City Council

LODI CITY COUNCIL - AGENDA - Special Meeting Date: September 10, 2025 SPECIAL Time: 2:00 p.m. Carnegie Forum 305 W. Pine Street, Lodi Mayor Cameron Bregman Mayor Pro Tempore Ramon Yepez Councilmember Lisa Craig-Hensley Councilmember Mikey Hothi Councilmember Alan Nakanishi Notice Regarding Public Comments Public Comment may be submitted in the following ways: • In-person • Email – councilcomments@lodi.gov > Received no later than two hours prior to the meeting • Mail – City Clerk’s Office, P.O. Box 3006, Lodi, CA 95241 • Hand delivered to: City Clerk’s Office, 221 W. Pine Street, Lodi, CA 95240 > Received no later than two hours prior to the meeting Public comment received via email, mail, or hand delivery will be provided to the City Council and included in the official minutes record of the meeting, but will not be read aloud at the meeting. A. Call to Order / Roll Call B. Public Hearing Res. B.1 Public Hearing to Consider Adopting a Resolution Approving the 2024-25 Community Development Block Grant Consolidated Annual Performance and Evaluation Report (CD) Attachments: Attachment 1 - CAPER Attachment 2 - Resolution C. Adjournment Pursuant to Section 54954.2(a) of the Government Code of the State of California, this agenda was posted at least 24 hours in advance of the scheduled meeting at a public place freely accessible to the public 24 hours a day. ______________________________ Olivia Nashed City Clerk Page 1 of 2 1 City Council - Special AGENDA September 10, 2025 ----------------------------------------------------------------------------------------------------------------------------------------------------- All staff reports or other written documentation relating to each item of business referred to on the agenda are on file in the Office of the City Clerk, located at 221 W. Pine Street, Lodi, and are available for public inspection. Agendas and staff reports are also posted on the City’s website at www.lodi.gov. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and the federal rules and regulations adopted in implementation thereof. To make a request for disability-related modification or accommodation contact the City Clerk’s Office as soon as possible and at least 24 hours prior to the meeting date. Language interpreter requests must be received at least 24 hours in advance of the meeting to help ensure availability. Contact Olivia Nashed at (209) 333-6702. Solicitudes de interpretación de idiomas deben ser recibidas por lo menos con 24 horas de anticipación a la reunión para ayudar a asegurar la disponibilidad. Llame a Olivia Nashed (209) 333-6702. ----------------------------------------------------------------------------------------------------------------------------------------------------- Meetings of the Lodi City Council are telecast on SJTV, Channel 26. The City of Lodi provides live and archived webcasts of regular City Council meetings. The webcasts can be found on the City's website at www.lodi.gov by clicking the meeting webcasts link. Members of the public may view and listen to the open session of this meeting at www.facebook.com/CityofLodi/. ----------------------------------------------------------------------------------------------------------------------------------------------------- Page 2 of 2 2  AGENDA ITEM B.1 COUNCIL COMMUNICATION AGENDA TITLE: Public Hearing to Consider Adopting a Resolution Approving the 2024-25 Community Development Block Grant Consolidated Annual Performance and Evaluation Report (CD) MEETING DATE: September 10, 2025 PREPARED BY: Jennifer Rhyne, Neighborhood Services Manager RECOMMENDED ACTION: Public Hearing to consider adopting a resolution approving the 2024-25 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER). BACKGROUND INFORMATION: A public hearing is required as part of the federal requirements under the U.S. Department of Housing and Urban Development (HUD) for the Community Development Block Grant (CDBG) program. The 2024-25 CAPER describes the programs and activities accomplished during the City’s 2024-25 program year, which is from July 1, 2024 to June 30, 2025. The City received $625,615 in CDBG entitlement program year funds. In May 2024, the City adopted its 2024-25 Annual Action Plan (AAP). The AAP identifies the project and programs selected to implement strategic plan goals during the 2024-25 program year. In the 2024 -25 program year, the first year of implementing its five-year 2024-2028 Consolidated Plan, the City made progress toward reaching six of the six goals listed in the Consolidated Plan. Goals were met through the program outcomes and by conducting program planning for future projects and activities. The strategic plan section of the five-year Consolidated Plan identified six goals. This past year’s activities resulted in addressing all six of the established goals, which are listed below: 1. Improve Public and Community Facilities 2. Preserve and Increase Affordable Housing 3. Support Critical Public Services 4. Encourage Fair Housing Practices 5. Reduce Homelessness 6. Planning and Administration The public review and comment period for the draft CAPER began August 26, 2025, and ends on September 10, 2025, at 5:00 p.m. Staff will gather any public comments received during the review and comment period as well as during the public hearing and add to the CAPER prior to submission to HUD. Staff recommends City Council consider adopting a resolution approving the 2024-25 CAPER and authorizing the submission to HUD. City of Lodi Page 1 of 2 Printed on 9/8/2025 powered by Legistar™ 3 COUNCIL COMMUNICATION Attachments: 1. Consolidated Annual Performance and Evaluation Report 2. Resolution STRATEGIC VISION: 8B. Public Well-Being: Partner with other entities to provide