
507
Antelope Creek
Park (2025)
City staff recommends the following
changes to bring the project back
within budget:

Minimizing the number of arbors
and the pavilion that can later be
installed by City staff.
508
Antelope Creek
Park (2025)
Minimizing the number of shade
structures within the pickleball
courts and dog park.
509
Antelope Creek
Park (2025)
Minimizing the amount of workout
equipment and areas throughout
the park.
510
Antelope Creek
Park (2025)
Minimizing the size of the joint:
restrooms, storage and concession
stand.
511
Antelope Creek
Park (2025)
Reducing the planting density in the
demonstration gardens.

Reducing the amount of educational
signage.
512
Antelope Creek
Park (2025)
Reducing the size of the skate area
and pump track.
513
Mulberry
Roundabout
(2026)
The roundabout at Mulberry St. and
Naranjo Blvd. will slow down traffic
when entering the City, while
enhancing an intersection that will
feed commercial and residential
development.

Project design is at 60 percent.

Project to be bid in summer of 2026.
514
Ropes Stormwater
Basin (2025/2026)
The 20 acre basin is fully designed.

The basin would take in water from
the east and south side of the City.

The City is looking at funding
options for the construction of the
project.
515
Future Projects
Sequoia Safe Routes to School Project
– currently in design with right-of-way
set to begin.

Kaweah Stormwater Project – currently in design. Looking for funding options.

Olive Lane Stormwater Project – currently in design. Looking for funding options.
516