outreach, education and activities to engage diverse cultures and communities. FISCAL IMPACT: Not applicable. FUNDING AVAILABLE: Not applicable. City of Lodi Page 2 of 2 Printed on 9/8/2025 powered by Legistar™ 4  CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The 2024 program year marked the first year of the City of Lodi’s implementation of the 2024–2028 Community Development Block Grant (CDBG) Consolidated Plan, which was amended on May 1, 2024. Throughout this year, the City carried out a range of CDBG- funded projects and programs aimed at fulfilling the Strategic Plan goals. These activities were implemented by City staff, contractors, and subrecipients, and collectively addressed all six goals outlined in the Consolidated Plan. The City made significant progress in improving public and community facilities by renovating and modernizing spaces that serve social service and public needs. Efforts to preserve and increase affordable housing were advanced through rehabilitation of existing housing stock and partnerships to support new development. Critical public services were supported by funding local nonprofits and social service providers that deliver essential resources to vulnerable populations. The City also encouraged fair housing practices by promoting education, outreach, and enforcement efforts in collaboration with its partners. In addressing homelessness, the City provided support for shelter operations and services aimed at housing stability. Finally, planning and administration activities ensured that CDBG funds were effectively managed and aligned with federal requirements, enabling the City to maintain program integrity and strategic oversight. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals. Project / Strategic Plan Unit of 2024 2024 % Funding Goal Outcome Indicator Activity Goal Measure Goal Actual Comp. Planning and Administrative activity with no All $102,000.00 N/A N/A N/A N/A Administration direct beneficiaries Improve Public and $255,615.00 39,000 20,000 51.28% Community Facilities 5  Public Facility or Infrastructure Improve Public PF Graffiti Activities other than Persons and Community $15,000.00 20,000 20,000 100% Abatement Low/Moderate Income Housing Assisted Facilities Benefit Public Facility or Infrastructure Improve Public PRCS Office- Activities other than Persons and Community $240,615.00 19,000 0 0% Shop ADA Low/Moderate Income Housing Assisted Facilities Benefit Preserve and Increase $160,000.00 52 0 0% Affordable Housing Preserve and Salas Park Increase Families $160,000.00 Rental units constructed 52 0 0 Senior Affordable Assisted Housing Support Critical $60,000.00 24,226 24,444 101% Public Services Public Service Activities other PS Graffiti Support Critical Persons $15,000.00 than Low/Moderate Income 20,000 20,000 100% Abatement Public Services Assisted Housing Benefit Public Service Activities other LOEL Meals on Support Critical Persons $10,000.00 than Low/Moderate Income 96 98 102% Wheels Public Services Assisted Housing Benefit Community Public Service Activities other Partnership for Support Critical Persons $25,000.00 than Low/Moderate Income 630 643 102% Families of San Public Services Assisted Housing Benefit Joaquin Public Service Activities other Second Harvest Support Critical Persons $10,000.00 than Low/Moderate Income 3,500 3,703 106% Food Assistance Public Services Assisted Housing Benefit Encourage Fair Housing $18,000.00 1,231 985 80% Practices Encourage Fair Public Service Activities other SJFH Fair Households Housing $18,000.00 than Low/Moderate Income 1,231 985 80% Housing Assisted Practices Housing Benefit Reduce $30,000.00 515 520 101% Homelessness Public Service Activities other Reduce Persons Prevail Propel $10,000.00 than Low/Moderate Income 50 18 36% Homelessness Assisted Housing Benefit Public Service Activities other SA Hope Reduce Persons $20,000.00 than Low/Moderate Income 465 502 108% Harbor OPS Homelessness Assisted Housing Benefit Table 1 - Accomplishments – Program Year & Strategic Plan to Date 6 Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. The City ultimately funded a range of activities that advanced goals identified in the Consolidated Plan: improving public and community facilities, preserving and increasing affordable housing, supporting critical public services, encouraging fair housing practices, reducing homelessness, and maintaining effective planning and administration. Funded programs included fair housing services through SJFH, food assistance via Second Harvest, youth and family outreach through PREVAIL’s PROPEL Program, senior nutrition support from LOEL’s Meals on Wheels, and shelter operations at The Salvation Army’s Hope Harbor. Additionally, the City supported the predevelopment of Salas Park Senior Affordable Housing, a major step toward increasing housing options for very low- income seniors and veterans. 7 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White 3,118 Black or African American 135 Asian 78 American Indian or American Native 58 Native Hawaiian or Other Pacific Islander 10 Total 4,744 Hispanic 1,922 Not Hispanic 2,822 Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative In PY2024, the City assisted 4,744 households: 3,118 White families with 1,060 identifying as Hispanic; 135 Black or African American families with 42 identifying as Hispanic; 78 Asian families with 28 identifying as Hispanic; 58 American Indian or American Native families with 12 identifying as Hispanic; and 10 Native Hawaiian or Other Pacific Islander families with 4 identifying as Hispanic. An additional 1,776 families of various or unspecified racial backgrounds were assisted, with 776 identifying as Hispanic. 8 CR-15 - Resources and Investments 91.520(a) Identify the resources made available Resources Amount Expended Source of Source Made During Program Funds Available Year CDBG public - federal $675,615 $321,235.11 Other public - federal $0 $0 Table 3 - Resources Made Available Narrative During PY2024, the City made a total of $675,615 in federal resources available through the Community Development Block Grant (CDBG) Program. Of this amount, $321,235.11 was expended during the program year to support eligible activities and projects that align with CDBG objectives. No additional federal resources outside of the CDBG allocation were made available or expended during this period. This funding supported a range of initiatives aimed at improving community infrastructure, expanding access to services, and addressing the needs of low- and moderate-income residents. Identify the geographic distribution and location of investments Planned Actual Percentage Narrative Target Area Percentage of of Allocation Description Allocation CDBG Target Area 51 51 City-Wide Activity 49 49 RCAP/ECAP 45.02 0 0 Table 4 – Identify the geographic distribution and location of investments Narrative Areas of concentrated poverty generally have less private investment from financial institutions and less capital investment for beautification and construction initiatives. This generally results in the need for more assistance with projects that are intended to improve capital features in low-income areas. The capital improvement projects that will take place in the CDBG target area (i.e., funding Graffiti Abatement and the ADA improvements of PRCS office) are intended to mitigate the lack of investment for 9 improvements to low-income areas. CDBG funded activities willserve at least 70 percent low- to moderate-income persons. Most social service organizations offer their services citywide. Due to Lodi’s concentrated low-moderate income area, it is believed that the majority of recipients reside in the CDBG target area; however, for purposes of this calculation, the projects are considered citywide activities and are not included in the CDBG target area. Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. The CDBG Program does not impose formal matching requirements. However, when evaluating subrecipient applications and project proposals submitted to the City for CDBG funding each year, the presence of match funds is considered as a contributing factor in the decision-making process. 10 CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate- income, and middle-income people served. One-Year Goal Actual Number of Homeless households to be provided with affordable 0 0 housing units Number of Non-Homeless households to be provided with 0 0 affordable housing units Number of Special-Needs households to be provided with 0 0 affordable housing units Total 0 0 Table 5 – Number of Households One-Year Goal Actual Number of households supported through Rental Assistance 0 0 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 0 0 Number of households supported through Acquisition of Existing Units 0 0 Total 0 0 Table 6 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. During PY2024, progress was made on the CDBG-funded rehabilitation of Creekside as the Housing Authority with several draws occurring during program year, but has not yet been completed. City also awarded CDBG funds to Housing Authority’s Salas Park, which has predevelopment underway. Discuss how these outcomes will impact future annual action plans. The City remains committed to addressing housing needs by strategically allocating CDBG funds to initiatives that have the greatest impact on low- and moderate-income households. This includes improving access to economic opportunities, essential services, and public 11 infrastructure. In addition to direct CDBG investments, the City actively pursues alternative approaches to support affordable housing—such as preserving existing units through rehabilitation efforts, providing renter assistance programs, and developing transitional housing for individuals facing emergency or unstable living situations. Furthermore, the City continues to seek additional grant resources beyond CDBG funding to expand the development of affordable, transitional, and supportive housing options. These efforts reflect a comprehensive approach to meeting the diverse housing needs of the community and promoting long-term stability for vulnerable populations. Include the number of extremely low-income, low-income, and moderate-income people served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG Actual HOME Actual Extremely Low-income 0 0 Low-income 0 0 Moderate-income 0 0 Total 0 0 Table 7 – Number of Households Served Narrative Information In alignment with HUD requirements, the City of Lodi continues to prioritize CDBG funding for low- and moderate-income households and neighborhoods. For public infrastructure projects, the City applied an area benefit approach to determine population demographics, ensuring that improvements directly served low-income communities. To further address housing needs, the City actively seeks new resources to develop affordable, transitional, and permanent supportive housing units. In addition to constructing new housing, Lodi supports the preservation of existing affordable housing through rehabilitation efforts. A recent example includes funding awarded to Creekside Senior Apartments and Salas Park Apartments to maintain long-term affordability for senior residents. The City also continued its support of fair housing initiatives during the 2024 program year through funding to San Joaquin Fair Housing (SJFH). These programs assist individuals facing housing discrimination and landlord disputes, offering professional guidance and legal support. 12 SJFH’s renter helpline connects individuals with counselors and legal advisors to help resolve issues related to unfair housing practices. To address worst case housing needs, the City utilized allocations from other grant sources and did not rely on CDBG funds for these efforts. This strategic use of diverse funding streams allows Lodi to maximize its impact across a range of housing challenges while preserving CDBG resources for targeted community development priorities. 13 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless people (especially unsheltered persons) and assessing their individual needs The City of Lodi has made significant strides in meeting its objectives for reducing and ending homelessness, particularly through outreach to unsheltered individuals and assessing their individual needs. The City continues to collaborate with the Lodi Committee on Homelessness (LCOH), a multi-sector task force that includes City staff, elected officials, county agencies, service providers, residents, and other stakeholders. This group has been instrumental in shaping both short- and long-term strategies, culminating in the adoption of the 2020 San Joaquin Strategic Plan to address homelessness. The City actively participates in monthly committee and subcommittee meetings, integrating its outreach efforts with broader regional planning. Complementing these efforts, the City has allocated CDBG funding to several programs that enhance outreach and individualized support. The PREVAIL PROPEL program expands street outreach to homeless and at-risk youth and assisted 18 youths, while the Salvation Army’s Hope Harbor Shelter provides overnight accommodation and assessments for 502 individuals. Second Harvest Food Bank and LOEL’s Meals on Wheels program further support basic needs and build trust with vulnerable populations supporting over 3,700 persons in 2024. The City also maintains strong relationships with service providers, regularly seeking their input and encouraging their participation in public forums and City Council meetings. Addressing the emergency shelter and transitional housing needs of homeless people Residents of emergency shelters and transitional housing often require a range of supportive services—including rehabilitation programs, case management, medical evaluations, and stable living environments—to successfully transition into permanent housing. The City of Lodi has continued to prioritize these needs by investing in both immediate shelter solutions and long-term transitional housing infrastructure. While no new transitional housing units came online during the 2024 program year, the City made substantial progress toward expanding its capacity. The temporary Access Center, opened in July 2022, remains a cornerstone of the City’s emergency shelter strategy. It provides overnight accommodations for up to 49 individuals and serves 80–90 people daily with access to wraparound services. 14 In addition to infrastructure development, the City allocated CDBG funding to support emergency shelter operations. The Salvation Army’s Hope Harbor Shelter received funds to provide overnight shelter and meals to approximately 502 individuals experiencing homelessness. This program also includes intake assessments and referrals to transitional and permanent housing resources. The City’s continued collaboration with service providers and its active role in the Lodi Committee on Homelessness (LCOH) and the San Joaquin Continuum of Care (CoC) ensures that emergency and transitional housing efforts are informed by real-time data and community input. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City of Lodi has implemented a comprehensive strategy to help low-income and extremely low-income individuals and families avoid homelessness, with particular attention to those at risk of becoming homeless after discharge from publicly funded institutions or while receiving assistance from housing, health, and social service agencies. Through targeted CDBG investments and strategic partnerships, the City has supported programs that address both immediate needs and long-term stability. One of the City’s key initiatives is its support for the Community Partnership for Families of San Joaquin (CPFSJ) youth program, which promotes the mental, emotional, social, and educational well-being of Lodi’s youth. Many participants come from families experiencing multi-generational poverty, and the program helps break that cycle by offering educational mentoring, interpersonal communication skills, career mapping, and goal setting. By taking a holistic view of family health, CPFSJ strengthens the foundational stability of at-risk households, reducing the likelihood of future housing crises. CPFSJ assisted 643 persons in 2024-25. To address food insecurity—a major factor in housing instability—the City funded Second Harvest Food Bank’s food assistance program, which provides bulk food goods to local shelters and distributes food to families on the brink of homelessness. This support helps low-income households stretch limited resources and avoid displacement due to financial hardship. Similarly, the City funded LOEL Senior Center’s Meals on Wheels program, which delivers hot and cold meals tailored to the dietary needs of homebound seniors. In addition to nutritional support, the program provides daily wellness check-ins, helping seniors on fixed incomes manage medical expenses and maintain housing stability. LOEL assisted 98 seniors in 2024-25. 15 The City also maintains a strong partnership with The Salvation Army Lodi Corps, whose programs offer a wide range of services to low-income families and individuals. These include financial assistance, food boxes, job training, and the Hope Harbor Shelter, which provides overnight care, transitional living, and cold-weather shelter. The Salvation Army’s wraparound services—such as case management, daily hot meals, showers, clothing exchange, and pre-program support—are designed to stabilize individuals and prepare them for long-term rehabilitation and housing success. Again, The Salvation Army assisted 502 persons in 2024-25. Beyond CDBG-funded programs, the City has leveraged external resources to expand its impact. HEAP grant funds were used to develop four permanent supportive housing units, and the Housing Authority of the County of San Joaquin continues to provide Housing Choice Vouchers to eligible residents. These efforts reflect the City’s commitment to a coordinated, multi-agency approach that addresses the root causes of homelessness and supports individuals at critical transition points. Through these programs and partnerships, the City of Lodi is actively working to prevent homelessness by supporting vulnerable populations with essential services, stabilizing families at risk, and creating pathways to long-term housing security. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City of Lodi employs a range of coordinated strategies to assist homeless individuals and families, particularly those who are chronically homeless, families with children, veterans, and unaccompanied youth—in transitioning to permanent housing and independent living. These efforts focus on reducing the length of time individuals experience homelessness, facilitating access to affordable housing, and preventing recurrence. A key component of the City’s approach is its collaboration with the Lodi Committee on Homelessness (LCOH), which works closely with the City’s Homeless Liaison Officer—a dedicated position within the Lodi Police Department. This officer engages directly with individuals experiencing homelessness, connecting them to shelter, services, and resources tailored to their needs. Members of the LCOH also serve on the Continuum of Care (CoC) Board, with the City’s Neighborhood Services Manager participating in the CoC Strategic Planning Committee and co-chair of the CoC Shelter Committee. These 16 partnerships ensure that Lodi’s efforts are aligned with regional strategies and informed by real-time data, including participation in point-in-time counts. To support basic needs and reduce barriers to housing, the City continues to fund programs that provide food and essential services. The Second Harvest Food Bank, supported through CDBG funding, supplies food to local service providers who distribute it to individuals and families experiencing or at risk of homelessness. Access to healthy food not only improves physical well-being but also reduces financial stress, which can be a contributing factor to housing instability. The City also supports the LOEL Senior Center and The Salvation Army, both of which provide food assistance to extremely low- and very low-income residents. The Salvation Army’s Hope Harbor Shelter offers overnight care, transitional living, and supportive services such as case management, job training, and rehabilitation programs—all designed to help individuals stabilize and move toward permanent housing. For unaccompanied youth, the City funds the PREVAIL PROPEL program, which conducts street outreach and provides individualized support to help youth access housing and avoid chronic homelessness. Through these integrated efforts—combining outreach, emergency shelter, food assistance, transitional housing, and long-term planning, the City of Lodi is actively working to shorten the duration of homelessness, facilitate access to affordable housing, and prevent individuals and families from returning to homelessness. CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The City of Lodi continues to collaborate closely with the Housing Authority of the County of San Joaquin (HACSJ) to support the transition of homeless individuals and families into permanent housing and independent living. While HACSJ operates independently and the City does not control its funding or program implementation, this partnership remains vital to expanding affordable housing access and stabilizing vulnerable populations. HACSJ administers a range of housing assistance programs—including Section 8 Housing Choice Vouchers, public housing, and low-income housing tax credit properties—serving thousands of residents across San Joaquin County. The agency owns and manages over 1,000 public housing units and maintains separate waitlists for each program, ensuring that low-income families, seniors, veterans, and people with disabilities have access to safe and affordable housing. 17 In a major step forward, the Lodi City Council recently awarded HACSJ a vacant parcel for the development of 108 units of senior affordable housing, Salas Park Apartments, with a preference for veterans. This project will significantly increase the City’s affordable housing stock and provide permanent housing options for populations at high risk of chronic homelessness. Additionally, the City is working with HACSJ’s development entity to rehabilitate the Creekside South Apartments, preserving and improving existing senior housing infrastructure. The City’s updated 2024 Housing Element further reinforces its commitment to addressing housing needs over the next eight years. This policy framework outlines strategies to increase housing affordability, expand access to supportive housing, and prevent homelessness recurrence. By aligning local planning efforts with HACSJ’s housing programs, the City is helping shorten the duration of homelessness and create sustainable pathways to independent living. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership HACSJ actively promotes resident engagement by encouraging public housing tenants to participate in shaping policies, procedures, and program development through its Resident Advisory Board. To keep residents informed and connected, HACSJ distributes newsletters that include updates on agency initiatives, training and employment opportunities, and other valuable community resources. Residents also play a key role in the creation of HACSJ’s five-year and annual plans, ensuring their voices are reflected in long-term strategies. Additionally, the Resident Services Division conducts surveys to identify resident priorities and guide both immediate and future improvements across housing communities. Actions taken to provide assistance to troubled PHAs HACSJ is designated as a “High Performer.” 18 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) In the 2024 program year, the City provided funding to San Joaquin Fair Housing (SJFH) to support efforts aimed at reducing barriers to affordable housing. A comprehensive overview of the actions taken to address these barriers, as identified in the Analysis of Impediments to Fair Housing Choice, is included in section 91.520(a) below. The City also adopted its updated Housing Element and is in the process of revising its General Plan— both of which informed the development of the 2024–2028 Five-Year Consolidated Plan. In 2024, SJFH assisted 985 families. Additionally, the City provide preapproved ADU plans to the public in an effort to streamline the permitting process for the its residents. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) In the 2024 CDBG program year, the City of Lodi supported a range of programs aimed at addressing the needs of underserved populations. These included San Joaquin Fair Housing’s (SJFH) housing counseling services, community outreach, and educational seminars designed to promote fair housing practices and empower residents with knowledge of their rights. The City also funded Second Harvest Food Bank, which provided vital food assistance to disabled individuals, seniors, youth, and persons experiencing homelessness and their families—helping to alleviate food insecurity among the most vulnerable. Additionally, the City supported the Community Partnership for Families of San Joaquin (CPFSJ), whose services focus on at-risk youth and their families, particularly those vulnerable to gang involvement. CPFSJ’s programming has been especially impactful for Hispanic youth and their families, offering culturally responsive support and prevention strategies. The LOEL Senior Center’s Meals on Wheels Program also received funding to deliver nutritious meals to elderly residents, many of whom are disabled and socially isolated. This program not only ensures access to proper nutrition but also provides daily wellness checks and social contact, helping seniors maintain independence and well-being. 19 Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) In 2024, the City of Lodi continued its efforts to reduce lead-based paint hazards through a combination of policy implementation, public outreach, and direct housing rehabilitation. As part of its prior residential repair and rehabilitation program, the City maintained its policy of conducting lead-based paint testing when required by HUD regulations. Given the age and condition of Lodi’s housing stock, this testing remains a critical component of ensuring safe living environments, as many homes are at risk for lead hazards. To support public awareness, the City provided informational flyers and resources at City Hall for residents seeking guidance or who may be affected by lead- based paint. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Several of the City of Lodi’s strategic goals supported its broader objective of reducing poverty during the year 2024 program. These included: (1) Improving Public and Community Facilities, (2) Preserving and Increasing Affordable Housing, (3) Supporting Critical Public Services, (4) Encouraging Fair Housing Practices, and (5) Reducing Homelessness. Throughout the 2024–2028 Consolidated Plan period, the City funded targeted activities aligned with these goals to address the needs of low-income and underserved populations. In the 2024 program year, the City implemented multiple projects aimed at reducing the number of families living at or below the poverty level. These efforts were carried out in coordination with local service providers and community organizations, with CDBG funds allocated to support priority populations. Funded activities included: • 24 SJFH – Fair Housing Services: Promoted housing equity and access through counseling, outreach, and complaint resolution. 985 families assisted • 24 CPFSJ – Family Resource Center: Provided wraparound services to at-risk youth and families, including gang prevention and case management. 643 persons assisted • 24 Second Harvest of the Greater Valley – Food Assistance: Distributed food to low-income individuals and families, including seniors and persons experiencing homelessness. Over 3,700 families assisted 20  • 24 LOEL Senior Center – Meals on Wheels: Delivered nutritious meals and wellness checks to homebound elderly residents. 98 seniors assisted • 24 PREVAIL – PROPEL Program: Offered outreach and homeless prevention services for youth and families, with a focus on stability and long-term support. 18 persons assisted • 24 PRCS ADA Improvements to Office: Enhanced accessibility at public facilities to better serve residents with disabilities. Predevelopment stage • 24 PF Graffiti Abatement and 24 PS Graffiti Abatement: Improved public spaces and community safety through graffiti removal. 20,000 persons benefited • 24 HACSJ Salas Park: Supported the development of affordable senior housing with veteran preference. Predevelopment underway • 24 The Salvation Army – Hope Harbor Shelter Operations: Provided emergency shelter, meals, and supportive services to individuals and families experiencing homelessness. 502 persons assisted Together, these initiatives reflected the City’s commitment to addressing the root causes of poverty through housing, public services, infrastructure improvements, and community development. Actions taken to develop institutional structure. 91.220(k); 91.320(j) In the 2024 program year, the City of Lodi addressed affordable housing needs by supporting the Housing Authority of the County of San Joaquin (HACSJ) with predevelopment costs for the Salas Park Senior Affordable Housing Project. This initiative will result in the construction of 110 units of affordable housing for very low-income seniors, developed in two phases on a 3-acre parcel of city-owned land north of Salas Park. The project includes universal design features, energy-efficient appliances, and solar integration to reduce utility costs for residents. It also prioritizes accessibility and community amenities, such as a multipurpose room, kitchen, laundry facilities, and offices for social services and property management. This development represents a significant step toward increasing Lodi’s affordable housing stock and reflects the City’s ongoing collaboration with HACSJ to meet the housing needs of seniors and veterans. The City’s support for predevelopment activities helped lay the groundwork for this transformative project, which aligns with long-term goals outlined in the City’s 2024 Housing Element and the 2024–2028 Consolidated Plan. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) 21 The City continued its participation in regional coordination efforts to support low- to moderate-income families during the 2024 program year. This included active involvement with the Emergency Food and Shelter Program Board, ongoing collaboration with the Housing Authority of the County of San Joaquin (HACSJ) to address affordable housing needs, and engagement in various community-based committees. Through these partnerships and networking opportunities, the City helped advance community planning and development strategies aimed at improving access to housing, services, and resources for underserved populations. Additionally, the City shared its Consolidated Plan with key community stakeholders to promote transparency, encourage feedback, and strengthen collective efforts to meet local needs. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Based on the City of Lodi’s 2023 Analysis of Impediments to Fair Housing Choice and actions taken during the 2024 program year, the City made measurable progress in addressing identified barriers to fair housing. These efforts were aligned with the updated 2023–2031 Housing Element and the 2024–2028 Consolidated Plan. 1. Fair Housing Education and Outreach • The City funded San Joaquin Fair Housing (SJFH) to provide housing counseling, outreach, and public seminars. These services were shared with property managers, landlords, housing case managers, and social service providers to promote fair housing awareness and compliance. • Informational materials and flyers on fair housing rights and lead-based paint hazards were made available at City Hall to educate residents and stakeholders. 2. Expanding Affordable Housing Access • The City supported predevelopment costs for HACSJ’s Salas Park Senior Affordable Housing Project, which will add 110units for very low-income seniors, with a preference for veterans. • The City continued collaboration with HACSJ to rehabilitate Creekside South Apartments, preserving affordable housing for seniors. • The City adopted its updated Housing Element in 2024, identifying suitable development sites and aligning with RHNA goals to produce 1,520 units for low- and moderate-income households. 3. Addressing Discriminatory Screening Practices • Through its partnership with SJFH, the City supported fair housing testing and complaint investigations, including efforts to examine landlord screening practices and promote equitable access to housing for vulnerable populations such as young families, seniors, and formerly incarcerated individuals. 22  4. Improving Substandard Housing Conditions • The City explored the feasibility of using CDBG funds to support rental inspection programs aimed at identifying and correcting code violations and safety issues. 5. Supporting Vulnerable Populations • The City funded programs that directly serve seniors, people with disabilities, and families with children, including: o LOEL Senior Center’s Meals on Wheels Program o Second Harvest Food Assistance Program o CPFSJ Family Resource Center o PREVAIL PROPEL Program for youth and family outreach o The Salvation Army’s Hope Harbor Shelter Operations 6. Policy and Planning Initiatives • The City continued revising its General Plan and Development Code to allow for increased housing density, manufactured homes, residential care facilities, and expanded emergency shelter options. • The City participated in regional coordination efforts through the Emergency Food and Shelter Program Board and other community-based committees to advance fair housing and planning goals. These actions reflect the City’s commitment to affirmatively furthering fair housing, reducing barriers to housing access, and improving living conditions for Lodi’s most vulnerable residents. CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City’s CDBG program is administered by a dedicated Program Specialist under the supervision of the Neighborhood Services Manager, who oversees the program’s strategic direction and implementation. The Program Specialist is responsible for managing core functions including budget tracking, regulatory reporting, procurement processes, labor compliance enforcement, and day-to-day program operations. Regular communication with subrecipients is maintained, with quarterly check-ins to review progress reports, provide technical assistance, and address any emerging issues. To assist the Program Specialist, the City has a contracted provider whom is part of a broader team of experienced consultants that the City engages in for specialized 23 expertise and support. With over three years of experience, the consultant brings a solid foundation in implementing key planning documents such as the Consolidated Plan, Housing Element, and the Analysis of Impediments to Fair Housing Choice. To ensure program integrity and adherence to federal standards, the City has established a thorough monitoring system designed to track the timely execution of activities aligned with the Consolidated Plan. This system complies with all applicable federal regulations, including 2 CFR 200.328, 2 CFR 200.331, 24 CFR 570.501, and 24 CFR 570.503(b)(1), and is guided by sound management principles and accounting practices. Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. To ensure transparency and public engagement, the City of Lodi provided the draft 2024 CAPER for public review and comment prior to the scheduled City Council hearing. A public notice was published in both English and Spanish in the Lodi News Sentinel, detailing how residents could access the document and submit feedback starting August 25, 2025, ending on September 9, 2025. The City also shared the notice via social media and streamed the public hearing on Facebook Live to broaden accessibility. The CAPER was presented at the City Council meeting on September 10, 2025. Following the public review period, the 2024 CAPER was formally presented to and approved by the Lodi City Council. Upon approval, the report was submitted to HUD. Supporting materials, including the presentation and Council resolution, are included in the appendix of this document. 24 CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs because of its experiences. No changes identified at this time. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year. N/A CR-58 – Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF Total Number of Activities 0 0 0 0 0 Total Labor Hours 0 0 0 0 0 Total Section 3 Worker Hours 0 0 0 0 0 Total Targeted Section 3 Worker Hours 0 0 0 0 0 Table 8 – Total Labor Hours Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers Outreach efforts to generate job applicants who are Other Funding Targeted Workers. Direct, on-the job training (including apprenticeships). Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 business concerns. Technical assistance to help Section 3 business concerns understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. Provided or connected residents with assistance in seeking employment including drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs. 25  Provided or connected residents with supportive services that can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. Assisted residents with finding childcare. Assisted residents to apply for or attend community college or a four year educational institution. Assisted residents to apply for or attend vocational/technical training. Assisted residents to obtain financial literacy training and/or coaching. Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. Provided or connected residents with training on computer use or online technologies. Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. Outreach, engagement, or referrals with the state one- stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. Other. Table 9 – Qualitative Efforts - Number of Activities by Program Narrative N/A 26  RESOLUTION NO. 2025-___ A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE 2024-25 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) AND AUTHORIZING THE SUBMISSION TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT ======================================================================== WHEREAS, the U.S. Department of Housing and Urban Development (HUD) has determined that the City of Lodi, California, may receive an annual allocation of Community Development Block Grant (CDBG) funds as an entitlement community; and WHEREAS, the 2024-25 CAPER describes the programs and activities accomplished during that program year, in which the City received $625,615 in federal CDBG entitlement funds; and WHEREAS, the 2024-25 Annual Action Plan was adopted by the City Council on May 1, 2024, and subsequently submitted to HUD for approval; and WHEREAS, the City of Lodi has held, with proper notification and at the completion of the mandated public comment period (August 26, 2025 to September 10, 2025), a public hearing at the City Council meeting on September 10, 2025, to receive comments on the CAPER; and WHEREAS, staff will incorporate any public comments received and finalize the CAPER document prior to submission to HUD. NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby finds the required comment period and public hearing procedures were satisfied, approves the 2024-25 CDBG Consolidated Annual Performance and Evaluation Report (CAPER), and authorizes the submission of the CAPER to the U.S. Department of Housing and Urban Development (HUD). Dated: September 10, 2025 ======================================================================== I hereby certify that Resolution No. 2025-_____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held September 10, 2025, by the following vote: AYES: COUNCIL MEMBERS – NOES: COUNCIL MEMBERS – ABSENT: COUNCIL MEMBERS – ABSTAIN: COUNCIL MEMBERS – Olivia Nashed City Clerk 2025-______ 27